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  • Deloitte recognized globally for 4th consecutive year in The World’s Best Outsourcing Advisors for 2014
    IAOP’s ninth annual ranking recognizes Deloitte’s advisory capabilities.
  • Deloitte's 2014 global outsourcing and insourcing survey
    Read the survey results, which indicate that outsourcing as a business practice continues to see growth across all functions surveyed.
  • Vendor management program office
    The challenges in managing relationships with business units, multiple vendors and sourcing and procurement functions remain, however, that has not prohibited clients from exploring and successfully moving vendor management functions to offshore centers.
  • Business Trends 2014: Navigating the next wave of globalization
    What is going on with the global economy? Nine critical trends that will influence your strategic priorities.
  • Some (re-) assembly required: Re-evaluating your global business services model
    With the promise of new analytics capabilities, the cost benefit of the cloud and the complexity of more mature business models, many companies are waking up to realize that operational choices that once made sense may now seem obsolete. In order to optimize the value of technological innovation and advancement, executives may want to consider a strategy shift to an integrated global business services operating model.
  • From strategy to execution
    An Outsourcing Advisory Services compendium — Issue 2.
  • Manufacturing beyond China
    Many factors are reducing China’s appeal for export-oriented manufacturers, and prompting companies to explore other production locations within Asia and beyond. Listen to our Dash Webcast to learn more.
  • The Vendor Management Program Office (VMPO): Five deadly sins of vendor management
    Whether vendors are being engaged on-shore, offshore or by a captive organization, companies increasingly need a strong and capable VMPO.
  • Changing the law firm operating cost paradigm: Transformation of the back office
    Market conditions have created an imperative for law firms: evolve or risk your economic future.
  • Enterprise cost management: Save or grow?
    Should cost savings be used to drive growth or taken to the bottom line?
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