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Aligned Action

Outsourcing advisory services


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The steps a gymnast takes on the way to launching herself onto the vault set up the aerial techniques that will bring the highest scores from the judges. Alignment of each action is crucial. The efforts a company puts into outsourcing strategy, negotiation and transition serve much the same purpose. Most companies use a third party or outsourcer. Whether small and local or large and global, there is a common bottom line for each relationship:  "Are the services performed well at a fair price?” Successful companies have found that work done upstream during the strategy, negotiations and transition to set the foundation can impact the outcome greatly in terms of price and service delivery.1

Deloitte’s Outsourcing Advisory Services practice blends global reach with deep outsourcing and functional experience in crucial areas like finance, procurement, information technology, change management, tax, shared services and offshoring and reshoring. We work with hundreds of outsourcing vendors worldwide and stay current with their capabilities and performance. This understanding of the vendor landscape can offer valuable insights into important market trends, the opportunities and the challenges companies may face going forward.

Featured insights

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.

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 1.

From strategy to execution
An Outsourcing Advisory Services compendium — Issue 2.

From strategy to execution
An Outsourcing Advisory Services Compendium — Issue 3.

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.

From Bangalore to Boston: The trend of bringing IT back in-house
Read about insourcing and this new trend’s drivers, opportunities and challenges.

Offshore. Nearshore. Not sure.
Explore the Deloitte Debate.

Beyond the contract: Driving value from the renegotiation process
Read the Deloitte Review.

Which is better: Outsourcing or shared services?
Explore the Deloitte Debate.


1Based on Deloitte client engagement experience.

As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.

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