Global Sourcing Collaborative Relationships
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Joann Martin leads the Global Strategic Outsourcing Sourcing team at Pitney Bowes which is responsible for vendor management of business process outsourcing. In 2005, Pitney Bowes made the decision to undertake a strategic initiative to use outsourcing to cut costs, limit investments, and improve flexibility. Joann led the development of the outsourcing agenda and selection of global partners.
Global Sourcing Collaborative Relationships
- 1. Joann Martin, Director Global BPO, PBI Andy Marks
- 2. Joann Martin,MBA, PMP, COP Director Strategic Alliances, Pitney Bowes Joann leads the Global Strategic Outsourcing Sourcing team at PBI which is responsible for BPO Vendor Management. She received her BS in CS Engineering from Uconn and her MBA from Capella. Joann is COP, PMP certified, and a Green Belt. She is an Adjunct Professor at UB with 2 patents. In 2005 Pitney Bowes, made the executive-level decision to undertake a strategic, cross-functional initiative to use outsourcing to cut operating costs, limit capital investment, and improve operating flexibility. Joann Martin, Director of Strategic Alliances for Pitney Bowes, led the development of the outsourcing agenda and selection of global partners.
- 3. Andrew Marks Area Manager Apollo Security . The Power of Personal Service
- 4. What is a collaborative relationship and why do I care?
- 5. Outsourcing Maturity Benefit Early Benefit Cost Savings Stabilization Productivity Gains Risk Management Strategic Capability Expansion Customer Management Benefits from a collaborative relationship
- 6. Long Term Success • Removes barriers to long term financial wins – Alignment of objectives to business impact – Flexibility – Neither team dumping ground for risk • Ensure long term success – Thorough due diligence and planning – Invest resources (both parties) – Realistic implementation ramp timeframe – Ongoing strategic business reviews Align Expectations – Mutually agreed to plan and Clear Objectives
- 7. •Keys to Success: – Top-down decision from executive leadership to align costs to today’s business • Reduce operating cost, limit capital investments and improve operating flexibility – A champion for the cause (Strategic Alliances), plus a committee accountable for internal stakeholder adoption • Created a cross functional plan to adopt outsourcing as a strategic initiative • Selected BPO partners
- 8. Managed Risk • Political • Legal • Security • Financial • Technical Cost • Labor • Infrastructure (telecom) • Internal (travel, managed) • Hidden Expanded Capability and Speed • Language • Global • Single Customer View Risk Cost Capability The core driver for partnering All of these factors
- 9. Through the “Power of Personal Service”Apollo Security’s clients can be sure that a senior executive is always available to them on immediate or short notice twenty-four hours a day; that he or she is regularly visiting their facility; they are to be called on for advice and counsel; and they will be tracking their client’s security objectives as closely as the clients do themselves. In today’s world of mergers and acquisitions, only Apollo can offer the services and capabilities of the large national and international companies with the person service delivery of a local company. The “Power of Personal Service”is the culture of Apollo Security from our most senior executives through the ranks to all of our security professionals. What does the Power of Personal Service Mean:
- 10. • Fire & Life Safety Training Program and Plan Development • Uniformed Personnel • Investigative Services • Physical Security Surveys • Security Consulting • Intellectual Property Investigations • Due Diligence • Risk/ Vulnerability Assessments • Tailored Security Plans • Concierge/ Desk Attendant Services • Patrol Service • Customized Security Training Programs Business Requirements Does your partner have the capability to provide the services you need?
- 11. Not all companies are created equal – there is a difference between firms… or • Is my partner only interested in making a profit • If I have a problem will they be there? • Will my partner company represent my company well? • Does my partner company care about quality? • Will my partner company work hard for me?
- 12. Retention starts with the selection process; Informal & formal recognition programs; Employee retention surveys are utilized to gage our employee’s satisfaction. Effective communication and employee engagement; Open Door policy from top to bottom within our organization; Opportunities for advancement encourages a good work ethic and helps develop loyalty; Great benefits including free life insurance, vacation benefits, direct deposit, access to vision, dental, mini and major medical insurance. The foundation for any successful company in the security industry is people!
- 13. Retention starts with the selection process; •Informal & formal recognition programs; •Employee retention surveys are utilized to gage our employee’s satisfaction. •Effective communication and employee engagement; •Open Door policyfrom top to bottom within our organization; •Opportunities for advancement encourages a good work ethic and helps develop loyalty; •All uniforms (3 sets) issued to employees at no cost; Great benefits including free life insurance, great vacation benefits designed to encourage retention, direct deposit, access to vision, dental, mini and major medical insurance.
- 14. The Power of Personal Service Management; The Truth Report Scorecard:PB specific customized KPI tracking Personnel activity tracking Account operations analysis Turnover and new officer reporting Training activity statistics Client Feedback–“Quality Focus at a Glance”
- 16. How to maintain Collaborative Relationships - Best Practices GOVERNANCE - GOVERNANCE • Strategic responsibility at the top • Multilevel organizational links • Regular meetings at each level • Weekly ops • Monthly project • Quarterly business • Semi or annual strategic • Data driven - Scorecard used for results • Defined escalation process • Defined change management process
- 17. . When things are going well, something will go wrong. When things just cannot get any worse, they will.
- 18. Balanced scorecard for Collaborative Relationships Tangible Financial Costs per X Net Savings Operational Speed Volume Reduction Defect Reduction Intangible Strategic Innovative Satisfaction Relationship Decision Making Degree of Alignment Communication
- 19. • The Power of Personal Service Management; • The Truth Report Scorecard: Customer specific customized KPI tracking • Personnel activity tracking • Account operations analysis • Turnover and new officer reporting • Training activity statistics • Client Feedback–“Quality Focus at a Glance” Communications
- 20. 20 20 “A good alliance is like a unicorn. Everybody had heard of them, but few have actually seen them.” Tom Hooks Motorola