peruc o n s u l t i n g

Sourcing Capability

© Peru Consulting 2013

Peru Sourcing Proposition

Peru recognises that there are many drivers which act as

catalysts for sourcing activity. Each scenario will be unique to

the client, but have common elements

Our market knowledge and experience ensures all aspects

of sourcing are considered. Template material speeds document production and

solution evaluation

We go beyond strategy to deliver pragmatic sourcing solutions.

Experienced practitioners guide you through the process and

ensure value for money, together with contracts which last

© Peru Consulting 2013

Sourcing Lifecycle

Sourcing Strategy

Supplier Engagement

Negotiation & Contracting

Transition Management

The start-point for any sourcing activity must be setting a strategy – deciding and defining the outcomes. Considerations include • Business imperatives• Market direction• Supplier performance and capability• Optimal operating model• Stakeholder buy-in

Effective market engagement is critical, whether with a single or multiple suppliers. Essential elements include• Business case development• Requirements articulation• Professional market approach• Auditable evaluation mechanisms

Negotiations must be robust but balanced. A good deal must work for both parties. Contracts must be clear, exhaustive and unambiguous. • Translation from proposal to contract• Flexible contract structure to facilitate future

change• Efficient process for contract production,

preview and agreement• Due diligence (where appropriate)

Potentially the most risky element of the entire process. Transition must protect service whilst ensuring the supplier delivers to their obligations. Elements include• Establishing effective governance• New process development• Handover to BAU• Benefits tracking

Supplier Proposal Evaluation

Key to Scoring

Service Management also see "Guidance Notes" tab

Criteria RFP Ref. AT&T/Telstra BT Score Description

The Supplier is also requested to provide information on the following: n/a n/a 0 Does not meet requirements         The proposed support structure including organisational structure, numbers of staff and their roles, functions and locations of Help Desks, network operations centres or other support centres that will support Macquarie; 1 Poor

         A description of how the Macquarie Help Desk would interface with the service provider’s Help Desk(s). This should also include a description of how the Supplier will use and interface with Macquarie’s tools detailed in Section 5.4.6 to allow computer-based trouble tickets to be raised, and the ability to track the status of Incidents online; 2 Average         What documentation would be provided as part of the proposed solution; 3 Good         The procedures used by the Supplier to back up data relevant to the service and the proposed service itself; 4 Very good         A description of how any equipment would be maintained in the event of hardware or software faults that could not be rectified remotely; 5 Excellent, exceeds requirement         What alternative solution component maintenance options are available, in terms of days and hours of cover, response times, fix times, proactive versus reactive support, providing an appropriate breakdown of associated costs in the pricing templates in Annex 11.5;

         Whether the maintenance cover requested and the alternative options the Supplier might propose are available at all sites to be serviced by the proposed solution;         Indicate how the choice of cover and options (if applicable) could affect service availability and the Service Level Agreement;         Where third-party(s) are to be utilised, include full details of the capabilities of those organisations, including the depth of coverage (sites and resource);         Where third-party(s) are to be utilised, include details of the operating level agreement the Supplier holds with the third party(s);         How the proposed service could be transferred to an alternative supplier in the event that the Supplier suffered an interruption in their ability to deliver the contracted service; and         The Supplier’s business continuity strategy and any associated elements provided by their partners, as well as the date and results of the last service continuity test.

Scoring (0-5)

7.8

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