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Consulting Procurement Best Practice
The Black Book of Outsourcing, June 2010, Pages: 18
Research from Orbys has revealed that organizations approach consulting procurement in an inconsistent and fragmented manner. Available data are not used to best effect, diverse practices and non-standard processes are implemented simultaneously, and value is not measured, leading to budget overruns and poor project scoping. There is considerable opportunity for improvement in all areas.
Scope of this report:
- Analysis of the recent trends observed regarding the ways in which organizations set about hiring and managing third-party management consultants.
- This guide outlines Orbys’ own consulting procurement best-practice methodology that it uses with its clients.
Highlights
Consulting projects tend to be ad hoc, and tailored specifically to a unique problem that an organization is facing. The first question to ask is whether using a third-party consultant is the right way to solve your specific problem. In addition, try to plan any spend you intend to make on third-party consultants well in advance.
Reasons to Purchase
- Provides advice on how to plan spend on consulting projects, which regularly overrun their budget allocations, costing millions of dollars each year.
- Planning engagements effectively across an organization can create further savings by enabling strategic leverage during the negotiation phase.
- Managing consultants properly enables 'win-win' realtionships that create more value from engagagements in the long-term.
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