Exploring Outsourcing: Managing RFP Responses
by Kurt Jensen
In the last two articles, we reviewed the basics of outsourcing and began
to take a high level look at one methodical approach to evaluating
outsourcing providers: the Request for Proposal (RFP). This article begins
to address the process for handling responses to RFPs. Before jumping to
that topic, however, we want to quickly cover some key, up-front factors
for ensuring a successful RFP process.
Hierarchal consensus – High level buy-in is important if for
nothing else than to maintain control of the process. If senior management
doesn't delegate decision making authority to the team, agressive
respondents will jeopardize the process by escalating to senior management
(when they don't make the final cut due to price) claiming "your
evaluation team is not on track and your business is at risk." This
hardball tactic puts the respondent in control of the process and
eventually the decision.
Cross functional consensus or notification – Sales,
Marketing, Product Management and similar teams need to be aware (at a
minimum) and, preferably, engaged. This engagement will help prevent
favorable treatment of potential trade partners, information leaks and
influence complicating the process.
Service and quality definitions – As defined in the first
article, outsourcing is essentially paying someone else to do a job.
Measuring against your definition of service level and quality is
the only way to determine if you are getting your money's worth.
With the RFP sent to a significant number of respondents (who signed and
returned the previously sent Non-Disclosure Agreement) and the deadline to
respond still weeks away, you start to notice an increase in the number of
phone calls, emails and voicemails containing questions posed by potential
respondents. The flood is just starting and is still manageable!
One technique to manage pre-response questions is to remove respondent
specific information, roll the question into a matrix (think Excel), and
send out the answer to all potential respondents. Taking this approach
keeps your answers consistent and eliminates answering the same question
multiple times. Resist the temptation to engage in detailed one on one
discussion with potential respondents.
As the deadline approaches, prepare to make decisions regarding
extensions, content, delivery or both. If at all possible, try to maintain
a consistent stance since a significant portion of the respondents will
quickly take any time past deadline you allow. Depending upon the size of
your company, expect extension pressures internally as respondents reach
out to their trade partners.
Although experience varies, expect the bulk of responses on the deadline
day in accordance with the delivery requirements contained within the RFP.
In this 'flash flood' stage, the results of your RFP will be apparent: you
will be either spending time excitedly reviewing easy to read data points
or looking at a big stack of documents and a new box of highlighters!
Expect early 'confirmation of receipt' calls from respondents; after all,
they spent considerable time preparing their proposal and want to make
sure you received it in time. Resist providing feedback if you have any.
In the next article we will discuss wading through the flood of responses,
otherwise known as comparing respondents through normalization. We will
address how to reach a key decision point: which respondents are worthy of
Contact us if you would like to share
outsourcing or RFP experience. If you are thinking about outsourcing, we
can help you manage the process, while you focus on your business!
View previous articles in this series
Service Management and IT Audits
by Amy Lozano
This is the second article in a series about systems auditing. In the
first article, we introduced one type of audit: the SAS 70 audit. In this
article, we discuss the role of IT/Systems audits, such as SAS 70 and
Sarbanes-Oxley/COSO related systems audits, within "service management,"
as opposed to IT management.
You may be wondering how exactly IT/Systems Audits relate to service
management, especially if service management is more about business
processes than particular technology or systems. The answer is that third
party auditors spend just as much of their time examining business
processes that directly impact external customers as they do on technical
processes and systems.
Let's examine just one area of Service Management: relationship
management. In simple terms, this means staying in touch with
customers and making sure their needs, current and future, are being met.
Examples of what an auditor reviewing a company's relationship
management would expect to find are:
- Company consistently meets with customers
- Company is aware of all customer-impacting issues
- Company provides broad, comprehensive, yet secure, access to
customer information and issues
- Customer information is available redundantly (backup/restore
In all audits, proof is required! The auditors will not just
take your word for it that this happens. They will ask to see such things
- Minutes of meetings conducted with customers, as well as internal
meetings held to discuss major customer issues. An example of this
second kind of meeting would be a daily "hot issues" meeting held every
morning to review critical customer problems. Auditors will expect
minutes to identify actions and accountability for addressing issues.
- The auditors will pick the dates of past meetings for which they
want to see meeting minutes.
- If there are no minutes, the auditors may very well ask to sit in
on a meeting to verify that meetings do occur, and THEY will pick
which meetings to attend. Believe me this "observational" method of
auditing is the most painful!
- An open issues list in the form of a document or database (this
could be help desk system tickets). The auditors will not be happy if
this list or database is kept only on an individual desktop computer -
and you want the auditors to be happy!
- Security methods in place to limit access to documentation, database
entries, and/or help desk tickets related to customer issues to only the
staff who need to see them. One or more auditors will actually sit next
to you and watch how security has been implemented.
- Backup strategy in place for all of this information. This will
include evidence of offsite storage of tape backups. Believe it or not,
an auditor may watch the vendor representative pick up the tapes and
verify that there is documented proof of these kinds of transactions.
Did reading the above make you tired, nauseous, or nervous? Now is the
time to beat any outside auditors to the punch by taking the initiative to
- Consistent business processes have been established. (I am sure this
is not an issue for any of you.)
- Business processes that are assumed to be in place are actually in
- That processes fall into the realm of industry "best practices."
- The processes are documented for staff training and archival
- That results, actions, and issues are consistently documented and
This examination of relationship management, just one, small
aspect of Service Management, is intended simply to illustrate the role
service delivery plays in systems audits and how seriously these audits
should be taken by service management professionals, not just IT
professionals. If auditing still bores you and seems irrelevant to
customer service management, get over it because most likely outside
auditors will be coming to visit whether you like it or not! And we have
just talked about one small aspect of Service Delivery…
View previous articles in this series
+ Benchmarking Survey
+ Exploring Outsourcing
+ Recommended Reading
+ Service Management and IT Audits
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Network World's editorial "Focus
on processes, not the technology" by John Dix highlights the thoughts
and research of Erik Brynjolfsson, a professor of management at the MIT
Sloan School of Management and the director of MIT's Center for eBusiness,
shared recently at the 2004 MIT Sloan CIO Symposium.
Mr. Brynjolfsson's assertion is that the tremendous productivity growth
experienced since the late 1990's is not due to technology itself, but
rather stems from "the business process changes enabled by the technology,
such as new ways of dealing with suppliers and customers."
Customer Centricity is pleased to announce our first annual customer
support and service delivery
benchmarking survey. This is a short survey (14 questions) that has
been taking respondents only 5-7 minutes to complete.
As an incentive, all participants will receive a complimentary copy of the
summary report, resulting from this study. Additionally, we will randomly
select 10 respondents to receive their choice of an item from the
Customer Centricity logo shop!
Your participation in this survey will help us generate a comprehensive
study of customer support and service delivery that you can then use to
continue to improve and evolve your company's capabilities. Feel free to
forward this survey to others you think would benefit from completing it.
Please complete the survey by June 11. The final report will be
available in July.
Note: If you've previously tried to complete the survey and had trouble
with required fields, we encourage you to try again as we have made the
survey easier to complete.
Link to survey
About Customer Centricity, Inc.
We strengthen overall company performance through
better service delivery and management.
We boost efficiencies in front-line customer service and technical support
teams, order processing, fulfillment, field service, logistics and other
key operations functions.
In short, we align the resources of your organization to exceed your
customers' expectations in the most effective and efficient manner
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