Return on Partnership

From Return on Investment to Return on Partnership


Find out how we define the evolving roles of executives and decision makers in a landscape with an increased reliance on external capabilities both for operational as for transformational services. More demanding customers and the fluctuating economic environment have placed collaboration with external partners at the heart of many companies’ growth strategies 

It goes without saying that the Chief Procurement Officer (CPO) is traditionally playing an important role with external suppliers, service providers or business relationships.

Return on Partnership - The CPO point of view

But when it comes to contributing to Return on Partnership with external suppliers, service providers or business relationships, the CPO has an increased risk of being controversial with such partners. Yet, this risk of the CPO being controversial with the organizations’ business relationships can be mitigated and even turned into Return on Partnership.

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The current economic environment is one that allows for much smaller margins of error as many companies need to protect their bottom-line results. This has awakened the Chief Financial Officer (CFO) to seek for opportunities for an increased alignment between the procurement and the finance function. 

Return on Partnership - The CFO point of view

But when it comes to contributing to Return on Partnership with vendors, service providers or business relationships, the CFO is often perceived as a bottleneck with such external partners. So the CFO shall strictly adhere to its second line of control role when it comes to assessing information on the external partner relationship status and overall health. This to avoid an increased negative perception of the CFO being an SRM bottleneck.

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How to get increased value from the EBA guidelines on outsourcing in financial services. 

Return on Partnership - Beyond Compliance

Compliance with financial services rules, regulations and guidelines often is approached from a “bare minimum” perspective. As a financial services company, you could do the same again with the new EBA guidelines on outsourcing.

Or, this management body can also be your starting point to evolve towards a more value added Vendor and Supplier Relationship Management process. Next to ensuring that you are compliant with the minimum EBA requirements, you can equally deploy an added value platform that goes beyond “being in control”and on top provides insightful steering overviews and powerful decision making dashboards across all your outsourcing relationships.

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