Erfolgreich IT-Leistungen auf externe IT-Dienstleister oder in die Cloud verlagern

Nachhaltige Sourcing-Strategien basieren auf klaren Kernkompetenzen der IT.

Der Erfolg von Ausschreibungsvorhaben steht und fällt mit der Qualität der Anforderungen und der sorgfältigen Auswahl des Sourcing-Partners.

The success of the tendering project depends on the quality of the requirements and the careful selection of the sourcing partner.

Wir machen IT-Sourcing-Advisory.

Wir machen IT-Ausschreibungsmanagement.

We do IT tender management.

Slider

With professional IT tender management, you can ensure sustainable outsourcing success

You have developed a new IT strategy or fundamentally updated the existing one and adapted it to the new framework conditions of your organization. Furthermore, you have examined the IT services requested by your internal customers in terms of effectiveness and profitability as part of an IT sourcing strategy. As a result, you have identified IT services or IT service groups that within the scope of IT tenders must be contracted out either for the first time or repeatedly.

Now it is a matter of contracting out the necessary IT services to the market, identifying the potentially suitable sourcing partner and setting up a professional IT tendering process. We are consciously using the term sourcing partner instead of provider. We want to highlight that professional IT tender management provides for a trusting business partnership with sustainable successes.

RfP management for a sustainable outsourcing relationship

What challenges are associated with tendering of IT services
Why customers often underestimate the complexity of tenders
How our sourcing framework helps our clients achieve their sourcing goals
What are the success factors for an IT tender project

Challenges in executing the RfP processes

Despite the growing maturity of the outsourcing sector, fewer than a third of the organizations report of a “high” degree of the goal achievement. Above all the desired service quality is rarely achieved.

The aim of our request-for-proposal advisory is to identify the right sourcing partner and to negotiate a fair and viable contract with him/her for a smooth RfP process. In doing so it is very important to have a structured process as the goals of our clients in IT outsourcing are varied just as the respective initial situations. That is why there needs to be a methodology that is adaptable and scalable to client requirements. One thing that should not happen to you during the IT tendering process and that you lose track and the sourcing partner controls you.

Frequent mistakes in IT tender management:

  • According to Request for Information the right candidates are not chosen (due to political reasons);
  • Complexity and effort is underestimated at the time of the RfP specification (and must be made up for after signing of the contract);
  • Information (e.g. on the complexity of own IT systems) is not available or is deliberately withheld;
  • Real competition is prevented as the information lead of the current partner (incumbent) is not compensated for (e.g. undocumented knowledge about specific operating environments, industry-specific legal requirements);
  • RfP process (e.g. deadlines) are not upheld by the client or changed at a short notice;
  • Instead of company-specific service description, ITIL is often referenced as the standard and thus often the important development and operating services are “forgotten”

Outsourcing of IT projects:
In Ardour Consulting you have the right partner with you

Our unique tender methodology ensures that you sit in the driver’s seat

Save resources with the right planning and the vision of our team of experts. We make the complex process of an IT bidding tangible by defining clear goals, phases and milestones. The parallelization of the RfP phases to the greatest possible extent helps in shortening the project duration as far as possible without impairing the quality of the tender results; this being a very decisive fact for a sustainable outsourcing success. Our consulting provides you an overview at every stage of the RfP process.

Our sourcing master plan for tendering projects facilitates project management

Our approach is based on comprehensive and at the same time flexible methodology (including tools and templates). In doing so, we take into consideration the interests of the clients and the sourcing partner to create a sustainable win-win situation for both the sourcing partners. A comprehensive and systematic catalogue of requirements guarantees an equally focused and efficient evaluation of offers and service providers. We believe in providing the requirements in plain and clear terms but also in leaving enough room for the creative ideas of the provider.

Why do our clients appreciate working with us for so many years?

Quite simply because we have experience, are fair and get involved completely.

Our methodology and approach has been tried and tested and has withstood several critical checks done by group’s audit regarding traceability, transparency and ability to prove.

From individual contract to the global big deal

We have supported customers in sourcing projects of varying sizes in the areas of preparing a tender for IT infrastructure, application development or application support services. A selective list of customers we have supported in the field of IT sourcing includes Daimler, Deutsche Bank, EON Business Services, Stadtwerke Munich, Axel Springer.

Ardour Sourcing Framework
previous arrow
next arrow
1
2
3
4
5
6
7
8
Project initialization

The aim of this first phase in the RfP process is to ensure that all prerequisites for smooth project management are met. The internal and external framework conditions for the RfP project are created. Often, it poses considerable internal problems for the client to bring together the relevant stakeholders from the IT, the CIO, the departments, purchase, information security and the legal departments. We know the challenges and know how to talk to whom and when to involve them. A structured RfP strategy is developed and coordinated with all stakeholders. With this strategy, our approach is “configured” and adapted to the customer’s individual approach.

Services among others

  • Project plan
  • Dependency matrix between the task packages
  • Stakeholder assessment
Tools and methods among others

  • Risk assessment tool with over 80 pre-defined risks in sourcing
  • Stakeholder assessment tool
  • RfP strategy incubator
Request-for-Information (RfI)

The request for information is a non-binding information request that often precedes the actual RfP. An outline of the sourcing project is developed with it that reconciles the terms and conditions for the request for proposal. Additionally, the questions about the organization of the sourcing partner are asked in order to make an initial selection of a suitable partner for the RfP.

Services among others

  • Longlist of sourcing partners
  • RfI document
  • RfI evaluation
  • Down selection with RfP shortlist
Tools and methods among others

  • RfI requirement tool
  • IT service matrix
  • Sample documents for Terms & Conditions (Sourcing partner capabilities))
RfP specification

The RfP specification defines the requirements for the required IT services and underlying technologies. As a result, the participants of the tender receive as accurate an idea as possible about the initial situation, the objectives and the desired service quantities and qualities. Based on this information the sourcing partners can then create comparable solutions and price calculations in offers for you.

Services among others

  • Template based actual data collection
  • Structured requirements list with expected values
  • Specification sheet, detailed specification (e.g. delivery model, governance model)
  • Contract architecture
  • Draft contracts
Tools and methods among others

  • Assessment profile for each provider
  • Roles profiles
  • Assessment model and criteria among others
Proposal enablement

The proposal enablement phase explains the IT tender to the participants of the tender in a fair and open way. This includes the information on the sourcing project and the objectives. A familiarization of the employees involved and that of the business culture on both sides is an important building block in this phase indicating that the foundation for a constructive partnership has already been laid and partially tested in the RfP itself. A “sourcing partner day” is intended to make it easier for potential partners to develop a service offer that meets the client’s expectations.

Services among others

  • Presentation for the sourcing partner day
  • Summary and response to the question and answers of the RfP
  • Evaluation of the candidates during the sourcing partner day
Tools and methods among others

  • Response tool
  • Evaluation tool
Sourcing partner evaluation

The tender documents are analyzed and assessed in the evaluation phase and the candidates who seem to appear appropriate in view of the pre-defined and weighted criteria are selected.

Services among others

  • Evaluation matrix and guidelines
  • Overview of the providers and price performance evaluation
Tools and methods among others

  • RfP evaluation tool
  • Price performance analysis
  • Statement of compliance (SoC)
Due diligence

The goal of the due diligence phase is to verify two things, the first being to verify and confirm the performance efficiency of the provider (outbound due diligence) and second being to understand the current IT landscape with the existing IT operating models and the IT assets (inbound due diligence).

Services among others

  • Virtual data room
  • Due diligence workshops
  • Due diligence evaluation
  • Modifications for BAFO
Tools and methods among others

  • Due diligence workshop evaluation tool
  • Due diligence methodologies
  • Check lists for site visits
Best and Final Offer (BaFO)

After the pre-selection done by the RfP as well as a further exchange of information in due diligence, the Best-and-Final-Offer (BaFO) allows a final delivery of the best technical and price offer before the negotiation and the final selection.

Services among others

  • BaFO documents
  • Shortlist for the contract negotiation
  • BaFO-Q&A
  • Updated price performance evaluation
Tools and methods among others

  • BaFO evaluation
  • Price analysis
Contract negotiation

The aim of contract negotiation is to have a fair and reliable agreement. To the extent possible it should cover the interests of both parties and at the same time build the foundation for a trusting sourcing partnership.

Services among others

  • Negotiating strategy
  • Negotiated contract
  • Updated business case and risk portfolio
  • Obligation/negotiation tracking list
Tools and methods among others

  • Checklists for negotiation strategy
  • Statement of compliance
  • Obligation/negotiation tracking tool

This makes your IT tendering process successful

In aprofessional tendering process, we determine the best possible sourcing partner through a transparent and fair competition. We apply general tendering principles.

  • Competition principles
  • Transparency requirement
  • Discrimination requirements
  • Award of contract to specialized, efficient, reliable and law-abiding organizations
  • Appropriate prices
Austausch
Continuous exchange

While outsourcing solutions such as managed services, out-tasking or contractual time and material services cannot be bought off the peg, cloud services are just the opposite, i.e. highly standardized and often non-negotiable. Therefore, a multi-level, integrated process is necessary in which the client defines their requirements and the sourcing partners gradually develop their solution (in future a mixture of traditional services and managed cloud services).

Zusammenarbeit
Trustful collaboration

A trustful collaboration is crucial for the success of outsourcing. Therefore, the organizations must pay attention during the tender process to find a sourcing partner who really fits their requirements. The sourcing relationship should be at eye level, i.e. the client should not be too small from the point of view of the sourcing partner (C customer) but also not too big (A customer) otherwise the service provider becomes too dependent on the customer.

Overview of the success factors

Clear objectives and framework conditions are the pre-requisite for a good tender. Only then can the further process be designed effectively and efficiently.

  • Objectives and framework conditions are defined clearly
  • IT services and IT service levels are described in detail
  • Requirements and selection criteria are transparent and are not subject to interpretations to the maximum extent possible
  • <