I opened last week’s blog stating that outsourcers are only ever as good as their last job. It’s a harsh reality that helps keep everyone in the supply chain honest and working hard to deliver the best for every customer, every time.
So what is it that customers are looking for from their resource partner and the types of people that they supply?
A resource supplier is only ever as good as its last job. This is why it’s imperative that we have the right people working on our behalf, representing both ourselves and our customers.
So how do we attract, verify and retain the best engineers?
We’re now into the peak season for projects & deployments. Retailers are get their systems and stores ready for the upcoming peak trading season. Meanwhile, others have upgrade projects that have been delayed all year and are now being squeezed into the next few months before the year-end hits.
Balancing the requirements of the core, SLA-driven business-as-usual (BAU) volume against the additional capacity required for every project can be difficult in the best of circumstances.
And what if those project opportunities require the work to be completed in the evening, overnight or weekends?
No matter what your political leanings are, it’s clear that the UK’s decision to leave the EU will have an impact on every business. The true scale of that impact has yet to become fully apparent but will no doubt become clearer in the coming weeks and months.
But what happens in the meantime?
Being able to flex up additional resource when you need it is a great tool to have in your locker. Using flex, it’s possible to manage resource spikes, perhaps caused by sickness, holidays or excess demand that wasn’t budgeted. The obvious advantages certainly outweigh the marginally more expensive per job price that on-demand will cost the business.
What if you could do the same but in reverse?
"We Don't Outsource!"
I've heard that phrase many times over the past few years, even in the initial conversations with decision makers at companies that we now count as valued customers. To be honest, I used to say it myself when I was on the customer side and I didn't fully recognise how outsourced resource could add value.
A simple word that sends chills down the spines of service managers everywhere. It’s an easy problem to create and a difficult one to eliminate. But it’s not just the direct costs of having a backlog that hurt, the indirect ones are just as damaging to a business.
Outsourcing isn’t for everyone.
Many companies prefer to build and develop their own internal team as they feel it gives them better control over their performance and throughout the customer journey. This, of course, is a perfectly reasonable and risk averse position for any company to take.
But could a ‘no outsourcing’ stance actually be constraining that business’s ability to grow?