| In the wake of the Satyam scandal and the recent | | | | seeking to outsource. Once armed with this |
| attacks in Mumbai, India, companies are looking more | | | | information, it is easy to decide which locations are |
| closely at being well-prepared for any provider site | | | | primary and secondary candidates to visit. The |
| visits. They want to ensure they leverage their time | | | | provider's goal is to get as much face time as possible |
| and money as efficiently and effectively as possible. | | | | in front of their clients. The theory is the more time |
| If not structured properly, a provider site visit can be | | | | they have, the less time other providers will have in |
| just that - a "visit" and not a well-planned and executed | | | | front of the client. As mentioned previously, it is costly |
| data-gathering mission. Your visit team should strive to | | | | to make these visits so you want to maximize your |
| make it a form of pre-due diligence prior provider | | | | return by visiting the right location(s). Tip: To keep your |
| selection and contract signing. To make the trip most | | | | costs in line, you may need to compromise and visit a |
| rewarding, there are several questions your team | | | | provider's site that is not a COE. These are some of |
| needs to answer in advance of booking flights and | | | | the tradeoffs you will need to make to keep your |
| setting up logistics with providers to make the site visit | | | | expenses in line as you move forward with the |
| most effective. Here's a checklist to start with: | | | | selection process. |
| - Investment: Determine Your Budget - the first order | | | | - Planning, Agenda & Logistics: Sooner than Later |
| of business is to decide how much you are willing to | | | | - Planning as far in advance as possible will keep your |
| invest for provider site visits. This will determine where | | | | costs down (better rates on flights) and allow you the |
| you will visit (locally or at a distance) and how many | | | | time to get your travel documentation (e.g., provider |
| from your company (and the advisory firm) will attend. | | | | invitation letters, passports, business visas) and health |
| For example, U.S. based companies can figure an | | | | requirements (e.g., shots, prescriptions, medical |
| average of $8,000 for business class airfare per | | | | insurance coverage) in order. Check with your |
| person to India. In addition, there are other expenses | | | | company's travel office early in the process for the |
| including accommodations, local ground transportation, | | | | proper documentation required for the country(s) you |
| food, tips, passport, business visa, and medical | | | | are visiting. Coordinating business visas can be very |
| preparation. Tip: Always overestimate your expenses | | | | time consuming. On-site logistics are critical to |
| because you may need to adjust your schedule and | | | | effectively manage time and meet your visit |
| extend your trip. | | | | objectives. Your team should determine the "visit |
| - Team Involvement: Select Visit Participants - The | | | | agenda" based on your visit objectives. This will include |
| senior executive responsible for the project should | | | | a daily logistics plan and specific questions for each |
| determine who needs to participate. Representatives | | | | provider. Tip: Check your company's overseas medical |
| should include executives from the functions being | | | | insurance coverage. Ask if your policy applies |
| outsourced (e.g., the vice president of infrastructure), | | | | overseas and if it covers emergency expenses such |
| functional subject matter experts (e.g., the senior | | | | as medical evacuation. If it does not, consider |
| manager of the help desk) and business executives | | | | supplemental insurance. |
| who will receive the services that are outsourced (e.g., | | | | - Evaluation: Assess Providers' Capabilities and Culture |
| the vice president of business operations). Keep in | | | | - Providers should be evaluated after each interactive |
| mind, the more you have attending, the more you have | | | | session across three primary parameters: - People - Is |
| out of the office for an extended period of time | | | | there a match between our company cultures? Can |
| (minimum of one week depending on number of | | | | we work with this team? - Process - Will they |
| providers visited and site locations). Tip: Oftentimes, | | | | leverage industry standard processes effectively to |
| staff who are impacted by the decision to outsource | | | | benefit our project? Will we have to alter our methods |
| may be reluctant to travel, especially overseas as they | | | | to adapt to the provider's process? - Technology - |
| may see this as a big commitment and the final step | | | | What technology does the provider bring to the |
| toward a change in the way they operate. The senior | | | | project that will give us a competitive advantage in the |
| executive needs to encourage those to participate so | | | | marketplace? Create evaluation criteria and ensure it |
| they can be there to ask the right questions and see | | | | maps to your visit objectives and each item in your |
| firsthand what can be delivered by the providers. | | | | agenda. This step cannot be understated. Tip: Each |
| - Purpose: Determine Visit Objectives - Your team | | | | provider should be objectively scored after each visit |
| needs to determine what your purpose is for these | | | | and discussed in a daily debriefing session. It is best to |
| visits. The site visit team should create at least three | | | | capture this information while it is still fresh in the minds |
| primary objectives. This will drive your entire agenda | | | | of the visit participants. |
| going forward. Tip: Don't have a small select group | | | | - Travel Safeguards: Register with Your Country's |
| determine the visit objectives. Broaden the involvement | | | | State Department - It is recommended that you |
| so everyone owns the outcome. Otherwise, for the | | | | register with your state department so they can better |
| rest of the team, it is "their" visit, not "our" visit. | | | | assist you in an emergency. This will help them contact |
| - Timeframe: Decide When to Visit - Once you finalize | | | | you if there is a family emergency in the United States, |
| your visit objectives, determine when you will make the | | | | or if there is a crisis where you are traveling. In |
| site visits based on how you have structured your bid | | | | accordance with the Privacy Act, information on your |
| process. In some cases, clients want to visit all | | | | welfare and whereabouts will not be released to |
| providers who are responding to the request for | | | | others without your express authorization. Tip: Leave |
| proposal (RFP). In other cases, the client wants to visit | | | | copies of your itinerary, passport data page and visas |
| only those that are the two or three finalists. Tip: Make | | | | with family or friends so you can be contacted in case |
| sure you understand if there are any national or | | | | of an emergency at home.Provider site visits are only |
| religious holidays that could impact your trip. Don't | | | | one element in the overall decision making process. |
| assume that providers will accommodate you at just | | | | Whether you travel a long or short distance for a |
| any time. | | | | provider site visit, there is a significant expenditure of |
| - Locations: Identify Sites to Visit - Every provider has | | | | time and money. The adage, "what you put into |
| at least one showcase location they want you to visit. | | | | something has a direct correlation of what you get out |
| To use your time effectively, your sourcing advisor | | | | of it" is most certainly true with provider site visits. |
| should contact each provider candidate and request a | | | | When conducted properly, the investment you make |
| list of the provider's Centers Of Excellence (COE) for | | | | now will give you a good return on investment in future |
| the particular industry and function your company is | | | | years. |