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Is the scope of activities the same during the contract term?
Can the scope of an outsourcing contract be flexible?
How can the internal scope and cost of services be calculated to ensure that the scope of outsourcing is well defined?
We need the vendor to conduct some activities that were not in scope when the agreement was signed. Most of these activities were not known at the time, others became necessary as a result of the fact that we are a regulated industry. Given the in-scope equipment and processes, no other vendor can do the work. Is there a way to avoid the significant overpayments and delays we experience?
Our outsourcing deal includes project oriented work. The amount of this work is substantial. If the acceptance test is not conducted by us (the buyer) in 60 days, the work result is DEEMED ACCEPTED . We have several cases where we paid for work, the results have not been properly tested by us, and the results are not acceptable, but since the are DEEMED ACCEPTED , we cannot do much about it. Can anything be done to avoid it?
Should the in-house cost (or budget) be disclosed to bidders as part of the RFP?
Does the Outsourcing transaction increase the risk to the buyer of outsourced services?
Different Vendors, or consortia of vendors, represent different risk profiles. Can such risks be taken into account in evaluating the proposals?
Is there a straight forward method to conduct a risk adjusted price evaluation of submitted outsourcing bids?
Is there a way to assess quickly if a price submitted by a Vendor (Proponent) is reasonable, feasible or a "bait and switch"?
Our deal requires the Vendor to monitor and manage equipment our company owns. These services are subject to the SLA. After recently replacing this equipment in question, the Vendor claims that they can no longer monitor and perform the services at the same levls and prices since that will require additional resources on the Vendor or equipment Supplier side. What is your advice?
Most prospective buyers of outsourcing servicies expect savings in the range of 20% compared to the internal costs. What are the sources of these potential savings?
Prior to finalizing our outsourcing contract, the vendor will conduct a due diligence process. What are pro's and con's of such process? What should we do to be ready for the due due diligence process to be conducted by the vendor team?
This site mentions the creation and sharing of new value through outsourcing. We (us the buyer and the vendor) have an existing outsourcing deal, where the vendor profits appear inadequate and the measured savings are becoming too thin. What are some of the ways new value can be created and shared?
What are the pro's and con's of outsourcing TRANSACTION PRICING versus conventional pricing?
Our outsourcing vendor requests that we pay in advance for the services provided. We believe this to be unusual. What is the prevalent practice in the market?
Our outsourcing deal includes incentives for the vendor to reduce the overall cost to us (the buyer). How do we make sure the vendor will do that when reducing our costs means billing less?
What are advantages and disadvantages of conventional daily (or hourly) rates vs. blended daily rates for project oriented outsourced work?
How can it be determined if the SLA in the contract or the RFP is adequate?
Is there a way to estimate what the total amount at risk (i.e., maximum SLA remedies) should be for the SLA?
Our (the buyer) SLA has a few Metrics where there are some dependencies between work done us (the buyer) and work that needs to be done by the vendor. We have endless finger pointing disputes when it comes to applying remedies when such Metrics are not met. How do other buyers deal with this issue?
In our (vendor) SLA there are several Metrics that are not met in the case of certain incidents. As a result, we pay multiple escalating remedies for the same incident. Can this be addressed?
What is the meaning of the "Outsourcing Paradox"?
Are there any general parameters or rules to assess the cost of contract or deal governance on the outsourcing buy side?
Is outsourcing a fad, a management tool, or an economic necessity?
What activities, functions or processes are most likely to be outsourced by companies?
The development of the Statement of Work for the contract is very time consuming. Is there a way to do this more efficiently and faster?
Is buying services similar or different from buying goods, and if different, in what way?
A vendor made a calculation mistake at the contract negotiation table. The error is material and to our advantage. What is the best way to deal with this?
Vendor site visits seem to be a recommended part of a vendor evaluation process in procurement (RFP). Is there a way to be more precise when considering the vendor site visit results in the final vendor evaluation?
We have prepared an economic model of our outsourcing deal. Part of the model are payments to be made to the vendor in cases of termination for convenience or buyer's (our) breach. Should we provide in the model, in such termination cases, payments to the vendor of all or a part of the profit expected for the remaining duration of the deal?
The end of an outsourcing deal has many scenarios. Is there a comprehensive check-list to ensure that all scenarios are properly analysed in the deal economic model and documented in the deal?
Both Vendors and Beneficiaries (buyers) use the term "Partnership" describing the relationship. Is this appropriate?
Checking vendor references is a recommended part of a vendor evaluation process in procurement (RFP). Is there a way to quantify reference check results in the final vendor evaluation?

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