Business Challenge
A four billion dollar manufacturing
concern, while generally satisfied with their outsourcing
engagement, was concerned that some charges they were paying for
might have overlapped with the suppliers contractual obligations
and therefore not be legitimate. The challenge was to quickly
and efficiently examine the suppliers’ obligations as well as
their billing and reporting systems to determine if any billing
errors had been made. If errors were found, identify their root
cause and expose any systemic problems.
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Business Challenge
A sixty-six billion dollar technology
manufacturer had just completed the acquisition of a three
billion dollar manufacturing business that included an
outsourcing agreement. The client needed to train an internal
team on how to manage the outsourcing agreement as well as to
make sure the value bargained for was received.
Outsourcers excel at rewriting the contract through change
orders during implementation and redefining the agreement
through new service requests. This places additional costs and
workload on the client. The challenge was to train a client
team—who had no experience with an outsourcing contract of this
magnitude—to effectively manage the outsourcer and live up to
the clients contractual obligations within 100 days.
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Business Challenge
A fifty billion dollar financial services
firm had outsourced distributed computing operations to a major
outsourcer. The client felt that process improvements and cost
savings inherent in the original agreement were not being met.
The challenge was to renegotiate lower pricing and
obtain service improvements without disrupting service to end
users prior to the end of the contract - which was less than
forty-five days away. In addition, the client wanted the
flexibility to in-source some or all of the services over time.
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Business Challenge
A multi-billion dollar international
company headquartered overseas was in the process of a
transition and integration of a major acquisition that included
the worldwide replacement of all major systems. The
implementation program was running substantially behind and the
financial and project controls were not in place to ensure that
the project would come in on time or on budget.
Nathanson
and Company was asked to conduct an independent assessment of
the program budget and provide a report that would quantify the
financial exposure and root causes and identify measures to
ensure better controls moving forward.
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Business Challenge
A thirteen billion dollar international
technology products and services company was seeking to
transform and migrate acquired and existing operations, systems
and infrastructure to a single, consistent, world-wide operating
model and applications suite.
The client had an
aggressive project implementation schedule with severe
consequences for delay. A large systems integrator was engaged
to lead several major elements of the implementation and supply
resources to support the client’s work efforts for several other
projects. In order to deliver the project within the defined
budget, the client would need to leverage resources from several
off-shore locations, including India, China and the United
States. The client did not have a delivery model suited for
extensive offshore resource usage and the client needed to ramp
up quickly in order to maintain the tight implementation
schedule. In one case, the client required over 100 qualified
SAP resources to commence development work immediately in order
to preserve its aggressive implementation schedule.
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