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To successfully outsource it is crucial to plan how the relationship between the buyer and vendor will be managed along with what processes will be used and how the suppliers will interact with the business. Outsourcing Contract Management will give a case study driven insight into the real issues arising in relationship management with concrete examples of how they were resolved.

The aim of the conference is to provide the attendees with information on delivering outsourcing deals once the initial paper work has been signed. The event will discuss the effective management of an outsourced service. This will include IT, Human Resources, Billing and Pay Roll and Catering.

Benefits of Attending:
· Understand how to improve service levels with the help of outsourcing
· Learn how to balance the commercial relationship and contractual management
· Achieve realistic expectations for achieving cost and service benefits
· Gain an understanding of harmonising strategic goals and outsourcing needs

A unique opportunity to learn from leading industry experts including:
John Yard, Director of Business Services, Inland Revenue
Ian Cordwell, Group Director Operations, Liverpool Victoria Friendly Society
Lester Young, Managing Director, Liverpool Victoria Friendly Society
Steve Andre, Partner, Accenture
Adrian Quayle, Vice President – Strategic Sourcing EMEA, Gartner
Paul Cresswell, Chairman & CEO, Aon Managed Solutions
Paul McCormick, Education Officer, PFI & Premises Manager, Sheffield City Council
Tony Chapman, Head of Property Services, Peterborough City Council
Doreen Smith, HR Director for Global Employee Services – EMEA, Nortel Netorks
Michael Bird, Divisional Manager, Walsall Metropolitan Borough Council

“Very informative, excellent group of expert speakers”
Steve Avis, Management Accountant, MOD – previous SMi delegate

Conference programme

8:30 Registration and Coffee

9:00 Chairman's Opening Remarks

Steve Griffin

Steve Griffin, Director, Rawlings & Co.

9:10 KEYNOTE ADDRESS

John Yard

John Yard, Director of Business Services, Inland Revenue

  • Why outsource
  • Necessity of ongoing management control
  • Clear strategic direction
  • The importance of contractual clarity
  • Managing the relationships
  • Commercial awareness
  • 9:40 DEVELOPING THE PARTNERSHIP

    Steve Andre

    Steve Andre, Partner, Accenture

  • Barriers to successful partnering
  • Relationship attributes to consider
  • Dynamics of the collected attributes
  • Some suggestions re: harmony
  • 10:20 DELIVERING THE PROMISE

    Les Mara

    Les Mara, Executive Director, Outsourcing, Cap Gemini Ernst and Young

  • Choosing what to outsource
  • Realistic expectations for achieving expected cost and service benefits
  • Balancing cost, productivity, quality
  • How to deliver the best value joint commitment – joint reward
  • Effective partnerships
  • 11:00 Morning Coffee

    11:20 MAINTAINING THE ‘SPIRIT’ OF THE DEAL

    Paul McCormick

    Paul McCormick, Education Officer, PFI & Premises Manager, Sheffield City Council

  • Ensuring knowledge stays in the deal. Why is this crucial?
  • How to set up the right team from day 1
  • Difficulties of re-learning when a teams personnel changes
  • Balancing commercial, relationship and contractual management
  • Consequences of strained relationships on the success of a deal
  • Implementing change. What are the positives issues that may arise?
  • 12:00 CASE STUDY

    Tony Chapman

    Tony Chapman, Head of Property Services, Peterborough City Council

  • Overview of a outsourcing contract structure
  • An insight into a outsourcing relationship
  • Managing risks and financial benefits of an outsourcing relationship
  • Monitoring the performance in a outsourcing relationship
  • Likely developments for the future of the outsourcing deal
  • Staff transfers, training and induction issues. How were they addressed?
  • 12:40 Networking Lunch

    14:00 MAKING THE CONTRACT WORK

    Paul Cresswell

    Paul Cresswell, Chairman & CEO, Aon Managed Solutions

  • What is important to the client?
  • Building the deal
  • Is there such a thing as partnership?
  • Delivery promise and meeting the promise
  • Where the opportunities lie
  • Keys to success
  • 14:40 RISK REWARD - SHARED SUCCESS

    Rick Bacon

    Rick Bacon, Managing Director , Parity

  • Joint Commitment - joint reward
  • What must be considered going forward ?
  • What will be faced?
  • Planning for the future in the contract
  • 15:20 ‘TIL DEATH DO US PART?

    James Doyle

    James Doyle, BPO Development Director, Atos Origin

  • Courtship – exciting but dangerous!
  • Pre-nuptials and the marriage contract – keep it simple stupid!
  • Now the honeymoon is over – learning to live together with all those annoying habits!
  • Managing the in-laws - the management merry-go-round
  • Scratching the seven year itch – spicing up your relationship
  • Dealing with the roving eye – renew or divorce?
  • 16:00 Chairman’s Closing Remarks followed by Afternoon Tea.
    Close of Day One

    8:30 Re-registration and Coffee

    9:00 Chairman's Opening Remarks

    Steve Griffin

    Steve Griffin, Director, Rawlings & Co.

    9:10 RESOLVING ISSUES

    Adrian Quayle

    Adrian Quayle, Vice President – Strategic Sourcing EMEA, Gartner

  • Importance of managing the supplier relationship
  • How will the relationship be managed?
  • How will the suppliers interface with the client?
  • The need to manage the relationship from the beginning
  • 9:40 CASE STUDY

    Mikeal Bird

    Mikeal Bird, Divisional Manager, Walsall Metropolitan Borough Council

  • Establishing trust
  • An insight into an outsourcing relationship within Walsall
  • Dealing with people issues
  • Maintaining the required level of performance during the deal
  • Encouraging flexibility in staff and operations
  • Keeping an outsourcing relationship stable
  • 10:20 MAKING IT WORK

    Strafford Watson

    Strafford Watson, Partner, Simmons & Simmons

    11:00 Morning Coffee

    11:20 MECHANISMS ENCOURAGING PROPER MANAGEMENT

    Michael Sinclair

    Michael Sinclair, Partner, Simmons & Simmons

  • Case study
  • Legal/operational risk
  • Addressing corporate governance
  • Check list of do’s and don’ts
  • 12:00 STRATEGIC CLARITY – SUCCESSFUL DELIVERY

    Andrew Dunlop

    Andrew Dunlop, Partner / Director, Burges Salmon / National Outsourcing Association

  • Planning for success
  • Harmonising strategic goals and outsourcing needs
  • Aligning the strategic plan and contract
  • Achieving best value in the contract in the pursuit of strategic direction
  • 12:40 Networking Lunch

    14:00 CASE STUDY

    Phil Ryan

    Phil Ryan, Director, Kingston Communications – Contact Centres

  • Appointing a dedicated management team for an outsourcing deal
  • Dealing with team implementation and change
  • The need for co-operative decision making through out the contract life
  • Establishing performance targets for future comparison
  • 14:40 POST CONTRACT ISSUES

    Mark Lewis

    Mark Lewis, Chairman, Tite & Lewis

  • What the legal process should deliver
  • Legal issues and legal structure
  • Service requirements and service levels
  • Regulatory compliance
  • Coping with change
  • Legal implications on termination
  • 15:20 RELATIONSHIP LIFECYCLE MANAGEMENT

    Steve Griffin

    Steve Griffin, Director, Rawlings & Co.

    16:00 Chairman’s Closing Remarks followed by Afternoon Tea.
    Close of Conference

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    Workshops

    Relationship Management in Outsourcing
    Workshop

    Relationship Management in Outsourcing

    The Hatton, at etc. venues
    8th October 2003
    London, United Kingdom

    Outsourcing - Building and Maintaining a Good Relationship
    Workshop

    Outsourcing - Building and Maintaining a Good Relationship

    The Hatton, at etc. venues
    8th October 2003
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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