eSCM 模型简介

1. eSCM 模型简介 东芝(中国)有限公司 质量管理部经理 王灵珠 Wanglingzhu@rdc.toshiba.com.cn

2. Topic • eSourcing简介 • eSCM模型 • eSCM – SP简介 • eSCM – CL简介 • 参考资料

3. eSourcing的范围 具体包含的Sourcing种类请查看备注

4. Type of Sourcing Relationship

5. Type of Sourcing Relationship

6. eSourcing所面临的风险/问题 • 安全性:关键数据落入竞争对手手中 • 成本: 成本超出预期 • 自身成长: 自身知识得不到成长 • 服务: 无法满足期望的需要 • 关系维护: • 需要重新对合同进行谈判 • 需要重新寻找SP • 统计: (长期合作能否长期) • 20% - 25%的关系在2年内破灭 • 50%的关系在5年内破灭  实际需要: eSourcing的需要却在增长

7. 23 Critical issues for Sourcing • 1.Establishing and maintaining trust with stakeholders • 2.Managing stakeholder expectations • 3.Translating implicit and explicit needs into defined requirement with agreed-upon levels of quality • 4.Establishing well-defined contracts with stakeholders, including clients, suppliers and partners • 5.Reviewing service design and deployment to ensure an adequate coverage of the requirement • 6.Ensuring the effectiveness of interactions with stakeholders • 7.Managing supplier and partner relationships to ensure that commitments are met • 8.Ensuring compliance with statutory and regulatory req. • 9.Managing client's security • 10. Managing cultural differences between stakeholders • 11. Monitoring and controlling activities to consistently meet the service delivery commitments • 12. Monitoring and managing clients' and end-user's satisfaction • 13. Building and maintaining the competencies that enable personnel to effectively perform their roles and responsibilities • 14. Managing employee satisfaction, motivation, and retention • 15. Establishing and maintaining an effective work environment • 16. Maintaining a competitive advantage • 17. Innovating, building flexibility, and increasing responsiveness to meet unique and evolving client req. • 18. Managing rapid technological shifts and maintaining the availability, reliability, accessibility, and security of technology • 19. Capturing and using knowledge • 20. Smoothly transferring service and resources • 21. Maintaining continuity of the service delivery • 22. Capturing and transferring knowledge gained to the client during contract completion • 23. Measuring and analyzing the reasons for termination, to prevent reoccurrence

8. eSCM-SP简介 • eSourcing Capability Model for Service Providers (电子外包能力模型 –for 服务提供商) • eSourcing: IT enabled sourcing • Key component of delivery: information technology • Often remotely, telecommunication, data network • Trend: routine, non-critical  strategic

9. Structure of eSCM-SP

10. Sourcing Lifecycle • Ongoing (进行中) • Initiative (初始) • Delivery (交付) • Completion (完成)

11. Capability Areas • Ongoing • Knowledge Management(knw) (知识管理) • People Management(ppl) (人员管理) • Performance Management(prf) (性能管理) • Relationship Management(rel) (关系管理) • Technology Management(tch) (技术管理) • Threat Management(thr) (危机管理)

12. Capability Areas • Initiation: • Contracting(cnt) (合同) • Service Design & Deployment(sdd) (服务设计与部署) • Delivery • Service Delivery(del) (服务交付) • Initiation & Completion • Service Transfer(tfr) (服务转移) 23个关键事件与10个area产生对应表

13. Capability Level

14. Capability Level • Level 1: provide Service (提供服务) • Level 2: Consistently meeting requirement (持续地符合需求) • Level 3: managing organization performance (管理组织性能) • Level 4: proactively enhancing value (主动增强价值) • Level 5: sustaining excellence (持续优秀)

15. The eSCM-SP focus by capability level

16. eSCM-SP three purposes • to give SP guidance that will help them improve their capability across the sourcing life-cycle (帮助SP提高整个外包生命周期的能力) • to provide clients with an objective means of evaluating the capability of SP (为客户提供一种评估SP能力的方式) • to provide a standard that SP can use when differentiating themselves from competitors (SP可以利用这个标准将自己与竞争者区别开)

17. Capability Determination Method - by • Full Evaluation • Full Self-Appraisal • Mini Evaluation • Mini Self-Appraisal • Evaluation for Certification

18. eSCM-CL简介 • eSourcing Capability Model for Client Organizations(电子外包能力模型 –for 客户)

19. Limitation of eSCM-CL Client Organization SP Bz Objective Org. Objective Bz Func. Objective IT Objective Sourcing Obj Sourcing Strategy Engagement Objectives Bz Process Management Bz Porfolio Management Sourcing Management Service Management IT Process Management eSCM-SP eSCM-CL

20. Structure of eSCM-CL

21. Sourcing Lifecycle • Ongoing (进行中) • Analysis (分析) • Initiative (初始) • Delivery (交付) • Completion (完成)

22. Capability Areas • Ongoing • Governance-Focused(管理视角): • Sourcing Strategy Management (str) (外包战略管理) • Governance Management (gov) () • Relationship Management (rel) (关系管理) • Value Management (val) (价值管理) • Competency- and change- focused (能力和变更视角) • Organizational Change Management (ocm) (组织变更管理) • People Management (ppl) (人员管理) • Knowledge Management (knw) (知识管理) • Environment-Focused (环境视角) • Technology Management (tch) (技术管理) • Threat Management (thr) (危机管理)

23. Capability Areas • Analysis • Sourcing Opportunity Analysis (opa) (外包机会分析) • Sourcing Approach (app) (外包途径) • Initiation • Sourcing Planning (pln) (外包计划) • Service Provider Evaluation (spe) (服务提供商评价) • Sourcing Agreements (agr) (外包合同) • Service Transfer (tfr) (服务转移) • Delivery • Sourced Service Management (mgt) (外包服务管理) • Completion • Sourcing Completion (cmp) (外包完成)

24. Capability Level

25. Capability Level • Level 1: Performing Sourcing(执行外包) • Level 2: Consistently Managing Sourcing(一致地管理外包) • Level 3: Managing Organizational Sourcing Performance (管理组织外包性能) • Level 4: Proactively Enhancing Value (主动增强价值) • Level 5: Sustaining Excellence (持续优秀)

26. eSCM-CL two purposes • to give client organizations guidance that will help them improve their capability across the sourcing life-cycle (为客户提供提高外包能力的指南) • to provide client organizations with an objective means of evaluating their sourcing capability (为客户提供评价外包能力的方式)

27. eSCM的作用 • 无论是客户方还是承包方, 都可以参考eSCM模型, 改善自己的发包/接包能力 • 目前没有正式的评估, 但对于自我评估, 应该是大有裨益

28. eSCM与其他模型的关系 • eSCM只关注Sourcing相关的实践 • 对于组织需要的其他实践, 需参考其他的模型, 比如软件开发, 可参考CMMI-DEV模型 • 可结合使用

29. 参考文档 *1: eSCM-CL v1[1].1 Part1.pdf *2: eSCM-SP v2[1].01 Part1.pdf *3: eSCM-CL v1[1].1 Part2.pdf *4: eSCM-SP v2[1].01 Part2.pdf URL: http://itsqc.cmu.edu/downloads/

30. 谢谢!