The eSourcing Capability Model for Client Organizations (eSCM-CL) is the best practices model that enables client organizations to appraise and improve their. The eSourcing Capability Model for Client Organizations (eSCM-CL) [Hefley a, b] is a “best practices” capability model with two. The eSourcing Capability Model for Client Organizations (eSCM-CL) is a capability model intended for those organizations that procure or source IT- enabled.
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This effort was motivated by a premise that good sourcing outcomes require that best practices be followed by both the service providers and the clients in a relationship. Initial efforts proved the need capabbility a client-focused model, especially in light of the multitude of challenges that client organizations face, including:.
Thus, the eSCM-CL was developed to provide compatible, effective sourcing practices for client orgahizations. Client organizations will use this Model to improve their:. Existing quality models and standards were analyzed to understand their intent and scope, and to identify their potential applicability to the sourcing process and critical issues of sourcing. This analysis was conducted to determine the need for a sourcing model and to identify and confirm critical issues.
The Table below shows the existing quality models and standards that were analyzed. As a result of this analysis, it was determined that existing frameworks do not comprehensively address the best practices needed to successfully source IT-enabled services. Preliminary investigation shows most current quality models do not:.
Development of the eSCM-CL
A key outcome of this workshop was industry validation of the need for best practice guidance such as the eSCM-CL. Workshop participants concluded that there was need for best practices in strategic sourcing, and that the best practices model capturing these practices needed to be more comprehensive than existing frameworks.
Additionally, this workshop esourcjng key issues to be addressed by the Model. Building on the extensive literature review [Kumar ] conducted in the development of the eSCM SP, an update [Khera ] to this literature review was begun, focusing on two key aspects: This updated literature review focused on identifying best practices what clients are currently doingchallenges from the client perspective, and existing Frameworks or Models.
As a second priority, it also capabjlity on identifying case studies, organizational outcomes from sourcing, and the skills and competencies needed in a client organization to be effective at sourcing, as well as trends in sourcing activities. This workshop gathered community inputs on guiding principles for the eSCM-CL and reconfirmed key issues by obtaining a better understanding of issues from both client and service provider perspectives, and the differences between these perspectives.
eSCM-CL – Wikipedia
This workshop also focused on potential scope of the proposed Model and its structure. Participants were asked to work capabilitty small teams and develop a proposed structure for the Model.
Workshop participants also identified the need for groupings of Practices at the basic, advanced, and world-class fr, validating the need for a set of capability levels in the eSCM-CL. Also discussed at this second workshop were the proposed eSCM-CL product suite and the need for multiple Capability Determination methods. Interviews with organizations actively involved in sourcing began in January Interview participants were asked to identify specific incidents which they experienced personally and which had an important effect on the final outcome [GremlerFlanagan ].
We sought both incidents where successful outcomes resulted, as well as those incidents that led to failures or problems.
Sourcing clients and service providers identified a set of critical issues that cover the formation, management, expansion, and completion cpability sourcing relationships. Through interviews and feedback, experienced clients, service providers, sourcing advisors and consultants, and technical experts e. The Table below summarizes the organizations that have been involved in the eSCM-CL development activities; whether they be workshop participation or interviews. It should be noted that some organizations participated in interviews under non-disclosure arrangements, and asked that their organizational identities not be disclosed.
Based on the working group cluent, literature reviews, interviews, and analyses of other frameworks, three dimensions were identified for the eSCM-CL Model: The Sourcing Phases represented the temporality of the Practices; some Practices were relevant to a particular Sourcing Phase, while others covered multiple Phases. The Capability Areas were Practice groupings that represented the need clienh the Practices to work as a system across the sourcing process, ensuring the analysis, establishment, management, expansion, and completion of sourcing relationships.
Capability Levels describe an improvement path and provide a means to differentiate between Practices at the basic, advanced, and world-class levels of capability. The eSCM-CL development team validated the proposed model framework through the third Working Group meeting in Juneadditional meetings with Working Group participants throughoutand the fourth Working Group meeting in February This workshop also examined groupings of Practices into prospective Capability Areas.
A fourth Workshop in February focused on the definition of the Capability Areas within the model architecture. Initial Practices in each Capability Area were identified.
ITSqc staff developed a strawman set of best practices within the model framework, which was distributed to members of the Working Group following the fourth Workshop. These draft Practices and framework were reviewed by the Working Group. Based on feedback from the Working Group, an additional synthesis was completed to group the Practices into Capability Areas and Capability Levels that provide a conceptual structure for continuously improving organizational performance and managing service provider relationships.
This completed the first round of the validation of strawman best practices, which was followed by revisions and a second round of review by Consortium and Advisory Board Members.
Those individuals who have expressed interest in reviewing the eSCM-CL were invited to provide constructive comments, and a public workshop was held to introduce the Model and solicit feedback. Pilot Capability Determinations using the Model and associated method provide insights into the use of the Practices in broad, real-world settings, and provide information that can be esohrcing to suggest further refinements to the eSCM-CL.
Since its release, it has been used globally by clients for capability organizatkons, gap analysis, and as guidance for improving their sourcing practices, establishing new processes, or establishing common sourcing processes across their organization.
Providers have recommended eSCM-CL to their customers, and improved relationships have resulted from the use of the eSCM Models by both clients and their service providers.
This translation was completed by Eric Baussand and Eric Herr.
The Model has evolved, and will continue to evolve as data is collected from a number of major sources. Based on these early learnings from use, the eSCM-CL may be revised to create a baseline model for certification purposes.
The baseline eSCM-CL Model will not change for at least four years to ensure orvanizations stable baseline for certification and data collection, although the eSCM-CL is a living model that can be expected to grow and adapt to the changing needs of the sourcing community. Bill Hefley and published by Van Haren Publishing. Input from industry and government participants is vital to the improvement of the Models.
To provide feedback or suggest changes to any of our publications, please use the Change Request form. Existing quality models and standards analyzed. Extensive Background Research Throughout these data collection ortanizations validation efforts, eSCM-CL developers had begun developing a database of potential client tasks, and two researchers independently rated each task to identify those critical tasks which would become candidate Practices for eSCM.