Remote Sourcing Agreements and Engagements.

Building your Remote Team of Tech Talents?

Know all about Remote Sourcing engagements, process & negotiation to stay away from the ugly

Are you aware of the fact that bad outsourcing agreements can lead to major problems in your business initiation projects? You may not be because most often the beginners are shown the right pictures and the fact is that most of the outsourcing agreements and engagements are beneficial for business owners.

However, one must be aware of the number of bad things that an ambitious business owner may face when it comes to an outsourcing negotiation.

Setting your Primary Goal

Business leaders must define a goal while setting up a remote sourcing team. We feel the primary focus of every startup company should be to bring more efficiency to the daily workflow and scaling up productivity. By setting up a productive remotely sourced team, startup businesses will gain financial stability by focusing on revenue generation and remote source non-core business functions.

Teaming up with an experienced remote sourcing partner helps companies to overcome productivity challenges, streamline operations and add additional workforce they may need to grow their business. 

Remote Working Strategy

In order to scale up the productivity, a strategic approach to the adoption of remote working is a must. To begin with, business managers must be aware of remote sourcing models commonly used for engaging an offshore partner, benefits, pitfalls and have a strategic plan to overcome the difficulties. Implementing the remote working strategy requires a lot of additional efforts.

To set up and run a successful remote team in the long term, a well-structured sourcing strategy is needed.  Simply securing a remote infrastructure is not enough, one needs to have the required tools, software & clearly defined process to implement the remote working strategy.

Types of Remote sourcing Models

In general, there are three types of sourcing model followed while engaging a remote sourcing solution provider. Business managers hire or source as per their requirements.

Common Sourcing Pitfalls

Here are some of the pitfalls one may fall into when making outsourcing agreements and engagements.

Lacking Awareness

Most people are not aware of their outsourcing vendor. They don’t even have an idea of the amount of experience their vendor have in their field. You should have a clear idea about all this and also know whether your vendor is able to accommodate your transaction volume at a particular period of time or as per target fixed for a limited period. You should go for a vendor that holds good experience in this field.

Clarity on Documents

You should be crystal clear about the terms of your agreement. The price you pay should come at the cost of a multi-year agreement sans termination rights or options. If you are consistently provided good services at levels that do not match contractual service levels, your company can terminate the statement of work, or even the vendor, for this reason.

The Legal Jurisdiction

The legal jurisdiction under which your outsourcing vendor resides is very important. You should know this because it is the only way to conclude what will be required during any kind of legal proceedings that may crop up. You may require foreign counsel or even proceedings in another legal system. Here, you also need to know the cost with respect to time, money and distance needed to be travelled across.

Risk Coverage

Look into the fact whether your work agreement comes with good levels of insurance coverage to compromise the risks associated with an act of negligence or anything more serious.

How to stay away from the pitfalls?

Avoiding lengthy negotiations:

You need to structure a well-defined timeline and procedure in order to conduct negotiations. Here are some guidelines to increase your leverage and negotiate better.

1. Go for descriptive and contemplated RFPs that describe your technical requirements.
2. Design a complete outsourcing agreement. It should circumscribe exhibits for distributions to vendors before the negotiations.
3. Emphasize on the established procedures.
4. Restrict the negotiations time via the number of hours and days.
5. All vendors should respond to the agreement related to outsourcing.

Proposals:

For the best and expected outcome, you need to make your legal counsel involve in the process from the starting. He or she should be involved with the exhibits and the RFP. The reason is that the description of services should be in black and white in the form of the statement of work. Most outsourcing negotiations are protracted due to the confusion that arises around the levels and the types of services expected the vendor to provide. This is the reason that ‘Baselining’ is important. It is a subject that’s addressed in Article I.

Negotiation procedures:

Negotiation procedures that RFP include must explain the process you would utilize for vendor selection as well as the schedule for negotiation you need to follow for the entire process. Try to bid competitively and then negotiate an outsourcing project that you’ve chosen to undertake.

Issue papers:

Each vendor’s issue paper should include the accurate changes in the language expected by the vendor in a specific, provision or paragraph of the outsourcing agreement as well as the reason for the requested change. This process will prove to be a benefit for both single and multiple vendor.

Vendor ‘form’ contracts:

It may be possible that the form agreement provided by the vendor is one-sided. Some vendors continue to be on the winning side due to the overreacting agreements. This is because many customers are ready to sign these without any objections or comment. It is important for you to negotiate the ‘form’ agreement of all the vendors. This will not be expensive, difficult or time-consuming. However, it would a great opportunity to reach a balanced agreement among both the parties.

If you are a beginner, you should account for transition plans, scope control, service levels, liabilities and disposition of assets and people.

Most people do not prefer rewarding their vendors. This often results in vendors neglecting their work. In order to maximize efficiency, you should provide some incentives to manage your risk.