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ProBenchmark was instr- umental in helping us to optimize our infrastructure and improve integration to better support the NASA mission.
Jeff Seaton, Deputy CIO
NASA -
We did an accelerated multi- dimensional benchmark with ProBenchmark. It was a fast and very productive exercise to help me drive results.
Andrew Peel, CIO
ACE Group -
We started with an idea and hired ProBenchmark to help assess the opportunity.
Using their consulting skills and market understanding, ProBenchmark identified a significantly greater opportunity - then helped us exceed the savings in half the time. How could we not be pleased?
Linda Kinder, CIO
Kellwood Company -
Our company used the benchmarking data to set the bar for what we wanted to achieve. It gave clarity on targets, tightened negotiations and was fundamental to the overall speed and results.
With ProBenchmark's help, we achieved over 20% cost improvement.
CIO
Midwest Manufacturer
ProBenchmark In the News
80% Of Whitehall Departments Cannot Get Out Of Existing Expensive Outsourcing Contracts Says ProBenchmark
(Egovmonitor.com - January 24, 2011)
Cost of cancelling deals and complexity of changing suppliers have thwarted the coalition government's attempts to reduce back office ICT costs as four out of five departments find themselves "trapped" in existing outsourcing deals.
An analysis conducted by ProBenchmark shows that retendering costs could go over £200 Million for government deals costing over £50 Million a year.
"Market-testing sounds right in principle but has huge costs in practice because of the types of services being delivered by outsourcers," said Simon Scarrott at ProBenchmark. "We are seeing re-bid processes take 18 months or more to complete and costs to both parties of up to £8m - even before transition and redundancy costs are accounted for."
Mr. Scarrott also pointed out that some of the government departments are often heavily reliant on some of their suppliers which along with the complexity of service arrangement make it almost impossible for Whitehall to change suppliers. He argues that "re tendering" for services offered by suppliers who are heavily "embedded in the client organisation delivering functions which are mission-critical" is a "waste of time and money" because the government lacks leverage.
The analysis also points out that government procurement managers lack ""real time market intelligence on the costs of the services they are buying and the power to negotiate aggressively".
