Our Consultancy Practice is focused on delivering a sound return on investment for our clients and where possible we work on a risk reward basis against tightly defined metrics. We work with our clients from whatever stage they are at, right through to the most appropriate conclusion, which is usually implementation. One of our core beliefs is that knowledge transfer is at the heart of a successful programme and we always help our clients to become self-sustaining as quickly as is sensible. At all times we are focused on outcomes above process. The customer experience is our key differentiator in the market and our value proposition is that we equip our clients with the insights, knowledge and expertise to gain the best advantage from whatever business objectives are in focus. By working with our clients we minimise the investment needed and ensure the best results in the shortest timeframe. This page highlights our management consulting services.
As outsourcing and augmentation of company capabilities has become more significant in the market place, we have helped out clients by focusing on how to achieve the most from suppliers. Saprev has provided flexible, responsive supplier management, initially in both onshore and offshore resources and companies, and created a reputation as an effective supplier management partner. The methods, principles, processes and procedures that Saprev employs are scalable and are actually more effective when dealing with a wider range of suppliers. Saprev has developed and implemented a range of significant supplier management processes mostly working in partnership with procurement departments, to strengthen their processes and provide knowledge transfer of best practice. We are committed to win-win relationships with our clients and with the suppliers that we manage for our clients, and we provide a one stop shop so that issues remain under Saprev control at all times.
We have two approaches to outsourcing and discovering what can and what should not be outsourced. The conventional approach consists of developing an understanding what is core and what is chore – with chore providing the candidates for outsourcing, though each has to be considered on its merits. Our second approach considers proximity to value creation – that is how much value does a particular process give to our clients’ customers and may also bring into scope the re-engineering of certain processes. These two approaches are not dissimilar but they provide different perspectives which are generally highly instructive. We can recommend suppliers for outsourcing and offshoring or we can help you build your own captive centre, or you can take advantage of our MyTeamOffshore service.
We work on both sides of the table and bring unique insights each time. Working with Genpact, for example, we contributed to a major, ground breaking bid to take over the entire operations of a $1bn Personal and Casualty insurance company, leaving the partners only sales and marketing, claims decisions, and underwriting decisions. By focusing on the future for the client, we were able to win the bid against leading outsourcers, and provide a governance framework that will drive the business forward. On the other side of the table, we managed the procurement of a captive shared services centre, focusing precisely on what was relevant to both sides and building a request for information and then a request for pricing that produced light not heat – as so many procurement exercises do.
Of course offshoring is essentially a subset of outsourcing – finding the right shore from which to deliver a service with a stronger focus on cost reduction. With offshoring finding the right location for any particular service requires a mass of information and a great deal of experience. If you can carry out a business process in the next room with the door shut, then, in general, where that service is performed in the world is not a particularly significant matter. On the other hand, the right cultural fit, and training, the right domain skills, the appropriate language skills – not always English, of course – and the right business environment are all important. What is appropriate for one company will not work for another – and even what works for one department may not work for a different one. We are sensitive to all of the issues and work with you to ensure the right choice. We have deep experience of operations in a many developing and developed countries including India, Mauritius, Singapore, South Africa, Botswana, Egypt, The Philippines, China, South East Asia, Central Europe, Eastern Europe, Brazil, Spain and the Middle East.