德勤：2023全球首席采购官调研报告 2023 Global Chief Procurement Officer (CPO) Survey - Orchestrators of Value

2023GlobalChief

ProcurementOfficer

(CPO)Survey

OrchestratorsofValue

TableofContents

Introduction3

Generatingvalue7

Whataboutcostsavings?9

Howtodomore,andbetter,withless10

•

Operatingmodeldesign11

•

Talentstrategy15

•

Digitizationmaturity19

•

Keyusecases2

4

•

Makingithappen:Procurementtransformation2

7

Protectingvalue2

9

Environmental,social,andgovernance(ESG)3

3

Lookingforward3

6

Endnotes3

9

OrchestratorsofValue

Introduction

Everheardthephrase“Becarefulwhatyouwishfor”?Foralmost12yearsacross10

editionsoftheDeloitteGlobalCPOSurvey,CPOshavetalkedaboutprocurementgettingaseatatthetable.FollowingtheCOVID-19pandemicandtheunprecedentedlevels

ofsupplychaindisruption,aswellasthegrowingneedforprocurementtoenablegrowth,mitigateinflation/risk,anddrivesignificantlevelsofvalue,thatdayhasfinallycome.

Despitethesignificantlyincreasedexpectationsplaceduponthefunction,it’sclearthatfew,ifany,businessesarewillingtomateriallyexpandthesizeoftheirprocurement

function;infact,manycompaniesstillseektoreducethesizeofthefunctioninthe

nameofoperationalefficiency.ThisultimatelyleavesCPOswiththetaskofdoingmorewithless.Combinethiswithacontinuedshortageintopprocurementtalentandyearsofunderinvestment/developmentwithmakesthejobevenmorechallenging1.

Aswereflectontheresponsesofnearly350seniorprocurementleadersfrommorethan40countries,wehaveidentifiedtheattributesandcapabilitiesthatthemost

successfulprocurementorganizationshaveinvestedin.Spoileralert:muchofthefocusisoncreativeoperatingmodelsetup,talentmanagement(recruitment,development,andretention)anddigitizationintosupplychains(andother

functions),andmorespecifically,wehaveuncoveredhowleadingprocurement

organizationsareeffectivelydeliveringacrossthebroadervaluepropositionthatseemstoexpandeveryyear.

3

OrchestratorsofValue

4

Thankfullythedigitalrevolutionandincreasingmaturityofoutsourcedtalentmodels(e.g.,hybridmanagedservices)aretrendingfavorablyandarenotonlyofferingCPOsafightingchancebutallowingthemtotakeadvantageofthecircumstances.

High-performingprocurementorganizationsthatareleveragingthese

developmentsmorefullyandeffectivelyareelevatingandautomating

themselvesoutoftacticalworktobuildmoreagile,scalable,anddigitally

enabledprocurementoperations.Organizationsthatareproactivelyengaging

stakeholdersandsupplierstoorchestrategreatervaluedeliveryandultimatelycreateacompetitiveadvantage.

Thislatestsurveyillustrateshowthese

top-performingprocurementteams

areincreasinglyworkingwithbusiness

unitleaders,functionalpartners,and

supplierstoempowertheirteamsto

become“OrchestratorsofValue”andget

everyoneplayingoffofthesame“score.”

Thisorchestrationisbuiltuponnumerous

capabilities(identifiedinthestudy)that

helpdriveimprovedperformanceandvalue

rangingfromoperatingmodelreconfiguration

e.g.,increasedleveragingofhybriddelivery

modelsoropentalentnetworkstofar

higherratesofdigitalenablement,and

moreadvancedandsophisticatedtalent

developmentstrategies.

OrchestratorsofValue

5

Valuedelivered

120

100

80

60

40

20

0

Figure1showshoweachCPOwhorespondedtothesurveyrankedagainstour

orchestrationcapabilitymeasuresandtheassociatedvaluedeliveryperformance

attributes.WefoundthatOrchestratorsdoindeedperformbetter,andthatthestatisticalcorrelationwasstrong.TopquartileOrchestratorshavea25%performance

advantageovertheirpeers.Forconvenienceandillustration,wedesignatethe

top-quartileorchestratorsOrchestratorswhodelivertop-quartileperformanceas“OrchestratorsofValue,”andwecomparethemto“Followers.”

Figure1.ValuedeliveredbyOrchestratorsofValuevs.Followers

Orch

estrators

ofValue

Follow

ers

01020304050607080

Orchestrationcapabilities

GreatCPOsandmusicalconductorsalikehelporchestrateacollectiveperformancethatinspirestheperformersandthe“audience”(customers,shareholders,regulators,etc.)withgoalsthattranscendshort-termfinancialvaluegainforbroaderimpact.

TopCPOsarelearningtoserveasexcellent“conductors”:recruitingthebesttalent,maintainingalignment,andinspiringtopperformanceby

communicatingaclearandconsistentvision.Thispositionsprocurementatacriticalinflectionpoint,todelivernotonlyoncostsavingsandtacticalS2P

execution,butalsotodeliveronthebroaderbrandpromiseofgreateroverallvaluecreation.Thepandemichashelpedtoacceleratethisjourneyandthemomentummustnowbemaintainedandarguablyaccelerated.

OrchestratorsofValue

6

SURVEYMETHODOLOGY

Wetookafocused,hypothesis-driven,quantitativeviewtomeasureorchestrationandperformanceoutcomes,assesshowdifferentorganizationsperformedrelativetooneanother,andtestthehypothesisthatorchestrationenableshighperformance.

Valuedelivered(outcomes)

•Procurement“performancetoplan”

•Extentofstakeholderinfluencebasedon:

-Activeroleinstakeholders’decision-making

-Stakeholder/“customer”satisfaction(self-reported)

-Qualityofinfluence(executiveadvocacy)

-Procurementlevelofinfluence(basedonlevelofactivelysourcedspend)

-Laborproductivity(basedonspendmanagedperFTEs)

-Procurementteam’scontributiontoESG/CSR

Orchestrators(capabilities)

Dynamicalignmentwithstakeholderobjectivesandmetrics

Supplymarketintelligencetoimprovesensingandprediction

Supplychainresilienceand

risk/compliancemanagement

Predictiveanalyticsandadvancedtechtoimproverapiddecision-making

Process-orientedpractices(e.g.,

sourcingcriteriaaddressingsupplyrisk)

Flexibleresourcingmodels

(e.g.,hybridsourcingmodels)

Improvedtalentandtalent

managementprocesses/practices

UtilizationofagiledevelopmentinIT,

procurement,andthebusiness

Monitorsocialandgovernance-related

performanceandemissionsofsupplierbase

NatureofSupplierDiversityProgram

ABOUTTHESURVEY

Since2011,theDeloitteGlobalChiefProcurementOfficer(CPO)Surveyhasbeen

providingexclusiveinsightsintothekeychallengesandopportunitiesshapingthecourseofprocurement.Itservesastheglobalbenchmarkofsentimentabouttheprofession.

Theinsights,overtheyears,havehelpedboardmembers,C-suites,procurement

leaders,businesspartners,suppliers,andsupportingtechnologyprovidersinfurtheringtheirambition,strategies,andperformance.

The2023surveywasconductedinassociationwithOdgersBerndtsonandwithinputfromprocurementtechnologyfirmSpendMatters.Wehavereceivedalmost350

responsestothisyear’ssurvey,representingmorethan40countries.

OrchestratorsofValue

7

Generatingvalue

Whilethegoodnewsisthatprocurementisengagingacrossabroadersetofpriorities2,includingthenewNo.2priorityofenvironmental,social,andgovernance(ESG)(figure2),thebadnewsisthatperformancedropped(e.g.,only69%hitorexceededtheir

cost-reductiontargetsversus84%inthepreviousstudy).Inaddition,self-perceivedperformanceinbusinesspartneringwithotherfunctions,suchasfinance,researchanddevelopment,andoperations,droppedbyupto11%.Thisindicatesthatperhapsprocurementgroupswerespreadthinaddressingabroadenedrangeofchallenges,suchasmanagingcontinuityofsupplythroughthepandemicandthenmorerecentlycostpressuresfrominflation.

Procurementisrespondingtoanever-growinglistofhighenterprise-levelpriorities,

withlittlestatisticalvariancebetweenthetopeightpriorities(roughly9%varianceonly).Costisstillanimportantmainstay(arguablytablestakesintermsofprocurement’s

expectedcontribution),yetmanyoftheseimportantenterpriseissuesarenotalwayspresentoreasilyaddedtotheprocurementscorecard.Riskandresiliencyacross

supplychain,addressingevolvingcompliancerequirementssupportinganddriving

businesstransformationinitiatives,andstavingoffpriceincreases(forwhichthetrueprocurementimpactisoftenverydifficulttoestimateandcommunicate)canoftenbehardtoquantifyandmeasure.

Figure2.Topenterpriseprioritiesin2023

74%

Drivingoperationalefficiency

69%

Enhancingrisk

management

EnhancingESG/CSR

72%

68%

Developingsupply

chainresiliency

72%

Digital

transformation

65%

Introducingnew

products/servicesorexpandingintonewmarkets

71%

Improvingmargins

viacostreduction

65%

Expanding

organically

In2021,thetopfourprioritiesweredrivingoperationalefficiency(78%),costreduction(76%),digitaltransformation(76%),andinnovation(73%).ESG(68%)wasranked

seventhonthelist.

OrchestratorsofValue

8

Asthebreadthofprocurement’s“serviceportfolio”isbroadening,itsstakeholder-facingperformanceappearstobedropping(asissupplierperformance),especiallyrelatedtosavingsperformance(see"AIinprocurement"sectiononpage22).

Procurementcertainlymovedfasttoreacttobusinessconditions(e.g.,fightingtostaveoffsupplierpriceincreasesortokeepsupplylinesflowing),butreactivityisnotagility(agilityisdesigned),justasspeedisnotvelocity(velocityhasavector).Addressingsuchexternalforceswhilemaintainingmomentumarounddeliveryofinternallysetstrategicprioritiesandprogramsistheessenceofthis2023studyon“orchestration.”

ItshouldbefurthernotedthatthedividebetweenOrchestratorsofValueandFollowersissomewhatwideningasisclearlyevidencedintheirrelativefocus.Onaverage,

OrchestratorsofValueenterpriseshaveatleastfivestrongpriorityareascomparedtoonlyaboutthreeareasforFollowers,manyofwhichwerefocusedondrivingoperationalefficiency(71%)anddigitaltransformation(70%).Whenaskedabouttheprocurement

function’sperformanceoverthepast12months,OrchestratorsofValueperformed

muchhighercomparedtoFollowersinthefollowingareas:costavoidance(32%),costsavings(51%),internalstakeholdermanagement(57%),riskmanagement(48%),supplierperformance(109%),andsustainability(58%).

Figure3.Topstrategiestodeliverthemostvaluein2023

61%

Increasinglevel

ofsuppliercollaboration

36%

Renegotiatingwith

existingsuppliers

42%ital

29%

Addressingtotallife

cycle/ownershipcosts

37%

Enhancingdemand

management

25%

Restructuringthe

supplybase

WhatareCPOsfocusedontodeliverthevalueagainstthebackdropofthesestrategic

businesspriorities?Theanswerfocusesheavilyonsuppliers(figure3).Bothcollaboration(No.1)andrenegotiation(No.4)requirestrongcategorymanagement,gooddata

transparency,andtrust(keepaneyeoutforDeloitte’supcomingreportontrustinthesupplychain)andbenefitgreatlyfromadvancedanalytics(whichwetalkmoreindepthaboutlaterinthisreport)andenabledby,inpart,totheNo.2strategyofdigitaltransformation.

OrchestratorsofValue

9

ItishearteningtoseethatNo.3isenhancingdemandmanagement—arguablythe

greatestimpactyoucanhaveoncostandriskisduringthedefinitionofthedemand

itselfdonealongsideinternalstakeholdersandevenexternalcustomers.Helpingshapespecifications,volumes/volumecommitments,andtimingofpurchasescanbemassiveandarguablyanareawheremanyprocurementorganizationshaveneededtoplaya

strongerrole.

Whataboutcostsavings?

•Thestudyshowedaslightde-prioritizationofenterprisemargin

improvementviacostreductionasa“top3”issuecomparedtothelast

study(a7%dropoffirmsciting)totheNo.4spotintermsofoverall

prioritization.However,itwasthemostcited“strongpriority”(43%offirms),similartothe2021study,andreflectsaresponsetotheNo.1

organizationalriskbyfar:inflation(citedby59%asthetoprisk).

•Thisheadwindcontributedtoa22%relativedropinCPOs’

“performance-to-plan”oncostsavings.Only30%achievedtheirtargets

(versus50%fromthelaststudy),andnearly20%hadtoreducesavings

targets.BasedonourmostrecentCPOconversations,especiallyrelatedtosomemarketsoftening,expecttargetstomakeupforlostground.

•However,stagflationdidincentivizeCPOstomaintaintheir

performance-to-planoncostavoidance(orperformancetomarket),andonrevenueupliftandinnovationenablement(forthehalfoffirmsthat

measureit).

•Goingforwardthough,improvingmarginsisthetopcited“strongpriority”(43%offirms),with40%citingoperationalefficiencyanddigital

transformationasstrongprioritiestobetterenablecategorymanagementandsuppliercollaborationforreducingtotalcostandincreasingvalue.

Regardlessofyourorganization,therecanbenomistakeaboutthecorevalue

propositionofprocurement.AnyCPOwhothinkscostcompetitivenesscanbeparked

whiletheyridethenewwaveofexcitingprioritiesisinforashock.It’slessacaseof“or”

andmoreacaseof“inadditionto”asuncertainmarketslumberalonginthegeneral

pathofstagnation.Forwhatremainsof2023,andlikelydeepinto2024,therewillbea

significantbodyofworktocompletearoundclawingbackincreasesseenoverthepast

12+months,resettingcontractsascommoditypricesdropbackdown,andcollaboratingwithsuppliers(especiallysinceearninga“customerofchoice’”statusisoften,orbest,

earnedintoughtimes)onrampingbackuptomeetincreasingdemandasmarketsandtheeconomybegintorecover.WearealreadyseeingCFOspresshardoncost.CFOshaveagreedthatcostcontrolandreductionremaintopprioritiesinthenext12months,andprocurementleadersmustremainlaserfocusedonthisoldestofprocurementgoals.

OrchestratorsofValue

Howtodomore,andbetter,withless

IntheprevioustwoinstallmentsoftheDeloitteCPOSurvey,wemeasured“complexitymastery”and“agility”characteristicstoseeiftheyinfluencedprocurementperformanceinthefaceofincreasingbusinessvolatility.They,infact,did,butthere’salsobeen

diminishinggainsbecauseofexecutionchallengesregardingresourcegaps,both

capabilityandcapacity(theNo.1citedissuekeepingCPOsawakeatnight,alongwithlackofvisibilityoutsidethefunction),andthedifficultyofscalingtheprocurement

operatingmodeltostayinsyncwithbothstakeholdersandsupplymarkets.

ForaCPOtohelptransformvaluechains,enhancethird-party

management,andmaximizeenterprisevaluebeyondbasicsuppliercostreductionandriskmitigation,theCPOmusttakealeadershiproleincollaborativelybuildinganenterprisecapabilityof“orchestration.”

We’veworkedontheseissuesfirsthandwith

clientsofdifferingsizesacrossmanyindustries

inmanydifferentcountriesallowingustoidentify

andincorporate“orchestration”characteristics

inthisyear’sstudytoseehowthemosteffective

procurementteamsoutperformtheirpeers.We

foundthreemainareaswhereOrchestrators

ofValuefocustosuccessfullydeliverontheir

commitmentswhileatthesametimeaddressing

challengesandconstraints:

•Operatingmodeldesign

•Talentstrategy

•Digitizationmaturity

Inthefollowingsectionsweexploreeachoftheseareas,explainwhatwelearnedfromthesurvey,anddivedeepintowhatmattersmosttosuccessfuldeliveryofprocurement’struepotential.

10

OrchestratorsofValue

11

Process

Mission

Integration

Talent

Technology

CapabilityHexagonTM

Insights

OPERATINGMODELDESIGN

Themostfoundationalaspectoforchestrationrelatesto“operatingmodels.”Typically,whenweusethisterm,werefertotheconfigurationofthedifferentlayersofhowthefunctionissetup:

Mission(strategyandplanning)

Processandcapabilities

Insights(dataandanalytics)

Integration(governanceandbusinessengagement)

Talent(organizationdesignandtalentstrategy)

Technologyconfiguration

Specifically,andforthepurposeofthisreport,wearegoingtofocusonorganization(structuraldesignspecifically)andintegration.

Organizationally,thereisacontinuedtrendtowardincreasedcentralizationof

keycapabilities—forexample,businessengagement,sourcing,contracting,risk

management,anddataandanalytics(aroughly15%increaseacrossthemsincethe

2021survey).Toclarify,increasedcentralizationdoesnotmeansingleglobalhub;rather,itcanbemorenuanced.Tostart,wemustdistinguishbetweencentralizationofpolicyandprocessdesignversusactualcentralizationofday-to-daygovernanceorlocations

oftheteam(s).Next,wedeterminetherightdegreeofcentralization,whichisuniquetoeachbusinessandneedstoconsiderfactorssuchasexistingorganizationalstructure

(outsideprocurement),businesscomplexity/diversity(e.g.,numberanddiversityof

businesses),categoryandmarketcomplexity(needtobeclosetomarketstoeffectivelymanagethespend),anddesiredenablementofkeycapabilities(e.g.,fullandaggressivedeploymentofroboticprocessautomation[RPA]andotherenablingtechnologiesversusamorenuancedandtargeteddeployment).

OrchestratorsofValue

12

Anotherexplicitdesignstrategyisstandardization.Itisimportanttonotethat

standardizationofpolicies,processes,systems,anddataisagain,byfar,thetopstrategytomanagepotentialworkloadvolatilityandenablegreateragility(increasingfurther

since2021).OrchestratorsofValueapplythisstrategy20%moreoftenthanFollowersandpeers,andtheyapplymoreflexibleautomationtoolsandmethodsroughlytwiceasoftenaspeers,aswellashaving60%greateradoptionofhybridmanagementservicemodels(andnearlytwotimesmoretraditionaloutsourcing/BPOdeployment).Alarge

prerequisitetothisistheincreasedcentralizationofpolicyandprocessdesign.Not

tobeconfusedwithcentralizationofgovernanceitself(asnotedabove),rulescanbe

determinedcentrallytoallowthebusinessesandteamstooperatemoreindependently,

therebyenablingagilitywithinastructuredsetofparameters/freedomwithina

framework,withescalation/involvementfrommorecentralizedgroupsonlywherethatmakessenseandtrulyaddsvalue.

Eventhebestprocurementorganizationswithtop-notchstrategiesandoperating

modelsstillstrugglewithfunding,acquiring,andleveragingthebesttalent(and

technologiestoalesserextent)tomeettheirdynamicandsophisticatedneeds.Yet,

orchestrationisdoableandmustbeexplicitlydesignedintotheprocurementoperatingmodel,startingwithearlyalignmentandengagementofkeybusinessstakeholders

(thisiswhereintegrationcomesin).Theabilitytoeffectivelyengagethebusiness(peerfunctionsandcorporateleadership),buildandleveragethesetrustedrelationshipsto

setcommongoals,andalignonthesupportneededtodeliverthemcanbethedecidingfactorinaddressingfundingandgettingthegreenlighttobeginthetransformation.WeseeOrchestratorsofValuedothismoreeffectively,andasaresult,theyaremoreofteninvolvedinthedecision-makingprocessregardingbroaderbusinesspriorities.Theyaremoreabletoshareanddemonstratetheimpactprocurementcanhaveonthesetop

businesspriorities.

Firmscitingprocurementasalwaysorofteninvolved

BusinessareaOrchestratorsofValueFollowersDecision

ESG100%78%ManagingexternalESG

Risk95%63%Third-partyriskmanagement

Makevs.buy83%64%Product/servicesourcing

Outsourcing/offshoring95%60%Processsourcing

Planningandbudgeting93%66%Supplytosupportspend

OrchestratorsofValue

31%

28%

27%

29%

30%

24%

25%

39%

Toachievethis,OrchestratorsofValuecontinuallyworktopullthemselvesoutof

transactionalprocesses(andoperationalonestoo)tofocusmoreonthestrategic(figure4).Reducingfocusonthetransactional,whichisarguablystilltoohigh,givesthemmoretimetospendonstrategicactivitieslikebusinessengagementorsuppliercollaborationaswellasontransforminganddigitizingthefunctionanddevelopingandapplyingasetoffocusedorchestrationcapabilitiesthatinclude“masspersonalization”ofstakeholderexperiences(e.g.,basedonthenatureofspend/suppliersandstakeholdersforthe

processorcontext).

Figure4.Allocationoftime:Strategicvs.transactional(‘operational’notshown)

100%90%80%70%60%50%40%30%20%10%

0%

27%

29%

28%

31%

20212023(allfirms)

2023OOV

2023Followers

39%

30%

24%

25%

Transactional

Strategic

TransactionalStrategic

Timespentonthesetypes

ofprocesses

2023(allfirms)

2021

Transactional

Strategic

Timespentonthesetypes

ofprocesses

2023Followers

2023OOV

Transactional

Strategic

13

OrchestratorsofValue

14

85%

71%

Theyachievethisinthefollowingways(figure5):

•Standardizingprocesses/policies(andsystemsanddata)ANDusingflexibleautomationtools(e.g.,low-code/no-codeandself-service)andmethods(e.g.,Agileapproachesforiterativedesign/build/realize).

•Creatingpurposeful/thoughtfulteamsfocusedonefficientlyandeffectively

executingcommontasksinsharedservicesorcentersofexcellence(CoEs)(e.g.,businessengagement,sourcing,contracting,riskmanagement,andanalytics)andcomposedofspecialists(internalandexternal).

•Usingoutsideintelligencetohelpinformthehighest-priorityopportunitiesto

target(e.g.,theNo.1managedserviceCPOsplanforfallsundertheInsights—dataandanalyticsoperatingmodel).

•Formallyplanning/coordinatingtheireffortsonprioritizingfocusedtransformationthatenablesthegreatestvalue,defendingthehighground,andbetternavigatingthechallengesofhavingtochasethelatestshinyobjectinthebusiness.

Figure5.Strategiestomanageworkload

Standardizationofpolicies,processes,systems,anddata

Moreflexibleautomationtoolsandmethods(e.g.,agiledevelopment)

Cultureshift/stafftraining(thinking,actingandreactingdifferently)

Tacticalstaffaugmentation(e.g.,temporary/contingentlabor)

Cross-functionalandcross-enterpriseteaming

Hybridmanagedservicemodels

toaugmentteam

Traditionaloutsourcing(BPO)

Workloadmanagementenhancement(e.g.,projectonboarding/scoping)

Crosstraining,incentives,andothersupport

Scenarioplanningandplaybooks

_______________________________________________________________________________________________68%

34%

_________________________________________________________________________________58%

44%

_____________________________________________________________________________55%

44%

______________________________________________________________________50%

40%

33%

22%

33%

15%

33%

34%

25%

19%

23%

18%

OrchestratorsofValue

Followers

OrchestratorsofValue

15

Completely

0%

Notatall

10%

TALENTSTRATEGY

Talentacquisitionandretentionisthemost

citedinternalrisk(fourtimeshigherthandigital

fragmentation).Morethan70%ofCPOsinour

studyhaddifficultyattractingtalentoverthepast12months(only4%offirmssaidthatit’slessdifficult

tofindthattalent).Interestingly,thetightenedlabor

marketingeneralhasproventobeconcerningacrosstheenterprisewithtopCEOsnamingtalentasthe

biggestchallengefacedintheWinter2023Fortune/DeloitteCEOSurvey3.Addressingthescarcityof

talentsupplythroughtraditionaltalentacquisition

channels(e.g.,hiringfull-timestaff)isatopstrategy

fornearlyallfirms.Procurementtalentisone,ifnot

the,keydifferentiatorforCPOs—90%ofOrchestratorsofValuebelievethattheirteamsfullyorlargelyhavetheskillsandcapabilitiesnecessarytodelivertheir

procurementstrategy,withlessthanhalfofFollowersinagreement(figure6).

Figure6.Procurementleaderswhobelievetheirteamshavetheskillsandcapabilitiestodelivertheirstrategy

3%

Toalargeextent

Tosomeextent

2%

10%

80%

42%

53%

OrchestratorofValue

Followers

Therealquestioniswhyisthatthecase?WhatdoOrchestratorsofValueknowthatothersdon’t,andwhataretheydoingdifferentlywhenitcomestotalent?

OrchestratorsofValue

16

OrchestratorsofValuesourcecapabilitiesmorewidely.Theylooktoaccessagreater

pooloftalentandexpertiseinthefirstinstance,notonlybyleveragingtraditionaltalentmodels(thinkcorehiringandcontractors—interestinglyatsimilarlevelstoothers)but

alsobyturningtooutsourcing4,hybridmanagedservices,andothertypesofopentalentmodelstogetwhattheyneedattwicetheratethatFollowersdo.Notonlydoesthis

helpthemclosecapabilitygaps,butitcancomewiththeaddedadvantageofoptimizingfordemandfluctuations,quality,andcost.Establishingthistakesmoreupfrontdesign