The decision of the company to hand over a major part of the construction work to a subcontractors’ network, resulted in serious changes within the own business processes. New requirements concerning the competences of employees and the organization itself emerged. During and after the implementation of this extensive outsourcing strategy the scope of the decision became more and more clear, recounts P3 consultant Björn Sellschopp, who performed the analysis with his colleague Klaus Hübner: “The allocation of large work volumes requires clear cut rules and efficient control mechanisms to ensure a transparent and efficient realization of the work packages.”

Sellschopp and Hübner were assigned to analyze the implementation of the new outsourcing strategy. One question was, whether it was supported by all parties involved. Within the scope of the work package, conceptual suggestions for the prevention of identified risks were to be made afterwards. The challenge was to realize all of this within two weeks with a short lead and follow-up time.

The P3 consultants chose an individual analysis approach: “On the one hand we created a questionnaire following CMMI with an according assessment matrix, to realize a concise visualization. On the other hand we conducted free interviews, to pick up on social sensitivities for the restructuring measures and their consequences.”

The concluding result presentation reflected the situation of the analyzed area. The customer was reassured in his earlier decision, reports Sellschopp: “For an effective and substantial supplier management, important processes, methods and tools were not yet sufficiently defined and implemented. In addition, the reorganization and training of employees for the new supplier management task wasn’t executed completely.

To avoid future risks, P3 was subsequently asked to define and offer respective work packages for potential support activities.