Bijgaand presenteren wij u het booklet Strategic Sourcing Visions 2010, waarin EquaTerra niet alleen nieuwe cijfers over de Europese outsourcing

Maat: px
Weergave met pagina beginnen:

Download "Bijgaand presenteren wij u het booklet Strategic Sourcing Visions 2010, waarin EquaTerra niet alleen nieuwe cijfers over de Europese outsourcing"

Transcriptie

1

2 Bijgaand presenteren wij u het booklet Strategic Sourcing Visions 2010, waarin EquaTerra niet alleen nieuwe cijfers over de Europese outsourcing markt presenteert, maar ook analyses heeft opgenomen over onderwerpen die van groot belang zijn voor de strategische keuzes die met sourcing samenhangen.

3 CONTENTS Introductie 3 Extend, Divide Or Terminate 4 Pan-European Service Provider Performance and Satisfaction Study 12 Executive Interviews 30 Dutch IT Service Provider Pulse Surveys Results IQ09 48 Demand And Supply 56 Bundling: Outsourcing Multiple Business Functions 70 Biographies 80

4 Introductie De financiële crisis heerst al weer bijna een jaar. In ons handelen als consument, manager, ondernemer, medewerker, speelt deze een belangrijke rol. De situatie wordt vergeleken met de jaren 30 uit de vorige eeuw. Aangezien bijna niemand die nog actief in business is deze heeft meegemaakt, kunnen we niet meer op onze reflexen, ervaring of instincten rekenen. Alles is nieuw. Dat brengt een hoop onzekerheid met zich mee. Een groot verschil met de jaren 30 is de veel snellere wereldwijde communicatie. Nieuws verspreidt zich razendsnel, er worden veel meer financieel-economische indicatoren gemeten, er wordt meer internationaal overlegd. Daardoor kunnen we beter van elkaar leren en sneller reageren. Ook deze publicatie wil bijdragen aan het leren van elkaar. EquaTerra wil als marktleider op sourcingsgebied haar kennis en ervaring met de markt delen. Centraal staat sourcing. Sourcing gaat over vraagstukken als de inrichting en het optimaliseren van processen, het gebruik maken van de markt daarbij, het delen van risico s, het richten op eigen kerncompetenties en het gebruik maken van diensten van externe partijen. Dit zijn strategische vraagstukken. De beantwoording daarvan kan, zeker in deze tijden, het verschil maken. Aan de hand van marktkennis, ervaring en best practices uit de EquaTerra-bibliotheek wordt de lezer meegenomen om zijn eigen gedachten concreet te vormen. De praktijk van alle dag krijgt een plek in drie interviews. Interviews op board-niveau uit drie geheel verschillende branches. Met allemaal als verbindende element: wat betekent de crisis voor jou en voor jouw organisatie. De actualiteit wordt verzorgd door de uitkomsten van de Pulse Survey. Elk kwartaal houdt EquaTerra wereldwijd en regionaal de vinger aan de pols in sourcingland. De belangrijkste conclusies en trends worden beschreven. Daarmee zijn we voor dit moment even rond en moeten we weer keihard aan de slag. Sourcingsvraagstukken zullen op de agenda van elke Raad van Bestuur staan om een bijdrage te leveren aan het bestrijden van de gevolgen van de crisis. Het mogen dan onzekere tijden zijn, het zijn natuurlijk ook enorm boeiende tijden. Over een paar jaar zijn er ongetwijfeld T-shirts te koop met als opdruk I survived the crisis. Dit boekje kan daar zeker aan bijdragen. Nico Boot Executive Director, Europe & Asia Pacific 3

5 If the decision to extend or terminate the contract is taken too hastily, possible opportunities may be missed, or the solution may be worse than the problem. It s never too soon to think about the end of a contract and its consequences. AUTHORS: Nico Boot, Executive Director, Europe and Asia-Pacific Paul Cornelisse, Managing Director, Information Technology Advisory, The Netherlands

6 EXTEND, DIVIDE OR TERMINATE The Three Options When a Contract Ends Extend, Divide or Terminate When an outsourcing contract comes to an end, a decision has to be made. Do you extend the contract in its current form or do you decide to end the contract with the current service provider and either divide or terminate it? Whatever the decision, when a contract comes to an end it offers the opportunity to take a critical review of an outsourcing arrangement. If the decision to extend or terminate the contract is taken too hastily, possible opportunities may be missed, or the solution may be worse than the problem. It s never too soon to think about the end of a contract and its consequences. The Three Options 1. Re-let the contract to the current service provider If criteria such as end-user satisfaction and service level agreements are being met, the current agreement with the service provider may be extended, with any necessary amendments being included in the new contract to ensure that it will be fit for purpose going forward. After the terms have been renegotiated and a new contract drawn up, the changes required to help deliver optimum results can then be implemented. 2. Division of the contract The decision could also be taken to transfer part of the responsibilities to one or more alternative service providers. This could happen because the current service provider has failed to deliver particular services to the client s satisfaction, or alternatively the provider could have decided to remove certain services from its portfolio. Conversely, client requirements may have changed to such an extent that a service provider with a different area of expertise is now required. In the event of a contract being divided, it is quite possible that the client will bring elements of the outsourced services back in-house. 3. Terminate the contract There are instances where one or both parties will decide to end the relationship and contracts are terminated. In such a situation an exit takes place which ensures that services are transferred to the new service provider or back to the organisation itself. A complete exit strategy should be developed and the associated transition should be guided by experienced staff or an advisor. 5

7 EXTEND, DIVIDE OR TERMINATE A Road Map for Contract Re-letting In theory, and ideally, a suitable re-let strategy should be put in place at least nine months prior to the contract ending. Figure 1 gives a broad outline of the timing and the activities involved. Of course, should the strategy be to renegotiate the contract with the existing service provider, timescales may be reduced. FIGURE 1: MAP FOR THE RE-LET PERIOD 12 to 9 months prior to the contract ending Sourcing Decision Point 9 to 6 months prior to the contract ending Contract Ends Up to 9 months after the contract ending Adapt the sourcing strategy and put in place a re-let strategy Sourcing Review Final annual review of the strategy and exit plan and check on the contractual conditions Implement the chosen re-let strategy Extend The scope of the service delivery, provided by the current service provider, either doesn t change or not significantly. Renegotiations will only take place with the current service provider. Change and Improve Implement a change programme based on new agreements with the current service provider Looking Ahead What does the business require from us, and what technological changes do we see? Looking Back What has the contract provided over the last few years? Divide The scope of the service delivery, provided by the current service provider, changes in a structural way, and operations are (sub-)divided. Negotiations will take place with the current service provider and parts of the services will either be transferred to the organisation itself, or there will be a new tender to select (a) new service provider(s). Transition Transfer of (parts of the) service delivery from the current to the new service provider(s) or to the organisation itself Change Need and Gap What needs to be changed in the current relationship, what disparities exist between the current agreement(s) and the new requirements(s), and how are we going to close that gap? Terminate The service delivery, provided by the current service provider, ends. Based on the exit plan, the contract with the current service provider will be terminated, and the services will either be transferred to the organisation itself, or there will be a new tender to select (a) new service provider(s). Exit Formally end the relationship with the current service provider 6

8 EXTEND, DIVIDE OR TERMINATE A service provider who isn t challenged to make improvements will very often be satisfied with only average achievements. Basis for Decision Making: The Contract Review Most organisations make the mistake of drawing up new contracts based on negative experiences in the past. The best way to determine the most appropriate option when a contract comes to an end is to carry out the final annual review of the sourcing strategy, look ahead at future needs and look back at what has been provided throughout the life of the contract. Objective decisions can then be made regarding whether to continue (and potentially extend), divide or terminate the contract with the current service provider. In addition to involving business management, don t forget to involve the service provider in the re-let process and to carry out parts of the analysis together. Very often the service provider has information which the organisation doesn t have itself. It s also beneficial to know how the service provider views the contract period that has just passed and what they have learned from it. The key to outsourcing success is governance. This doesn t just mean rules and procedures, but more specifically, the desire to improve service delivery. A service provider who isn t challenged to make improvements will very often be satisfied with only average achievements. In such a situation, it s important to review the relationship regularly, (at least once a year). FIGURE 2: DEMAND AND SUPPLY Retained Outsourced The Demand Organisation The Supply Organisation Business Management Demand Management Supply Management Internal Delivery External Delivery 7

9 EXTEND, DIVIDE OR TERMINATE A Look Ahead: What do we Need? Being able to recognise potential areas of change is vital. Only then is it possible to pinpoint disparity between current services and those services necessary in the future, and realise the full benefits of the contract. During this phase, it s important to think strategically about the current and future needs of the business rather than simply delivering existing service levels as efficiently as possible. The analysis steps in Figure 3 clearly show that the re-let strategy is not driven in the beginning by the current contract and service provider, but by the company-wide sourcing strategy and the service provider strategy. It s therefore important to be aware of how the expiring contract compares to other outsourcing relationships within the organisation. Thinking from within the current framework of the existing contract very often leads to a less than ideal solution. FIGURE 3: FROM COMPANY STRATEGY TO RE-LET STRATEGY Company Strategy Opportunity Analysis Business Case Governance Sourcing Strategy Vendor Strategy Re-let Strategy 8

10 EXTEND, DIVIDE OR TERMINATE Without a long term business plan in place, it is possible that after signing the contract a disparity is found to exist between the services bought and the actual services required. Three Critical Questions When Looking Ahead 1. Does the current service provider fit into the company strategy? The capabilities of the service provider need to be able to accommodate future company strategy. Can the service provider be relied upon in unexpected circumstances? In the majority of cases, developments follow one another in quick succession, which means that the service provider should be able to adapt quickly. 2. Is there sufficient connection between the current contract and the latest developments in the market? It is important to assess to what extent the service provider is able to implement both the technical advances and best practices of the market into the current contract. Does the contract provide sufficient possibilities to be able to realise the additional benefits? Secondly, be sure to review the contract for global risk and supplier financial viability. The review should take into account service delivery location risks, related contractual commitments and the supplier s perspectives. 3. Is there a well thought out long-term plan for the organisation? Without a long-term business plan in place, it is possible that after signing the contract a disparity is found to exist between the services bought and the actual services required. This can result in a weak negotiating position for the client. Looking Back: What has the Contract Delivered? When a contract approaches the point of termination it s necessary to review performance levels both internally and with the service provider. It is important to quantify whether original objectives have been achieved, and if not, why not? In situations where the contract is to be terminated because the relationship with the service provider has not been successful, the causes can be the fault of the service provider, but can also be from within the client organisation. By asking a few simple questions it s possible to get to the root causes. 9

11 EXTEND, DIVIDE OR TERMINATE Three Critical Questions When Looking Back 1. Is the organisation happy with the current service provider? This would appear to be a simple question, but in reality the answer is usually based on a gut feeling. To understand the level of satisfaction within the client organisation, sufficient data gathered from the various user groups over the period of the contract needs to be available. It could be that the client-side manager of the relationship wasn t satisfied with the service provider, but the end users were happy with the level of service delivered. 2. Does the organisation have the right competencies and skills available in order to be able to manage the contract and service provider? The success or failure of outsourcing contracts is, to a large degree, dependent on good management and the governance structures which have been put in place. Without these competencies and skills it s difficult to create a good re-let strategy and it s most definitely a mistake to think that simply changing the service provider will lead to better results. 3. Re-evaluating the business case The end of the contract is a good time to once again take a look at the original business case. In retrospect, how realistic was this and what areas of improvement should be included in the new agreements? For example, there may be issues relating to the amount and type of extra work which falls outside the contract.

12 EXTEND, DIVIDE OR TERMINATE The Importance of a Re-Let Strategy Your organisation should take the time to prepare for the end of a contract, primarily because the failure or success of an organisation depends on essential functions such as IT support. Even if the current contract allows for the carrying out of changes, it still makes sense to look at the ways in which the next contract can be improved. The chosen re-let strategy also plays an important role in how companies can differentiate themselves in the market through having a lower cost base or unique service. At the same time, there are not only opportunities but also risks to be considered, such as in the areas of business continuity and security. Another consideration is that the necessary competencies in the area of IT change rapidly. When a contract comes to an end, this creates the opportunity to include the latest developments in sourcing strategy into the contract, so an understanding of what the market is currently offering is vital during negotiations. The success or failure of outsourcing contracts is, to a large degree, dependent on good management and the governance structures which have been put in place. While it is important to have a re-let strategy, it is equally important to allocate enough time for it to be implemented. When a final decision has been reached to terminate service delivery, then alternatives have to be found. This takes time, as does a well organised transition to a new provider. All organisations that outsource certain activities will be faced with the decision to either extend a contract with the current provider or to divide or terminate it. This is a time when many important issues have to be considered, so good preparation is essential to avoid the risks and enjoy the benefits that this period of change creates. This article is a translation and summary of an article developed together with Sven van de Riet, researcher at Giarte.

13 The findings from this analysis reveal the trends that are emerging across the European sourcing arena as organisations more aggressively seek to reduce costs, defer or limit future investments, and realign operating models to lower revenue levels. AUTHORS: Anton Joha, Research Director, EquaTerra Europe & Asia Pacific Stan Lepeak, Managing Director, Global Research, EquaTerra and EquaSiis 12

14 PAN-EUROPEAN SERVICE PROVIDER PERFORMANCE AND SATISFACTION STUDY Analysing and Interpreting IT Outsourcing Trends and Satisfaction Levels Across Western Europe Since 2003, each year, EquaTerra has undertaken a series of comprehensive market research studies on information technology outsourcing (ITO) service provider performance and satisfaction (SPPS) across Western Europe. Specific markets targeted include Belgium and Luxembourg, the Nordic region (Denmark, Finland, Norway, and Sweden), the Netherlands and the United Kingdom. This market study programme surveys and interviews buyers currently actively engaged in outsourcing efforts with a named set of leading market specific providers. Recognised as the most extensive and representative perception study on the issues of Information and Communication Technology (ICT) sourcing in the marketplace today, the research provides direct insights into buyer opinions on service provider performance levels, and also assesses and interprets general outsourcing demand and activity trends in the markets covered. EquaTerra has integrated its 2009 country-specific study results to create this pan-european ITO service provider satisfaction and performance market study. This roll-up study encompasses more than 1500 evaluated outsourcing contracts equating to an overall annual contract value of more than 15 billion. 13

15 PAN-EUROPEAN SERVICE PROVIDER PERFORMANCE AND SATISFACTION STUDY The research was conducted between the autumn of 2008 and summer 2009, therefore during the height of the economic downturn that significantly impacted markets and economies worldwide. The findings from this analysis reveal the trends that are emerging across the European sourcing arena as organisations more aggressively seek to reduce costs, defer or limit future investments, and realign operating models to lower revenue levels. In this article we provide an overview of the results. Outsourcing Demand: Still Strong and Growing Almost 90 percent of the participants indicated that they currently outsourced their Infrastructure Management (IM), followed by Application Management (AM) at 71 percent and End-User Management (EUM) which is outsourced by 57 percent of all participants. Fifteen percent of the respondents are currently planning to outsource (parts of) their AM, while 12 percent of the respondents plan to outsource (parts of) their IM and EUM (see Figure 1). Just two percent of the participants have no plans to outsource IM. Of the remainder, 14 and 31 percent respectively do not plan to outsource either AM or EUM services. The numbers of buyers with no plans to outsource any of their IT operations has declined over the past year, in part as a result of deteriorating economic market conditions. 14

16 PAN-EUROPEAN SERVICE PROVIDER PERFORMANCE AND SATISFACTION STUDY FIGURE 1: WHICH OF THE FOLLOWING PROCESSES ARE CURRENTLY OUTSOURCED BY YOUR ORGANISATION? Process outsourced Plans to outsource Not outsourced, no plans 14% 11% 15 % 2 % 71 % 87 % APPLICATION MANAGEMENT INFRASTRUCTURE MANAGEMENT 31 % 12 % 57 % END USER MANAGEMENT Application Management: Application development, systems integration, functional application management and maintenance, test management etc. Infrastructure Management: Application hosting/data centre, technical application management and maintenance, security management, external networks (WAN, external telco) etc. End-User Management: Internal networks (LAN, data/voice to the end user), file print and mail servers, workplace management services (desktop), workplace support services (help and service desk) etc. 15

17 PAN-EUROPEAN SERVICE PROVIDER PERFORMANCE AND SATISFACTION STUDY Offshoring: More Companies are Planning to Offshore Approximately 50 percent of respondent organisations are engaged in offshore outsourcing. The UK is ahead of the other European regions in terms of adopting offshore outsourcing, while the Netherlands lags the furthest behind. Buyer adoption of offshore outsourcing will continue to grow. Between 60 and 75 percent of all respondents, depending on the European geography, are planning to offshore more Application Management (AM) work. For Infrastructure Management (IM) the percentages are between 55 and 65 percent. The differences in growth of offshoring End-User Management (EUM) are larger: it is expected to grow most in the Netherlands (63 percent) and least in the Nordics (33 percent). FIGURE 2: IN THE FUTURE, DO YOU EXPECT THERE TO BE CHANGES TO YOUR NEAR OR OFFSHORE STRATEGY? 5 % 5 % Increase 27 % 37 % 68 % 58 % Same Decrease APPLICATION MANAGEMENT INFRASTRUCTURE MANAGEMENT 7 % 45% 48 % 16 END USER MANAGEMENT

18 PAN-EUROPEAN SERVICE PROVIDER PERFORMANCE AND SATISFACTION STUDY Governance: Buyers Governance Skills to Manage the Service Provider are Weak More than 50 percent of the organisations polled in the study indicated that their outsourcing governance skills are weak/average. When we compare the different regions, it is noticeable that the Netherlands in particular had poor governance skills, with only 38 percent of the organisations responding that their skills are good/excellent. FIGURE 3: HOW WOULD YOU QUALIFY THE OVERALL SKILLS/ COMPETENCE OF YOUR ORGANISATION TO MANAGE YOUR EXISTING OUTSOURCING PROVIDERS? Excellent Good 6 % 5 % 5 % 8 % Average 45 % 44 % 41 % 46 % Weak BELUX NORDICS 3 % 9 % 10 % 13 % 35 % 39 % 42 % 49 % UK NETHERLANDS 17

19 PAN-EUROPEAN SERVICE PROVIDER PERFORMANCE AND SATISFACTION STUDY Governance: Industry Perspective When looking from an industry-perspective at the governance quality, we can see that all industries have an average score between 2.2 and 2.7 (1 = Weak; 2= Average; 3= Good; 4=Excellent). The overall average is 2.4. FIGURE Business Services/Consulting, Construction, Engineering Government (central/local) Education, Non-profit Entertainment/Media, Hospitality Pharma/Biotech/Life Sciences Consumer Packaged Goods, Food/Beverages Banking, Financial Services, Insurance Telecommunication Energy/Utilities, Oil & Gas Transportation & Logistics Automotive Retail, Wholesale Chemicals, Minerals, Natural Resources Manufacturing Healthcare Providers High Tech Products/Services GOOD AVERAGE WEAK 18

20 PAN-EUROPEAN SERVICE PROVIDER PERFORMANCE AND SATISFACTION STUDY Governance: Regional Perspective Noticeable however are the industry differences per region. In Belgium for example, there are no industries performing either very well, or very badly. The government sector is on top of the list, followed by the Energy/Utilities, Oil & Gas and Healthcare Providers. In the Netherlands, there are bigger differences, and the Government is on the bottom of the list here (as is Consumer Packaged Goods, Food/Beverages). Telecommunication and Transportation & Logistics are ranked number one in the Netherlands in terms of governance quality. FIGURE 5 BELUX NETHERLANDS NORDICS UK Healthcare Providers Business Services/Consulting, Construction, Engineering Retail, Wholesale Pharma/Biotech/Life Sciences Telecommunication Banking, Financial Services, Insurance Transportation & Logistics Government (central/local), Education, Non-profit Chemicals, Minerals, Natural Resources Automotive N/A* High Tech Products/Services N/A* Energy/Utilities, Oil & Gas Consumer Packaged Goods, Food/Beverages Manufacturing Entertainment/Media, Hospitality N/A* or more pts below Average 0.5 or more pts above Average *Insufficient evaluations 19

21 PAN-EUROPEAN SERVICE PROVIDER PERFORMANCE AND SATISFACTION STUDY In the Nordic region most industries have good quality governance in place, and there are no really bad scores. In the UK, two industries stand out, one positively (Retail/Wholesale) and one negatively (Entertainment/ Media, Hospitality). General Satisfaction Overall respondents remain satisfied with the quality of the services they are receiving from their service providers across all IT process areas. Seventy percent of all respondents are satisfied with their service provider in terms of general satisfaction. FIGURE 6: MARKET SATISFACTION ACROSS ALL CONTRACTS 2 % 5 % Very satisfied 19 % 9 % 29 % 36 % Satisfied Somewhat satisfied Somewhat unsatisfied Unsatisfied GENERAL SATISFACTION Very unsatisfied The following provides a ranking of select ITO service providers based on the satisfaction levels registered by their clients. In order to rank the service providers active in Europe, EquaTerra identified the top 20 service providers operating in either three or more regions. Figure 7 shows the general satisfaction with service providers operating in Europe. 20

22 PAN-EUROPEAN SERVICE PROVIDER PERFORMANCE AND SATISFACTION STUDY FIGURE 7: GENERAL SATISFACTION WITH OUTSOURCING Infosys 69% Cognizant 68% TCS 68% Wipro 68% Unisys 67% HCL 63% Accenture 63% Capgemini 63% Siemens 62% Fujitsu-Services 61% Logica 61% IBM 60% CSC 60% Steria/Xansa 60% EDS 59% T-Systems 57% HP 54% BT 52% Atos Origin 51% Getronics 48% HP and EDS evaluated separately. Indian based service providers dominate the general satisfaction charts: five out of the top six service providers for general satisfaction are Indian based, with Unisys the only non-indian provider in the top rankings. There are significant variations in scores between the individual service providers on the country-level. There are examples of service providers ranked first in one country and ranked last in another. This highlights the very situational nature of outsourcing service provider performance both in terms of actual capabilities and buyer perception of quality. 21

23 PAN-EUROPEAN SERVICE PROVIDER PERFORMANCE AND SATISFACTION STUDY General Outsourcing Satisfaction by Industry There are big differences in the scores between the first and last ranked service providers in Begium and Luxembourg, The Netherlands and the United Kingdom. However this is not the case in the Nordics, where the differences between providers ranked in the region are relatively very small. FIGURE 8: GENERAL OUTSOURCING SATISFACTION BY INDUSTRY 68% High Tech Products/Services 67% Automotive 64% Pharma/Biotech/Life Sciences 63% Manufacturing 62% 62% Chemicals, Minerals, Natural Resources Energy/Utilities, Oil & Gas 62% Telecommunication 62% 60% Banking, Financial Services, Insurance Healthcare Providers 60% Retail, Wholesale 80 59% 58% 57% 56% 54% Transportation & Logistics Government (central/local), Education, Non-profit Consumer Packaged Goods, Food/Beverages Entertainment/Media, Hospitality Business Services/Consulting, Construction, Engineering 22

24 PAN-EUROPEAN SERVICE PROVIDER PERFORMANCE AND SATISFACTION STUDY General Outsourcing Satisfaction by Industry and Country The High Tech Products/Services and Automotive industry are on top of the list with a general service provider satisfaction score of 68 and 67 percent respectively. On the bottom of the list are Business Services/ Consulting, Entertainment/Media, Consumer Packaged Goods and Government. The most satisfied industry groups are for the most part those that have done the most IT outsourcing, highlighting that experience and tenure are key factors in driving satisfaction. When we make the same analysis for the industries at a country level, we see yet more differences. In Belgium for example, Government is in the top three industries that are generally satisfied with their service providers, while the government s satisfaction level in the Netherlands is only 47 percent. FIGURE 9: GENERAL OUTSOURCING SATISFACTION BY INDUSTRY AND COUNTRY BELUX NETHERLANDS NORDICS UK Government (central/local), Education, Non-profit 70% 47% 65% 64% Healthcare Providers 63% 45% 62% N/A* Business Services/Consulting, Construction, Engineering 60% 50% 60% 58% Retail, Wholesale 65% 52% 68% 61% Pharma/Biotech/Life Sciences 58% 56% 73% 69% Telecommunication 68% 55% 57% 57% Banking, Financial Services, Insurance 72% 53% 68% 62% Transportation & Logistics 55% 56% 69% 52% Chemicals, Minerals, Natural Resources 63% 57% 64% 64% Automotive 69% 59% 77% N/A* Entertainment/Media, Hospitality 68% 44% N/A* 61% Manufacturing 65% 50% 66% 53% Consumer Packaged Goods, Food/Beverages 63% 44% 51% 65% Energy/Utilities, Oil & Gas 61% 52% 63% 69% High Tech Products/Services 76% 65% 60% N/A* *Insufficient evaluations 23

25 PAN-EUROPEAN SERVICE PROVIDER PERFORMANCE AND SATISFACTION STUDY The studies assess outsourcing buyer satisfaction across a total of eight Key Performance Indicators (KPIs). The table below details the five main KPIs for this study. KPIs Description of the KPI Average KPI score (Based on the top 20 service providers operating in either three or more regions) Highest score on European level (Based on the top 20 service providers operating in either three or more regions) Highest score on country level (Includes local service providers) QUALITY In general, the service provider meets the service levels as set out in the Service Level Agreement Overall the best scoring KPI, with an average of 66 percent satisfaction. No bad scores, with the lowest score being 58 percent 74 percent BeLux: 81% Netherlands: 85% Nordics: 72% UK: 83% PRICE The prices the service provider charges for its services are (still) in line with current market price Overall the second best scoring KPI, with an average of 64 percent satisfaction. There are no bad scores (the lowest is 56 percent), implying that on average the price/quality ratio is in balance 76 percent BeLux: 81% Netherlands: 74% Nordics: 80% UK: 78% Lowest score on country level (Includes local service providers) BeLux: 62% Netherlands: 49% Nordics: 57% UK: 56% BeLux: 61% Netherlands: 47% Nordics: 55% UK: 51% Top 5 service providers in the European report (Based on the top 20 service providers operating in either three or more regions) 24 1 Unisys 2 Wipro 3 Siemens 4 HCL 5 CSC 1 TCS 2 Wipro 3 HCL 4 Infosys 5 Siemens

Process Mining and audit support within financial services. KPMG IT Advisory 18 June 2014

Process Mining and audit support within financial services. KPMG IT Advisory 18 June 2014 Process Mining and audit support within financial services KPMG IT Advisory 18 June 2014 Agenda INTRODUCTION APPROACH 3 CASE STUDIES LEASONS LEARNED 1 APPROACH Process Mining Approach Five step program

Nadere informatie

Building effective IT demandsupply

Building effective IT demandsupply Building effective IT demandsupply structures Gerard Wijers Director Governance and Sourcing Management Agenda» Introductie Demand-Supply» Demand-Supply bij Vopak» Demand-Supply bij van Gansewinkel» Discussie

Nadere informatie

Invloed van het aantal kinderen op de seksdrive en relatievoorkeur

Invloed van het aantal kinderen op de seksdrive en relatievoorkeur Invloed van het aantal kinderen op de seksdrive en relatievoorkeur M. Zander MSc. Eerste begeleider: Tweede begeleider: dr. W. Waterink drs. J. Eshuis Oktober 2014 Faculteit Psychologie en Onderwijswetenschappen

Nadere informatie

Appendix A: List of variables with corresponding questionnaire items (in English) used in chapter 2

Appendix A: List of variables with corresponding questionnaire items (in English) used in chapter 2 167 Appendix A: List of variables with corresponding questionnaire items (in English) used in chapter 2 Task clarity 1. I understand exactly what the task is 2. I understand exactly what is required of

Nadere informatie

CSRQ Center Rapport over onderwijsondersteunende organisaties: Samenvatting voor onderwijsgevenden

CSRQ Center Rapport over onderwijsondersteunende organisaties: Samenvatting voor onderwijsgevenden CSRQ Center Rapport over onderwijsondersteunende organisaties: Samenvatting voor onderwijsgevenden Laatst bijgewerkt op 25 november 2008 Nederlandse samenvatting door TIER op 5 juli 2011 Onderwijsondersteunende

Nadere informatie

Researchcentrum voor Onderwijs en Arbeidsmarkt The role of mobility in higher education for future employability

Researchcentrum voor Onderwijs en Arbeidsmarkt The role of mobility in higher education for future employability The role of mobility in higher education for future employability Jim Allen Overview Results of REFLEX/HEGESCO surveys, supplemented by Dutch HBO-Monitor Study migration Mobility during and after HE Effects

Nadere informatie

Enterprise Architectuur. een duur begrip, maar wat kan het betekenen voor mijn gemeente?

Enterprise Architectuur. een duur begrip, maar wat kan het betekenen voor mijn gemeente? Enterprise Architectuur een duur begrip, maar wat kan het betekenen voor mijn gemeente? Wie zijn we? > Frederik Baert Director Professional Services ICT @frederikbaert feb@ferranti.be Werkt aan een Master

Nadere informatie

The Dutch mortgage market at a cross road? The problematic relationship between supply of and demand for residential mortgages

The Dutch mortgage market at a cross road? The problematic relationship between supply of and demand for residential mortgages The Dutch mortgage market at a cross road? The problematic relationship between supply of and demand for residential mortgages 22/03/2013 Housing market in crisis House prices down Number of transactions

Nadere informatie

Talentmanagement in tijden van crisis

Talentmanagement in tijden van crisis Talentmanagement in tijden van crisis Drs. Bas Puts Page 1 Copyright Siemens 2009. All rights reserved Mission: Achieving the perfect fit Organisatie Finance Sales Customer Engineering Project management

Nadere informatie

S e v e n P h o t o s f o r O A S E. K r i j n d e K o n i n g

S e v e n P h o t o s f o r O A S E. K r i j n d e K o n i n g S e v e n P h o t o s f o r O A S E K r i j n d e K o n i n g Even with the most fundamental of truths, we can have big questions. And especially truths that at first sight are concrete, tangible and proven

Nadere informatie

Offshore Outsourcing van Infrastructure Management

Offshore Outsourcing van Infrastructure Management Offshore Outsourcing van Infrastructure Management an emerging opportunity dr. Erik Beulen Atos Origin/Tilburg University 1 Agenda Introductie Ontwikkelingen Risicovergelijking Best practices Conclusies

Nadere informatie

Future Driven Value Creation 02-12-2013

Future Driven Value Creation 02-12-2013 Future Driven Value Creation 02-12-2013 Programma 16:30 Introductie en toelichting op het thema 17.15 Vraagstelling en individueel bezinnen 17:45 Break en broodjes 18:15 Break out sessies (2 groepen) en

Nadere informatie

Opgave 2 Geef een korte uitleg van elk van de volgende concepten: De Yield-to-Maturity of a coupon bond.

Opgave 2 Geef een korte uitleg van elk van de volgende concepten: De Yield-to-Maturity of a coupon bond. Opgaven in Nederlands. Alle opgaven hebben gelijk gewicht. Opgave 1 Gegeven is een kasstroom x = (x 0, x 1,, x n ). Veronderstel dat de contante waarde van deze kasstroom gegeven wordt door P. De bijbehorende

Nadere informatie

Ius Commune Training Programme 2015-2016 Amsterdam Masterclass 16 June 2016

Ius Commune Training Programme 2015-2016 Amsterdam Masterclass 16 June 2016 www.iuscommune.eu Dear Ius Commune PhD researchers, You are kindly invited to attend the Ius Commune Amsterdam Masterclass for PhD researchers, which will take place on Thursday 16 June 2016. During this

Nadere informatie

SURFnet User Survey 2006

SURFnet User Survey 2006 SURFnet User Survey 2006 Walter van Dijk Madrid, 21 September 2006 Agenda A few facts General picture resulting from the survey Consequences for the service portfolio Consequences for the yearly innovation

Nadere informatie

CREATING VALUE THROUGH AN INNOVATIVE HRM DESIGN CONFERENCE 20 NOVEMBER 2012 DE ORGANISATIE VAN DE HRM AFDELING IN WOELIGE TIJDEN

CREATING VALUE THROUGH AN INNOVATIVE HRM DESIGN CONFERENCE 20 NOVEMBER 2012 DE ORGANISATIE VAN DE HRM AFDELING IN WOELIGE TIJDEN CREATING VALUE THROUGH AN INNOVATIVE HRM DESIGN CONFERENCE 20 NOVEMBER 2012 DE ORGANISATIE VAN DE HRM AFDELING IN WOELIGE TIJDEN Mieke Audenaert 2010-2011 1 HISTORY The HRM department or manager was born

Nadere informatie

CHROMA STANDAARDREEKS

CHROMA STANDAARDREEKS CHROMA STANDAARDREEKS Chroma-onderzoeken Een chroma geeft een beeld over de kwaliteit van bijvoorbeeld een bodem of compost. Een chroma bestaat uit 4 zones. Uit elke zone is een bepaald kwaliteitsaspect

Nadere informatie

Leading in Learning -> studiesucces. Ellen Bastiaens Programmamanager Leading in Learning 13 juni 2012

Leading in Learning -> studiesucces. Ellen Bastiaens Programmamanager Leading in Learning 13 juni 2012 Leading in Learning -> studiesucces Ellen Bastiaens Programmamanager Leading in Learning 13 juni 2012 Implementatie van matchingsinstrument Matching na de poort wordt aan de poort Vooropleiding Bachelor

Nadere informatie

Innovaties in de chronische ziekenzorg 3e voorbeeld van zorginnovatie. Dr. J.J.W. (Hanneke) Molema, Prof. Dr. H.J.M.

Innovaties in de chronische ziekenzorg 3e voorbeeld van zorginnovatie. Dr. J.J.W. (Hanneke) Molema, Prof. Dr. H.J.M. Innovaties in de chronische ziekenzorg 3e voorbeeld van zorginnovatie Dr. J.J.W. (Hanneke) Molema, Prof. Dr. H.J.M. (Bert) Vrijhoef Take home messages: Voor toekomstbestendige chronische zorg zijn innovaties

Nadere informatie

Het beheren van mijn Tungsten Network Portal account NL 1 Manage my Tungsten Network Portal account EN 14

Het beheren van mijn Tungsten Network Portal account NL 1 Manage my Tungsten Network Portal account EN 14 QUICK GUIDE C Het beheren van mijn Tungsten Network Portal account NL 1 Manage my Tungsten Network Portal account EN 14 Version 0.9 (June 2014) Per May 2014 OB10 has changed its name to Tungsten Network

Nadere informatie

Future of the Financial Industry

Future of the Financial Industry Future of the Financial Industry Herman Dijkhuizen 22 June 2012 0 FS environment Regulatory & political pressure and economic and euro crisis 1 Developments in the sector Deleveraging, regulation and too

Nadere informatie

Taco Schallenberg Acorel

Taco Schallenberg Acorel Taco Schallenberg Acorel Inhoudsopgave Introductie Kies een Platform Get to Know the Jargon Strategie Bedrijfsproces Concurrenten User Experience Marketing Over Acorel Introductie THE JARGON THE JARGON

Nadere informatie

STICHTING LIGHTREC NEDERLAND MANAGER LIGHTREC

STICHTING LIGHTREC NEDERLAND MANAGER LIGHTREC STICHTING LIGHTREC NEDERLAND MANAGER LIGHTREC LIGHTREC Energiezuinige lampen zijn goed voor het milieu, maar mogen niet worden afgedankt bij het gewone huisvuil. De materialen uit energiezuinige verlichting

Nadere informatie

Institute for Aerospace Maintenance Maastricht (IAMM) Kennis als wapen in mondiale concurrentie

Institute for Aerospace Maintenance Maastricht (IAMM) Kennis als wapen in mondiale concurrentie Institute for Aerospace Maintenance Maastricht (IAMM) Kennis als wapen in mondiale concurrentie 11 december 2014 Het project EUregio Life Cycle Costing (EULC2) is mede mogelijk gemaakt door bijdragen van

Nadere informatie

Understanding and being understood begins with speaking Dutch

Understanding and being understood begins with speaking Dutch Understanding and being understood begins with speaking Dutch Begrijpen en begrepen worden begint met het spreken van de Nederlandse taal The Dutch language links us all Wat leest u in deze folder? 1.

Nadere informatie

Business & IT Alignment deel 1

Business & IT Alignment deel 1 Business & IT Alignment deel 1 Informatica & Economie Integratie 1 Recap Opdracht 1 Wat is integratie? Organisaties Strategie De omgeving van organisaties AH Bonuskaart AH Bonuskaart Economisch Geïntegreerd

Nadere informatie

Competencies atlas. Self service instrument to support jobsearch. Naam auteur 19-9-2008

Competencies atlas. Self service instrument to support jobsearch. Naam auteur 19-9-2008 Competencies atlas Self service instrument to support jobsearch Naam auteur 19-9-2008 Definitie competency The aggregate of knowledge, skills, qualities and personal characteristics needed to successfully

Nadere informatie

Introduction to IBM Cognos Express = BA 4 ALL

Introduction to IBM Cognos Express = BA 4 ALL Introduction to IBM Cognos Express = BA 4 ALL Wilma Fokker, IBM account manager BA Ton Rijkers, Business Project Manager EMI Music IBM Cognos Express Think big. Smart small. Easy to install pre-configured

Nadere informatie

UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education

UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education *0535502859* DUTCH 0515/03 Paper 3 Speaking Role Play Card One 1 March 30 April 2010 No Additional

Nadere informatie

OVERGANGSREGELS / TRANSITION RULES 2007/2008

OVERGANGSREGELS / TRANSITION RULES 2007/2008 OVERGANGSREGELS / TRANSITION RULES 2007/2008 Instructie Met als doel het studiecurriculum te verbeteren of verduidelijken heeft de faculteit FEB besloten tot aanpassingen in enkele programma s die nu van

Nadere informatie

Aim of this presentation. Give inside information about our commercial comparison website and our role in the Dutch and Spanish energy market

Aim of this presentation. Give inside information about our commercial comparison website and our role in the Dutch and Spanish energy market Aim of this presentation Give inside information about our commercial comparison website and our role in the Dutch and Spanish energy market Energieleveranciers.nl (Energysuppliers.nl) Founded in 2004

Nadere informatie

Settings for the C100BRS4 MAC Address Spoofing with cable Internet.

Settings for the C100BRS4 MAC Address Spoofing with cable Internet. Settings for the C100BRS4 MAC Address Spoofing with cable Internet. General: Please use the latest firmware for the router. The firmware is available on http://www.conceptronic.net! Use Firmware version

Nadere informatie

Rolf Driesen, 15de Overheidscongres, 21 Oktober 2014

Rolf Driesen, 15de Overheidscongres, 21 Oktober 2014 If you have a client logo or other co-branding to include, this should go here. It should never be larger than the Deloitte logo. Waarom kiezen voor een shared services center? Succesfactoren en valkuilen

Nadere informatie

Windows Server 2003 EoS. GGZ Nederland

Windows Server 2003 EoS. GGZ Nederland Windows Server 2003 EoS GGZ Nederland Inleiding Inleiding Op 14 juli 2015 gaat Windows Server 2003 uit Extended Support. Dat betekent dat er geen nieuwe updates, patches of security releases worden uitgebracht.

Nadere informatie

Cambridge International Examinations Cambridge International General Certificate of Secondary Education

Cambridge International Examinations Cambridge International General Certificate of Secondary Education Cambridge International Examinations Cambridge International General Certificate of Secondary Education DUTCH 0515/03 Paper 3 Speaking Role Play Card One For Examination from 2015 SPECIMEN ROLE PLAY Approx.

Nadere informatie

Intercultural Mediation through the Internet Hans Verrept Intercultural mediation and policy support unit

Intercultural Mediation through the Internet Hans Verrept Intercultural mediation and policy support unit 1 Intercultural Mediation through the Internet Hans Verrept Intercultural mediation and policy support unit 2 Structure of the presentation - What is intercultural mediation through the internet? - Why

Nadere informatie

Cambridge International Examinations Cambridge International General Certificate of Secondary Education

Cambridge International Examinations Cambridge International General Certificate of Secondary Education *3745107457* Cambridge International Examinations Cambridge International General Certificate of Secondary Education DUTCH 0515/03 Paper 3 Speaking Role Play Card One 1 March 30 April 2015 Approx. 15 minutes

Nadere informatie

Interaction Design for the Semantic Web

Interaction Design for the Semantic Web Interaction Design for the Semantic Web Lynda Hardman http://www.cwi.nl/~lynda/courses/usi08/ CWI, Semantic Media Interfaces Presentation of Google results: text 2 1 Presentation of Google results: image

Nadere informatie

UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education

UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education *7261263430* DUTCH 0515/03 Paper 3 Speaking Role Play Card One 1 March 30 April 2011 No Additional

Nadere informatie

Digital municipal services for entrepreneurs

Digital municipal services for entrepreneurs Digital municipal services for entrepreneurs Smart Cities Meeting Amsterdam October 20th 2009 Business Contact Centres Project frame Mystery Shopper Research 2006: Assessment services and information for

Nadere informatie

COGNITIEVE DISSONANTIE EN ROKERS COGNITIVE DISSONANCE AND SMOKERS

COGNITIEVE DISSONANTIE EN ROKERS COGNITIVE DISSONANCE AND SMOKERS COGNITIEVE DISSONANTIE EN ROKERS Gezondheidsgedrag als compensatie voor de schadelijke gevolgen van roken COGNITIVE DISSONANCE AND SMOKERS Health behaviour as compensation for the harmful effects of smoking

Nadere informatie

Investment Management. De COO-agenda

Investment Management. De COO-agenda Investment Management De COO-agenda Vijf thema s 1) Markt 2) Wet- en regelgeving 3 5) Rol van de COO 5 3) Operations 4) Technologie 2012 KPMG Accountants N.V., registered with the trade register in the

Nadere informatie

Virtual Enterprise Centralized Desktop

Virtual Enterprise Centralized Desktop Virtual Enterprise Centralized Desktop Het gebruik van virtuele desktops en de licensering daarvan Bastiaan de Wilde, Solution Specialist Microsoft Nederland Aanleiding Steeds meer gebruik van Virtuele

Nadere informatie

Synergia - Individueel rapport

Synergia - Individueel rapport DOELSTELLING : Ensuring sufficient funding for projects in cost-generating departments of 16.04.2014 16.04.2014 13:53 1. Inleiding Deze inleiding is vrij te bepalen bij de aanmaak van het rapport. 16.04.2014

Nadere informatie

ETS 4.1 Beveiliging & ETS app concept

ETS 4.1 Beveiliging & ETS app concept ETS 4.1 Beveiliging & ETS app concept 7 juni 2012 KNX Professionals bijeenkomst Nieuwegein Annemieke van Dorland KNX trainingscentrum ABB Ede (in collaboration with KNX Association) 12/06/12 Folie 1 ETS

Nadere informatie

Innovative SUMP-Process in Northeast-Brabant

Innovative SUMP-Process in Northeast-Brabant Innovative SUMP-Process in Northeast-Brabant #polis14 Northeast-Brabant: a region in the Province of Noord-Brabant Innovative Poly SUMP 20 Municipalities Province Rijkswaterstaat Several companies Schools

Nadere informatie

Socio-economic situation of long-term flexworkers

Socio-economic situation of long-term flexworkers Socio-economic situation of long-term flexworkers CBS Microdatagebruikersmiddag The Hague, 16 May 2013 Siemen van der Werff www.seo.nl - secretariaat@seo.nl - +31 20 525 1630 Discussion topics and conclusions

Nadere informatie

LCA, wat kan je er mee. Sustainability consultant gaasbeek@pre sustainability.com

LCA, wat kan je er mee. Sustainability consultant gaasbeek@pre sustainability.com LCA, wat kan je er mee Anne Gaasbeek Anne Gaasbeek Sustainability consultant gaasbeek@pre sustainability.com PRé Consultants PRé is pionier i van LCA sinds 1990; ontwikkelaar van Ecoindicator and ReCiPe

Nadere informatie

Roadmaps Ben Linders Jan Jaap Cannegieter. 4 maart 2009 1

Roadmaps Ben Linders Jan Jaap Cannegieter. 4 maart 2009 1 Roadmaps Ben Linders Jan Jaap Cannegieter 4 maart 2009 1 Geschiedenis van de roadmaps 2001 2006: ervaring opgedaan met continue representatie 15 september 2005: moeilijke discussie bij een opdrachtgever

Nadere informatie

Regie uit een andere Branche. Hoe om te gaan met de vraag en de levering. Facto Magazine Congres 12 mei 2009. www.quintgroup.com

Regie uit een andere Branche. Hoe om te gaan met de vraag en de levering. Facto Magazine Congres 12 mei 2009. www.quintgroup.com Regie uit een andere Branche Facto Magazine Congres 12 mei 2009 Hoe om te gaan met de vraag en de levering THIS DOCUMENT CONTAINS PROPRIETARY INFORMATION, WHICH IS PROTECTED BY COPYRIGHT. ALL RIGHTS RESERVED.

Nadere informatie

Bijlage 2: Informatie met betrekking tot goede praktijkvoorbeelden in Londen, het Verenigd Koninkrijk en Queensland

Bijlage 2: Informatie met betrekking tot goede praktijkvoorbeelden in Londen, het Verenigd Koninkrijk en Queensland Bijlage 2: Informatie met betrekking tot goede praktijkvoorbeelden in Londen, het Verenigd Koninkrijk en Queensland 1. Londen In Londen kunnen gebruikers van een scootmobiel contact opnemen met een dienst

Nadere informatie

Identity & Access Management & Cloud Computing

Identity & Access Management & Cloud Computing Identity & Access Management & Cloud Computing Emanuël van der Hulst Edwin Sturrus KPMG IT Advisory 11 juni 2015 Cloud Architect Alliance Introductie Emanuël van der Hulst RE CRISC KPMG IT Advisory Information

Nadere informatie

Pon Power. Klantgericht innoveren met betrekking van Service Design. Platform voor Klantgericht Ondernemen Michael Boon

Pon Power. Klantgericht innoveren met betrekking van Service Design. Platform voor Klantgericht Ondernemen Michael Boon Pon Power Klantgericht innoveren met betrekking van Service Design Platform voor Klantgericht Ondernemen Michael Boon Agenda Pon Pon Power Service Design door Pon Power Pon Wereldwijd Canada United States

Nadere informatie

UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education

UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education *2942209982* UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education DUTCH 0515/03 Paper 3 Speaking Role Play Card One 1 March 30 April 2012 15 minutes

Nadere informatie

Assessing writing through objectively scored tests: a study on validity. Hiske Feenstra Cito, The Netherlands

Assessing writing through objectively scored tests: a study on validity. Hiske Feenstra Cito, The Netherlands Assessing writing through objectively scored tests: a study on validity Hiske Feenstra Cito, The Netherlands Outline Research project Objective writing tests Evaluation of objective writing tests Research

Nadere informatie

Consumer survey on personal current accounts

Consumer survey on personal current accounts Consumer survey on personal current accounts April 24 GfK 24 Consumer survey on personal current accounts April 24 Table of contents. Management Summary 2. Research design. Research findings GfK 24 Consumer

Nadere informatie

Concept development. Haga Hospital. 17 september 2015

Concept development. Haga Hospital. 17 september 2015 Concept development Haga Hospital 17 september 2015 Marije Talstra 2015 Healthcare consultant at fluent 2003-2015 Healthcare consultant at Twynstra Gudde TUDelft, real estate & housing, urban planning

Nadere informatie

Management van baten Evolutie in denken

Management van baten Evolutie in denken Management van baten Evolutie in denken IPMA interessegroep procesmanagement Versie 0.1 jd0912 Management van baten Setting the direction high Relative market share low low Growth potential high Strategic

Nadere informatie

Congres Social Media, Stichting Corporate Communicatie

Congres Social Media, Stichting Corporate Communicatie Dexia & social media Frank Van ssche, Head of Brand & Project Office, Communicatie Gent, 28/04/2011 Congres Social Media, Stichting Corporate Communicatie Quotes Social media isn't (just) about the media,

Nadere informatie

Uitwegen voor de moeilijke situatie van NL (industriële) WKK

Uitwegen voor de moeilijke situatie van NL (industriële) WKK Uitwegen voor de moeilijke situatie van NL (industriële) WKK Kees den Blanken Cogen Nederland Driebergen, Dinsdag 3 juni 2014 Kees.denblanken@cogen.nl Renewables genereren alle stroom (in Nederland in

Nadere informatie

SMART(ER) GATES Multi use and multi functional HUB s. ADVIER Mobiliseert, NIO Architecten en OKRA landschapsarchitecten

SMART(ER) GATES Multi use and multi functional HUB s. ADVIER Mobiliseert, NIO Architecten en OKRA landschapsarchitecten SMART(ER) GATES Multi use and multi functional HUB s ADVIER Mobiliseert, NIO Architecten en OKRA landschapsarchitecten Background and team Contest City of Antwerp design contest for parking houses (P+R

Nadere informatie

De Relatie tussen Werkdruk, Pesten op het Werk, Gezondheidsklachten en Verzuim

De Relatie tussen Werkdruk, Pesten op het Werk, Gezondheidsklachten en Verzuim De Relatie tussen Werkdruk, Pesten op het Werk, Gezondheidsklachten en Verzuim The Relationship between Work Pressure, Mobbing at Work, Health Complaints and Absenteeism Agnes van der Schuur Eerste begeleider:

Nadere informatie

PICA Patient flow Improvement center Amsterdam

PICA Patient flow Improvement center Amsterdam Operations research bij strategische capaciteitsbeslissingen in de zorg Ger Koole 26 mei 2008 Wat is Operations research? operations research (O.R.) is the discipline of applying advanced analytical methods

Nadere informatie

Profile visitors NRC Q

Profile visitors NRC Q NRC Media presents About NRC Q A unique concept Business news platform for ambitious people on the go Short, sharp articles with professional infographics Daily newsletter at 5.30am News updates via WhatsApp

Nadere informatie

ISO/IEC 20000, van standaardkwaliteit naar kwaliteitsstandaard. NGI Limburg 30 mei 2007

ISO/IEC 20000, van standaardkwaliteit naar kwaliteitsstandaard. NGI Limburg 30 mei 2007 ISO/IEC 20000, van standaardkwaliteit naar kwaliteitsstandaard NGI Limburg 30 mei 2007 1 Tijdlijn 80-er jaren: ITIL versie 1 2000: BS 15000 2001: ITIL versie 2 2002: Aangepaste versie BS 15000 2005: BS

Nadere informatie

Lichamelijke factoren als voorspeller voor psychisch. en lichamelijk herstel bij anorexia nervosa. Physical factors as predictors of psychological and

Lichamelijke factoren als voorspeller voor psychisch. en lichamelijk herstel bij anorexia nervosa. Physical factors as predictors of psychological and Lichamelijke factoren als voorspeller voor psychisch en lichamelijk herstel bij anorexia nervosa Physical factors as predictors of psychological and physical recovery of anorexia nervosa Liesbeth Libbers

Nadere informatie

Ontpopping. ORGACOM Thuis in het Museum

Ontpopping. ORGACOM Thuis in het Museum Ontpopping Veel deelnemende bezoekers zijn dit jaar nog maar één keer in het Van Abbemuseum geweest. De vragenlijst van deze mensen hangt Orgacom in een honingraatpatroon. Bezoekers die vaker komen worden

Nadere informatie

LinkedIn Profiles and personality

LinkedIn Profiles and personality LinkedInprofielen en Persoonlijkheid LinkedIn Profiles and personality Lonneke Akkerman Open Universiteit Naam student: Lonneke Akkerman Studentnummer: 850455126 Cursusnaam en code: S57337 Empirisch afstudeeronderzoek:

Nadere informatie

vrijdag 8 juni 12 DRIMPY BRENGT ZORG SAMEN

vrijdag 8 juni 12 DRIMPY BRENGT ZORG SAMEN DRIMPY BRENGT ZORG SAMEN DE CONSUMENT IN DE ZORG? Fragmentatie ehealth initiatieven zorgen weer voor eilandjes in de zorg: ICT leveranciers, Regio s, Ziekenhuizen, Klinieken, Patiënt Verenigingen, Verzekeraars,

Nadere informatie

Programma Open dag zaterdag 28 februari 2015 Program Open Day Saturday 28 February 2015

Programma Open dag zaterdag 28 februari 2015 Program Open Day Saturday 28 February 2015 Programma Open dag zaterdag 28 februari 2015 Program Open Day Saturday 28 February 2015 Tijd 09.15 09.45 Je bent op de Open dag, wat nu? Personal welcome international visitors 10.00 10.45 Je bent op de

Nadere informatie

Instruction project completion report

Instruction project completion report Instruction project completion report The project completion report is in fact a final progress report providing a comparison between the start of the project and the situation at the end of the project.

Nadere informatie

De Levende Gevel. Een richting voor innovatie en de ontwikkeling van de toekomst

De Levende Gevel. Een richting voor innovatie en de ontwikkeling van de toekomst De Levende Gevel Een richting voor innovatie en de ontwikkeling van de toekomst A letter from nature Dear., Our life knows no boundaries, we live together. You live in me and I live in you! I not only

Nadere informatie

04/11/2013. Sluitersnelheid: 1/50 sec = 0.02 sec. Frameduur= 2 x sluitersnelheid= 2/50 = 1/25 = 0.04 sec. Framerate= 1/0.

04/11/2013. Sluitersnelheid: 1/50 sec = 0.02 sec. Frameduur= 2 x sluitersnelheid= 2/50 = 1/25 = 0.04 sec. Framerate= 1/0. Onderwerpen: Scherpstelling - Focusering Sluitersnelheid en framerate Sluitersnelheid en belichting Driedimensionale Arthrokinematische Mobilisatie Cursus Klinische Video/Foto-Analyse Avond 3: Scherpte

Nadere informatie

Knelpunten in Zelfstandig Leren: Zelfregulerend leren, Stress en Uitstelgedrag bij HRM- Studenten van Avans Hogeschool s-hertogenbosch

Knelpunten in Zelfstandig Leren: Zelfregulerend leren, Stress en Uitstelgedrag bij HRM- Studenten van Avans Hogeschool s-hertogenbosch Knelpunten in Zelfstandig Leren: Zelfregulerend leren, Stress en Uitstelgedrag bij HRM- Studenten van Avans Hogeschool s-hertogenbosch Bottlenecks in Independent Learning: Self-Regulated Learning, Stress

Nadere informatie

PERSOONLIJKHEID EN OUTPLACEMENT. Onderzoekspracticum scriptieplan Eerste begeleider: Mw. Dr. T. Bipp Tweede begeleider: Mw. Prof Dr. K.

PERSOONLIJKHEID EN OUTPLACEMENT. Onderzoekspracticum scriptieplan Eerste begeleider: Mw. Dr. T. Bipp Tweede begeleider: Mw. Prof Dr. K. Persoonlijkheid & Outplacement: Wat is de Rol van Core Self- Evaluation (CSE) op Werkhervatting na Ontslag? Personality & Outplacement: What is the Impact of Core Self- Evaluation (CSE) on Reemployment

Nadere informatie

Inkoop en de link naar de value chain

Inkoop en de link naar de value chain Inkoop en de link naar de value chain Inkoop en de link naar de value chain 24 juni 2014 An aligned supply chain Bron: Van Veen, 2011 Historical difference supply chain/ logistics domain vs value chain

Nadere informatie

1.1 ORGANIZATION INFORMATION 1.2 CONTACT INFORMATION 2.1 SCOPE OF CERTIFICATION 2.2 AUDITOR INFORMATION 3.1 AUDIT CONCLUSIONS 3.2 MANAGEMENT SYSTEM EFFECTIVENESS 3.3 OBSERVATIONS Organization Address Name

Nadere informatie

How to install and use dictionaries on the ICARUS Illumina HD (E652BK)

How to install and use dictionaries on the ICARUS Illumina HD (E652BK) (for Dutch go to page 4) How to install and use dictionaries on the ICARUS Illumina HD (E652BK) The Illumina HD offers dictionary support for StarDict dictionaries.this is a (free) open source dictionary

Nadere informatie

Next Generation Poultry Health Redt Innovatie de Vleeskuikenhouder?

Next Generation Poultry Health Redt Innovatie de Vleeskuikenhouder? Next Generation Poultry Health Redt Innovatie de Vleeskuikenhouder? Paul Louis Iske Professor Open Innovation & Business Venturing, Maastricht University De wereld wordt steeds complexer Dit vraagt om

Nadere informatie

Risk & Requirements Based Testing

Risk & Requirements Based Testing Risk & Requirements Based Testing Tycho Schmidt PreSales Consultant, HP 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice Agenda Introductie

Nadere informatie

Business Architectuur vanuit de Business

Business Architectuur vanuit de Business Business Architectuur vanuit de Business CGI GROUP INC. All rights reserved Jaap Schekkerman _experience the commitment TM Organization Facilities Processes Business & Informatie Architectuur, kun je vanuit

Nadere informatie

Dutch Research Council: women in scientific careers

Dutch Research Council: women in scientific careers Dutch Research Council: women in scientific careers Dr. Wilma van Donselaar Paris 2005 What is NWO? NWO is the Dutch Research Council and consists of 8 councils: Humanities, Social Sciences, Medical Sciences,

Nadere informatie

Quality requirements concerning the packaging of oak lumber of Houthandel Wijers vof (09.09.14)

Quality requirements concerning the packaging of oak lumber of Houthandel Wijers vof (09.09.14) Quality requirements concerning the packaging of oak lumber of (09.09.14) Content: 1. Requirements on sticks 2. Requirements on placing sticks 3. Requirements on construction pallets 4. Stick length and

Nadere informatie

Uitnodiging Security Intelligence 2014 Dertiende editie: Corporate IAM

Uitnodiging Security Intelligence 2014 Dertiende editie: Corporate IAM Uitnodiging Security Intelligence 2014 Dertiende editie: Corporate IAM 5 maart 2014 De Beukenhof Terweeweg 2-4 2341 CR Oegstgeest 071-517 31 88 Security Intelligence Bijeenkomst Corporate IAM On the Internet,

Nadere informatie

Ervaringen met begeleiding FTA cursus Deployment of Free Software Systems

Ervaringen met begeleiding FTA cursus Deployment of Free Software Systems Ervaringen met begeleiding FTA cursus Deployment of Free Software Systems Frans Mofers Nederland cursusmateriaal & CAA's alle cursusmateriaal vrij downloadbaar als PDF betalen voor volgen cursus cursussite

Nadere informatie

Empowerment project. Driejarig project van Rotaryclub Rhenen-Veenendaal

Empowerment project. Driejarig project van Rotaryclub Rhenen-Veenendaal Empowerment project Awasi Kenya Driejarig project van Rotaryclub Rhenen-Veenendaal Empowerment*van* kinderen*in*kenia De#afgelopen#drie#jaren# hebben#we#met#steun#van#de# Rotaryclub##Rhenen: Veenendaal#een#

Nadere informatie

Melding Loonbelasting en premies Aanmelding werkgever. Registration for loonbelasting en premies Registration as an employer

Melding Loonbelasting en premies Aanmelding werkgever. Registration for loonbelasting en premies Registration as an employer Melding Loonbelasting en premies Aanmelding werkgever Registration for loonbelasting en premies Registration as an employer Over dit formulier About this form Waarom dit formulier? Dit formulier is bestemd

Nadere informatie

TOELICHTING OP FUSIEVOORSTEL/

TOELICHTING OP FUSIEVOORSTEL/ TOELICHTING OP FUSIEVOORSTEL/ EXPLANATORY NOTES TO THE LEGAL MERGER PROPOSAL Het bestuur van: The management board of: Playhouse Group N.V., een naamloze Vennootschap, statutair gevestigd te Amsterdam,

Nadere informatie

Alcohol policy in Belgium: recent developments

Alcohol policy in Belgium: recent developments 1 Alcohol policy in Belgium: recent developments Kurt Doms, Head Drug Unit DG Health Care FPS Health, Food Chain Safety and Environment www.health.belgium.be/drugs Meeting Alcohol Policy Network 26th November

Nadere informatie

2 e webinar herziening ISO 14001

2 e webinar herziening ISO 14001 2 e webinar herziening ISO 14001 Webinar SCCM 25 september 2014 Frans Stuyt Doel 2 e webinar herziening ISO 14001 Planning vervolg herziening Overgangsperiode certificaten Korte samenvatting 1 e webinar

Nadere informatie

Wilvo heeft zich sinds de oprichting in 1970 continu ontwikkeld. Het resultaat is haar huidige vooraanstaande rol binnen de toeleveringswereld.

Wilvo heeft zich sinds de oprichting in 1970 continu ontwikkeld. Het resultaat is haar huidige vooraanstaande rol binnen de toeleveringswereld. S H E E T M E T A L p a r t s a n d a s s e m b l i e s I n t r o d u c t i e Wilvo heeft zich sinds de oprichting in 1970 continu ontwikkeld. Het resultaat is haar huidige vooraanstaande rol binnen de

Nadere informatie

SharePoint intranet bij Barco Beter (samen)werken en communiceren

SharePoint intranet bij Barco Beter (samen)werken en communiceren SharePoint intranet bij Barco Beter (samen)werken en communiceren Els De Paepe Hans Vandenberghe 1 OVER BARCO 90+ 3,250 +1 billion Presence in more than 90 countries Employees Sales for 4 consecutive years

Nadere informatie

Enterprise Portfolio Management

Enterprise Portfolio Management Enterprise Portfolio Management Strategische besluitvorming vanuit integraal overzicht op alle portfolio s 22 Mei 2014 Jan-Willem Boere Vind goud in uw organisatie met Enterprise Portfolio Management 2

Nadere informatie

Betekenis nieuwe GRI - Richtlijnen. Rob van Tilburg Adviesgroep duurzaam ondernemen DHV Utrecht, 23 November 2006

Betekenis nieuwe GRI - Richtlijnen. Rob van Tilburg Adviesgroep duurzaam ondernemen DHV Utrecht, 23 November 2006 Betekenis nieuwe GRI - Richtlijnen Rob van Tilburg Adviesgroep duurzaam ondernemen DHV Utrecht, 23 November 2006 Opbouw presentatie 1. Uitgangspunten veranderingen G2 - > G3 2. Overzicht belangrijkste

Nadere informatie

www.heigo.nl Start date membership september 2005 Organisational chart

www.heigo.nl Start date membership september 2005 Organisational chart www.heigo.nl Start date membership september 2005 Organisational chart DIRECTIE 2 M AN AG EMENT TE AM 2 ADM INISTRATIE & AUTO M ATISERING 3 KW ALITEITSZORG 1 PERSO NEEL & ORG ANISATIE 1 LOG ISTIEK 1 INKOOP

Nadere informatie

Media en creativiteit. Winter jaar vier Werkcollege 7

Media en creativiteit. Winter jaar vier Werkcollege 7 Media en creativiteit Winter jaar vier Werkcollege 7 Kwartaaloverzicht winter Les 1 Les 2 Les 3 Les 4 Les 5 Les 6 Les 7 Les 8 Opbouw scriptie Keuze onderwerp Onderzoeksvraag en deelvragen Bespreken onderzoeksvragen

Nadere informatie

Prof. Dr Ir Eric van Heck (RSM) Dr Marcel van Oosterhout (RSM) Utrecht, 22 Juni 2012

Prof. Dr Ir Eric van Heck (RSM) Dr Marcel van Oosterhout (RSM) Utrecht, 22 Juni 2012 Platform Mobiliteit.NU als Smart Business Network Prof. Dr Ir Eric van Heck (RSM) Dr Marcel van Oosterhout (RSM) Utrecht, 22 Juni 2012 Menu 1. Het platform Mobiliteit.NU als Smart Business Network 2. New

Nadere informatie

Ctrl Ketenoptimalisatie Slimme automatisering en kostenreductie

Ctrl Ketenoptimalisatie Slimme automatisering en kostenreductie Ctrl Ketenoptimalisatie Slimme automatisering en kostenreductie 1 Ctrl - Ketenoptimalisatie Technische hype cycles 2 Ctrl - Ketenoptimalisatie Technologische trends en veranderingen Big data & internet

Nadere informatie

Firewall van de Speedtouch 789wl volledig uitschakelen?

Firewall van de Speedtouch 789wl volledig uitschakelen? Firewall van de Speedtouch 789wl volledig uitschakelen? De firewall van de Speedtouch 789 (wl) kan niet volledig uitgeschakeld worden via de Web interface: De firewall blijft namelijk op stateful staan

Nadere informatie