As we continue this analysis in the wake of the PwC and Booz combination, we’ll transition our attention to project delivery, measurement/performance, and due diligence. One recommendation which we explore in this area includes holding firms accountable based on a scorecard but not just any scorecard. Pick one that is not generic to consultancy work, instead, it should be specific to the type of work they’re doing. This may include using non-price factors and conducting an overall value scoring approach to measure the overall effectiveness, value, and cost of a given engagement. Such an effort may also include using granular performance outcomes to measure consultant performance — which we explore in detail in this Spend Matters PRO analysis.
Working With Procurement and Operations Consultants: Delivery, Measurement & Performance [PRO]
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