For better or worse, invoking the benchmarking clause in an outsourcing contract can spell trouble. IT suppliers contend that benchmarking has been used by some customers as an unfair negotiation tool to drive down costs. And industry experts point out that creating true apples-for- apples comparisons can be difficult as outsourcing relationships are about more than cost.
"One of the key elements to a successful, collaborative sourcing relationship is governance and trust. Benchmarking can often signify the 'beginning of the end' to that collaborative, working relationship," says David Bates, partner in the business and technology sourcing practice of law firm Mayer Brown. "If a benchmarking clause is exercised by the customer, it demonstrates a lack of satisfaction and trust on behalf of the customer and shows a breakdown in the governance of the relationship."
That doesn't mean the benchmarking clause is dead. But there are five effective alternatives that outsourcing customers can consider to determine whether their IT service provider's pricing remains competitive with the market.
1. Transparent Pricing Methodologies
One alternative that's customer-friendly is a transparent pricing methodology. The more information an IT organization has about services, delivery, and costs, the better it can understand pricing relative to the market.
IT service providers can be reticent to provide such clarity, however. "A supplier may be reluctant to provide transparent pricing to its customers, not wishing to give away what it considers commercially sensitive information, leaving customers in the dark as to how the costs for their services are structured," says Megan Paul, an associate at Mayer Brown. "Consultants can often bridge this gap and educate customers in how different services are priced."
"Consultants can often bridge this gap and educate customers in how different services are priced," says Paul. The drawback is the additional cost of retaining those consultants. In addition, some vendors may be incapable of providing such comprehensive data. In those cases, say Bates and Paul, a cost-plus model can provide some lucidity.
2. Automatic Downward Adjustment
In some cases, such as short deals that last a couple of years or exist on rolling one-year terms, customer and supplier may agree that benchmarking makes little sense. But that doesn't mean customers should leave prices unchecked.
They can negotiate an automatic downward adjustment based on certain triggers, such as the customer maintaining an agreed minimum volume over a period of months or the vendor failing to reach certain service levels in a given period. Such automatic downward adjustments can also apply on any extension or rollover of the relationship.
But, says Bates, "agreeing on the triggers which would lead to such downward adjustment can prove difficult. It requires a good understanding of the services to be outsourced and usually places the onus on the customer to behave in a certain manner in order to secure the reduction in costs."
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