As the supply area moved to a more strategic position, the expectation towards the delivery of new performance levels increased.

The goal of managing increasingly higher parcels of expenses resulted in the need of covering a high volume of transactions and a large variety of new categories. This often collides with focus limitation of internal resources or lack of expertise to explore the potential of opportunities.

In response to this scenario, an increasing number of organizations are choosing to strategically outsource their purchase processes or categories, in order to ensure focus on core business or access expertise knowledge. The benefits of this practice can be up to five times greater than those achieved in the outsourcing of processes in business areas such as IT, Payroll and Accounting.

Webb gathered its capabilities in managing purchase processes and categories to offer a new complete and flexible outsourcing model, capable of fulfilling different business requirements and service levels, according to the needs of each client.

The scope of action can be segmented and combined into a hybrid model:

Webb’s key component for its successful Outsourcing model is the Shared Service Center, which customizes the processes, combines best practices, controls SLAs and carries out purchase activities, with the help of a team of experts. The communication flow between the client’s internal areas and the Service Center and the coordination of daily processes is made by local support teams provided by Webb.

This arrangement ensures simultaneous auditability and confidentiality required for this type of operation, and promotes gains in efficiency, quality and cost.

• Keeping the internal staff focused on core business and strategic activities;
• Implementing optimized and standardized processes, incorporating best practices;
• Reducing transactional costs, through expertise, leveraging and arbitration;
• Turning fixed costs into variables by sharing resources;
• Increasing the execution speed and visibility, using automated tools;
• Providing knowledge and expertise base in categories and supplier market;
• Increasing o gain of scale through the consolidation of demands and catalogs;
• Defining, consolidating and following SLAs and indicators;
• Encouraging the fulfillment of goals and continuous improvement by sharing profits.