The Anglo-Saxon world has already preceded us in deploying large scale programmes to outsource these services. Leading Enterprises (Philips, Akzo Nobel, KLM, ING etc.) in Europe have also followed.

Based on extensive experience with various customers, in both sourcing as well as logistics, Coppa developed the Coppa BPO Methodology. Using its functional experts and project executives, Coppa is well capable of analysing your BPO challenge, in order to prepare and implement a solution that fits successfully.

Result
The result of putting the Coppa BPO Methodology to work is an increasingly agile organisation that allocates its resources (capital and human talent) to specific activities that will differentiate the organisation from its competitors and will lead to better customer service. In summary: to lower integral costs of organisation, improved profitability and faster adoption to a changing environment. 

Examples
For examples or information, please contact Marco Plasier marco.plasier@coppa.nl. Or call: +31 26 365 33 94

- Spending long time in completion of purchasing projects;
- Focus on renewing existing contracts;
- Lack of commitment from The Board of Directors.

Coppa has been conducting scientific research on success factors that produce success for purchasing alliances within healthcare. Unlike others, we know which critical conditions need to be met for the success of a fruitful purchasing alliance.

Besides a scientific basis, Coppa is endowed with extensive experience in directing purchasing alliances. Collaborating parties ask Coppa to mobilise their individual prowess into strategic purchasing power. Crucial to this respect are the use of a well-designed organisation, clearly formulated objectives and a sufficient basis within all participating parties

Results:
Directed by Coppa, a group of collaborating organisations in healthcare managed to obtain the following results:

- Increasing the level of professionalism in each of the participating purchasing departments;
- Acquiring knowledge and experience in European tendering, working on projects and defining specifications;
- Significant savings.

Of course, Coppa offers professional advice and project management in realising successful purchasing alliances.

Examples
For examples or information, please contact Jeroen Meijer either by e-mail: jeroen.Meijer@coppa.nl or call: +31 26 365 33 94

Partnering succesfully
A recent study revealed that 82% of our customers aims for developing partnerships with key-suppliers or with fellow organisations. 50% of our customers indicated experiencing trouble in developing sustainable successful alliances. Still, more than 70% of the collaborative relationships do not yield the intended results and are judged unsuccessful. Partnering successfully increasingly becomes an organisation’s core competence. This  change in behaviour is illustrated below (free after: Cooper, 1997).

All of Coppa’s services are aimed at collaborating successfully. Whether it is about developing supplier relationships, maintaining contracts with suppliers, successfully collaborating with logistic service providers, with other organisations or between company departments: we will always have an eye for the elements which constitute your successful collaboration.

Result
Collaborating successfully is realised by creating trust between partners, letting organisational cultures affiliate to each other, ensuring sound preparations for the collaboration etc. Our services concerning collaboration will always be shaped to your particular situation. We have observed that organisations that successfully develop alliances, increase their yield significantly in the form of purchasing advantages, shared distribution centres or outsourcing projects.  

Examples
Coppa has extensive experience in successfully designing alliances. Below, you will find documents in which a part of our vision on collaboration is displayed:
Contract management and supplier relationship management

Vision on Supply Chain Management
We are convinced that successful organisations of the 21st century are found in supply chain experts. The first focal point will be realising operational excellence. Furthermore, those organisations will be experts to manage all parties involved in the supply chain. They have high developed skills to orchestrate the total supply chain and are master in managing partnerships with all the suppliers. Supply chain leaders have established: