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Accor - Rate Card RFP [Dec ' 24] - Coggle Diagram
Accor - Rate Card RFP [Dec ' 24]
The Ask
ACCOR aims to control IT services and their costs by optimizing its sourcing strategy.
The objective is to select a partner to provide dedicated resources either in a time & material or managed services delivery model.
The RFP involves outsourcing 376.25 resources, including 15 onsite.
These resources cover 48 different skills.
Of the total resources, 57.5 are for development, QA, DevOps, and PM roles, with expertise in .NET, Java, Azure, Springboot, Microservices, SharePoint, Azure DevOps, JMQ, and Log4Net.
263 resources are for L1, L2, L3 support roles, requiring knowledge in Windows Server, SQL Server, Zabbix, Oracle Cloud, IIS, Web Services, Cisco, HP, SolarWinds, VMWare, Citrix, SharePoint, AD, and O365.
69 support positions need proficiency in both French and English.
Additional positions include ServiceNow experts, DBAs, Opera Cloud and Symphony SMEs, and Opera BI specialists.
Evaluation Creiteria
Price competitiveness
Thoughts: Cybage investing in R&D - 10% of annual invoice amount; volume discounts - 1 % / 1M; Transition discounts (they have not mentioned transition from incumbent anywhere) - 25% discount for 1st 3 months on every incremental addition
Respect of Accor's needs
They have asked about total working hours, leaves, back-up of resources if someone is away for long, replacing attrition at no extra cost within 3 months, how we select resources, upskill resources, manage attrition, risk anticipation and communication
Thoughts: We could potentially give them access to ExcelShore that track data around buffers, work hour compliance, attrition probability, trainings, CFF data?
Quality and efficiency of reporting
Reporting not only at engineering and SLA level, but also at operational level like 95% availability of resources/month, punctuality, 98% adherence to working hours and deadlines, periodic satisfaction surveys with Accor - where score >= 8/10
Quality of services
Regular governance meetings to track quality of services - we need to provide structure and frequency, along with the kind of KPIs we would use to track, talk about workforce and resource allocation, value additions we are doing
Thoughts: We could consider tying some of the SLAs to penalties like we did in the NOW proposal - that till some degree becomes outcome tied T&M?
Geographical coverage
Thoughts: Investment in 1 onsite coordinator/manager for every 50 positions
Relevancy of the proposed pricing structure
3-year lock-in of rates, capped 2% yearly increase post that
Thoughts: 3-year lock-in we can manage with higher base cost, but 2% capped yearly increase after that is low
Level of financial performance risk to Accor
Thoughts: This should not be a problem, and when we submit turnover for last 3 years - they will get confidence
Capacity to manage Accor as a global account
Thoughts: Info about our company and 2 strong references would give them confidence
Respect of local regulations and specificities
French law, Security standards, sensitive data management,
Development of sustainable topics with a minimum weight of 10%
This is an exhaustive questionnaire to evaluate us on our carbon maturity, decarbonization action plan etc. asking about certifications, steps we are taking goals
Thoughts: Have we responded to something like this before? If not, have we ever hired a 3rd party to assess our carbon footprint, consult us on decarbonization etc.?
What needs to be submitted
Filled Rate card with rates applied for each profile / seniority level / Region - Appendix 3
Resources end to end management plan, sourcing strategies for common and highly specific skills - Custom deck
Elements on the local geographic employment situation, skills, and academic means (schools, institutions,) - This is confusing and needs to be discussed
RFP questionnaire filled - I believe this is Appendix 1 and 4
Standard SOW templates for each delivery model - This is confusing and needs to be discussed
SWOT
Strengths
Existing Relationship: Preferred vendor for Accor
Cost Advantage: Competitive pricing, proven in NOW RFP
Connect with Key Influencers: Afex and Didier - both SVPs
Structured Transition Approach: Smooth vendor transitions with minimal disruption
Governance & Reporting: Strong emphasis on this from Accor - which is our sweetspot
Weaknesses
Rate Lock-in: 3-year rate lock-in with 2% capped yearly increase after
Limited Onsite Presence: Only one person onsite; need 15 more
Relatively Weak Domain Expertise: Lacking compared to ITC, especially in hardware projects
Lack of Flexible Engagement Models: Heavy on T&M; weak in Fixed Price (FP) models
Track Record: Accor RFP win rate not the greatest?
Lack of Internal Champions: No champions for RFP process support
Diverse Skill and Tech Stack: 376.25 people across 48 skills; 250+ in support
Sustainability Requirements: 10% weightage on sustainability and decarbonization goals
Opportunites
Position Transfers: Potential to secure up to 80% of 380 positions if costs are competitive
Strategic Diversification: Opportunity due to Accor's intent to break ITC's monopoly
Expansion: Showcase cost-effectiveness and service quality to expand within Accor
Creative Proposals: Offer volume discounts, R&D investments, buffers, penalties and rewards transition, creative onsite staffing
Leveraging Competitor Weakness: ITC's rigidity and Accor's dissatisfaction can be leveraged
Support from Influential Stakeholders: Afex and Didier may have an influence on Axil
In-person Connect with Alix: Meet her in India in Jan-25, and the in-person proposal pitch in Paris in Jan-25
Gain Executive-level Trust: Provide access to ExcelShore Dashboards
Threats
Competitive Bidding: Other India-based companies in the RFP
Vendor Resistance: ITC may match or undercut our rates
Rate Disclosure: Exposes our pricing strategy
Strategic Maneuvering by Accor: Alix may use prices to pressurize ITC or bring in another vendor; visiting ITC CEO but not us
POA
Query log (Target 10-Dec)
Tarun/Tarun's team: Support skills related questions
Vikram: Non-support skills related questions
Bhushan: Broader engagement, timelines, other requirements described in RFP docs
Misha: CSR/Sustainability related??
Bhushan: Review, clean-up, re-order
Satish/Shailendra: On Data Info & Security, BC/DR sections in RFP word doc
RFP response (Target 18-Dec)
Raunaq + Bhushan: TOC for custom deck (9-Dec - 1st draft)
SEG: Assembling/customizing/building content for custom deck (12-Dec - 1st draft)
SEG: Appendix 1 - Company Info (10-Dec)
Tapas: Appendix 1 - Project info (10-Dec)
Misha/Prashant?? : Appendix 1 - CSR (11-Dec)
SEG with Vikram and Tarun/team: Appendix 3 - Rate card (11-Dec - 1st draft)
Raunaq to first check with SEG and then discuss with Jagat on who owns this: Appendix 4 - Sustainability related section filling (13-Dec)
Sujay, Raunaq, Tarun & Tapas: Review Appendix 3 / Rates with Arun (13-Dec)
Cadence
Daily sync-ups with key stakeholders: Tapas, Raunaq, Bhushan, Tarun, Sujay and team
Daily status report to mgmt.
Some initial questions
How soon does Accor expect us to onboard the team - is it in waves, big bang etc.?
What kind of support would Accor provide in knowledge gathering / transition?
Should the response be a in a particular format?
We assume the query log can be submitted between 9 to 13 Dec
Standard MSA - Appendix 2, that is mentioned in Appendix 1 - project related questions is missing.
Timeline
RFQ Launch: 6-Dec-24
Q&A Sessions: 9 to 13-Dec-24 (Jabez can be there in person?)
RFQ Response: 20-Dec-24
Vendor Presentation: 8 to 15-Jan-25 (TAPAS + Mgmt. travels?)
Shortlist: 31-Jan-25
Final Decision: 14-Feb-25
Contractualization: 28-Feb-25