Co-create and execute an IT sourcing strategy by supporting ABN AMRO Clearing Bank in selecting a strategic partner to transform into a global workplace concept and cloud brokerage model, whilst structurally reducing IT Run costs.
“Standardizing IT services by using a cloud brokerage model to consolidate end-user services and the service desk into a global service delivery model.”
ABN AMRO Clearing Bank (AACB) is a leading global player in the clearing industry, clearing 16 million transactions per day across 90 exchanges worldwide. AACB offers an integrated modular package of direct market access, clearing and custody services through an international network. AACB offers an integrated approach to global transaction processing, financial logistics and risk management. AACB’s solutions and services cater for traditional products such as stocks, bonds, futures and options (both listed and OTC), and for energy, commodities, carbon allowances, warrants, forex and many other financial instruments. ABN AMRO Clearing consistently ranks among the top three clearing houses in every time zone, based on turnover and market share.
AACB’s strategy is to have global, efficient, agile and reliable IT services. To that end, the objective was to organize excellent IT and prepare for a cloud future. In addition, due to the pressure on transaction fees, costs needed to be structurally reduced in a 3 to 5 year timeframe. To achieve this, a digital transformation of the global IT footprint of the data centre was needed and a workplace strategy was required. AACB wanted to move from distributed workload processing to consolidated workload processing by implementing a global, standardized, cloud-based next-generation IT infrastructure, and standardized IT processes. In addition, AACB wanted to transform from five end-user services solutions into a single global workplace, and from five service desks into one global service desk solution.
Quint started with a sourcing assessment, based on its proven 7-aspect model, to assess the current IT situation, outsourcing readiness and the key challenges, as well as the key focus areas of the sourcing strategy. The sourcing strategy led to a set of sourcing objectives, defining the scope of the sourcing project and selecting the approach to achieving the sourcing objectives. Eventually, the decision was made to look for a strategic partner to support AACB in its transformation. The capabilities to deliver the scope of the services and to support AACB in its transformation were assessed through a market consultation. The chosen service providers presented their solution and approach based on AACB’s business requirements. After the market consultation, a RfP was sent out with the final business requirements, and the technical solution and approach chosen from the market consultation. The final solution and service provider were chosen based on a collaborative approach between AACB and the two most suitable providers. After a thorough due diligence, the contract was signed and Cognizant and AACB started the 1.5 year transformation project.
With the support of Quint, AACB signed a contract with Cognizant. AACB is able to move from three regional technology providers to one global technology provider and partner to realize its strategic objectives. The contract catered for all the improvements defined in the digital strategy, optimize the IT delivery to be future-ready and to support AACB’s continuous growth strategy with the potential to achieve significant savings over 5 years.
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