Greetings from Sanjay Sharma, the new President of the Global Sourcing Council


As incoming President of Global Sourcing Council (GSC), I have many reasons to be excited by our growth and prospects:   our community and readership is growing rapidly now reaching 1,175 major cities in 100 countries, people are acknowledging the role of GSC in providing leadership and direction for future of sustainable practices to bring economic, social and environmental sustainability, and our 3S Awards (3SA) are being widely accepted by as preeminent in its field.  The GSC is committed towards sustainable global community, which stands for respect for global business rights, economic justice and respect for environment.

While many organizations focus primarily, or even solely, on global sourcing to reduce their cost and increase their profitability, they often don’t even have a long term strategy to fulfil their business goals. Businesses are the back bone of any socioeconomic development; emerging economies are thriving with opening of these global markets; the virtualization and cloud based computing are helping organizations.

Just focusing on cloud based computing, we can see the interplay of these concerns play out.  As we see increasing cloud based outsourcing, the organizations are not very happy and satisfied, as per the survey of a UK based company.  More than 60% management professionals who adopted or going to adopt cloud computing as an outsourced service from a global supplier are worried about the security of their data/information.  Yet, at the same time in another study done by tech consulting firm CSC, found that more than 90% of 3500+ IT decision makers surveyed reported “better performance in at least in one of their IT department since adopting cloud computing”.

Against this background, let’s analyze where does cloud computing – Global Sourcing of Services in this case – lead to?

In case of cloud based services sourced globally, open to on-shore, near-shore and off-shore, there will be:

  • Increased data center use and efficiencies
  • Lower operating costs
  • Reduced waste and lower energy consumptions (reduced carbon foot print and greenhouse gas emission)
  • Prepares and improves Global economy e.g. more production and consumption of goods and services, overall improving Global Economic health
  • SourceURL:file://localhost/Users/apple/Desktop/march_newsletter2012%20UpdR.docOn the other end there are concerns:
    • Who will be responsible for increased needs of training and development?
    • What if there are Data breaches, which party is responsible, vendor or buyer?
    • Responsibilities in case of Loss and/or Corruption of Data
    • Responsibility for cost of disaster recovery in case of data breach/ loss/ corruption
    • Overall cost of change management

    So, there are pro’s and con’s.  But where do executives and managers find best practices and answers before they commit their resources and put the reputation of their organization at stake to adopt cloud based computing?   I am sure you all must be thinking about whether we should adopt cloud based services and what factors you should consider.  In the big picture of the Global economy, cloud based computing is very new and a small piece of the pie, at least now.  There are so many other issues and concerns which I could not list here, however at GSC we try to find answers to most of the issues your organization can come across in order to be successful.

    I look forward to engage more and more of our stakeholders in participation to make Global economy more robust and healthy for all there to benefit from it.

     Sanjay Sharma has over twenty years of Global experience in Information Technology, Supply Chain and Project Management. Sanjay has managed backend Sourcing and Procurement operations for large organizations in Europe, Far East & Australia. He led procurement operations for a large industrial goods manufacturing organization. Sanjay has articles published in business magazines and publications on the subjects of procurement, supply chain and project management. Sanjay speaks at Conferences, Seminars and Symposiums. He works as consultant for Project Management and Global Sourcing. In addition he teaches Project Management subjects. His email contact is



Meeting the Challenge of Providing Women’s Social Services with Creative Sourcing Solutions in Kenya

Most organizations have staffing challenges.  But for a Kenyan based NGO, finding and training the right people in rural areas was more challenging than most.  With an eye towards the most valuable work they do, this organization has found some creative and empowering ways to educate staff and provide services. 

Below is an interview with Santiago Perez, the founder of the Community Alliance Network, CAN. 

1. Please describe your overall goals?

Our goal is to reduce instances of Sex and Gender Based Violence in rural Kenya by providing access to legal and medical support to survivors through our Prevention Clinic.

2. What are the barriers to doing this?

Because of the remote location of our intervention, much of the national talent found in cities like Nairobi and Kisumu is unavailable to us. In addition, most of the communities we work in are not reachable by car, by mass media other than cell phones. This has led us to come up with an innovative informational supply chain in order to allow for rapid mobilization of resources on behalf of our clients.

 3. How is this information disseminated?

Part of the reason our work is in such demand is that key information that those threatened by violence need to know, such as what protection they are entitled to and how to navigate the legal and medical system, rarely reaches remote rural areas. Few NGOs in Kenya are able to effectively reach the rural areas, and police and government are conspicuously absent.

Understanding the difficulty of disseminating information through technology in this setting, we adopted a community based approach that has been the cornerstone of our success. When we started the program we mapped all the major communities in the region, and recruited 1-2 Community Monitors from each. The team announces their involvement with the program at their local baraza  (village meetings).

A monitor communicates and receives instruction from the clinic via cell phone. When emergency action is required, the monitor receives funds via a mobile phone payment system for transport, medical attention and police filing fees to ensure the client receives what they need quickly. This is crucial in a region where access to hospitals is often cost-prohibitive and where villages are difficult to reach with speed befitting an emergency situation.

4. What services do you provide your staff?

We have instituted a rigorous, long term training program for our staff. All of our staff on the ground are Kenyan professionals, sourced through local universities and community groups. Both they and the community members who act as first responders to instances of gender-based violence are taught how to inform the survivor about existing options, when to seek emergency medical support, how to ensure proper documentation takes place at the hospital for legal purposes, how to report the crime, provide counselling etc.

Because of this capacitation, we are currently considering partnering with an outsourcing service provider, like Samasource, to help our staff supplement their income by doing legal processing work for legal firms abroad and thus benefit from the growth in jobs through global sourcing in Africa.

5. How do you organize your staff?

We have adopted a hub and-spoke process. The spokes are the surrounding network of Community Monitors hailing from a wide spread of communities in the districts we serve, which function as “sensors” for detecting sex and gender based violence in their communities. These information sensors feed information to the hub, our Gender Based Violence Prevention Clinic in Shinyalu Village, which then feeds resources and direction to the monitors to allow them to act effectively. All of this is overseen by our staff and Board in North America through weekly VOIP contact and quarterly progress reviews.

 6. Please describe what happens when a survivor is brought to the clinic?

The survivor receives psychological counseling, and is informed as to further options. Staff assist clients in everything from seeking resolution through dialogue, seeking intervention by appropriate authorities (Land Commission, Children’s office etc.), or seeking arrest for and the investigation of the accused. In the latter case, the full case preparation for court hearings is prepared through assistance of the clinic. In addition, the logistics of getting client and witnesses to the courts is arranged on behalf of the client. All at no charge to the survivor.

7. How do you recruit and what are the advantages of your structure?

All of the staff and volunteers on the ground who make this possible were hired locally, and received the entirety of their training in this area through our program. We believe the structure of our grassroots information supply chain is innovative as it allows us to serve a large, hard to reach and underserved region with a small staff.

We are of course, always looking for partnering organizations to help us increase our impact, both social and economic. Feel free to get in touch at


Santiago Perez is the Founder and Financial Officer of the Community Alliance Network (CAN), an international nonprofit that helps survivors of gender based violence in rural Kenya by providing legal, medical and psychological support so they can attain justice and long term healing. He is an Entrepreneurship Counselor at the SBA’s Midtown Manhattan Small Business Development Center. 


GSC Chairman & Senior Outsourcing Adviser, David Kinnear, makes Top 10 List of Power Brokers

We know David Kinnear as the founder & Chairman of The Global Sourcing Council and a partner in GSSOCX. He sits on the Global Advisory Board of BRICS Connect. But as with many other members, David also has an important role in the outsourcing industry.

Known for his ability to spot early trends and drive groundswell in the industry, we are honored that David Kinnear, Cerebra LPO COO was chosen as a Top 10 Power Networker by the Outsourcing Institute on March 14th. Accredited for his critical role as a marketplace catalyst behind the scenes, Kinnear joins a list of New York’s power brokers who have helped build the industry in the Big Apple and much further afield.

Some background here – first as an attorney and an early architect for distributed and outsourced services delivery during his days at Credit Suisse, Kinnear has since played a role in the growth of the HRO, BPO and most recently, LPO sectors.

Commenting on the award, Frank Casale the founder & CEO of the Outsourcing Institute said: “Congratulations to David Kinnear for making this list. For years he has invested the time to build, nurture and share his network. He has a very keen eye for industry trends and I recommend being on his radar, for sure.”

Of his work in the growing LPO sector, Kinnear notes: “Legal Process Outsourcing (LPO) looks a lot like the early HRO market – yet has the potential to be even bigger. The LPO movement represents a fundamental and exciting shift in the delivery of legal services – and perhaps more broadly, in professional services. The brief history of the outsourcing industry tells us to watch closely and look for the agile game-winners such as Cerebra, not just the big names.”

About the Global Sourcing Council

The GSC is the only non-profit organization focused specifically on sustainable and socially responsible sourcing practices in the outsourcing community and is a pioneer of socially responsible and sustainable sourcing across the world. The GSC created The 3 S Awards recognizing the exceptional achievements in the global sourcing marketplace by individuals and organizations for their commitment towards Sustainability and Socially responsible Sourcing practices. Find out more at: and


About The Outsourcing Institute

The Outsourcing Institute (OI), located at, is the world’s largest professional association dedicated solely to outsourcing. Since its founding in 1993, e gateway to the outsourcing marketplace, with a network of more than 70,000 professionals worldwide. Membership is free. OI members gain access to local events, webinars, white papers, videos, RFP tools, templates, training and a wide array of special interest group communities. Cerebra LPO, a subsidiary company of Cerebra Integrated Technologies Ltd, provides legal support solutions to Attorneys, Law Firms, Financial Institutions and In-house Legal Departments in the USA and UK. Find out more at:


GSSOCX is a global community for professionals in shared services, outsourcing & consulting. GSSOCX connects thousands of individuals globally who share similar views, aspirations and a desire to be connected and grow professionally. Register for updates, news and more at:

About Cerebra

Cerebra LPO, a subsidiary company of Cerebra Integrated Technologies Ltd, provides legal support solutions to Attorneys, Law Firms, Financial Institutions and In-house Legal Departments in the USA and UK. Find out more at:

The New Supply Chain Challenge: Managing Resource Scarcity

China remains the dominant supplier and producers of REE’s – 95% on rare earth oxide equivalent basis.  Other countries with production capability include India, Malaysia and Brazil.   There is however significant exploration ongoing in Australia with mining activity expected shortly.

The US did have rare earth production at Mountain Pass mine in California until 2002.   Recently reopened, owned by the Molycorp, Inc., it is expected to commence production in 2012.  This decision was prompted not only by the dominance of China in REE production, but the decision by China in 2007 to restrict exports of REE’s in order to give priority to Chinese manufacturers. There is also concern that should China remain the dominant producer, the US could become completely dependent on the Chinese for components destined for the defense supply chain.

What does this mean then for the supply chain, in general, and for the necessity to maintain a balance between supply and demand in respect of resource management?   A recent article in Supply Chain Management Review points to some answers. It is the ability of the Supply Chain manager to better appreciate the “where”, “why”, “when” and “how”.

Where – REE’s are used in every conceivable product that consumers and industry require.   In this writer’s opinion, REE’s should be considered as non-renewable resource.   REEs are unlike timber or crops that when harvested can be re-grown in a relatively short period of time.

Why – In the case of REE’s, it can be traced to the explosive demand in consumption from not only OECD countries, but India and China and a desire for more Western goods.  And the degradation built into the products we buy – and an approach to date that has not allowed for complete recyclability in products – has exacerbated the shortages.

When – At what point will resource scarcity impact the availability of products that consumers and industry require? There is already recognition that resource scarcity is impacting supply chains. Cited in the Supply Chain Management Review is the report by PwC that “69 leading manufacturing companies found that 58 percent already were being impacted by metals scarcity and 70 percent expected the impact of scarcity on their company to increase in the next five years” (Supply Chain Management, 2012)

How – What mitigation techniques will be implemented by Supply Chain Managers to manage the risks of resource scarcity in their supply chains?

A recent research project at the University of Tennessee has led to a series of recommendations that will prove useful to those in Supply Chain Management:

1)     Identify:  Scan the environment for resource scarcity risks that will move a specific resource from a state of availability to one of scarcity.

2)     Recognize:  Identify scarcity impacts on resources including where and in what quantities scarce resources appear in product supply chains.

3)     Mitigate: Create strategies that avoid the use of scarce resources in product designs while increasing the focus on recovery and reclamation.

4)     Collaborate:  Work with suppliers and customers to locate resource scarcity threats that may be multiple layers forward or backwards in a supply chain.

5)     Integrate: Design and build closed loop supply chains with partners that are based on increased levels of recovery and the wise use and allocation of scarce resources.

6)     Control: Create internal policy to mandate when and how to use scarce resources in product and service supply chains.

 7)     Promote: Educate stakeholders and advocate with industry and government for policies that control and mitigate the impact of natural resource scarcity.

The question for all of us to answer is even with all of these mitigation measures whether the time is now upon on us to challenge the ways in which industry responds to the demands of consumers in the modern world.  Scott Carpenter, Astronaut, maybe best expresses the absolute necessity to treat our plant with the utmost respect.

This planet is not terra firma. It is a delicate flower and it must be cared for. It’s lonely. It’s small. It’s isolated, and there is no resupply. And we are mistreating it. Clearly, the highest loyalty we should have is not to our own country or our own religion or our hometown or even to ourselves. It should be to, number two, the family of man, and number one, the planet at large. This is our home, and this is all we’ve got. Scott Carpenter, Mercury 7 astronaut, speech at Millersville University, Pennsylvania. 15 October 1992.


Richard Buchanan, BK Advisory, is an advocate of integrating sustainability at all levels within an organization in order to change the genetic makeup permanently.  He is particularly interested in the challenges of living on a finite planet and how a new global economy could be shaped.  He may be reached at  His twitter id is@rk_buchanan.