It always starts innocently enough: a product manager or a local distributor hires a local vendor to translate the user interface for one new market. Maybe another team repeats that process for the next new product or market. Maybe volumes start to exceed the first vendor’s bandwidth in each market and overflow vendors are engaged.
Globalization programs can easily become saddled with too many vendors, which restricts consistency, cost-control, and effective program management. In the first of our series on vendor consolidation, let’s look at how programs wind up with too many vendors — and how to justify the shift to a short list of approved partners.Read More