Working with a single supplier produces an unusually strong gain in translation: term consistency, the accumulated memory and knowledge of context are gathered in one place. The same decision also means that a problem at that supplier stops the whole flow.
Definition of the decision
It is the organisation giving its work to a single supplier. The decision is set up by contract. The scope is written down.
The consistency gain
A single source naturally ensures consistency of terms and style. Scattered supply produces drift. The gain is marked.
Accumulated memory
All content is gathered in a single memory and the match rate rises. The saving grows over time. The effect is measurable.
Knowledge of context
The supplier knows the organisation and the number of questions falls. The process speeds up. Quality rises.
Ease of management
A single contact person reduces the purchasing burden. The process becomes simpler. Time is saved.
Continuity risk
Dependence on a single source concentrates the risk of interruption. The risk is accepted and managed. Precautions are taken.
Capacity risk
In busy periods a single supplier may not be enough. An overflow arrangement is set up in advance. The plan is written down.
Overflow arrangement
It may be agreed that a second source steps in when capacity is exceeded. The exception is defined. Flexibility is preserved.
Dependence risk
If the language assets stay with the supplier, exit becomes difficult. Ownership is written into the contract. The risk is reduced.
Handover of language assets
Regular delivery of the memory and the termbase is agreed. Periodic delivery provides assurance. The article is included.
Price risk
A single source can reduce bargaining power. The price revision procedure balances this risk. The article is tied in.
An undertaking in return
In return for exclusivity, a capacity and service level undertaking is requested. A balance is struck. The two sides are written together.
Partial exclusivity
Limited exclusivity may be set up for certain language directions or document types. The structure becomes flexible. The scope is written down.
Setting critical jobs apart
A second source may be kept for the most critical jobs. The risk is spread. The decision is deliberate.
Time limit
Exclusivity is set up for a specific period. An indefinite commitment is not preferred. The period is written down.
Tying it to performance
The continuation of exclusivity may be tied to service level targets. The condition is written down. Balance is preserved.
Exit conditions
How the exclusivity will end is defined. Exit becomes predictable. The article is included.
The limit in public procurement
On the public side exclusivity is limited by legislation. There is no freedom. The framework is set up accordingly.
Keeping a second source ready
Even under exclusivity, acquaintance with a backup supplier can be maintained. The risk is balanced in this way. The decision is cautious.
Periodic review
The gain that exclusivity brings is measured periodically. The result is discussed in a meeting. The decision is tied to data.
The real criterion for the decision
Exclusivity is set up not to reward the supplier but to maximise the consistency gain; if this gain cannot be measured, the decision is reviewed. Measurement is made periodically. The decision rests on data.
Limits of legal information
What is described here is for information purposes and does not replace a legal opinion. The text is passed through the legal department before it is signed. The limit is stated.