OK - lets all take a time out here. This thread was not intended to be a bashing exercise and anyone who makes even the slightest reamark that appears out of line should, or must have their post reported.
This thread should have been 'Hasn't IS made this mistake before??'
C&L became PWC who became IBM Consulting.
All of the efforts done by those above fell way short of the goals UPS set out. So - why are we doing it again with the same organization? At a time when we are being asked to be cost concious.
If UPS does not have a particular skill we should ask HR can you get it?, and how soon? If we don't get the skill immediately, we should hire a consultant - but not for life. Their mission and our goal needs to be in sysnc; Train a UPS employee with a skill that is not in house and needs to be in a reasonable timeframe - not a lifetime.
If we use a consulting firm to augment a skill we do not have we should be asking up front "How long will it take for you to reach the point where you will no longer be busy because you've trained a UPS employee??" We do not need some of the consultants we have had for over 10 years (ever hear about the Microsoft consulting lawsuit?? - If you are a consultant with MS for mor than 5 years you are considered an employee of MS) And, what about Fedex ?? They are losing lawsuits that state their drivers, who are not employees of FDX - should be considered as such!!!!
We have bright, intellegent people in IS, and we have some who need coaching.
Bringing in IBM who loves to take your business and outsource it to a country that pays sub-standard wages is asking for trouble. They smell money.
I beleive in the open-door policy and I've used it many times. I have raised this issue to my management and to date the response seems to be a little weak.
I'm going to see what transpires.In the meantime we are losing volume, accounts and our MIP measurements are scary. I never beleived that I should be handed a MIP 'just because' as I've seen a few of my partners think. I work hard, contribute and in all honesty I feel that UPS is a very good company to work for. But, when you see outside folks come in, have to be taught what it is we do, have to train them and even coach them - What is the payback ???
One of our MIP measurements is cointaining costs and if I reacall - we are on target. How about if we spend the money we are giving firms like IBM wisely, or better yet - spend it on UPS employees who CAN get the job done.
Please be objective and not subjective - It doesn't work.
The opinions and thoughts I've expressed about IS and it's recent venture with IBM are the same I've raised without hesitation to my management.
I'll wait and see since it appears that this is a done deal.
Again - please show respect to one another.
and now that they are gone you lost your fame and glory.
at it. Over 40 consultants vs 4 in Manila. You are such a troublemaker. Why are you twisting the facts? 
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