Optimizing Language Technology Procurement for Global Success

Optimizing Language Technology Procurement for Global Success

CSA Research has been running a survey about the procurement of language access, services, and technology. We are looking for input from supply chain managers across various vertical markets and global organizations. They can tell us something significant about language enablement processes at major consumers of these products and services.

Procurement teams typically address their purchase responsibilities by grouping purchase types and allocating them to category managers. For example, one category may cover events requirements; another, that of the supply chain for manufacturing components; and yet another, a set of outsourced professional service types. Many supply chain managers are simply unaware that the category they are responsible for covers outsourced deliverables that enable: 1) their organization's global revenue; 2) local multicultural market customer satisfaction; and 3) accessibility compliance. In addition, these purchases are often grouped and combined with other commodities.

From the responses that we have received so far - mostly from localization leaders who interact with their organization's supply chain and category managers, rather than directly from procurement staff themselves - we identify a non-standardized mix of "where" in the purchasing structure various offerings are found:

• Language services: Language services or language access services, content services, content production, outsourced services, IT and software, marketing and communications - or even in a "miscellaneous" category.
• Language technology: Language services or language access services, technology services, IT and software, or consumer/guest/patient services.
• Large language models (LLMs): Content production, data procurement, IT and software, or language services.

This inconsistent categorization of the various elements required to deliver a multilingual, multicultural experience for customers, employees, and investors means that procurement leaders likely struggle to identify the best suppliers for their organization's needs. They may also miss out on opportunities to further improve productivity, manage costs, and avoid risk.

Procurement experts are experts in purchasing, managing supply chains, negotiating contracts, and - critically - reducing the organization's exposure to risk. They are not experts in language services or language technology - and shouldn't have to be. Partnership is required with people who are knowledgeable about language to ensure corporate, procurement, and global business goals can be achieved. Together, enterprise localization teams and LSPs can collaborate with procurement colleagues to make sure the best solutions are in place for everything related to language. If not, supply chain managers risk allocating work and purchases to less-than-optimal vendors.

How can you help?

• Ask your procurement team or category manager to complete the survey. They will immediately receive a free CSA Research report related to language purchases ("Perfecting the Art of Building and Executing RFPs"), plus a summary of the results of the survey for benchmarking their organization's language procurement activities.
• Complete the survey yourself. If you hold budget responsibility or influence your organization's purchasing activity for language access, language services, language technology, or large language models, you can participate, too.
• Let us know where you find language within your procurement organization. If your company has another category for managing language access, services, technology, or LLMs, either let us know through the survey or email me.
• If you work for an LSP. Encourage procurement and supply chain contacts at clients to participate by sending them the survey link.

Participate in the survey here: Procurement of Language Services and Technology

We look forward to hearing from you!

Alison Toon