--- title: UK Building Society — Resilient Sourcing Under Supplier Disruption | Aspire CCS description: How a major UK building society defined a hybrid sourcing model when its primary print supplier's viability came under threat. CCM Centre of Excellence established, composition insourced, print outsourced. image: https://aspireccs.com/wp-content/uploads/2023/08/Aspire_CCS_RGB_STK.png --- [Home](https://20070696.hs-sites.com/?hsLang=en-us) → [Client Stories](https://20070696.hs-sites.com/#client-stories) → Banking · UK Banking · UK # Resilient sourcing strategy under supplier disruption How a major UK building society defined a hybrid model when its primary print supplier's viability came under threat — anchored in a clearly-defined target operating model. Hybrid sourcing model CoE established Insourced composition capability Supplier crisis → Hybrid + CoE The Context ## Why this engagement mattered A large UK building society faced a critical disruption when concerns emerged around the on-going viability of Communisis, its primary provider of high-volume transactional customer communications. Print production and composition services for statements, regulatory notifications, and customer correspondence — communications that underpinned core banking operations — were suddenly at risk. The potential failure of the supplier created immediate concerns around operational continuity, regulatory compliance, and reputational risk. The Challenge ## What stood in the way The organisation was forced into a high-stakes sourcing decision under significant time pressure — but lacked a clear strategic framework to guide it. Strategic ambiguity The traditional binary choice between insourcing and outsourcing no longer reflected the complexity of the environment. Stakeholder misalignment Technology prioritised control; procurement focused on cost; risk and compliance emphasised continuity; and CCM being embedded within Marketing created unclear technology ownership. Capability gaps Limited internal experience in managing composition and print, having historically relied on outsourced delivery. Incumbent bias under urgency The immediate need to stabilise operations risked reinforcing existing dependencies rather than enabling a better long-term model. Our Approach ## How Aspire CCS engaged Aspire CCS supported the CCM leadership team through a series of focused workshops, bringing external perspective and structured discussion to anchor decisions in market evidence rather than internal assumption. - Introducing relevant market context and industry experience, particularly how leading organisations were evolving toward hybrid sourcing models. - Helping stakeholders explore the practical implications of insourcing, outsourcing, and hybrid approaches — surfacing trade-offs that internal discussion alone had not exposed. - Emphasising the strategic importance of composition capabilities, not just as a technical function but as a key driver of cost efficiency, customer experience, and future digital enablement. - Conducting a targeted assessment with the CCM team to understand existing capabilities, dependencies, and constraints — anchoring decision-making in operational reality. Execution ## What we delivered Through iterative discussion and alignment sessions, the organisation converged on a hybrid model. Aspire then supported the next level of decision-making: - Focused specifically on composition as the critical capability to bring in-house. - Supported evaluation of platform options, including Quadient and OpenText. - Assessed implications for governance, operating model, and future scalability. Vendors and platforms evaluated: Quadient OpenText Outcome ## What the organisation now has in place Composition insourced Greater control over customer communications and data. CCM Centre of Excellence A centralised CoE established to govern and manage communications capabilities across the group. Print outsourced Avoided the need to invest in and operate cost-intensive infrastructure. This approach delivered: - Accelerated time-to-value, by leveraging existing platform capabilities and avoiding large-scale migration. - Reduced operational and regulatory risk, through improved control and governance. - Improved cost efficiency, by retaining strategic capabilities in-house while leveraging external scale for print. Key Insight > In complex, high-risk environments, sourcing decisions must move beyond binary choices. The most effective models combine internal ownership of strategic capabilities with selective external execution, anchored in a clearly defined operating model. Related case studies [Pensions · UK From 60+ page print packs to digital journeys Read the case study → ](https://20070696.hs-sites.com/case-study-pension-administrator?hsLang=en-us) [Insurance · Netherlands Cloud-native CCM by 2028 Read the case study → ](https://20070696.hs-sites.com/case-study-dutch-insurer?hsLang=en-us) ### Facing a similar challenge? 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