A PROJECT REPORT ON RECURITMENT AND SELECTION IN BPO

Title of the Project Report’ VENDOR EMAPANELMENT

FOR

PRISHTI CONSULTANCY SERVICES

BY

GAYATRI SURYAWANSHI

MMS SEM II HUMAN RESOURCES 91

SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENT OF

MASTER OF MANAGEMENT STUDIES

ACADEMIC YEAR 2022-24

Submitted to Prof. DR. VRITTEE PARIKH

ADITYA INSTITUTE OF MANAGEMENTSTUDIES AND RESEARCH

MUMBAI - 400092
COLOURED copy OF THE INTERNSHIP CERTIFICATE GIVEN BY THE COMPANY

PRISHTI CONSULTANCY SERVICES

Date: 11th Jul 2023 Sr.no: 019

INTERNSHIP COMPLETION CERTIFICATE
I hereby certify that GAYATRI SURYAWANSHI was employed as an intern in Human
Resource Department from 10th May 2023 - 10th July 2023.

During her internship, she was responsible for :

 Posting new positions on website like Facebook, Indeed, Apnahire, Linkedln etc.
 Reviewing resumes, shortlisting candidates, taking HR rounds, scheduling interviews with the
hiring manager or team leads.
 Cold calling for lead generation.
 Assisting in full Vendor Empanelment Process and onboard the ONE INSURE vendor.
 Responsible to polish candidates before the interview as per the company requirement.
 Sourcing candidates for ONE INSURE, AAFT, WIPRO, CAMS, INDUSIND BANK,TECH
MAHINDRA, CONCENTRIX, EPICENTRE, etc.
 Placed 1 candidates in WIPRO .
 Working for different job roles of different organization on daily basis.
 Work as Assistant Team Leader and handle the interns very well.

I can further attest that she has done a Very Good job in the performance of the enumerated duties
and responsibilities, and has always been very professional during her tenure. In addition, she
was always a responsible person and was highly commended by her superiors.
We wish her all the best in all her future endeavors.

Thanking You,

NEELAM DIDWANIA
DIRECTOR
Registered Office Address: 25, ever shine mall Ground floor, Mumbai-400064. Maharashtra. India.

Website: https://prishti2019.wixsite.com/mysite-1
 CERTIFICATE

This is to certify that the project work titled “ VENDOR EMPANELMENT ”

is a summer internship work carried out by Ms. / Mr. Gayatri Suryawanshi
from 10 May 2023 to10 July 2023.

The project was completed for Prishti Consultancy Services.

, under the guidance of Mr. / Ms. Chirag Didwania (name of the guide / mentor in your
organization).

I further certify that the said work has not been submitted either in part or in full, to any other
University.

Date:23/09/2023

Dr. Sunita Srivastava Prof. Dr. Vrittee Parikh

Director Project Guide
 DECLARATION

I, Mr./Ms./Mrs. Gayatri Suryawanshi

S/o or D/o Suryawanshi G. P.

resident of Om Shanti Apartment, Boisar-Tarapur Road, Pasthal Naka (401504)

hereby declare that the research work incorporated in the present project entitled.

“Vendor Empanelment ”

is our original work. This work (in part or in full) has not been submitted to any University for
the award or a degree or a Diploma. I have properly acknowledged the material collected from
secondary sources wherever required.

We solely own the responsibility for the originality of the entire content.

Date:
23/09/2023

Signature of the Candidate

 ACKNOWLEDGEMENT

I would like to thank Prishti Consultancy Services and Aditya Institute of Management
studies and Research for giving me an opportunity to learn and pursue my Summer Internship
and understand about (Human Resources) and Research aspects.

I would like to thank and express my sincere gratitude to Chirag Didwania (Your reporting
Boss). His / her constant encouragement, valuable insights and attention to detail had made this
exercise, a great learning experience.

I am also thankful to Dr. Vrittee Parikh (your super Boss) who contributed his / her valuable
time and gave valuable insights during the development of the project.

I am also thankful to Dr. Sunita Srivastava (Director, Aditya Institute of Management Studies
and Research) and my institution, for giving me an opportunity to undergo this learning
experience.

Last but not the least; I take pride in thanking my family, siblings and friends for their much valued
support.

Date: 23/09/2023

Gayatri Gajanan
suryawanshi
MMS
HR

91
TABLE OF CONTENTS
SR NO. PARTICULARS PAGE NO
1. WHAT IS VENDOR –EMPANELMENT
PROCESS

1.1 HISTORY OF VENDOR EMPANELMENT

2 HR PRESPECTIVE IN VENDOR
EMPANELMENT

2.1 THE ADVANTAGES OF VENDOR

EMPANELMENT RECRUITMENT
COMMITTED TO THE HR AND
ORGANIZATION

2.2 A RANGE OF HR VENDOR

EMPANELMENT TYPES

2.3 KEY FEATURES OF VENDOR

EMPANELMENT RELATED TO HR AND
ORGANIZATION

2.4 SERVICES CONSIDERED TO BE UNDER

HR VENDOR EMPANALED

2.5 SUCCESS OF HR VENDOR

EMPANELMENT

2.6 WORKINGS OF HR VENDOR

EMPANELMENT

3 TYPES OF VENDOR EMPANELMENT

3.1
SERVICES THAT FALL UNDER VENDOR
EMPANELMENT

3.2 SUPPLIER’S INSTRUCTIONS

 WHAT IS VENDOR –EMPANELMENT PROCESS
An organization chooses and works in partnership with outside vendors or service providers to address
diverse human resources needs through the strategic process of HR vendor empanelment. These
suppliers can provide specialized HR services, know-how, and solutions to improve HR processes,
boost productivity, and support the overarching goals of the firm. The thorough assessment, selection,
onboarding, and continuous management of these vendors are all parts of the empanelment process.
Involves assessing vendor qualifications, capabilities, financial stability, Compliance and relevant
criteria ensuring selecting trustworthy and competent Partners. It is vendor onboarding or registration
for proper evaluating and Approving vendors to become authorized suppliers or the service providers
for a particular organization.
 HISTORY OF VENDOR EMPANELMENT
1. Early Procurement:
Early trade and commerce involved informal, relationship-based procurement.
Methods. Buyers would make purchases from suppliers they were familiar with. There were hardly
any explicit protocols or benchmarks in place.
2. Industrial Revolution:
As a result of the Industrial Revolution, which began in the late 18th century, Businesses had to rely
on a wider variety of suppliers for their goods and services. Although vendor empanelment as we
know it today has not yet formed, this resulted.
In the development of more formal procurement processes.
3. World War II and Government Procurement:
To support the war effort, governments all over the world were required to make.
Huge purchases of commodities and services.
4. After World War II:
The concepts and practices created for government procurement started to have an
Impact on the commercial sector as well. To manage their supply base, many firms
And organizations started establishing vendor registration procedures.
5. Computerization and digitalization:
As technology developed in the second half of the 20th century, many firms started to Computerize
and digitize their procurement procedures. To simplify vendor on included Creating vendor databases
and registration systems.
6. Globalization and Compliance:

The globalization of supply chains and increased regulatory scrutiny in the late 20th and early21st
centuries led to a greater emphasis on compliance and risk management. Processes for Appointing
vendors have begun to include requirements for social responsibility, Environmental
responsibility, and ethical standards.
7. Online Vendor Portals:
The growth of the internet in recent years has prompted the development of online vendor Portals and
platforms. Suppliers can register, submit bids, and manage their interactions with Organizations fully
online thanks to these portals. As a result, procurement is now more Transparent and efficient.
 8. Diversity and inclusion:

There is currently an emphasis on diversity and inclusion in procurement in many nations. In Order to
foster a more diverse supply chain, vendor empanelment procedures may include Requirements for
minority-, women or small-business ownership.
9. Supply chain Transparency:
Emerging technologies like Block chain are being investigated to improve supply chains' Traceability
and transparency. These technologies could help vendor empanelment by giving Immutable records of
supplier credentials and performance.

HR PRESPECTIVE IN VENDOR EMPANELMENT

 performance metrics and SLAS:

Establishing a mechanism for routinely tracking and assessing vendor performance for the service
level agreements and benchmarks vendors following. Responding timeframes, quality criteria, and
compliance standards.
 planning and Cost management:
Especially in areas like hiring and training, keep track of and manage vendor-related costs, and
understood by HR.
 Due screening and diligence:
To properly screen potential vendors, collaborate with the procurement and legal teams. This could
involve compliance checks, financial evaluations, reference checks, and background checks. The
organization's principles and code of conduct should be adhered to by all vendors.
 Ethics and Social responsibility:
Encouraging suppliers to follow the moral guidelines of the company. Inclusion of their,
environmental sustainability community involvement, and labor standards and the ethical standards
and social responsibility of vendors. Encouraging suppliers to follow the moral guidelines of the
company.
 Training and onboarding:
Create a process for introducing the organization's culture, rules, and practices to vendors. Provide
instruction on any HR obligations, such as diversity and inclusion programs, safety procedures, or
workplace conduct guidelines.
 policies and procedures Development:
The selection criteria for vendors and the roles of both sides should all be outlined in these contracts.
To create vendor empanelment policies and procedures.

 laws and regulations observing:

particularly those that deal with pay, benefits, and working conditions. HR should evaluate how the
vendor treats its staff.
 Communication and relationship managing:
Keeping lines of communication with vendors open and transparent to build a solid working
relationship any HR-related issues or disputes should be handled quickly and professionally.
 Security and Data Privacy:
Verifying that suppliers adhere to security and data protection laws.
Looking into how they manage and protect sensitive data.
 Constant Development:
Areas for improvement, ask internal stakeholders for their opinions and review vendor relationships
frequently and look for ways to streamline operations, cut costs, and improve service standards.
 Collaboration across functions:
The process of appointing vendors is to guarantee alignment and compliance of vendor management,
and work closely with the departments of procurement, law and finance.
 Resolution of Conflict:
Resolution involving employee relations with vendors, HR should be involved for settling
disagreements.
 Create solid policies and practices:
From vendor selection to ongoing performance evaluation and dispute resolution develop
Rules and procedures in co- operation.
 Social responsibility and ethics:
The vendor will affect the standing and principles of your company.
Encouraging vendors to uphold moral principles such as ethical business operations.
 Data Privacy and Security:
Data security is necessary, especially if vendors have access to sensitive information about the
company.

 Evaluation and the feedback loop

The effectiveness of your vendor empanelment program should be periodically assessed by those
participating in the vendor empanelment process on a regular basis.
 THE ADVANTAGES OF VENDOR EMPANELMENT RECRUITMENT COMMITTED TO
THE HR AND ORGANIZATION

 Time Efficiency:
Vendor empanelment helps speed up the process of hiring new employees. Vendors who are familiar
with the requirements and culture of the company can offer pre-screened employees, speeding up the
hiring process.
 High-quality Candidates:
Empaneled vendors, particularly those with a track record of success, are driven to offer candidates of
the highest caliber in order to preserve their association with the business. Better hires and lower
turnover rates may result from this.
 Accountability and compliance:
Empaneled providers are normally responsible for adhering to predetermined service levels and
compliance criteria. This guarantees that vendors follow the company's hiring guidelines and
regulatory requirements.
 Market Insights:
Empaneled suppliers frequently have up-to-date knowledge of market trends, such as average salaries
and the availability of candidates. The strategy planning process for HR may benefit from this data.
 varied Candidate Pool:
By collaborating with a varied collection of empaneled vendors, businesses can access a wider pool
of candidates, fostering inclusion and diversity in the workplace.
 Focus on core competencies:
By outsourcing some hiring tasks to approved vendors, HR is able to devote more time and money to
other HR initiatives like employee growth and engagement.
 Performance Metrics:
Empaneled vendors frequently offer performance metrics and reports, allowing HR to evaluate the
success of their recruitment partners and make fact-based choices.
 Long-term Relationships:
 Empanelment promotes long-term relationships with vendors, which builds trust and promotes a
deeper comprehension of the requirements and culture of the organization.

 Streamlined recruiting Process:

Vendor Empanelment enables HR to collaborate with a small number of reliable vendors or recruiting
agencies. Because HR doesn't have to look for new agencies for every job opening, the hiring process
is streamlined, and time and effort are saved.
 Access to Expertise:
Empaneled vendors frequently concentrate on sectors of the economy or occupations. As a result, HR
may draw on their knowledge, access a larger talent pool, and even locate better applicants more
rapidly.
 Savings: HR can gradually lower recruitment expenses by negotiating advantageous prices and
terms with empaneled vendors through the development of long-term relationships. Bulk
contracts may result in fees, advertising, and other recruitment expense cost savings.
 Reduced Administrative Burden:
Vendor empanelment can lessen HR's administrative responsibilities, including finding candidates,
conducting preliminary screenings, and checking references. This enables HR practitioners to
concentrate on more strategic facets of hiring new talent.
 Scalability:
Empaneled vendors can scale their services in accordance with the organization's growth or changes in
its personnel needs, offering a flexible solution to meet shifting demands.
 Risk reduction:
Empanelment frequently entails a vetting procedure to evaluate the fiscal security and standing of
vendors. This lessens the chance of working with dishonest or unreliable recruitment firms.
 Consistency and Brand Image:
Consistency in hiring procedures through approved vendors can help to promote a favorable
perception of the employer brand. Regardless of the function or department, candidates go through a
consistent and expert recruiting procedure.
 A RANGE OF HR VENDOR EMPANELMENT TYPES

Based on its own HR requirements and strategic objectives, a business decides which specific sorts of
contractors to appoint. Organizations can improve their HR operations and support broader company
objectives by using specialist knowledge and services available through empanelment.
 Payroll and Benefits Administrators:
These companies oversee processing payroll, managing benefits, and adhering to all applicable tax
and labor requirements. The appointment of payroll and benefits providers can simplify payroll
administration.
 Compensation:
Employing firms that specialize in compensation and benefits planning can assist businesses in
creating and putting into place competitive pay structures and benefit plans.
 Providers of employee wellness and engagement:
These businesses provide initiatives and solutions to enhance employee satisfaction, health, and
work-life balance. Empanelment can cover things like mental health assistance, employee surveys,
and wellness programs.
 Screening companies:
Companies that do background checks on job applicants to confirm their credentials, criminal records,
and other pertinent information. Appointment of background screening companies aids in ensuring
thorough investigation of prospective hires.
 Vendor Management Software Providers:
For businesses that work with several HR vendors, appointing vendor management software
providers can make managing vendor relationships, tracking their performance, and reporting on their
interactions easier.
 Background screening:
the only service that some businesses may contract out; they may also appoint contractors to verify
applicants' employment histories and examine their references.
 Providers of employee surveys and feedback:
These companies are experts at conducting employee polls, engagement surveys, and feedback
gathering to assist businesses in determining employee satisfaction and adjusting.

 Employee Assistance Program (EAP) Providers:

Employees facing personal and professional difficulties can turn to EAP vendors for counseling and
support services. Access to these essential support services is ensured by enrolment.
 Recruitment Agencies:
These service providers are experts at finding, vetting, and presenting candidates for open positions.
Executive search, temporary employment, and permanent placements are just a few of the hiring-
related tasks that organizations might delegate to recruiting firms.
 Practices:
Organizations may appoint training and development companies to deliver leadership development,
skill-building programs, workshops, and employee training programs.
 HR Outsourcing Providers:
Some businesses choose to appoint all-inclusive HR outsourcing companies to handle various HR
tasks like payroll, benefits, and HR administration.
 Providers of HR technology and software:
These companies provide HR software solutions for a range of HR tasks, including employee
engagement, performance management, applicant tracking, and HR analytics. Access to the most
recent HR technologies is ensured via enrolment.
 Providers of Outplacement Services:
In situations involving layoffs or workforce cutbacks, businesses may appoint providers of
outplacement services to support displaced workers with career transition and job search assistance.
 Legal and Compliance Consultants:
These providers of legal and compliance knowledge make sure that HR policies and practices comply
with pertinent laws and rules governing the employment industry.
 Relocation Services Providers and Global mobility:
Companies with foreign operations must choose these vendors because they help with managing
expatriates, providing visa services, and other global mobility and relocation-related tasks. Consulting
firms that specialize in diversity training, audits, and strategy development can be hired by
organizations wishing to improve their diversity and inclusion programs.
 Labor Relations Consultants:
These suppliers offer knowledge in handling labor relations, including bargaining with unions and
resolving labor problems.

KEY FEATURES OF VENDOR EMPANELMENT RELATED TO HR AND

ORGANIZATION
 The capacity to compile insightful hiring metrics.
 Choice to easily onboard contingent employees
 Conduct transactions, automate them, and start them.
 Collect information about the payroll.
SERVICES CONSIDERED TO BE UNDER HR VENDOR EMPANALED

 Services for reference and background checks:

vendors who are experts at checking references, confirming job histories, and
guaranteeing the correctness of candidate information.
 Services for onboarding new employees:
vendors providing onboarding services that simplify the paperwork, orientation, and
absorption into the corporate culture.
 Services for employee rewards and recognition:
Companies that offer solutions for performance-based rewards, incentives, and employee recognition
programs.
 Services for recruiting:
agencies that help employers find, evaluate, and present candidates for available positions. Senior-
level and executive recruitment is the focus of executive search firms.
agencies that provide temporary employees to meet short-term staffing needs.
 Services for background screening and verification:
vendors who perform criminal background checks, reference checks, and credentials
checks on job applicants.
 Services for administering pay and benefits:
vendors in charge of handling payroll, filing taxes, and administering benefits, such as retirement and
health programs.
 Services for Training and Development:
Training companies that offer workshops, skill-building courses, and employee
programs.
executive coaching and services for leadership development.
 Programs for Employee Assistance (EAP) Services:
vendors that provide guidance and assistance to staff members facing both personal and professional
difficulties.
  HR software and technology services:
suppliers of HR software that offer solutions for employee engagement, performance management,
and application monitoring. Vendors of software for human capital management (HCM) and HR
management systems (HRMS).
 Services for wellness and employee engagement:
companies that offer services and initiatives to enhance employee wellbeing, work-life balance, and
engagement.
wellness initiatives and programs for employees.
 Employer Services:
vendors that offer career transition support, job search aid, and counseling to employees
who are experiencing layoffs or staff cutbacks.
 Consulting Services for Compensation and Benefits:
consultants who assist businesses in creating and putting into place employee benefit
plans and competitive pay structures.
 Services for vendor management software:
suppliers who offer software to manage and improve connections with different HR.
vendors.
 Services for Legal and Compliance Consulting:
HR compliance, labor law, and employment regulations-focused legal professionals.
experts who offer direction on HR procedures and policies to guarantee adherence to
legal standards.
 Services for Temporary Staffing:
organizations that fill temporary and contract positions with personnel to meet immediately
staffing needs.
 Employee feedback and survey services: vendors that specialize in gathering customer
feedback, conducting employee surveys,
and measuring employee engagement.
  International Relocation & Mobility Services:
Companies that help with managing expatriates, moving internationally,
getting visas and adhering to immigration regulations.
 Services for Consulting on Diversity and Inclusion:
consultants who work with businesses to conduct diversity audits, design diversity training programs,
and develop diversity and inclusion strategies.
 Consulting in labor relations:
experts in managing labor relations, including handling labor issues and conducting negotiations.
 Services for outsourcing HR:
comprehensive HR outsourcing companies that handle all aspects of HR management,
including payroll, benefits management, and HR administration.
 Services for recruiting:
agencies that help employers find, evaluate, and present candidates for available positions. Senior-
level and executive recruitment is the focus of executive search firms.
agencies that provide temporary employees to meet short-term staffing needs.
 Services for background screening and verification:
vendors who perform criminal background checks, reference checks, and credentials
checks on job applicants.
 Services for administering pay and benefits:
vendors in charge of handling payroll, filing taxes, and administering benefits, such as
retirement and health programs.
 SUCCESS OF HR VENDOR EMPANELMENT
 Take reasonable research:

Choosing the ideal HR vendor for your company is the first step in becoming an effective vendor.
management. Selecting the best HR provider can seem time-consuming and tedious.
procedure if you don't fully understand the reasons for outsourcing because different.
managements would have divergent viewpoints. To help you identify the best HR vendors,
evaluate your HR needs and potential improvement areas.

 Accessible communication:

Open and honest communication with your HR vendor could assist them better comprehend and
meet your company's needs. This does not necessarily include giving them access to private.
employee data or payroll records. Instead, let them know about any management changes or your
company's aims and ambitions. In order to make sure that your HR operations go smoothly, it is.
crucial to think about the kind of information that could assist your HR vendor in developing the
right solutions.

 Dollar over value:

While cost is frequently a key issue in choosing an HR vendor, it shouldn't be the main decision
factor. Instead, HR professionals want to concentrate on the standard and worth of the services.
offered by HR providers. Additionally, the emphasis on cost should not be a justification for
frequently switching HR vendors to reduce expenses. This can lead to subpar service
delivery because it takes longer to explain the HR requirements to different providers each time.
 Keep the links to your relationships:

The most crucial aspect of your relationship is without a doubt with your major provider. This
does not, however, imply that you should disregard the other HR vendors. Always be sure to stay
in touch with them to keep the relationship strong. This enables you to be informed about any
additional services they may offer if your HR requirements suddenly alter. When
you expand to a new country, for instance, you will require local payroll expertise, registration
with the statutory boards, and setup of your payroll processes. You can easily get in touch with
your vendor if your payroll is outsourced to a local payroll service. They can assist with the
payroll procedures in your new country, saving you time and ensuring your peace of mind.

 The viewpoint of the vendors:

Keep in mind that the HR vendor serves other clients in addition to you. These businesses
probably serve a number of clienteles, all of which have pressing requirements. To preserve the
finest relationship possible, it is crucial to comprehend things from their point of view. The
vendor may decide to discontinue providing you with their services if you are consistently
making excessive requests and negatively affecting their business, which could harm your
organization.
In the end, effective vendor management results from strong communication and ties between
the organization and the HR vendor. While HR practitioners must be upfront and honest about
their needs and requirements, HR vendors must query and highlight issues.

WORKINGS OF HR VENDOR EMPANELMENT

 Needs evaluation:
The first step in the process is for HR to identify any HR needs or gaps in the organization. These
requirements could relate to hiring, training, handling benefits, processing payroll, or other HR-related
tasks.
 Identification of the vendor:
In order to find suitable vendors who specialize in the necessary HR services, HR undertakes research.
This could entail asking for advice, doing market research, or putting out requests for bids (RFPs).
 Evaluation and prequalification:
Vendors are prequalified based on standards like experience, standing, stability of finances, adherence
to legal requirements, and compatibility with the organizations and objectives.
 Process for RFPs or RFQs:
If necessary, HR may publish RFPs or RFQs to request comprehensive quotes from prequalified
suppliers. These bids ought to include information about the vendor's strategy, costs, levels of service,
and other pertinent facts.
 Choosing a vendor:
Reviewing vendor offers with the appropriate stakeholders, HR decides which vendors are the best fits
for the organization's requirements. Vendor evaluation or ranking may be part of the selection process.
 Negotiation of a contract:
HR oversees contract discussions with particular vendors. Defining terms and conditions, pricing
plans, service-level agreements (SLAs), compliance specifications, and any other contractual clauses
fall under this category.
 conclusion of the contract:
HR completes contracts with the chosen vendors after contract discussions are over. Contracts should
be clear, precise, and in line with the goals of the company.

 Supplier Onboarding:
HR streamlines the onboarding procedure for contracted contractors. Sharing the organization's
expectations, culture, values, and particular HR needs with the vendors falls under this category.
 SLAs and performance indicators:
For the purpose of gauging vendor performance, HR sets up KPIs and SLAs. Performance is tracked
using these measures, which are specified in the contracts.
 ongoing performance evaluation:
To make sure that vendors adhere to the established requirements, HR regularly audits their
performance. This could entail analyzing vendor reports, tracking KPIs, and conducting client surveys.
  Relationship management and communication:
HR keeps lines of contact with approved vendors open and productive. Meetings are often held to
handle problems, debate concerns, and assure alignment with HR strategy.
 Security and compliance for data:
HR makes ensuring that contractors handle candidate and business data in a way that complies with
data protection laws. Protocols for data security and privacy are established and maintained.
 Cost Control:
To make sure vendors stick to agreed-upon pricing structures, HR regularly monitors expenses such as
service fees, recruitment charges, and other vendor-related costs. When necessary, cost optimization
may be negotiated.
 Suggestions for Improvement:
HR welcomes input on vendor performance from hiring managers and other stakeholders. The
empanelment program is continuously improved and adjusted as a result of this feedback.

 Flexibility and scalability:

HR makes sure vendor agreements can be adjusted up or down to meet the organization's
shifting HR requirements. In order to respond to demand variations, flexibility is crucial.
 Contract Expiration and Renewal:
To decide whether contracts should be renewed or terminated, HR evaluates vendor performance.
Contracts may need to be revised in light of performance evaluations and
evolving company requirements.
 Supplier Exit Plan:

If vendors repeatedly fail to achieve predetermined standards or if business requirements

change, HR establishes processes for terminating their appointment.
 TYPES OF VENDOR EMPANELMENT
• Self-registration by Suppliers:
Some businesses enable vendors to self-register and submit details about them
Services and capabilities. The pool of potential vendors is then created using this data. The
Objectives of the organization, the type of vendors that will be on the panel, and its
Requirements for purchasing, as well as its goal to efficiently manage and diversify its base.

• Empanelment of Government Vendors:

To ensure compliance with regulations, government agencies frequently have specialized.
Empanelment procedures, regulations and purchasing guidelines.

• Vendor Empanelment in Reverse:

Vendors indicate a desire to be hired by an organization. Organizations assesses these Requests and
chooses vendors in accordance with their standards.

• Empanelment of a single vendor:

In this category, a company chooses and hires a lone vendor for a certain product or service.

• Empanelment of diverse vendors:

Working with a wide spectrum of vendors, such as minority- and women-owned small,
Women-owned, or minority-owned enterprises to encourage inclusion and diversity.

• Empanelment of Service-Based Vendors:

The focus of this kind of appointment is on services like consultancy, IT services, or
Maintenance. Vendors are chosen based on their skill in providing particular services.

• Empanelment of Temporary Vendors:

Organizations occasionally appoint contractors for certain tasks or for a brief period.
The empanelment may come to an end after the project is finished or the requirement no Longer
exists.

• Empanelment of multiple vendors:

Empaneling numerous suppliers from the same product or service category is required for
This. This strategy can be used by businesses to have backup sources, promote competition,
Or cater to different demands.

• Empanelment of Commodity-Based Vendors:

Empanelment is carried out in accordance with the goods or materials required for
Manufacture. Each vendor specializes in offering particular goods.

• Empanelment of Strategic Vendors:

With this strategy, businesses create long-term strategic alliances with a small number of People of
sellers. These suppliers are tightly integrated into the company's supply chain and May even take part
in joint planning and innovation projects for the business.

• Tier-based vendor appointing:

This method classifies merchants into several levels based on their capacities, effectiveness, Or size.
Greater contracts receive Priority projects, whereas lower-tier vendors are used for Lesser or less
important contracts. Tier 1 suppliers may have greater prestige.

• Choosing a local, regional, or worldwide vendor:

Vendors can be empaneled according to their location. While some firms prefer to work with Local
suppliers, others may require a worldwide clientele.
 SERVICES THAT FALL UNDER VENDOR EMPANELMENT

 Software as a Service (SaaS):

Solutions for software in the cloud

• Services for Law and Compliance:

Consultation on regulatory compliance
Services for contract management

• Services for security:

Internet security solutions
Services for physical security

• Hospitality and Travel Services:

Agency services for travel
Event management and planning

• Services for energy:

Purchasing and managing energy
Alternative energy sources

• Procurement and Supply Chain Services:

Services for sourcing and procurement
Auditing and managing suppliers.

• Ecological Services:
Environmental advice Services for waste management and recycling
• Academic Services:
Services for training and development
Educational resources and materials

• Services in information technology (IT):

Development and upkeep of software
IT advising and consulting services
Purchasing of hardware and software
Support and infrastructure for networks

 Services for facility management:

Cleaning and janitorial services
Maintenance and repairs to buildings
Services for security
Maintenance of HVAC

• Specialist Services:
Legal assistance
Auditing and accounting
Management advice
Human resources advisory
Advertisement and marketing

• Transportation and Logistics Services:

Shipping and freight services
Distribution and warehousing
Management of logistics and transportation

 Financial Services:
Financial institution and banking services
Asset management and investment

• Medical Services:
Medical equipment and supplies
Services for hiring medical personnel.
Healthcare advice

 Services in telecommunications:
Telephone and internet services
The acquisition and upkeep of telecommunications equipment

• Engineering and construction services:

Services for refurbishment and construction
Consultancy in architecture and engineering

• Creative and marketing services:

Creative services and graphic design
Communications and marketing

• Services for research and development:

Consultancy for research and development
Product innovation and development
 SUPPLIER’S INSTRUCTIONS

1. Qualification:
Vendors who have been flagged/considered by DIT as being unable to participate due to Prior
performance, corrupt, fraudulent, or any other unethical business practices are Not eligible.
2. Appointments forms:
Vendors must use the state portal to submit their application for empanelment.
3. The price of submitting a proposal:
The vendor is required to review all guidelines, forms, clauses, and requirements in the
Documentation. Regardless of the conduct or result of the bidding process, the vendor shall Incur all
costs related to the preparation and submission of its proposal, and DIT shall not be Liable for such
costs.
4. Documents for Empanelment should be made clearer.
Further clarification is provided, stating that DIT would not react to correspondence regarding Delays
or failure to receive clarity from DIT, The affected individual.
5. MAF:
Vendors who submit the MAF will receive preference. For the products to be empaneled, the Vendors
must upload a scanned copy of the Manufacturing Authorization Form (if applicable).
6. Review of Submissions:
Priority will be given to reviewing the vendor's provided documentation. Second, go to the Websites
of the vendors and/or set up meetings with their technical professionals to confirm the assertions
stated in the proposal material.
7. Notice of Empanelment:
The successful vendor will receive written confirmation from DIT that its application has been
Approved.
 8. Unethical, dishonest, and corrupt behavior:
A "corrupt practice" is defined as the offering, giving, receiving, or soliciting of anything of Value to
sway a public official's decision throughout the contract execution process. "Fraudulent influence a
procurement process or the execution of a contract to the prejudice of the purchaser, including
collusive behavior among Vendors meant to set proposals at Artificially non-competitive levels and to
rob the Purchaser of the advantages of free and Open competition. If DIT finds that a vendor used
dishonest, fraudulent, or unethical tactics to compete for or carry out a contract, DIT will reject the
award proposal and may restrict the Vendor from submitting future proposals in DIT.
9. The blacklist:
DIT will put the vendor on a blacklist and forbid them for 5 years.
10. 24X7 Support:
Support for resolution of any issues pertaining to the products supplied by them. Vendors applying in
the category of Hardware, Networking and Other IT Products.
 EMPLOYED AS AN HR IN PRISHTI CONSULTANCY IN THE RECRUITMENT
DEPARTMENT
EMPLOYED AS AN HR IN PRISHTI CONSULTANCY IN THE RECRUITMENT
DEPARTMENT

The job role responsibilities by me at Prishti Consultancy Services .

 I did interaction with various vendors/ clients of various organizations.
 Personally, did interaction with Mr. Samad Shaikh , for One –Insure recruitment process.
 My candidate Mr. Akshay Bhirade got final placement in Wipro Company.
 Communicated personally with various HR of different organizations.
 Performed a complete job analysis to determine the abilities, credentials, and experience.
needed to fill each position.
 Used a variety of avenues, such as social media, professional networks, and referrals, to source
candidates.
 Posted various vacancies on portals like LINKEDIN to source candidates.
 Gave voice to my personal contacts for job vacancies to gather references.
 Examined resumes and conducted initial phone interviews to determine candidates' suitability
for the position and the company's culture constitutes the screening and selection process.
 Interviewed candidates in person and on calls.
 Candidates' abilities and competencies are evaluated by administering and analyzing
assessment exercises or exams.
 Compliance: Ensured that all hiring practices adhere to applicable labor laws, rules, and
morals.
 Reportedly Kept track of metrics related to hiring, such as time to fill positions, candidate
sourcing, and offer frequent updates on those metrics.
 Used various portals like JOB-HAI, LINKEDIN, OLX, personal references to hire.
candidates.
 Talked with Mr. Samad for One-Insure hiring of candidates.
 SOME OF THE SKILLS AND CHARACTERISTICS REQUIRED BY HR FOR
VENDOR EMPANELMENT

In order to achieve corporate goals, efficient vendor empanelment requires not only the
selection of vendors but also the management of these relationships. HR specialists with
these qualities and talents can make a substantial contribution to this process.
 Continuous Learning:
Best practices for vendor management and the market for vendors are both continually changing. HR
experts should be dedicated to lifelong learning.
 Resolution of Conflicts:
Since issues with vendor relationships occasionally arise, HR should be skilled at this. For a
partnership to be effective, it is critical that both parties negotiate and resolve problems.
 Analytical Skills:
 It is essential to have the capacity to evaluate vendor bids and contrast them side by side.
Considering the needs and goals of the firm, HR must evaluate vendor solutions.
 Contract Management:
It's crucial to comprehend contract law and have expertise managing contracts. Vendor contracts
should be efficiently drafted, reviewed, and enforced by HR.
 Vendor Evaluation Skills:
HR should be able to evaluate a vendor's skills, including financial security, level of expertise, track
record, and reputation. Due diligence and extensive background checks are required for this.
 Pay Close Attention: Vendor empanelment requires a substantial amount of paperwork and
documentation. To make sure that all needs are met, and contracts are error-free, attention to
detail is essential.
 Negotiation skills: HR professionals should possess strong negotiating abilities to obtain
advantageous terms and conditions in vendor contracts. Pricing, service standards, and
contractual obligations are all subject to negotiation.

 Ethics:
HR professionals need to uphold moral principles and make sure that vendors are chosen fairly and
objectively.
 Vendor Relationship Management:
It's important to establish and maintain a good rapport with your vendors. HR specialists should be
able to promote cooperation and trust between the business and its suppliers.
 Technology Proficiency:
The vendor empanelment process can be streamlined by becoming familiar with vendor management
software and technologies.
 Adaptability:
It's crucial to be able to adjust to shifting market conditions and the vendor environment. As new
suppliers and technology appear, HR should be willing to investigate them.
 Time management:
When working with numerous providers and projects at once, effective time management is essential.
 Project management:
Vendor empanelment occasionally stands alone as a project.
Keeping the process on track and achieving deadlines can be made easier with a project.
management expertise.
 Legal Knowledge:
It's crucial to ensure that vendor contracts adhere to legal standards by
having a fundamental understanding of contract law and the pertinent laws.
 Cultural Sensitivity:
Understanding international business procedures and demonstrating
Cultural sensitivity can be helpful when working with foreign vendors.

 strategy Thinking:
HR personnel in charge of vendor empanelment should match the
company's overarching strategy goals and objectives with the vendor selection process.
 Communication Skills:
When working with vendors, effective communication is essential. The requirements and
expectations of the organization must be communicated to vendors in a clear and open manner by HR
specialists.
 Continuous Learning: Best practices for vendor management and the market for vendors

are both continually changing. HR experts should be dedicated to lifelong learning.

HR VENDOR EMPANELMENT SERVICES IT AND NON-IT

Service charge 8.33%
Type of industry/ Business IT and Non-IT
Type of service provider service provides
Work location Pan India and International
Mode of service Online
PROCESS OF HR IN VENDOR EMPANELMENT

 Identify vendor needs :

The first step is to identify the specific needs of the company. HR and procurement departments
should work closely to determine what goods or services are required and the qualification vendors
must meet.
 Creating vendor needs :
Develop a set of criteria that vendors must meet to be eligible for empanelment. These criteria could
include financial stability, experience, quality standards, ethical practices, compliance with
regulations, and more.
 Announce empanelment :
Publicize the empanelment process to attract potential vendors. This can be done through various
channels such as the company's website, trade publications, or through third-party vendor registration
portals.

 Vendor application :
Vendors interested in empanelment should submit their applications. These applications typically
include detailed information about their company, financial statements, references, and other relevant
documentation

 Screening and Evaluation:

HRand procurement teams review the vendor applications against the predefined criteria. They may
use a scoring system to objectively assess each vendors qualifications.

 Background checks :
Perform background checks on vendors, including checking their financial stability, legal history, and
any relevant compliance records. This step is essential to ensure that the vendors are reliable and
trustworthy.

 Reference checks :
Contact the provided references to gather feedback on the vendors past performance .

 Negotiation:
Contact the provided references to gather feedback on the vendors past performance, reliability and
reputation.

 Vendor selection:
Based on evaluation, background checks, interviews, and negotiation outcomes, select the vendors
who best meet the company needs and criteria.

 Empanelment agreement:
Draft and finalize an empanelment agreement or contract that outlines the terms, conditions, and
expectations for the vendor's performance. This agreement should also specify the duration of
empanelment.

 Onboarding :
Once the vendors have been selected and the agreements are signed, initiate the onboarding process.
This includes providing necessary training, access to systems and tools, and ensuring they understand
the company's policies and procedures.

 Monitoring and performance evaluation:

Continuously monitor vendor performance against the agreed-upon metrics and standards. Regularly
assess their performance and address any issue or discrepancies.

 Renewal or termination:
After the initial empanelment period, evaluate whether to renew or terminate the vendor's contract
based on their performance and the company's changing needs.

 Documentation and record-keeping:

Maintain thorough records of all vendor empanelment activities, including applications,
evaluations, ,and performance reviews. Proper documentation is essential for compliance and auditing
purposes.
LITERATURE REVIEW
1. A QUICK SWITCH TO GREEN ENERGY A SUSTAINABLE FUTURE AND
THE MARKET – INDIA’S FLOATING SOLAR PHOTOVOLTAIC PLANTS: J.
Charles Rajesh Kumar and MA Majid
280 GW of solar energy can be generated by India's 18,000 km2 of water reservoirs.
With the help of mobile solar PV systems. Total installed capacity for FSPV is 0.0027
GW.and the country plans to use FSPV to add 10 GW to its 227 GW renewable energy
target for 2022. The FSPV rise is modest in comparison to the entire solar energy
sector, but each contribution has value in the market for renewable energy. In order to
achieve the nation's NDC goals and speed up the development of solar energy, FSPV
might be a good replacement. The nation has so far completed the world's lowest
investment cost floating solar project. As FSPV reaches the market for the first time,
generalizations are still premature despite the lower costs.

2. CO-CREATION OF SOCIAL VALUE THROUGH STAKEHOLDER

Zillur Rahman, Amit Kumar Agrawal and Arun Kumar Kaushik
Co-creation of value is the most recent and dynamic phenomenon to appear in
management literature. value. Resource integrators, who act as participants in each
value co-creation process (customers, suppliers, and middlemen), which ensconces it in
the social setting. The benefit that follows as a result of co-creation is social in nature.
Our study tries to explain how stakeholders create social value for themselves and other
clients through co-creation. We'll look at how. The participation of various
stakeholders led to the development of social value for all the Participants in value co-
creation using Rastriya Swasthya Bima as a case study RSBY Yojna. The study focuses
mostly on how to jointly create societal value. This is important since other results have
been purposely left out.
3. . DIFFERENT STAKEHOLDERS’ PERSPECTIVES ON THE ROLE OF
PROCESS ALIGNMENT AND END USER PARTICIPATION IN THE
SUCCESSFUL IMPLEMENTATION OF E-GOVERNANCE PROGRAMS:
Rajeev Dwivedi, IMT, Ghaziabad
Sameer Goel, IMT, Ghaziabad
A number of developing nations have started e-government initiatives recently, and
numerous governments and development organizations have cited the deployment of e-
government as a top priority. An increasing number of governments are investing in ICT in
the public sector, motivated by the success of a few projects in enhancing service delivery
to citizens and businesses. The effectiveness of such programs depends heavily on the
alignment of government departmental processes, active engagement of government
department employees, and collaboration of users of government departments. Therefore,
the main goal of the study is to comprehend how process alignment and end user
involvement contribute to the success of e-government programs from the standpoint of
key stakeholders, including leaders, government departments as users, and nodal IT
organizations.

4. CHANGING HOW PRINT BOOKS ARE ACQUIRED IN UNIVERSITY

LIBRARIES:

Naresh Kumar
The goal of the study is to pinpoint the most effective strategies for print book
procurement in a few key primary areas in order to get the greatest deals and supplies
of ordered books, as well as to bargain with suppliers. libraries in universities in
northern India. The procedures for acquiring books at some libraries have been.
evaluated by online surveys. Additionally, websites and acquisition staff members were
contacted. were visited to learn more about the top institutions' book purchasing
strategies. To build information acquired from a sample of seven university databases,
 combined files for analysis Microsoft Excel worksheets were used to enter, gather, and
summarize libraries. Five Universities are found to buy books from companies that
have empaneled status by defining the minimum and maximum book discounts.
Interest declarations are. more frequently used to make requests.

5. DIFFERENT STAKEHOLDER’S PERSPECTIVES ON THE ROLE OF

PROCESS ALIGNMENT AND END USER PARTICIPATION IN THE
END USER PARTICIPATION IN THESUCCESSFUL IMPLEMENTATION OF
E-GOVERNMENTS PROGRAMS:

Ghaziabad's Rajeev Dwivedi, IMT Follow

Sameer Goel, Ghaziabad, IMT Follow

Recent e-government efforts have been launched in a number of developing countries,

and the deployment of e-government has been recognized as a major priority by
various governments and development organizations. Because of the success of a few
projects in improving service delivery to citizens and businesses, more governments are
making investments in ICT in the public sector. The collaboration of users of
government departments, active staff engagement, and process alignment across
government departments all play a significant role in the success of such projects.
Determining how leaders, government departments acting as users, nodal IT agencies,
and IT vendor organizations may contribute to the success of e-government programs
through process alignment and end user participation is the main objective of the study.

6. THE IMPORTANCE OF AND THE COMPLEXITIES ASSOCIATED WITH

MEASURING CONTINUITY OF CARE DURING RESIDENT TRAINING:
SOLUTIONS DO EXIST PATRICIA.:

A. Carney, PhD; Colleen M. Conry, MD; Karen B

Important facets of care continuity have been impacted by the evolution of healthcare
delivery toward the patient-centered medical home. primary accountability for a
 panelA fundamental criterion for family medicine residencies is the continuity of
patients. In this essay, we describe the difficulties associated with assessing continuity
of care during residency training in this new era. principal care. The doctor-patient
connection is a key component of family medicine1, and it has been demonstrated that
continuity of care has a favorable impact on patients' satisfaction and health outcomes.
While the American Academy of Family Physicians defined continuity of care as "the
process by which the patient and the physician are cooperatively involved in ongoing
health care management toward the goal of high-quality, cost-effective medical care"7
in 1983, there are numerous other definitions of continuity of care proposed in the
literature.

7. A METHOD BASED ON KNOWLEDGE ALLOWING BANKS TO ASSESS

RISK WHEN PROCESSING LOANS:

Partha Saha, Indranil Bose, Ambuj Mahanti

One of the main factors contributing to corporate frauds and the accrual of non-
performing assets in the banking industry is inadequacy in the compliance auditing
(CA) process. The organization, stakeholders, and society at large are all at risk from
this occurrence. In highly regulated and interconnected industries like banking,
insurance, and healthcare, the conventional CA method is cumbersome and frequently
ineffective. This study suggests an automated knowledge-driven compliance auditing
system for banks' loan processing. In order to create an automatic risk score card
model, we gather 100 examples that institutions have flagged as fraudulent. The
approach automatically separates DPCs (Deviation Pattern Components) from
unstructured text-based situations using text mining. DPC patterns in a case provide a
forewarning that the portfolio is about to shift.

8. COMPARING GREEN SUPPLY CHAIN PRACTICES IN INDIAN

MANUFACTURING AND SERVICE SECTOR’S SUSTAINABLE
PROCUREMENT:
Ashok Kumar Upadhyay, Sheetal , Mohd Imran Khan
 The issue of how OEMs, suppliers, and distributors identify, assess, and manage their
procurement and supply chain processes with stakeholders has come to light as a result
of COVID. OEMs, suppliers, and distributors are attempting to streamline their local
and global supply chains. International trade has shown that adopting a supply chain
with green technology is favored, which is prompting the Indian industrial and services
sectors to realign their CSR (Corporate Social Responsibility) objectives. In order to
map India's manufacturing and service companies' sustainable supply chain processes,
interviews with a variety of these companies have been performed. Thematic analysis
using MAXQDA software is used to assist inductive theory and trend-building
techniques in order to determine "what, why, and how" from interview responses.

9. PREVENTING, DETECTING AND DETERRING FRAUD IN SOCIAL

HEALTH INSURANCE PROGRAMS: LESSONS FROM SELECTED
COUNTRIES:
Sheena Chhabra, Rekha Menon, Iryna Postolovska, Owen Smith, Ajay Tandon
This essay derives conclusions from the anti-fraud experiences of six different, low-
income countries: Indonesia, the Philippines, Republic of Korea, Croatia, Turkey, and
the United States. For the purpose of gathering data on how the programs prevent,
detect, and deter fraud, a standardized questionnaire was employed. In addition to the
questionnaire, important informants were contacted, and a literature analysis was
conducted. The analysis lists the parallels and divergences between the institutional
structures, legal framework, and fraud management capabilities. In all nations, the
public organization in charge of running the program is primarily responsible for
managing fraud. All program-administrating organizations have specialized anti-fraud
employees and departments.

10. WORKFLOW STANDARDIZATION TO IMPROVE DIABETES

MANAGEMENT IN FEDERALLY QUALIFIED HEALTH CENTERS: A
PILOT PROJECT:
Daniels, Michelle
In the United States, diabetes continues to be a major health concern. Additionally, to
 patients with uncontrolled or poorly controlled diabetes frequently use a substantial
proportion of the healthcare system's resources due to the disease's high prevalence,
morbidity, and mortality rates. This amplified Utilization places a heavy financial strain
on people and society. Since then, the complexity of diabetes and the determinants that
prevent goal-based carries a need to improve diabetes care management across practice
settings. In primary care, nurses

Diabetes can be improved in environments like Federally Qualified Health Centers

(FQHCs). management through intentional, reliable, and evidence-based interventions.
.
 DATA COLLECTION
PRIMARY DATA
 Established uniform application forms that Vendors must complete, These forms.
contain crucial details about the business, its finances, its infrastructure, its prior
performance, and references.
 spoke with vendors' representatives to learn more, these took place in-person,
Via phone, or by video conference.
 Conducted site visits to evaluate the vendor's facilities, tools, and quality control.
Procedures.
 Give checks on the vendor's performance, product or service quality by Speaking with
past clients or customers.
 Making surety that vendor complies with legal standards like business licenses,
 permits, insurance certificates, and compliance certificates.

SECONDARY DATA
 Obtaining credit reports from credit bureaus, to evaluate the vendors.
Creditworthiness and financial stability,
 Market Research has been done to learn more about the market presence
Competitive positioning of the vendor, consulting databases, industry studies.
 Evaluated the vendor's online reputation and client feedback, examined their websites,
social media accounts, and online reviews.
 CONCLUSION
This judgment is crucial because it establishes which suppliers will be formally authorized or
empaneled to deliver goods or services to an organization.
 Ensuring that all legal and compliance requirements are satisfied, including acquiring
any required permits, or certificates from the vendors.
 Informing vendors frequently of any modifications to the organization's standards that
may have an impact on their relationship status, maintaining effective communication.
 Considering empanelment as continuous activity, putting input in the company making
it effective.
 The organization’s vendor management team decides whether vendors meet the
requirements for empanelment based on the data gathered during the process.
 Empaneled suppliers’ proper official paperwork for the empanelment agreement, as
well as any legal obligations need to follow for documentation.
 The terms should be negotiated for contract between the organization and the vendor
by bringing the costs, delivery dates, quality requirements, and other crucial contractual
information.
 Including monitoring key performance indicators verifying adherence to the terms set
forth, and resolving any problems that may arise.
 Onboarding vendors must be integrated into the organization's procedures and systems.
 For vendors adhering to the organization's requirements and can deliver trustworthy
goods or services, it entails meticulous vendor evaluation, selection, and
documentation. Making sure the organization's demands, maintaining strong vendor
partnerships are constantly satisfied.
 Apart from that, there are several benefits to outsourcing the employees, like a
specialized team, no sick days, 24/7 assistance, and much more.
 Due to its advantages in terms of cost, efficiency, and transparency, many enterprises
have changed their foundations to a vendor management system.
  The administration of a difficult recruitment process is more manageable thanks to the
use of VMS.

LIMITATIONS
It has some restrictions and difficulties, just like any business process. Some typical restrictions on
vendor empanelment:
 The vendor process takes lot of time, particularly when gathering data from various.
suppliers. The market was impacted by this delay in vendor selection and onboarding.
 Requirements are inflexible, making it difficult shifting corporate demands. This makes rigid
business to react swiftly to problems.
 Operations affected if one of these vendors has problems due to dependency on empaneled
vendors.
 Organizations make sure vendor data protection policies are in place so as to reduce security
risks.
 Excluding specialized providers who provide creative solutions for cost reductions.
organization have access to a modest pool.
 The cost of managing resources involves including staff, technology, and written.
materials.
 Giving preference to vendors with a track record of success rather than fresher in business.
 The procedure can be expensive although the goal of vendor empanelment is to find.

cost-effective vendors. Payroll costs, technological investments etc.

 Vendors are reluctant to take part in processes due to disclosing confidential information.
 Managing track of performance due to dealing with a lot of suppliers
 Organizations should frequently examine empanelment procedures to make sure they
remain with their business objectives and market conditions in order to reduce the impact.
of these restrictions.
 REFERENCES
.
 https://journals.sagepub.com/doi/abs/10.1177/0958305X211057185
 https://nopr.niscpr.res.in/bitstream/123456789/60547/1/ALIS%2069%283%29%20203-
207.pdf
 https://www.scielo.br/j/csc/a/JXGGmt8Sb6NXBTyMffHSPpy/?format=html&lang=en
 https://aisel.aisnet.org/globdev2013/16/
 https://www.stfm.org/Portals/49/Documents/FMPDF/
FamilyMedicineVol48Issue4Carneyhttps://www.sciencedirect.com/science/article/pii/
S0167923616300112286.pdf
 https://journals.sagepub.com/doi/abs/10.1177/22785337221148827
 https://documents1.worldbank.org/curated/zh/204671543466503538/pdf/Preventing-
Detecting-and-Deterring-Fraud-in-Social-Health-Insurance-Programs-Lessons-from-Selected-
Countries.pdf
 https://search.proquest.com/openview/24f2b838d064fa0692cfa67fe77bcd28/1?pq-
origsite=gscholar&cbl=18750&diss=y