Occasionally creditors have individual, particular, or one-time needs that they lack either staff or staff expertise to handle. Enforced collection of accounts receivable, collateral sale supervision, liquidation supervision and other "custodial" needs, charge-off recovery programs, and preliminary fraud investigation are examples of special services. Many of these needs can be satisfied efficiently and thoroughly by outsourcing them rather than incurring the expense of internally training, particularly if it is a one time need.

Creditors may wish to improve their position by offering debtor customers assistance with certain tax, insurance and related problems that can lead to liens and possible impairment of the creditor's position. However, again, the creditor may either lack the expertise, or may consider it imprudent or inappropriate to intervene. Certain tax, insurance, and similar situations can sometimes be completely resolved by a third party mediator. If a workable solution can be arrived at, a debtor's situation could improve sufficiently to allow a resumption of a completely normal creditor/debtor relationship.

Loan review is vital for banks to continually measure loan asset quality. Ideally, this work
should be conducted independently or other daily business requirements. While these
concepts are generally known and understood, implementation may be difficult particularly for smaller banks. It isn't uncommon for conflicting interests to exist, for example the reviewer may report to the loan officer. In that situation, objectivity may be elusive. Occasionally, community or other social dynamics may exist and hinder objective review.

Most larger banks have specifically assigned loan review personnel. Typically, those people are not involved in the daily loan origination process. Smaller bank operations, however, frequently require the wearing of many hats. When that is the case, there may be competing instincts regarding generation of new revenue, examination of old assets, and, when necessary promptly recognizing and dealing with technical, financial, performance, or other deterioration. Outsourcing this function may make good sense.

Loan portfolio review is another area that requires periodic attention.  Concentrations, stratification, profitability and other concerns should be systematically addressed and reported to directors and owners. As with loan review, this work should ideally be done independently of the asset origination function. Also, as with loan review, the daily work flow may get in the way of performing portfolio review and analysis in as timely a fashion as desired.

Conflicts between reporting levels may not be as bearing in portfolio review.  Directors, owners, and managers however, may have justifiable preferences with whom they will discuss essential strategic or confidential information. In these cases, a third party provider may be the best choice to complete the essential work while protecting the desired confidentiality.