Sourcing has its roots in our collective past in commerce and trade. As individuals formed family clans, tribes, communities, and complex societies, individual members began to specialize. That led to a division of labor, improved skill and knowledge, and better workmanship. People with specialized skills traded with each other for goods and services they needed to survive. They did not try to be totally self-sufficient; they relied on each other’s talents and productivity and, as a result, lived better.
KeywordsBusiness Model Preventive Mainte Supply Relationship Prefer Provider Chief Information Officer
Unable to display preview. Download preview PDF.
- 1.Adam Smith, An Inquiry into the Nature and Causes of the Wealth of Nations (London: Methuen & Co., first publication 1776; 5th ed. 1904).Google Scholar
- 2.Kate Vitasek, Karl Manrodt, Richard Wilding, and Tim Cummins, “Unpacking Oliver—10 Lessons to Creating Better Outsourcing Agreements,” APQC, August 6, 2010; http://www.apqc.org/knowledge-base/documents/unpacking-oliver-10-lessons-creating-better-outsourcing-agreements; accessed December 28, 2014.Google Scholar
- 4.T. Peters and R. Waterman, In Search of Excellence (New York: Harper & Row, 1982).Google Scholar
- C. K. Prahalad and Gary Hamel, “The Core Competence of the Corporation,” Harvard Business Review 68, no. 3 (1990): 79–91.Google Scholar
- 7.Joseph Heller, Catch–22 (New York: Simon & Schuster, 2011; originally published 1961).Google Scholar
- 10.Gerard Chick and Robert Handfield, The Procurement Value Proposition (London: Kogan Page, 2012).Google Scholar
- 13.See Kate Vitasek, Karl Manrodt, and Jeanne Kling, Vested: How P&G, McDonald’s, and Microsoft Are Redefining Winning in Business Relationships (New York: Palgrave Macmillan, 2012).Google Scholar
- 17.C. K. Prahalad and Gary Hamel, “The Core Competence of the Corporation,” Harvard Business Review 68, no. 3 (1990): 79–91.Google Scholar