Abstract
One key factor in achieving success in global sourcing arrangements is the quality of the client-supplier relationship. Similar to marriage between two people, a sourcing strategy should be geared toward selecting the most suitable partner. Selecting the right vendor is critical to maximizing the benefits and minimizing the risks associated with the venture. In this chapter we will review the major considerations during the vendor selection process, such as:
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the key criteria for evaluating vendors;
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the number of vendors involved in one sourcing contract;
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which capabilities are needed to be developed and retained;
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the critical legal issues involved in outsourcing and offshoring;
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the role of the contract in managing risk.
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Relevant teaching cases
Willcocks L.P. and Reynolds, P. (2008), “Managing IT Outsourcing and Core Capabilities for Business Change: The Commonwealth Bank of Australia Case,” available in this book.
Jaiswal, V. and Levina, N. (2008) “JIT Full Circle Outsourcing,” in: IT Outsourcing–Impacts, Dilemmas, Debates and Real Cases in A.L. Albertin and O.P. Sanchez (eds.), Editora FGV, Sao Palo, Brazil. Also available from the author’s website: http://www.pages.stern.nyu.edu
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© 2009 Ilan Oshri, Julia Kotlarsky & Leslie P. Willcocks
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Oshri, I., Kotlarsky, J., Willcocks, L.P. (2009). The client perspective: Vendor selection strategy, retained management capabilities, and legal issues. In: The Handbook of Global Outsourcing and Offshoring. Palgrave Macmillan, London. https://doi.org/10.1057/9780230251076_7
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DOI: https://doi.org/10.1057/9780230251076_7
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-31390-7
Online ISBN: 978-0-230-25107-6
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