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IT sourcing reflections: Lessons for customers and suppliers

机译：IT采购思考：客户和供应商的经验教训

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For more than a decade, the authors have studied the best, worst, and emerging information technology sourcing practices in 543 large and small organizations world-wide. From an initial focus on cost reduction in the early 1990s, the authors found that customers now expect many business advantages from IT outsourcing, including belter service, infusion of new technology, transformation of fixed IT budgets to variable IT budgets, improved business processes, and even increased revenues. In short, customers expect IT outsourcing to transform IT functions into lean, dynamic groups that respond quickly to business needs and opportunities. But how do customers actually achieve such business advantage? Customers must become adept at managing four continual processes to successfully exploit IT outsourcing: 1. Assess the in-house IT portfolio to determine which activities are best outsourced; 2. Evaluate market options for the best sourcing models and best suppliers to achieve customer objectives, ranging from simple ASP provision to the creation of customer-supplier joint ventures; 3. Craft contracts to align customer and supplier expectations and incentives; and 4. Continually manage supplier relationships. Major supplier lessons are also identified, which call for superior supplier integrity in selling, negotiating, and delivering IT services. The overall lesson is that outsourcing can achieve significant results, but it requires new management capabilities.
机译：十多年来，作者研究了全球543个大型和小型组织中最佳，最差和新兴的信息技术采购实践。从1990年代初期开始就着眼于降低成本，作者发现客户现在期望从IT外包中获得许多业务优势，包括皮带服务，注入新技术，将固定的IT预算转换为可变的IT预算，改进的业务流程以及甚至增加了收入。简而言之，客户期望IT外包能够将IT功能转变为能够快速响应业务需求和机遇的精简，动态的团队。但是客户如何真正实现这种业务优势？客户必须精通管理四个连续流程以成功利用IT外包：1.评估内部IT产品组合，以确定哪些活动最好外包出去； 2.评估最佳采购模式和最佳供应商以实现客户目标的市场选择，从简单的ASP提供到创建客户-供应商合资企业； 3.制定合同以使客户和供应商的期望和激励措施保持一致； 4.持续管理供应商关系。还确定了主要的供应商课程，这些课程要求在销售，谈判和提供IT服务方面具有卓越的供应商诚信度。总的教训是，外包可以取得显著成果，但需要新的管理功能。

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