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Global Multisourcing Strategy: The Emergence of a Supplier Portfolio in Services Offshoring

机译：全球多元化战略：服务外包中供应商组合的出现

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摘要

In today's global services outsourcing arena, increasing numbers of companies adopt "multisourcing," that is, they select and combine information technology (IT) and business services from multiple providers. The literature on IT outsourcing and supply chain management has identified critical tradeoffs involved in increasing the number of suppliers and has strongly recommended focusing on a handful of strategic partners to balance these tradeoffs. Committing to a few strategic partners, however, may prevent a firm from discovering new suppliers, or even supply regions. Such missed opportunities may be particularly limiting in the context of offshoring professional services, which has exhibited rapid changes in supplier markets in the last decade. Thus, firms may want to engage in a more intensive multisourcing in services. If they do so, their success will depend on a global sourcing process that effectively addresses the critical tradeoffs involved. To explore how a global sourcing process can support multisourcing, we conducted a qualitative longitudinal case study of a large financial services institution that developed a varied global supply base to obtain offshore professional services. Our analysis results in a theory that emphasizes (i) advantages of a multiple provider strategy in rapidly changing global supply markets; (ii) the critical role of middle managers in enabling continuous innovation in the supplier structure; and (iii) the importance of the global sourcing process combining top-down and bottom-up decision making in multisourcing.
机译：在当今的全球服务外包领域中，越来越多的公司采用“多重外包”，即他们选择并结合了来自多个提供商的信息技术（IT）和商业服务。有关IT外包和供应链管理的文献已经确定了增加供应商数量所涉及的关键权衡因素，并强烈建议重点关注少数战略合作伙伴以平衡这些权衡因素。但是，承诺一些战略合作伙伴可能会阻止公司发现新的供应商，甚至供应区域。在离岸专业服务的背景下，这种错失的机会可能会受到特别限制，在过去的十年中，这种服务在供应商市场中表现出迅速的变化。因此，企业可能希望参与更密集的服务多元化采购。如果他们这样做，他们的成功将取决于有效地解决所涉及的关键权衡的全球采购流程。为了探索全球采购流程如何支持多元化采购，我们对一家大型金融服务机构进行了定性的纵向案例研究，该机构开发了多样化的全球供应基础以获得离岸专业服务。我们的分析得出了一个理论，该理论强调（i）多供应商战略在快速变化的全球供应市场中的优势； （ii）中层管理人员在促使供应商结构不断创新方面的关键作用； （iii）在多源采购中将自上而下和自下而上的决策结合起来的全球采购流程的重要性。

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