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There are books on outsourcing, but most are by academics or
consultants. Few address multi-sourcing. The author of Successful
Outsourcing and Multi-Sourcing, is a practitioner who headed an
operation that handles over 500 million customer contacts a year
with less than 30 staff, through both outsourcing and
multi-sourcing. Multi-sourcing occurs where each individual
function is contracted directly by the client rather than using a
large system integrator or prime contractor. This approach lowers
costs, reduces reliance on suppliers, speeds up change and
generates a greater degree of innovation. The downside is it places
much more of the risk on the client and needs specialist skills to
run effectively. As well as a focus on multi-sourcing, the book
addresses the question of why a business should outsource in the
first place and how decisions to do this should be strategic,
rather than it being something that happens by accident. Chapters
then illuminate the benefits of single-sourcing; the benefits of
multi-sourcing; how best to decide what outsourcing model to
choose; how to transition to outsourcing; and what steps to take to
maximise benefit and minimise risk. Downsides are clearly spelled
out and alternatives to outsourcing are examined, including partial
outsourcing and insourcing. This book serves as a valuable source
of practical guidance for organisations looking at outsourcing
strategy, outsourcing professionals, and those teaching or studying
business topics.
There are books on outsourcing, but most are by academics or
consultants. Few address multi-sourcing. The author of Successful
Outsourcing and Multi-Sourcing, is a practitioner who headed an
operation that handles over 500 million customer contacts a year
with less than 30 staff, through both outsourcing and
multi-sourcing. Multi-sourcing occurs where each individual
function is contracted directly by the client rather than using a
large system integrator or prime contractor. This approach lowers
costs, reduces reliance on suppliers, speeds up change and
generates a greater degree of innovation. The downside is it places
much more of the risk on the client and needs specialist skills to
run effectively. As well as a focus on multi-sourcing, the book
addresses the question of why a business should outsource in the
first place and how decisions to do this should be strategic,
rather than it being something that happens by accident. Chapters
then illuminate the benefits of single-sourcing; the benefits of
multi-sourcing; how best to decide what outsourcing model to
choose; how to transition to outsourcing; and what steps to take to
maximise benefit and minimise risk. Downsides are clearly spelled
out and alternatives to outsourcing are examined, including partial
outsourcing and insourcing. This book serves as a valuable source
of practical guidance for organisations looking at outsourcing
strategy, outsourcing professionals, and those teaching or studying
business topics.
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