January 2009
Intermediate to advanced
352 pages
7h 56m
English
In the past few chapters, we have highlighted the opportunities created when a firm undertakes global sourcing. These can include significant cost savings, the ability to access new talent pools, and the opportunity to tap into industry best-practice delivery platforms.
But while the services shift creates many new possibilities to create value in your organization, it also requires the development of new and different skills sets in your management team. Simply put, instead of directly managing people and outcomes, the global sourcing manager generally exerts influence indirectly, through negotiations, mutually agreed-upon goals, and the intelligent design of incentive systems for vendors.
These new functions require ...