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The CEO guide to selecting effective suppliers.

Organisations that have the CEO and a multidisciplinary team involved in sourcing strategy and supplier configuration make more effective decisions. In this report we focus on the supplier selection process and acquiring the right supplier competencies and people. Our research consistently shows that where these supplier capabilities are absent, CEOs leave themselves exposed to significant problems –however good the strategic thinking was, and however strong the contract drawn up. (click here to access)

The latest Cutter Consortium Executive Updates written by Dr Sara Cullen

Progressive publications on outsourcing that include topics such as Profiling: minimising your outsourcing risks, Governing Documents: Making an outsourcing deal's key documents work for you, The Outsourcing Lifecycle: Womb to Tomb (and back again) and Pricing Models in outsourcing contracts: options, issues and solutions. (click here to access)

 
 

The Outsourcing Enterprise - The CEO role in delivering strategic advantage.

Outsourcing - properly planned, resourced and managed - can deliver significant competitive advantage to companies and organisations in all sectors. However, this is only when the CEO plays a key role - taking crucial strategic decisions, creating vital capabilities, putting in place integrated management processes and applying effective monitoring and evaluating mechanisms. (click here to access)

Relationship Values Charter: Managing Good Behaviors in Outsourcing Arrangements

An outsourcing relationship replaces many of the traditional assets of an organization -- people, technology, facilities, methods, and know-how -- and becomes an asset itself. Like all assets, it requires good design, management, and ongoing investment to be effective. (click here to access)

 
 

Preparing for Disengagement: What You Wished You Had Put In Your Exit Contract ...and Still Can

In outsourcing, it's nearly certain that some services, if not the entire contract, will not be retained by the incumbent supplier. Yet disengagement often receives little attention at the time a contract is formed.(click here to access)

 

The Outsourcing Enterprise: The Power of Relationships.

Fifteen years’ worth of research into information technology and business
process outsourcing has produced a basic body of knowledge about outsourcing.
But the focus has now shifted to what makes one outsourcing deal more
successful than another. In this paper we show that overall strategic business intention must determine the nature of the relationship and the contract.. (click here to access)

 
Managing Outsourcing: The Lifecycle Imperative

Information technology outsourcing (ITO) and, more recently, business process outsourcing (BPO) have received considerable practitioner and academic attention. But no study has yet presented a rigorously developed, structured, and detailed process for client organizations to follow to improve their likelihood of success while minimizing their risk. [ Please note subscription is required to access this article]
.(click here to access)

 

Keeping Score

Your contract is in place and things are moving along, but how do you assess how well the supplier is doing? This article introduces the "Contract Scorecard", a mechanism that provides clients with a holistic view of how to design and measure a successful outsourcing arrangement.
.(click here to access)

 
Go Configure

The world has had decades of IT outsourcing experience, yet there is mixed success, conflicting advice and a mix of prescriptions supposedly holding true across all arrangements. This article, published in MIS magazine, introduces the new concept of "configuration" which is defined as a high-level description of the set of choices the organization has made in crafting its IT outsourcing portfolio. This concept is important for understanding,comparing and managing IT outsourcing arrangements.(click here to access)

 
The Contract Scorecard

The balanced scorecard idea has been adapted to evaluate the success of outsourcing contracts. This article, published in the Information Ecomonics Journal, looks at how the technique can be applied in practice. (click here to access)

Outsourcing Evolution: SWOT Assessments

A SWOT (strengths, weaknesses, opportunities, and threats) analysis is a necessary part of the evaluation and decision-making process that occurs at the end of an outsourcing contract. Learn how to utilize this tool as part of the regular process of review and continuous improvement, as well as at a contract's end. (click here to access)

 
 
Intelligent IT Outsourcing

This book enables practitioners to focus on the essential issues that need to be addressed so that the outsourcing strategy, its implementation, and management is sound. Many practical tools and techniques are provided including checklists, outlines, examples, and cases. (click here to purchase)

 
Information Technology Outsourcing Practices in Australia

This study provides an in-depth understanding of information technology outsourcing (ITO) in Australia. This comprehensive report is based on a detailed survey by Melbourne and Oxford Universities of the 235 largest organizations in Australia. (click here to access)

So The End Is Nigh

It is inevitable that your outsourcing contract will end. This article discusses the various issues for you to consider before the outsourcing contract reaches its end . It examines the state of the current arrangement, as well as your need for knowledge refreshment and identifying new requirements that have emerged.(click here to access)