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Besides the need for cost reductions and flexibility, does your company also struggle to decrease the time to market of your products or services and simultaneously create value? Especially given the consequences of today's volatile and rapidly transforming global markets? Increased competition, cost reduction opportunities and the agility to respond to globalization are just a few factors to take into consideration when preparing to define a sourcing strategy.
But what is a good sourcing strategy? What are the main trends and insights? How do you define the right sourcing strategy for your organization? Which elements should be part of a compelling sourcing strategy? Which activities can be outsourced and which should be kept in-house? How do you trade-off short and long-term objectives?
The questions are many and varied. Sourcing encompasses all support functions that underpin an organization's core business. These support processes include Finance, Human Resources Management, Information Support Management and Procurement, but can also include processes that are more critical to your core business.
Records show that most sourcing decisions fail to deliver the potential value. In most cases the reason for this failure is that few sourcing decisions are based on an explicit strategy and/or are providing the guidance on how to successfully execute a chosen sourcing strategy.
This point of view from Capgemini will take you through the different sourcing options you have as a company. It also looks at the selection and validation of the appropriate sourcing mode and the different sourcing approaches that need to be considered. This will give you an insight not only into the different theories behind strategic sourcing, but also into an effective execution in combination with a concrete implementation plan.
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