Read the summary and the most important questions on The management of global sourcing partnerships: implications for the capabilities and skills of the IS function

• 1 Abstract & Introduction

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• What are the three models for organizing the IS function of outsourcing companies?

  • Partner model; Is function acts as a catalyst for innovation.
    
  • Platform model; Is function is the enabler
  • Scalable model; make extensive use of service providers, who facilitate IT-based business innovation.

  Therefore, scalable model is most aplicable to oursouring and global sourcing.
  important to mention, including innovation in outsourcing and global sourcing partnerships turns out to be difficult.

• Who is responsible for the capabilities of skills required of the IS Function?

  the recipient!

• What are specific issues for global sourcing looking at application development?

  • Social ties
  • Knowledge sharing
  • successful collaboration in the case of global application development

• What are specific issues for global sourcing looking at global infrastructure management?

  • global certified processes
  • global tooling
  • communication facilities
  • reliable local partners
  • standardized service levels
  • contract management
    

• Which questions are addressed in the paper?

  • Are this nine capabalities relevant in global sourcing partnerships?
  • Should other capablities be added?
  • Which specific demands should be made of the IS function staff of companies engaging in global sourcing partnerships?
    

• 2 Capabilities of the IS function & Conclusion

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• nr 2 - Impact on business systems thinking

  The fit between It services and the business needs are of prime importance. This function is also a primary responsibility of the IS function. The service provider may assist in the design process . Language and culture differences and disntanced may render this difficult in global sourcing parthernship.

• nr 3 - Impact on relation building

  in this field the IS function interacts intensively with the service provider. Distances, language and culture barriers certainly have impact in the way this capability must be organized by the IS function. Personall with outstanding business and interpersonnel skils are required.

• nr4 - impacts on designing technical architecture

  Outsouring technical architecture is fully determined by the IS function; service providers must comply. Service providers must ensure the match between their systems and those of the recipient; global sourcing has limited implications.

• nr 5 - impacts on making technology work

  Executing IT services is the providers responsibility; the is funciton and the provider must play an proactive role. The interaction between IS function and service provider is what causes global sourcing to influence this capablity, which means that IS functions staff must have excellent interpersonal skills.

• nr 6 - impact on informed buying

  In a global market, the IS function experiences more difficulties in gaining and keeping a good overview of its external market. Tendering process is made more complex. It is difficult to find and invite the appropriate providers for the services required. Results = greeter need for outstanding business and interpersonall skills on the part of the IS functions staff. International experience and work experience with a service provider are also relevant.