It is fascinating to watch outsourcing continue to evolve.
Initially, companies outsourced low-risk, non-strategic tasks. Today, some companies outsource nearly everything, including customer-facing tasks.
Of course, when a company trusts a supplier to interface directly with its customers, there is a lot at stake for the company. Sometimes, this delegation is successful and invisible or irrelevant to the customer. Other times, it is disastrous.
I recent read on Spend Matters Sherry Gordon’s tale of a bad international biking experience with a company that left Sherry’s satisfaction in the hands of a less-than-capable supplier. Because Sherry is a well-respected consultant and advisor on supplier performance matters, I posted some macro-level-type questions for her. I was delighted when she dedicated a post to responding to my questions.
I think that the virtual discussion we had – I’ve never met, spoken with, or even exchanged emails with Sherry – provides some good food for thought for those pondering the question “How much outsourcing is too much?” It appears that both Sherry and I agree that different tasks deserve different degrees of caution and coordination based on the importance of those tasks.
To Your Career,
Charles Dominick, SPSM
President & Chief Procurement Officer
Next Level Purchasing, Inc.
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