Futbol

PERFORMANCE

COLLABORATION

PROGRESS

PARTNERSHIP

COMPETITION

Creatin

outsourcin

RELATIONSHIP
O n c e you ha\t' selected the best
provider for your outsourcing Initiiiti\c. youwill be etiger to move forward, ^'ou will b a \ e |iliins, (.leadl i n e s , a nd [iroducts, and your
company will be ready to toeus on
its |)rimar\' core functions. You must
be eareful at tbispoint. Successes
and failures in outsourcinfj initiatives are often attributable lo tbe
relationsbips d f \ d o p e d between
tbe client antl tbe {)utsourcinjj |)ro\ icier ilhcr ihiin [he l iiisinessissues. Alter a company s e l e c t s an o u t s o u r c i n g
provider, there is a tcndeney to t.le\(>tc u lot ot time to defining tbe outsourcing process, ubat metrics will be used, l\
coordination,and more. Ibe company und ibc pro\ider.
bowever. .spend mucb less time eommunicating or understanding tbat tbe rclatiotisbip between a client and an outsourcer is a jiartnersbip, I bis is a mistake.By James A. Tompkins, Steven W.
Simonson, Bruce W. Tompkins, and
Brian E. Upchurch

The niilfiors ail urv members of the
/ftidtTship (t'tim til Tomphins .AssociuU's,
(1 stjp/Wy chain untfinte^iralion consulting
firm hasfd in Raleigh. JV.C. Ihr.s article is
excerpted with permission Jrnm their
honk I.oi^istics iind Mantifacturin^
Outsourcing: Harness Vour Core
Competencies(Copyri^hl 200S,
Tompkins Press). For more in/ormulJori.
visif wwvv.lompkinsint'.com.

Successful outsourcing depends as much on the
kind af relationship developed as it does on the
details of theoperational execution. When the
provider and the client set expectations early on,
communicate openly and honestly, and establish
the right business structure, they position themselves for outsourcingsuccess. Here's bow to put
tbose relationship building blocks in place.

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200(1

Outsourcing rccjuircs giving up control ol a business
lunction...