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"Organizations are turning to external suppliers for everything from payroll processing to facilities management. The goal is better quality at lower costs, but too often the results are disappointing to dismal - simply because many buyers lack a clear outsourcing methodology. Using the concepts in this book, managers responsible for outsourcing will learn to avoid typical pitfalls and ensure success. Readers learn how to: determine core competencies that should be kept in-house rather than outsourced; align outsourcing with overall corporate strategy; use outsourcing to support transformation strategies such as restructuring and TQM; evaluate, compare, and select vendors; develop targeted RFPs (requests for proposals), negotiate win-win contracts, monitor how vendors perform, and evaluate financial savings; and, handle "recompetition" as contracts end - an especially hot topic".
- Sales Rank: #1970184 in Books
- Brand: Brand: AMACOM
- Published on: 1999-03-08
- Original language: English
- Number of items: 1
- Dimensions: 1.24" h x 6.34" w x 9.28" l, 1.10 pounds
- Binding: Hardcover
- 320 pages
- Used Book in Good Condition
About the Author
MAURICE F. GREAVER II (Washington, DC) is a former corporate CFO and CPA at Haskins & Sells. He now heads his own financial and management consulting firm and teaches the American Management Association’s course on Strategic Outsourcing.
Most helpful customer reviews
12 of 12 people found the following review helpful.
Packed With Knowledge!
By Rolf Dobelli
Books on corporate outsourcing generally reflect one of two themes: Outsourcing is either the ultimate answer to all your strategic worries or it's the ultimate evil. Maurice F. Greaver II leaves little doubt about which camp he belongs to in his boosterish review of the outsourcing process. The fact that the author is an unabashed outsourcing proponent takes nothing away from this comprehensive overview of an important business trend. Greaver achieves a feat that most strategists-turned-writers do not even strive for: He quickly disposes of the why and gets right to the how. Outsourcing can be a complex, controversial and sometimes painful practice. This book will tell you how to approach it, how to implement it, and how to proceed once it's in place. The book does have a couple of shortcomings: It's heavy with jargon and it doesn't provide enough detail about how managers should address employees dissatisfaction, which is arguably the biggest hurdle an outsourcing company must clear. Despite these weaknesses, the book is an impressive work, which we at getAbstract.com recommend to executives, managers, employees and students.
7 of 7 people found the following review helpful.
OUTSOURCING ELIMINATES STALLS
By A Customer
I was pleasantly surprised by STRATEGIC OUTCOURCING which deals not only with what to outsource but how to make the outsourcing decision using key two questions: Is this a core or strategic area? and What do I save and gain by outsourcing this activity? Peter Drucker believes that the reason to outsource is to free up critical management time to work on important things. If you happen to save some money in the process, that is an added benefit, but not the outsourcing driver. STRATEGIC OUTSOURCING also deals with the people and transitional issues, and how to manage the business and the employees once the activity is outsourced. If you have not outsourced anything except payroll and tax before, you must read this book. Another process that you must pursue primarily because of the time saved for management is described in THE 2,000 PERCENT SOLUTION, by Mitchell, Coles and Metz. They describe a unique approach to achieve your goals in 1/20th the time by identifying and eliminating the stalls to progress and focusing on the best possible ways to reach your objective. Outsourcing may be one of them! I highly recommend both books.
9 of 12 people found the following review helpful.
A sound guide for those who do the work of outsourcing
By Bill Godfrey
A detailed 'when, why and how to do it' coverage of outsourcing, including a seven step methodology. The book is in eight parts. The first sets out an overview and the methodology. The remaining seven parts cover the seven identified steps:
Planning initiatives
Exploring strategic implications
Analyzing costs/performance
Selecting providers
Negotiating terms
Transitioning resources
Managing relationships
As you would expect of a book that is set up as a manual, there are plenty of tables, check lists and examples included to illustrate each process and sub-process.
'Outsourcing ... becomes strategic when it is aligned with the organisation's long-term strategies, and when the typical outsourcing benefits will emerge over several years, and when the results, either positive or negative, will be significant to the organization.'
While this definition and the subsequent detail distinguishes 'strategic' outsourcing from tactical moves driven simply by cost-cutting or problem solving, it is still a fairly long way from Doz and Hamel's definition of strategic alliances in terms of the 'race for the future' (technology) and 'race for the world' (globalisation). Outsourcing implies that the outsourcer is in control - this is not an equal partnership - even though the distinction from an alliance becomes somewhat blurred in the series of boxes throughout the text that go beyond traditional reasons for outsourcing to provide "Another Reason to Outsource". These wider reasons are mentioned, but there is little discussion of the relative advantages of outsourcing compared with other sorts of partnering arrangements.
Compare with Lendrum, Tony: The Strategic Partnering Handbook
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