At the end of the course, the student is expected to have sound knowledge to analyze and discuss the following issues to make informed business decisions:
- Why do firms choose to adopt a global sourcing model for executing an IT function/business process?
- What are the factors that drive the selection of IT functions/business processes for sourcing?
- What factors drive the selection of global service providers?
- What are the critical factors to effectively manage the IT outsourcing engagements?
- What are the key elements to develop frameworks to evaluate the success of sourcing engagements?
- How do emerging trends in technology influence the IT global sourcing model?
- How can firms design a global sourcing strategy considering key requirements and solution components?
Course content at a glance:
Advances in information and communication technologies enable firms to leverage expertise globally. Increasingly, sourcing and deploying expertise beyond the boundaries of the firm is considered an important part of business strategy. Firms are increasingly using digital technologies to create and extend relationships to execute business processes. As a result, global sourcing of information technology (IT) and IT enabled business process services are emerging as keys to increasing efficiency and competitiveness in the global economy. While global sourcing in manufacturing and logistics operations has been a part of business strategy for many years now, the trend in global product development and services delivery models enabled by IT is more recent. Firms are seeking not only cost savings (cost focus) from service providers, but also improvement in business processes (operational improvement focus), active engagement in co-creation of unique value (business performance focus), and access to the technical talent (new product development focus). In the high growth market for IT and business process outsourcing (BPO) services, firms that provide these services are facing a number of challenges including high attrition, lack of adequate talent, shrinking profit margins, and rising wages. For firms using the IT and business process services and creating an extended digital enterprise, they are well advised to also consider the risk factors and realistically estimate both short and long term benefits. Indeed, cultural and geographical distances between members of multi-national, globally distributed networks could also pose a myriad of risks. In this course we will study the drivers of the globalization of IT service delivery along with the managerial and technological issues related to managing the
Examination: Oral presentation (30 Min) and Final exam (60 Min)
At the end of the course, the student is expected to have sound knowledge to analyze global sourcing strategy and related decisions.
Recommended previous knowledge: Informationsmanagement, Kenntnisse über IT-Beschaffungsmanagement
Registration: Registration per Email to Robert W. Gregory is required for this course. The maximum number of participants is 16 and registration will be done on a first come, first serve basis, while considering that the final composition of the class shall be approx. 1/3 of exchange students to ensure an internationally diverse class. Thus, if you want to participate in this course, write an email as soon as possible with your student identification number, full name, and details about your semester and specialization.