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Middle Management Must Form the Fabric of Supplier Service Competencies

Posted March 22, 2011 | Leadership | Leadership |

When evaluating suppliers, clients tend to focus on suppliers' resources because these are highly visible onsite tours, balance sheets, and résumés. But they should be more interested in suppliers' ability to turn these resources -- their physical and human assets such as physical facilities, technologies, tools, and workforce -- into capabilities that, in turn, can be combined to create high-level customer-facing competencies.

About The Author
Leslie Willcocks
Leslie P. Willcocks has an international reputation for his work on global management, outsourcing, e-business, information management, IT evaluation, strategic IT, and organizational change. He is a Professor of Technology Work and Globalization in the Department of Management at the London School of Economics and Political Science (LSE). Dr. Willcocks also heads LSE's Outsourcing Unit Research Centre. For the past 25 years, he has served as… Read More
Catherine Griffiths
Catherine Griffiths is cofounder and Business Development Manager of the Outsourcing Unit at LSE. She has worked with a wide range of companies and researched many areas of IT investment over the past 20 years, especially risk, evaluation, and outsourcing. Prior to LSE, she held a research position at Imperial College, London, where she contributed to the founding of two spin-off companies to commercialize optimization software developed from… Read More
Mike Griffiths
Mike Griffiths is a full-time project manager and trainer for Quadrus Development Inc., where he applies and helps introduce agile principles on everyday projects. Prior to joining Quadrus, Mr. Griffiths worked for IBM Global Services and, in 1994, was involved in the creation of DSDM. Since then, he has continued to be active in the agile community and has authored several white papers and taught at agile conferences. Mr. Griffiths is also a… Read More
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