Gottfredson Mark, Puryear Rudy, Phillips Stephen
Harv Bus Rev. 2005 Feb;83(2):132-9, 150.
As globalization changes the basis of competition, sourcing is moving from the periphery of corporate functions to the core. Always important in terms of costs, sourcing is becoming a strategic opportunity. But few companies are ready for this shift. Outsourcing has grown so sophisticated that even critical functions like engineering, R&D, manufacturing, and marketing can-and often should-be moved outside. And that, in turn, is changing the way companies think about their organizations, their value chains, and their competitive positions. Already, a handful of vanguard companies are transforming what used to be purely internal corporate functions into entirely new industries. Companies like UPS, Solectron, and Hewitt have created new business models by concentrating scale and skill within a single function. As these and other function-based companies grow, so does the potential value of outsourcing to all companies. Migrating from a vertically integrated company to a specialized provider of a single function is not a winning strategy for everyone. But all companies need to rigorously reassess each of their functions as possible outsourcing candidates. Presented in this article is a simple three-step process to identify which functions your company needs to own and protect, which can be best performed by what kinds of partners, and which could be turned into new business opportunities. The result of such an analysis will be a comprehensive capabilities-sourcing strategy. As a detailed examination of 7-Eleven's experience shows, the success of the strategy often hinges on the creativity with which partnerships are organized and managed. But only by first taking a broad, strategic view of capabilities sourcing can your company gain the greatest benefit from all of its sourcing choices.
随着全球化改变竞争的基础，采购正从企业职能的边缘走向核心。采购在成本方面一直很重要，如今正成为一个战略机遇。但很少有公司为这一转变做好准备。外包已经变得非常成熟，以至于像工程、研发、制造和营销等关键职能都可以——而且往往应该——外包出去。这反过来又在改变公司对其组织、价值链和竞争地位的思考方式。已经有一些先锋公司正在将过去纯粹的内部企业职能转变为全新的行业。像联合包裹服务公司（UPS）、旭电公司（Solectron）和翰威特公司（Hewitt）这样的公司通过在单一职能内集中规模和技能创造了新的商业模式。随着这些以及其他基于职能的公司的发展，外包对所有公司的潜在价值也在增加。从垂直整合的公司转变为单一职能的专业供应商并非对所有人都是制胜战略。但所有公司都需要严格重新评估其每一项职能，看是否有可能成为外包对象。本文介绍了一个简单的三步流程，以确定贵公司哪些职能需要自行拥有和保护，哪些职能由何种类型的合作伙伴执行效果最佳，以及哪些职能可以转化为新的商业机会。这样一种分析的结果将是一个全面的能力采购战略。正如对7-11便利店经验的详细考察所示，该战略的成功往往取决于组织和管理合作伙伴关系的创造力。但只有首先从广泛的战略角度看待能力采购，贵公司才能从所有采购选择中获得最大利益。
