Relations between supplier and customer

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The relationship between the customer and the service provider may be classified according to L. Blumberg [2002]. This classification reflects the relationship between the provisions concerning the effects of the implementation of outsourcing, and the needs for the development of relationships with service provider. Expectations regarding the cooperation depend on degree of involvement of entities in the development of the activities of the company, and first of all depend on the types of outsourced services. Decision about the choice of outsourcing in this area can be affected by changing conditions of the market as well. Classification proposed by L. Blumberg reflect changes in the approach to cooperation in the form of outsourcing based primarily on making transactions between the company and the service provider.

Table 1. Characteristics of the relationship between the customer and outsourcing service provider

Types of the relationship between client and service provider Purchases of services Purchases of services performed with the involvement of the client and service provider Cooperation based on the improvement of services provided by the service provider Cooperation based on the mutual commitment of resources for the customer Cooperation (often as a result of the spin off) based on the joint investment
Main prerequisites of cooperation Solving the problem of excessive costs, poor quality of support services Use of favorable resources, technology and experience in the field of outsourced services Striving to strengthen the competitive position of customer Commitment of service provider to creation of value for customers

The use of specialized skills in order to achieve the benefits of new ventures

Choice of service provider Choose the cheapest offer, available on the market To cooperate with the service provider under the negotiated terms Selection of a service provider who will use specialized resources and skills to improve the competitive position of company Selection of a service provider who will use specialized resources and skills to improve the competitive position of company Selection of a service provider who will use specialized resources and skills to improve the competitive position of company
The risks and benefits of cooperation investment risks sharing does no occur, cost reduction in company costs known, in some cases, the sharing of risks and benefits risk sharing associated with the activities and distribution of benefits risk sharing associated with the activities and distribution of benefits risk sharing associated with the activities and distribution of benefits
Joint strategic planning not present or within a narrow range involves decisions regarding the use of primary resources in collaboration bilateral engagement on the basis of recognized partners' capacity to implement planned projects mutual commitment on the basis of its shared vision of the business mutual engagement particularly with regard to decisions on new investments
Formal monitoring of the service provider High level, based on accepted indicators of quality of service Limited to the monitoring of agreed mechanisms for cooperation Based on the goals of cooperation and the benefits gained by the partners Realized by analyzing the course of daily cooperation Average to low-level based primarily on the study of the course of daily cooperation
Range of integration of the customer with the service provider not present or within a narrow range present in minor range significant high high
Level of trust between the customer and the service provider low within the limits of the arrangements high level of mutual trust high level of mutual trust (based primarily on shared responsibility for the results of the company) highest level of mutual trust based on shared responsibility for the success of both parties

Source: Own elaboration based on: Blumberg, 2002, s. 78]

Summary of forms of cooperation in outsourcing identified on the basis of L.Blumberg has been shown in the above table. Characteristics of the different types of cooperation, taking into account the characteristics outlined above was supplemented by substantial evidence that guide the client making the decision to initiate cooperation with a specialized service provider.

References

  • Blumberg L., How to Engage In a Strategic Outsourcing Relationship, Pharmaceutical Technology, July 2002
  • Ash, C. G. (2007). Strategic planning and outsourcing. Handbook of information technology in organizations and electronic markets, 245-275.