Supplier Selection and Contracting

Supplier Selection and Contracting

Group 330th May 2011

Desiré Minnaar

Andre Bruintjies

Adolf Lamprecht

Neil Jonkers

Agenda

• Introduction

• Supplier Selection Process

• Build vs Buy

• Local vs. Off-shore supplier selection

• Contract Management

• Supplier Management

• Service Level Management

• Roles

Desire Minnaar

What do you need ? vs

What are your options ?

What is outsourcing ?Some of the simpler definitions include:

• Having an outside vendor provide a service that you usually perform in-house

• The transfer of routine and repetitive tasks to an outside source

• paying other firms to perform all or part of the work”

Detailed definitions

• Outsourcing is deciding to obtain selected goods and services from outside your company

• finding new suppliers and new ways to secure the delivery of raw materials, goods, components and services, by utilizing the knowledge, experience and creativity of new suppliers not used previously

• the practice of handing over the planning, management and operation of certain functions to an independent third party

Peter R. Embleton, Phillip C. Wright, (1998) "A practical guide to successful outsourcing", Empowerment in Organizations, Vol. 6 Iss: 3, pp.94 - 106 Dibbern, J., Goles, T., Hirschheim, R., & Jayatilaka, B. 2004. Information Systems Outsourcing: A Survey and Analysis of the Literature. The DATA BASE for Advances in Information Systems, 35(4), 6-102

Supplier Selection Process

• Step 1 : Assess Feasibility• Step 2 : Gather Requirements• Step 3 : Research & Refine options• Step 4 : Evaluate Vendors• Step 5 : Select & Engage the Vendors• Step 6 : Manage Implementation• Step 7 : Support & Maintenance

Npower, 2000, Selecting the Right Technology Vendor , viewed 19 May 2011,p1-8, http://www.npower.org/files/page/vendorguide.pdf

http://www.npower.org/files/page/vendorguide.pdf


Step 1 : Access Feasibility• Feasibility Study:

“aim to objectively and rationally uncover the strengths and weaknesses of the existing business or proposed venture, opportunities and threats as presented by the environment, the resources required to carry through, and ultimately the prospects for success”

• Organizational Readiness

– assesses an organisation’s capacity to succeed in bringing about change. Looks at different aspects of an organisation and evaluates how change is likely to be perceived and handled.

Justis, R. T. & Kreigsmann, B. (1979). The feasibility study as a tool for venture analysis. Business Journal of Small Business Management17 (1) 35-42. Npower, 2000, Selecting the Right Technology Vendor , viewed 19 May 2011,p1-8, http://www.npower.org/files/page/vendorguide.pdf Office of Government, Commerce, 2008, Category Management Toolkit [Online] Available http://www.ogc.gov.uk/documents/Organisation_Readiness(1).pdf [19 May 2011]



http://www.ogc.gov.uk/documents/Organisation_Readiness(1).pdf

Step 1 : Access Feasibility…..continued

• Budgeting

– Ensure appropriate budget level to successfully execute on project

• Staff availability

– Projects require a significant investment of time by organization staff.

• Sustainability

– Ensure appropriate resources to sustain technology at conclusion of project.

• Return on Investment (ROI)

– Is the project worth the investment?

• OUTCOME: GO / NO-GO/ GO-LATER

Step 2 :Gather Requirements• Review Business Strategy

– Identify business goals to be accomplished

• Ensure Alignment

– Ensure technology will be an enabling factor

• Process Mapping

– Document critical business processes that your organization performs

• Process Re-engineering

– Technology provides an opportunity change certain business processes

• Requirements Analysis

– Identify and document critical requirements

• Prioritization of requirements

– Essential vs “nice to have”

• Environmental & Technical Assessment

– Document current technology, areas may interface with new solution

• OUTCOME: Requirements Document / Request for ProposalNpower, 2000, Selecting the Right Technology Vendor , viewed 19 May 2011,p1-8, http://www.npower.org/files/page/vendorguide.pdf Smuts H, Van Der Merwe A, Kotz P , Loock M, 2010. ‘Critical success factors for information systems outsourcing management: a software development lifecycle view.’ In Proceedings of the 2010 Annual Research Conference of the South African Institute of Computer Scientists and Information Technologists (SAICSIT '10). ACM, New York, NY, USA, 304-313.



Step 3 : Research & Refine Options• Buy - COTS (Commercial of the Shelve) Software

• Build - Internally developed Software

• Blend - Combining of the shelve product with customization

BUY (COTS) Build

How fast do we need it delivered? How fast do we need to complete it?

How many users will there be (licenses needed)? What is the expected growth rate?

What are our core competencies?

Is there commercially available software and what is its cost?

Do we have the needed infrastructure (tools, equipment, methodologies)?

What is our projected budget for purchase and for ownership?

What are our development costs? What are the rollout costs?

What licensing restrictions can we live with? What is our risk tolerance?

What are our integration needs with our existing systems? With our business processes?

What is the state of the technology (sunrise or sunset)?

What is our risk tolerance? What are our competitors doing?

What are the rollout costs? Can we market it?

Westfall L, 2003, “Software Acquisition & Supplier Management: Part 1 - Product Definition & Supplier Selection”,paper presented at the American Society for Quality's Annual Quality Congress (ASQ AQC) Conference, viewed 12 May 2011 http://www.westfallteam.com/Papers/Software_Acquisition_1.pdf ,

http://www.westfallteam.com/Papers/Software_Acquisition_1.pdf

Software Development……

Step 3 : Research & Refine Options

• Establish Evaluation Criteria

Westfall L, 2003, “Software Acquisition & Supplier Management: Part 1 - Product Definition & Supplier Selection”,paper presented at the American Society for Quality's Annual Quality Congress (ASQ AQC) Conference, viewed 12 May 2011 http://www.westfallteam.com/Papers/Software_Acquisition_1.pdf Npower, 2000, Selecting the Right Technology Vendor, p1-8, viewed19 May 2011 ,http://www.npower.org/files/page/vendorguide.pdf




Step 3 : Research & Refine Options• Conduct research & Define Target list

– Learn about existing products/solutions that could meet your needs

– Based on requirements and research , create a short list of suppliers

• Conduct Request for information

– Circulating a request for information will determine the level of interest, capabilities, corporate culture and strategy among potential suppliers

• Conduct Request for Proposals (RFP’S)

– The request for proposal describes in detail, the outsourcing requirements. This document provides general information about the purchasing organization and the scope and the objectives of outsourcing

– It is a very formal process where specific proposal requirements and questions are outlined by the acquirer in the RFP and responded to by the supplier.

• OUTCOME: Targeted list of suppliers/solutions to pursuresPeter R. Embleton, Phillip C. Wright, (1998) "A practical guide to successful outsourcing", Empowerment in Organizations, Vol. 6 Iss: 3, pp.94 - 106

Step 4 : Evaluate Vendors

Dibbern, J., Goles, T., Hirschheim, R., & Jayatilaka, B. 2004. Information Systems Outsourcing: A Survey and Analysis of the Literature. The DATA BASE for Advances in Information Systems, 35(4), 6-102 Npower, 2000, Selecting the Right Technology Vendor, p1-8, [Online] Available http://www.npower.org/files/page/vendorguide.pdf [19 May 2011]



• Proposals

– Evaluate proposals and encode proposal information into the evaluation matrix

• Product Demonstrations

– Excellent opportunity to see product first hand and ask questions

• Prototypes or evaluation copies

– Prototypes may be used to determine suppliers understanding of requirement

• Past Performance , References ,Supplier evaluations,

• OUTCOME: Supplier proposals, supplier demos, weighted supplier matrix

Step 4 : Evaluate Vendors

Step 5: Select & Engage• Primary & Secondary Options

– Cost/Benefit Analysis

– Supplier Scoring

– Supplier Qualification Audits

• Negotiations

– Leverage

– Risk Sharing

• Contracting

Types: Fixed Price : The buyer pays the seller a set amount regardless of the sellers costs.

Cost Plus (Fixed & Incentive): The buy reimburses the seller for the sellers allowable costs, plus a fixed amount

for profit.

Time-and-Material: An arrangement under which a contractor is paid on the basis of :

(1) actual cost of direct labour, usually at specified hourly rates, (2) actual cost of materials and equipment usage

(3) agreed upon fixed add-on to cover the contractors overheads and profit .

OUTCOME: Final Supplier selected and contractedProject Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute, 2000Npower, 2000, Selecting the Right Technology Vendor, p1-8, [Online] Available http://www.npower.org/files/page/vendorguide.pdf [19 May 2011]



Advantages Disadvantages

Fixed-Price Contracts

Provides firm assurance of ultimate cost Requires exact knowledge of what is wanted before contract award

Insures prompt notification to acquirer of delays and extra costs resulting from changes

Supplier views ALL requirement changes as out-of scope

Provides maximum incentive for quickest completion at lowest cost

Requires substantial time and cost to develop inquiry specs, solicit, and evaluate bids

High biding costs and risks may turn away qualified bidders

Cost may be increased by inflated bids to cover high-risk work

Cost-Plus Contracts

Does not require exact knowledge of what is wanted before contract award

No assurance of actual final cost

Requires acquirer approval for costs beyond established ceiling

No financial incentive to minimize time and cost

Permits excessive design changes by acquirer increasing time and costs

Time and Material

Provides for acquiring products or services on the basis of direct labour hours and materials at cost

No assurance of actual final cost

Allows the contract to be issued when it is not possible to accurately estimate the extend, duration of cost of work

No financial incentive to minimize time and cost

Surveillance of supplier’s performance is necessary to ensure efficiency and cost control

Westfall L, 2003, “Software Acquisition & Supplier Management: Part 1 - Product Definition & Supplier Selection”,paper presented at the American Society for Quality's Annual Quality Congress (ASQ AQC) Conference, viewed 12 May 2011 http://www.westfallteam.com/Papers/Software_Acquisition_1.pdf ,


Step 6: Manage Implementation

• Dedicate Project manager

• Ensure Timely delivery

• Ensure on-budget delivery

• Manage Scope

• Manage expectations

• OUTCOME: Delivery of expected solution

Npower, 2000, Selecting the Right Technology Vendor, p1-8, viewed19 May 2011 ,http://www.npower.org/files/page/vendorguide.pdf

Smuts H, Van Der Merwe A, Kotz P , Loock M, 2010. ‘Critical success factors for information systems outsourcing management: a software development lifecycle view.’ In Proceedings of the 2010 Annual Research Conference of the South African Institute of Computer Scientists and Information Technologists (SAICSIT '10). ACM, New York, NY, USA, 304-313.



Step 7: Support & Maintenance

• Resources

– Ensure appropriate resources are dedicated to support the technology on ongoing basis

• Support hours/Contract

• Hiring of tech resources to manage it

• Assignment of Staff member to take ownership

• Patches & Maintenance

• Ongoing Training

• Patches

– If technology is critical, then plan upgrade path.

– Technology is NEVER a one time investment

• OUTCOME: Stable and efficient technology solution Westfall L, 2003, “Software Acquisition & Supplier Management: Part 1 - Product Definition & Supplier Selection”,paper presented at the American Society for Quality's Annual Quality Congress (ASQ AQC) Conference, viewed 12 May 2011 http://www.westfallteam.com/Papers/Software_Acquisition_1.pdf , Npower, 2000, Selecting the Right Technology Vendor, p1-8, viewed19 May 2011 ,http://www.npower.org/files/page/vendorguide.pdf




Critical Success Factors for IS outsourcingCritical Success Factor

Description

Delivery performance Services must be delivered not only to expectations, specifications and quality, but improved continuously

Good contract management

Both parties must have good contract management skills, processes and people

Strong relationships The relationship must be strong, with a team approach supported by a good understanding and trust between the parties

Staff management The supplier must have quality staff and good staff management

Cost management Both parties must have capable cost and financial management

Understand the customer

The supplier must understand and listen to the customer organisation and react to its needs

Use service level agreements

The vital use of service level agreements and principles service level agreements are designed to achieve

Maintain control The organisation must control the arrangement, processes and data and ensure it stays competitive

Be flexible Flexibility and the ability to modify any aspect of the arrangement, as required, must be incorporated

Communicate There must be ongoing and effective communication between parties

Technical expertise The supplier must provide quality technical expertise


Andre Bruintjies

Definitions

• Package

o A program for performing some specific function or calculation which is useful to more than one computer user and is sufficiently well documented to be used without modification on a defined configuration of some computer system.

• Off the shelve (COTS) - Commercial off-the-shelve

o Software functionality acquired from a independent, third party that is used on a as is basis.

o commercial items that have been sold, leased, or licensed in a quantity of copies in the commercial marketplace, at an advertised price.

• MOTS

o typically a COTS product whose source code can be modified. The product may be customized by the purchaser, by the vendor, or by another party to meet the requirements of the customer

• In-house developed software

o When a company needs a piece of software written they sometimes choose to use programmers within their own company to write it

• Bespoke Software

o Computing software that has been written especially for a customer’s particular requirements

Voas, J. 2000. Dependability Certification of Software Components. [Online]. Available: http://www.cigital.com/presentations/ease99/sld001.htm [22 May 2011].Beheshti, J. and Dupuis, J. 2000. Problems with COTS Software: A Case Study. [Online]. Available: http://www.cais-acsi.ca/proceedings/2000/beheshti_2000.pdf [22 May 2011]Moobler, J. 2011. Definition of In-house software development. [Online]. Available: http://wiki.answers.com/Q/Definition_of_In-house_software_development. [22 May 2011]TechTarget. 2003. WORD-OF-THE-DAY. [Online]. Available: http://www.mail-archive.com/[email protected]/msg00525.html [22 May 2011]McGraw-Hill Science & Technology Dictionary. 2011. [Online]. Available: http://www.answers.com/topic/software-package [22 May 2011]

Factors to consider – Build or Buy

• Strategy and competitive advantage

• Cost (both implementation cost and ongoing costs)

• Scale and complexity (Requirements)

• Time

• Expertise

• Risk

• Support structures

• Organizational factors

• Intellectual property

Eng, MBA. 2010. Factors Affecting The Buy Vs Build Decision In Large Australian Organizations. [Online]. Available: http://engmba.wikidot.com/factors-affecting-the-buy-vs-build-decision-in-large-austral. [20 May 2011]

Packages – Advantages & Disadvantages


relatively cheap as the cost of development can be spread over a large number of users highly complex and will usually include large sections

that you will never use software can be very sophisticated (e.g. Excel or Word)

as the revenues from a very large numbers of users means that a lot of resources can be applied to it's

development

It tends to be a compromise. By it's nature it is designed for many different types of users, each of whom will

have different requirements

support and literature is usually widely available as there are many other users using exactly the same software

software tends to be large and complicated it may take a long time to learn properly

easy to share files produced by the software with others as chances are they also have the software available to

open the fileYou may have to alter the way that you work in order to fit in with the way that the software has been designed

You don't have to dedicate any of your time to the development process

there will probably be operations that you require that you simply cannot do with the software

as the same system can be bought by your competitors it is very difficult to gain any competitive advantage from

it's use

Vigder,MR. Gentleman, MW. Dean J. 1996. COTS Software Integration: State of the art. [Online]. Available: http://nparc.cisti-icist.nrc-cnrc.gc.ca/npsi/ctrl?action=rtdoc&an=8914327. [19 May 2011]

Bespoke – Advantages & Disadvantages


specifically designed for your particular requirements and can be tailored to fit in exactly with the way that your

business or organisation wishes to operate

If you do not have the source code you are dangerously exposed and are wholly dependent upon the developer's continuing existence and good will. To avoid this problem

make sure you choose a developer who provides you with the source code.

It can be customised to interface with other software that you operate with the potential to provide you with a fully

integrated IT infrastructure across your whole organisation

If you pick the wrong developer you could end up with an application that is unstable, unreliable and full of bugs

(but then again so is some packaged software!). Selecting a developer who works to Best Practice and

industry standards should counteract this.

Users will usually find it easier and more intuitive to use as it should not contain unnecessary or superfluous

facilities and should operate in the way that they are used to working

The investment required will usually be much higher than with packaged software. This is usually the biggest

reason for not going down the custom route - you need to undertake a business justification exercise and compare the costs against the expected benefits and commercial

advantages.It is much more flexible than packaged software and can be modified and changed over time as your requirements

and business practices change

A large investment in your time is required during the development process and a bespoke application will take

longer to implement. You will receive much better support and can in many cases talk directly to the developers concerned (Hero

provide a full range of support services)It can be difficult to get support for bespoke software,

unless the developers themselves offer support services. If you are lucky and find a good developer (we suggest Hero Solutions!) then they can significantly add value to your company by suggesting alternatives, improvements and by acting as a source of IT advice and information

An unacceptable proportion of developers are either incompetent, unprofessional or are 'cowboys' and it can

be difficult to sort out the good guys from the bad.

Arora, A. Gambardella, A and Torrisi, S.2001. In the footsteps of the Silicon Valley? - Indian and Irish software in the international division of labour. [Online]. Available: http://www-siepr.stanford.edu/papers/pdf/00-41.pdf. [19 May 2011]

ADOLF LAMPRECHT

Wordle.net

Off-shoring vs. Outsourcing

• “Off shoring” is not synonymous with “outsourcing.”

• Most outsourcing involves domestic service providers.

• A company that moves work to its own offices offshore may be off shoring work, but it is not engaging in offshore outsourcing.

• The amount of work send off-shoring is still small compared to local outsourcing (about 7% in the USA)

Programming Work Remains Top Target for Offshore Outsourcing by IT Organizations. Computer Economics Report, Mar2011, Vol. 24 Issue 3, p6-9, 4p

http://web.ebscohost.com.ezproxy.uwc.ac.za/bsi/viewarticle?data=dGJyMPPp44rp2/dV0+njisfk5Ie46bdPs6eyTLKk63nn5Kx68d++Ta2osEewpq9Jnq24SrKwr1Cet8s+8ujfhvHX4Yzn5eyB4rO2SbOotUmvqbE+6tfsf7vb7D7i2Lt68t6kjN/du1nMnN+Gu6u3TbCotkm0nOSH8OPfjLvc84Tq6uOQ8gAA&hid=125



Offshore outsourcing

• Almost all functions can be outsourced to off-shore service providers but there are 2 major IT functions:

– application development and

– application maintenance





Offshore outsourcing level

• How aggressively do companies outsource?

• organisations will send low-value work offshore, mainly to reduce costs, while retaining high-value work nearer to home.

• Off-shoring the help desk for instance has long been regarded as an off-shoring favourite

• IT security and disaster recovery are at the bottom





Problems with off-shoring

• “According to a 2009 survey by Archstone Consulting, 60% of manufacturers use only basic calculation methods to determine what it costs them to offshore,” he says. They miss on average 20% of the total costs of off-shoring.”

• Additional costs typically come in the form of travel, packaging, shipping and inventory

Sutton, S., Too Good to Be True? Ceramic Industry, Apr2011, Vol. 161 Issue 4, p6-6, 1/3p

http://web.ebscohost.com.ezproxy.uwc.ac.za/bsi/viewarticle?data=dGJyMPPp44rp2/dV0+njisfk5Ie46bdPs6eyTLKk63nn5Kx68d++Ta2osEewpq9Jnq24SrKwr1Cet8s+8ujfhvHX4Yzn5eyB4rO2SbOotUmvqbE+6tfsf7vb7D7i2Lt68t6kjN/du1nMnN+Gu6u3TbGpr1CvnOSH8OPfjLvc84Tq6uOQ8gAA&hid=125

Intellectual Property in an outsourcing environment • Management of Intellectual Property is an important issue when

outsourcing locally or offshore

• The legal implications will most likely vary from the outsourcer country to the offshore (service provider country)

• Balance trust and control and verification is essential

• The differences in laws may differ on who the owner of the IP is after the development of a system

• This is especially true if the service provider offshore also provides a similar solution to your competitors

Roy, S. and Sivakumar, K, Managing Intellectual Property in Global Outsourcing for Innovation Generation., Journal of Product Innovation Management, Jan2011, Vol. 28 Issue 1, p48-62, 15p

http://web.ebscohost.com.ezproxy.uwc.ac.za/bsi/viewarticle?data=dGJyMPPp44rp2/dV0+njisfk5Ie46bdPs6eyTLKk63nn5Kx68d++Ta2osEewpq9Jnqi4S7SwsEiexss+8ujfhvHX4Yzn5eyB4rOrSa+prki1p7BRt5zqeezdu33snOJ6u9jygKTq33+7t8w+3+S7TbOusUmwrLQ+5OXwhd/qu37z4uqM4+7y&hid=112



Multiple-Attribute Utility Theory for Off-shoring

Min, H. (1994), International Supplier Selection:: A Multi-attribute Utility Approach, International Journal of Physical Distribution & Logistics Management Volume: 24 Issue: 5 1994

http://www.emeraldinsight.com.ezproxy.uwc.ac.za/journals.htm?issn=0960-0035

http://www.emeraldinsight.com.ezproxy.uwc.ac.za/journals.htm?issn=0960-0035&volume=24&issue=5

APPLICATION OF THE MODEL

•Each attribute carries a weight established by the off-shorer

•The ‘logical decision’ program calculates the most favourable service provider according to the weights applied to each attribute

•A Sensitivity analysis is done to

• Determine the sensitivity of the attributes for instance quality insurance

• Should the importance of an attribute change, for instance financial terms, how will this influence the choice of the preferred supplier?

• What influence will trade restriction changes have on the preferred service provider?




OUTSOURCING OVERSEAS CUTS COSTS AND RAISES RISKS

• They can outsource the service but they cannot outsource the risk

• Enforce stringent safety and quality standards

• Address perils like political unrest, natural disasters, labour strikes, terrorism and other disruptions

• Weigh up the cost saving by outsourcing overseas to the increased risk of operating in developing countries

• Can the service provider pay his staff?

• What is the impact of cultural and ethical differences between the service provider and the off-shorer?

• One alternative is to multi-source and spread your risk between more than one service provider

Phillips, Z., Outsourcing overseas cuts costs, raises risks. Business Insurance, 8 February 2010, Vol. 44, Issue 31

Neil Jonkers

Where are we??

Management of Contracts and Suppliers

• Contract Management

• Supplier Management

• Service Level Managements

Contract Management Activities

• Relationship Management – Keep the relationship between the parties open and constructive

• Service Delivery Management - Ensure the service is being delivered as agreed

• Contract Administration – Handle the formal governance of the contract and changes to the contract documentation

Managing the Contract

Relationship Management

• Regular communication between the parties

• Better Communication might lead to trust

• Misalignment of ambitions can cause tension

• Client and Vendor show commitment by their investment of resources

http://drthomaskern.de/mediapool/35/355696/data/ITO/ECIS_IT_Outsourcing_Strategic_Partnering_1997.pdf

Levels of Communication

BACKGROUND…

Building Trust between Client and Vendor

Factors important for Maintaining Trust

Service Level Management

• What is a Service Level Agreement – Output of one or more processes or interfaces designed to meet the customer’s expectations.

• Service Level Agreements ( SLA) key component of contract

Performance Measurement of Contract via following metrics:

• Serviceability

• Reliability

• Serviceability

• Response

• User satisfaction

Larson,K, The Role of service level agreements in IT Service delivery,Information Management and Computer Security,MCB University Press,1998


Service Level Agreement Structure and Components

Example of SLA Definition

Characteristics of a SLA

• The Service Levels must adhere to the following:

• Can be measured and managed

• Can be audited

• Economic price

• Maximum value to the users


Three Main Players in Management of the SLA

Conclusion

References

Berberova D, Bontchev B,Design of Service Level Agreements for Software Services, International conference on Computer Systems and Technologies, CompSystech, 2009

Dibbern, J., Goles, T., Hirschheim, R., & Jayatilaka, B. 2004. Information Systems Outsourcing: A Survey and Analysis of the Literature. The DATA BASE for Advances in Information Systems, 35(4), 6-102.

Justis, R. T. & Kreigsmann, B. (1979). The feasibility study as a tool for venture analysis. Business Journal of Small Business Management17 (1) 35-42.



Nguyen Phong Thanh, Babar MA, Verner JM, ICSE 2006, China, 2006

Npower, 2000, Selecting the Right Technology Vendor, p1-8, viewed 19 May 2011 ,http://www.npower.org/files/page/vendorguide.pdf

Office of Government, Commerce, 2008, Category Management Toolkit , viewed 19 May 2011,http://www.ogc.gov.uk/documents/Organisation_Readiness(1).pdf

Office of Government Commerce, 2002, Principles of Service contracts, Contract Management Guidelines, www.ogc.gov.uk

Peter R. Embleton, Phillip C. Wright, (1998) "A practical guide to successful outsourcing", Empowerment in Organizations, Vol. 6 Iss: 3, pp.94 - 106





http://www.ogc.gov.uk/documents/Organisation_Readiness(1).pdf

References

Phillips, Z., Outsourcing overseas cuts costs, raises risks. Business Insurance, 8 February 2010, Vol. 44, Issue 31


Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute, 2000.

Roy, S. and Sivakumar, K, Managing Intellectual Property in Global Outsourcing for Innovation Generation.,Journal of Product Innovation Management, Jan2011, Vol. 28 Issue 1, p48-62, 15p


Sutton, S., Too Good to Be True? Ceramic Industry, Apr2011, Vol. 161 Issue 4, p6-6, 1/3p

Westfall L, 2003, “Software Acquisition & Supplier Management: Part 1 - Product Definition & Supplier Selection”,paper presented at the American Society for Quality's Annual Quality Congress (ASQ AQC) Conference, viewed 12 May 2011 http://www.westfallteam.com/Papers/Software_Acquisition_1.pdf




http://web.ebscohost.com.ezproxy.uwc.ac.za/bsi/viewarticle?data=dGJyMPPp44rp2/dV0+njisfk5Ie46bdPs6eyTLKk63nn5Kx68d++Ta2osEewpq9Jnq24SrKwr1Cet8s+8ujfhvHX4Yzn5eyB4rO2SbOotUmvqbE+6tfsf7vb7D7i2Lt68t6kjN/du1nMnN+Gu6u3TbGpr1CvnOSH8OPfjLvc84Tq6uOQ8gAA&hid=125


Documents

Supplier Selection and Contracting