SOURCING EXCELLENCE
DECISION ARCHITECTURE
What looks like a sourcing problem is often a coordination problem wearing a procurement label.
The same facts can produce different recommendations because functions are working from different objectives, assumptions and definitions of success.
Procurement may see savings. Operations may see transition risk. Finance may see working capital. A business unit may see lost flexibility.
None of those perspectives is automatically wrong. The decision problem is incomplete until the organization understands how they fit together.
Taking action is rarely the hard part. Defining success is.