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传统外包面临来自新技术和方法、IT服务可供选择的范围等方面的诸多挑战，多方外包仅是其中之一。越来越多人提议用这一相对新颖的外包模式取代传统外包，其亦被视作构建内外交付能力的一次良好机会。多方外包具有诸多优势，但这也是其最大的风险所在。将服务切分成若干部分——每部分服务由不同的外包商提供或将其中部分服务带回机构内部处理——这是结构日趋完善的市场的发展趋势。
英文原文：
Multi-sourcing: a new twist in outsourcing transactions
OutsourceBlog︱July 20th, 2010
Traditional outsourcing services are challenged by new technology and approaches and a range of options in the delivery of IT services. Multi-sourcing is one of those challenges.
This relatively new sourcing model has been proposed by many as an alternative to customary outsourcing services and is seen as the opportunity to establish a collection of externally and internally delivered services.
The beauty of multi-sourcing is also its greatest risk. Splitting services into a number of components – with each service component to be rendered by a different supplier or portions thereof to be brought back in-house – is a trend in the marketplace that needs to be well structured.
Contractual challenges
To succeed, it is essential to establish a contractual situation that will enable and govern the receipt, from various suppliers, of an integrated service that is entirely achieved without substantially increasing the cost of contract negotiations and subsequent contract management.
The drafting of a master agreement appropriate for each supplier, supplemented by a statement of work to address the distinct aspects of each individual supplier, then becomes a necessity.
To manage each supplier adequately – which, incidentally, is contractually linked only to the client and not to any other supplier – it is important to consider appropriate incentives to ensure that all suppliers work in the best interests of the client. Hence, provisions related to the issue of collaboration between various suppliers to provide an integrated service to the client would be highly advisable.
Numerous strategic issues must be considered in this new environment. For example, the following issues will contribute greatly to the achievement of the client’s objectives in selecting a multi-sourcing approach:
* the establishment of assumptions that allow each supplier the opportunity to identify what it expects to receive from the client and the other suppliers to achieve its respective obligations and service levels;
* the preparation and sharing among the client and various suppliers of written reports related to service levels; and
* the expansion of a change control mechanism between the various suppliers and the client.
However, these factors may not be sufficient to ensure the participation and, specifically, the cooperation of all suppliers. Other incentives of a monetary nature, whether through credits or rewards, should also be considered to ensure the achievement of the client’s multi-sourcing objectives, the collaboration of participating suppliers and, to a certain extent, the creation of an environment that is conducive to the avoidance of situations where suppliers start blaming each other for problems that arise.
Equally important to ponder are governance provisions or, in particular, the establishment of periodic meetings between the client and suppliers (collectively or individually), in order to resolve problems related to the obligations and ensuing liability (real or perceived) of the various suppliers.
In a multi-sourcing environment, the service level agreements must be constructed to underline the willingness of each supplier to cooperate with the entire community of suppliers in solving problems related to the achievement of service levels, their respective participation in credit sharing programmes and, ultimately, being part of the solution and not the problem.
The limitation of liability must also be revisited in such context. Such provision should limit the various suppliers’ liability towards the client, but since multi-sourcing is an integrated community of suppliers, the limitation of liability should expand to cover the increased liability of the client towards other suppliers that would be touched by the default of any one supplier or member of such community.
All questions linked to confidential information and intellectual property between the client and the suppliers also warrant being raised. Any and all reasons for disclosure, use of or sharing of such information and intellectual property must be clearly and specifically spelt out.
The indemnity for any default in protecting such information and intellectual property must also be re-examined in favour of the client to capture the inappropriate use of another supplier’s information or intellectual property by one of the other suppliers.
All necessary additional provisions since the contractual link, as previously stated, is between the client and each individual supplier, and not between the various suppliers.
The greatest challenge associated with achieving these contractual protections is coupled with the possibility of negotiating the various suppliers’ respective agreements within a timeframe that allows for the negotiation of multi-sourcing buy-in provisions with all suppliers at more or less the same time; otherwise, the client’s bargaining position may be compromised.
Be cautious
Multi-sourcing is a strategic opportunity available to entities that have done their homework. Otherwise, moving forward with various suppliers in an outsourcing environment without a tightly drafted agreement may leave the unsuspecting client in a position similar to one where the major preoccupation is herding stray cats – not a pleasant corporate outlook.
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