Scoring- und beidseitige Due-Diligence-Prozesse im Rahmen der Lieferantenauswahl beim Infrastrukturoutsourcing

Abstract

Scoring and double-sided due diligence processes employed with vendor selection for IT infrastructure outsourcing Outsourcing opens the procurement of semi-finished products from business partners that are able to provide the respective processes in the required quality but at lower prices, e. g. because of bundling effects and specialization advantages. In particular, services that are not based on core-processes of an enterprise are well-suited for outsourcing. The evaluation of IT service outsourcing is difficult, because of its strategic position in enterprises. Against this background, this article describes a method to select a suitable vendor for IT infrastructure outsourcing employing scoring and double-sided due diligence processes. Our findings are based on experiences when selecting the vendor for outsourcing the European Information Technology Infrastructure (IT/I) area of the Deutsche Bank AG.

The impact of perceived risk on the capital market’s reaction to outsourcing announcements

“…An experienced insourcer that has performed a multitude of deals is in a better position to leverage synergies and to benefit from economies of scale and scope. Furthermore experienced vendors are assumed to have built in-house learning experience on avoiding the pitfalls of outsourcing projects (Lassig, et al 2003;Willcocks, et al 1999). Also the risk that arises from a vendor pretending to have capabilities that in reality are not present is mitigated as this behavior would probably have been noticed before in the market reducing the number of deals closed (Willcocks, et al 1999).…”

“…Hypothesis 5: We expect sourcing of activities such as ITI and ADM to be rewarded by capital markets while outsourcing announcements with a high degree of perceived privacy risk (such as APO or BPO) will not be approved by capital markets. Financial reliability of the service provider: A financially reliable vendor reduces the level of risk as the probability for a default and therefore the threat to the client of not being able to produce its own services is reduced (Lassig, et al 2003;Michell and Fitzgerald 1997). Furthermore a financially stable vendor is generally more likely to be a reliable partner for the future of the engagement which reduces the risk of dependence on the service provider.…”

A Framework for Trust and Reputation in Grid Environments

“…This paper investigates on long term provider selection in case of making outsourcing decisions and their best practice concepts like the DueDiligence concept mentioned in [18]. In addition, it investigates in economic theory driven approaches in order to reduce uncertainty in automated micro decisions like a single service selection.…”