In the outsourcing of Information Technology (IT) services, an emergent global strategy is the multisourcing of IT services, whose purpose is to blend IT service provisioning from the optimal set of suppliers around the globe. At the operational level, the cooperation needs to be developed among the service teams that, besides organizational boundaries, are frequently distributed across geographical, cultural and temporal boundaries. Given the complex environments where these virtual teams operate, much of the multisourcing success can be at risk if the challenges faced by these teams are not properly managed. The composition of the multisourcing supply base appears to be a critical element to be considered in this matter, since its characteristics may affect the structuring of the virtual teams and, therefore, the team performance itself. The aim of this study is to approach virtual team performance in the context of the multisourcing of IT services. To this end, it attempts to assess the impact of specific structural elements of virtual teams, which are associated with the characteristics of the multisourcing supply base, over the performance of these teams. For this purpose, a theoretical model was developed and evaluated with data collected through a survey among IT service provisioning professionals. The data was analyzed using partial least squares structural equation modeling. The results from the statistical model suggest that the variety of work practices has a significant influence over the virtual team performance and that the influence stemming from team size and team distribution can be minimized if the virtual team members have considerable previous experience with the development of work in virtual settings. These results were also extrapolated for a discussion in regards to the importance of the supply base characteristics to the multisourcing success. Implications for practice and theory are discussed.