Sourcing Effectively: Making The Right Short-Term And Long-Term Tradeoffs |
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October 6-7, 2009
Chicago, Ill.
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Overview
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Each year, Forrester's Services & Sourcing Forum examines critical Issues facing Sourcing & Vendor Management Professionals:
- A company decides to outsource its infrastructure and sell its assets to the outsourcer to add much needed capital to its books. If the contract is purely focused on the financial aspects of the deal, the company could find that it does not have the appropriate service-level agreements in place to grow the business.
- Economic distress causes many firms to reassess their vendor relationships and risk mitigation plans. Firms need to focus their vendor management efforts on building high-value relationships with viable services firms to ensure continued success of their corporate brand and business operations.
- Vendor managers, under pressure from senior executives to cut costs, impose unilateral rate cuts on suppliers only to find that junior people have been substituted and productivity has dropped — costing the client more money. But as the economy improves, will those suppliers still deliver good service? Or will the client now struggle to improve damaged relationships — or even be forced to create relationships with new vendors when the previous ones prove beyond repair?

Mark Bramfitt
Principal Program Manager, Customer Energy Efficiency Pacific Gas and Electric |
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Christine Ferrusi Ross
Analyst
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Tim Harr
Director of Information Systems Nordson Corporation |
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Dave Higham
Director, Vendor Management Services Russell |
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Wayne Jones
Vice President, Infrastructure Services International Flavors & Fragrances |
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Linda Lannen
Vice President, Global IT Infrastructure Services MWH Global, Inc. |
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Devajit (Dev) Mukherjee
Senior Vice President and President, Toys and Seasonal Business Unit Sears Holdings Corporation |
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Jonathan Pettus
Director, NASA Marshall Center’s Office of the Chief Information Officer NASA Marshall Space Flight Center |
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Brownlee Thomas, Ph.D.
Analyst
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