Aprimer in measuring outsourcing results

Abstract

Abstract Outsourcing of support work is reshaping the organizational landscape of U.S.‐based firms. The rationale for most of this outsourcing has been to lower fixed costs and improve the performance of those services. Although business leaders generally agree on the importance of measuring outsourcing results, little has been written on how best to do so. This article attempts to redress this gap in information by providing readers with some ideas on how to measure outsourcing results. A key point is that organizations must learn to utilize measurement as a way to improve the quality of the relationship between the customer and the vendor—not just the quality of service.