Enterprise Network Implementation
Rapid technological advances on many fronts have made it less feasible for firms and organizations to internally maintain all the technological expertise. As a result, firms increasingly seek the use of outside suppliers for IT related services which were previously supplied internally. An effective supplier management strategy has become critical to maximize the business value of purchased IT products and services . Heckman further states that this has created a “gamut of possible supplier relationships” ranging from “purely transactional , price-based interactions to highly interdependent partnerships and alliances” (1999, p. 142). The “purely transactional , price based interactions” view posits that the process of IT supplier management requires discipline, structure, and that successful buyer-seller relationships are based on semi-distant, rigorously negotiated contractual understandings. In this regard, contracted IT products and services should result from rigorous and professional contract management, usually involving multi-skilled contract management teams (Lacity, Willcocks &Feeny, 1995, 1996). On the other hand, the “highly interdependent partnerships and alliances” view posits that buyer-seller relationships are more effective when based on less formal notions such as commitment, trust, and partnership. Heckman (1999) argues that because the complexity of any large IT vendor/outsourcing arrangement makes it extremely difficult to specify in advance all the possible future contingencies, customer and supplier alike are best served when they enter in to such relationships expecting to live by the spirit rather than the letter of the contract
ใช้งานเครือข่ายองค์กร Rapid technological advances on many fronts have made it less feasible for firms and organizations to internally maintain all the technological expertise. As a result, firms increasingly seek the use of outside suppliers for IT related services which were previously supplied internally. An effective supplier management strategy has become critical to maximize the business value of purchased IT products and services . Heckman further states that this has created a “gamut of possible supplier relationships” ranging from “purely transactional , price-based interactions to highly interdependent partnerships and alliances” (1999, p. 142). The “purely transactional , price based interactions” view posits that the process of IT supplier management requires discipline, structure, and that successful buyer-seller relationships are based on semi-distant, rigorously negotiated contractual understandings. In this regard, contracted IT products and services should result from rigorous and professional contract management, usually involving multi-skilled contract management teams (Lacity, Willcocks &Feeny, 1995, 1996). On the other hand, the “highly interdependent partnerships and alliances” view posits that buyer-seller relationships are more effective when based on less formal notions such as commitment, trust, and partnership. Heckman (1999) argues that because the complexity of any large IT vendor/outsourcing arrangement makes it extremely difficult to specify in advance all the possible future contingencies, customer and supplier alike are best served when they enter in to such relationships expecting to live by the spirit rather than the letter of the contract
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