eSCM-CL (The eSourcing Capability Model for Client Organizations) is a ‘best practices’ capability model for client organizations seeking to improve their capabilities and relationships when sourcing IT-enabled services; it complements the eSCM-SP for service providers.
Client organizations who procure or source IT-enabled services
eSCM-CL is owned and supported by ITSqc, a spin-off from Carnegie Mellon University. Version 1.0 was released in 2006; the current version is version 1.11 (2010). The model has two purposes: to give client organizations guidance that will help them improve their capability across the sourcing life-cycle, and to provide client organizations with an objective means of evaluating their sourcing capability. It is organized into Capability Areas covering major areas of sourcing expertise, with 95 practices that address the critical capabilities needed by clients of IT-enabled services. Each Practice is arranged along three dimensions: Sourcing Life-cycle, Capability Area, and Capability Level. The Sourcing Life-cycle is divided into Analysis, Initiation, Delivery, and Completion, plus Ongoing, which spans the entire Sourcing Lifecycle. The seventeen Capability Areas are logical groupings of Practices that help users to remember and intellectually manage the content of the Model. The five Capability Levels, numbered 1 through 5, describe an improvement path that progresses from a limited capability to perform sourcing up to the highest level of sustaining excellence over time in the client organization’s sourcing activities.
Scope and constraints
eSCM-CL relates to IT-enabled services. It addresses a full range of client-organization tasks, ranging from developing the organization’s sourcing strategy, planning for sourcing and service provider selection, initiating an agreement with service providers, managing service delivery, and completing the agreement. Organizations can be certified to the eSCM-CL.
eSCM is twofold: eSCM-CL for Clients and eSCM-SP for Service Providers. These two models are consistent, symmetrical and complementary for each side of the client-provider relationship and this is the strength and the uniqueness of this model. Both models have been used to ensure alignment of processes to build stronger partnership relationships, focus on the primary objectives of the sourcing initiative and sourcing strategy, whether outsourcing, insourcing or shared services.
- Fails to define the client organization structure; rather provides guidance to develop the sourcing functions and its workforce
- Emphasis on innovation is present; but assumes that stabilized relationships and governance of service provision come first (i.e., tactical first, strategic later).
- Provides requirements (i.e., Practices) for establishing sourcing processes, rather than providing sourcing processes as is done by other Frameworks, such as ITIL.
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Title: eSourcing Capability Model for Client Organizations
Authors: Ethel A. Loesche & Bill Hefley
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