ABSTRACT
Choosing the best suppliers requires a clear resourcing strategy-this has been demonstrated in Chapters Two and Four. Organizations equipped to focus their inhouse resources on clearly defined and understood core activities and to utilize suppliers to greatest effect will have considerably enhanced competitive advantage in the long run (Quinn and Hilmer 1994). In spite of this observation, there is often significant resistance from organizations to outsourcing any activities. Hence, managers themselves must understand and be able to demonstrate the broad business advantages of an integrated resourcing strategy if outsourcing is to be accepted and implemented effectively.
