Chevron: Outsourcing Commodity Processes in a Commodity Business
University of Texas at Austin - Department of Information, Risk and Operations Management
Jeanne W. Ross
Massachusetts Institute of Technology (MIT) - Center for Information Systems Research (CISR)
MIT Sloan Research Paper No. 4666-07
CISR Working Paper No. 371
Faced with a large number of impending retirements, Chevron intended to downsize by outsourcing commodity services. In 2004 management recognized that taking advantage of the growing number of services available on the market required new competencies. This case describes how Chevron learned to identify appropriate outsourcing opportunities and how the IT unit - and managers of IT-enabled processes - incrementally built skills around architecture, integration, and vendor management to enable the company to benefit from outsourcing opportunities.
Number of Pages in PDF File: 22
Keywords: outsourcing, commodity process, IT product managementworking papers series
Date posted: October 14, 2007
© 2013 Social Science Electronic Publishing, Inc. All Rights Reserved.
This page was processed by apollo3 in 0.594 seconds