CISR Working Paper No. 371
22 Pages Posted: 14 Oct 2007
Date Written: June 2007
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.
Keywords: outsourcing, commodity process, IT product management
Suggested Citation: Suggested Citation
Beath, Cynthia and Ross, Jeanne W., Chevron: Outsourcing Commodity Processes in a Commodity Business (June 2007). MIT Sloan Research Paper No. 4666-07; CISR Working Paper No. 371. Available at SSRN: https://ssrn.com/abstract=1020988 or http://dx.doi.org/10.2139/ssrn.1020988