How to Team Build within outsourcing

Team building is a strong point in building a successful company, but if your company is in a competitive market then outsourcing can be the competitive edge your company needs to succeed. The first question is how do I know which company is the best fit to outsource from?

• "The right supplier will have extensive manufacturing experience."
• "Aging equipment can cause future problems. After further discussion, however, it became clear the supplier had a robust preventive- maintenance program in place."

"In sum, not all outsourcing suppliers are equally capable. The more urgent your need for support, particularly with highly engineered, complex components, the more you need a supplier with breadth, depth, and innovative manufacturing-based capabilities."

Now, when you pick your outsourcing partner, now how can you build a team when you can't even see who your working with?

• Videoconferences
• Frequent Visits

"leaders had flown over to participate in the program, one of whom was a team leader for the engineers. She brought gifts for her Indian teammates and spent hours getting to know them. She had an open question-and-answer session during which anyone could ask her any question about herself or the technical procedures. The Indian team leader did the same, asking team members for their opinions on all matters and defining clear roles and responsibilities for each of them."

"The person heading the project for which the team was responsible dialed in by videoconference when I delivered the team-building program and as a result was able to share primary business drivers and the purpose of collaboration."

Alliance Building

When you do build your team how do you make sure everyone is on the same page?

• Clearly understand all stakeholders' needs--not only the needs of the alliance partners, but those of interfacing departments and functions that will be impacted by the alliance activities.
• Create a vision for the alliance that identifies the future direction.
• Create a mission for the alliance that tells why it exists and how it will accomplish its activities.
• Establish the critical key result areas or broad objectives. Satisfying the key result areas will make the vision a reality.
• Formulate strategies that define what the alliance will do to meet the objectives. These should be practical to implement.
• Identify the project improvement opportunities that will satisfy the strategies. These need clear definition, commitment of resources, and established goals.
• Establish a verification process that includes measures and process owners for each project improvement opportunity. Process owners are critical for assigning responsibility and accountability for accomplishing the job.

"In the best cases, the company worked in a divided way, often feeling disconnected from and frustrated with their contractors on the other side of the world, but at least meeting revenue goals."

References/Links: 

Hudson V. From divided to ignited to united. Industrial Management [serial online]. May 2010;52(3):17-20. Available from: Business Source Premier, Ipswich, MA. Accessed November 1, 2010.

Building alliances with outsourcing partners. Facilities Design & Management [serial online]. June 1998;17(6):62. Available from: Business Source Premier, Ipswich, MA. Accessed November 1, 2010.

Jenkins J. How to pick an outsourcing supplier. Machine Design [serial online]. July 27, 2006;78(14):54. Available from: Academic Search Premier, Ipswich, MA. Accessed November 1, 2010.