Problems in cross-functional sourcing decision processes

We identify problems encountered in a cross-functional sourcing decision process, founded on a longitudinal case study at a large manufacturing company. Ten problems are identified which affect the process negatively and which derive from three underlying factors: functional interdependency, strategy complications and misaligned functional goals. These factors are long-observed in literature on organizations but not specifically in the cross-functional sourcing decision process and we add an investigation into the effects these factors have on attempts to make better-founded sourcing decisions. Our findings indicate that the reality of making sourcing decisions is often more complex than is portrayed in previous research on sourcing decisions.