Partnering Maps

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name: partnering-maps description: "Identify make-buy-partner relationships for key activities. Use for strategic alliances, outsourcing decisions, and supply chain optimization."

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Partnering Maps

Metadata

Name: partnering-maps

Description: Relationship mapping for strategic decisions

Triggers: partnerships, alliances, make-buy-partner, outsourcing decisions

Instructions

Map relationship nature for each business activity to inform make-buy-partner decisions.

Framework

Make-Buy-Partner Decision

ACTIVITY
    │
    INTERNAL →
    ├── Do In-House
    │
    └── OR → Outsource to Partner

Relationship Spectrum

| Relationship Type | Definition | When Appropriate | |----------------|------------------|-------------------| | Full Integration | Own entire process | Stable, high-volume operations | | Joint Venture | Shared ownership, shared risk | Entry to new markets | | Strategic Alliance | Partnership without ownership | Collaborative projects | | Long-term Contract | Dedicated supplier/customer | Stable relationships | | Transactional | Arm's-length market buy | Flexible, low switching cost | | Do-Yourself | No partnership needed | Full control |

Map Components

For each activity, map:

Activity: What are we doing?

Partner Type: Who handles this?

Nature: How is the relationship?

Key Capabilities: What do they provide?

Alternatives: Who else could do this?

Strategic Importance: How critical is this activity?

Output Format

```

Partnering Map: [Business Unit/Function]

Activity Analysis

| # | Activity | Current Approach | Partner Type | Importance | Alternatives | |----|--------|------------------|------------------|------------------| | 1 | [Activity 1] | In-house | [Type] | High | [List] | | 2 | [Activity 2] | Outsource | [Type] | Medium | [List] | | 3 | [Activity 3] | Partnership | [Type] | High | [List] | | 4 | [Activity 4] | In-house | [Type] | Low | [List] | | 5 | [Activity 5] | Transactional | [Type] | Medium | [List] |

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Relationship Matrix

| Partner | Duration | Dependency | Switching Cost | Strategic Fit | |----------|--------------|--------------|---------------|-------------| | [Partner A] | Long-term | High | Low | 🟢 | | [Partner B] | Medium-term | Medium | Medium | 🟡 | | [Partner C] | Short-term | Low | High | 🔴 |

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Strategic Decisions

Activity 1: [Activity 1]

Current Approach: [Description]

Recommended: [Keep/Change]

Rationale: [Reason 1], [Reason 2]

Timeline: [When]

Activity 2: [Activity 2]

Current Approach: [Description]

Recommended: [Keep/Change]

Rationale: [Reason 1], [Reason 2]

Timeline: [When]

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Capabilities Gap Analysis

| Capability | Internal | Available via Partner | Gap | Priority | |------------|------------------|-------------------|-----------| | [Capability 1] | Strong | Weak | Medium | Build internal | | [Capability 2] | Weak | Weak | Low | Outsource | | [Capability 3] | Strong | Weak | High | Develop |

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Risk Assessment

| Risk | Partner | Impact | Mitigation | |------|---------|----------|-------------|------------| | [Risk 1] | [Partner A] | High | [Action] | | [Risk 2] | [Partner B] | Medium | [Action] | | [Risk 3] | [Partner C] | Low | [Action] |

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Next Steps

| Step | Action | Owner | Deadline | |------|--------|---------|----------|----------| | 1 | [Action 1] | [Name] | [Date] | | 2 | [Action 2] | [Name] | [Date] | | 3 | [Action 3] | [Name] | [Date] |

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Governance

Decision Authority: [Who approves partnerships] Review Process: [When to review partner relationships]

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Portfolio Strategy

Partnership Philosophy: [Integrated vs. Arm's-length] Balance: [Strategic priorities across relationships]

Relationship Types Breakdown:

Core strategic: [Count] - %

Important but non-core: [Count] - %

Transactional: [Count] - %

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Value Capture

| Relationship Type | Value Created | Cost | Net Benefit | |-------------------|------------------|-------------------|-----------| | In-house | $X M | $Y M | [Positive] | | Outsource | $Z M | $W M | [Mixed] | | Partnership | $A M | $B M | [Positive] |

Total Value: $X M

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Strategic Implications

Supply Chain Resilience:

[Analysis of dependency on key partners]

Innovation Pipeline:

[Partners contributing to new capabilities]

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Exit Criteria

| Relationship | When to Consider Exit | Triggers | |--------------|----------------------|-----------| | [Partner A] | [Condition 1] | [Trigger 1] | | [Partner B] | [Condition 2] | [Trigger 2] | | [Partner C] | [Condition 3] | [Trigger 3] |

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Monitoring

| Metric | Frequency | Owner | Status | |--------|----------|----------|----------| | Partner performance | Quarterly | [Name] | 🟢 On track | | Cost of outsourced activities | Monthly | [Name] | 🟡 Needs attention |

Tips

Consider total cost of ownership, not just price

Look for strategic synergies beyond cost savings

Assess switching costs and relationship investment

Don't underestimate cultural alignment and trust

Plan for governance and conflict resolution

Build multiple relationship types based on activity needs

Review relationships regularly - market conditions change

References

Various strategic alliance and partnership frameworks

Joint venture and strategic alliance literature

Make-or-buy decision frameworks

Supply chain management best practices

Consider total cost of ownership, not just price

Look for strategic synergies beyond cost savings

Assess switching costs and relationship investment

Don't underestimate cultural alignment and trust

Plan for governance and conflict resolution

Build multiple relationship types based on activity needs

Review relationships regularly - market conditions change