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Our Service Offerings

Custom-designed advisory services tailored to the needs of small, mid-sized or large, multinational businesses enable Gomes and Company’s clients to take greater advantage of specific strategic alliance opportunities and to develop innovative solutions to challenging alliance problems.

We employ our own proprietary methodologies and processes successfully used by other best-in-class companies.  Fast-Time-To-Market strategies and a variety of high performance, breakthrough models have been designed for application to both domestic and international alliances.

Services include partner identification, evaluation, contact and exploration; client and partner alliance team formation; facilitation of analysis and planning; negotiation and structuring of alliances; and operational implementation activities, until the alliance is performing to expectations.

After formation, a Gomes and Company consultant can provide a continuing, objective resource for management that ensures successful alliance architecture and practices remain in place over the life of the venture.


Best Practices and Benchmarking studies identify for clients the most current business practices which lead to alliance success or failure.

For existing alliances, we will utilize staff interviews and diagnostic instruments to perform an operational assessment of current performance,  diagnosing difficulties and prescribing workable solutions.

We can develop a profile of the ideal partner based on the profile factors that are critical to success, and, to provide client confidentiality, perform an independent screening and due diligence process to assess that partner candidate.


Books and reference manuals are available in addition to alliance assessment surveys and other tools.  Gomes and Company uses the book, Business Alliances Guide:  The Hidden Competitive Weapon, by our colleague, recognized alliance expert and friend, Robert Porter Lynch, which  is widely regarded as the definitive work on the subject.

Extensively market-tested and practical Training programs have been taught to over 5,000 North American executives alliance principles and methodologies. Training programs and workshops are available in a variety of formats, from multiple day sessions to in-house, half-day Executive Briefings for senior management and CEOs.

All of our principals are available via our in-house speakers bureau to speak on a variety of topics concerning alliance management trends at conference workshops and events.

We recognize that each client is unique and apply a customized, creative approach to each assignment

Strategic Sourcing: The Emergent Trend
[excerpts from our most recent research study]

Dr. Gomes has made an extensive study of best practices employed in the newest, most advanced type of cooperative sourcing arrangements. He and Robert Lynch have called this new business approach in the supply chain : “strategic sourcing”. Years of research regarding the architecture of successful alliances, and the application of that architecture to the outsourcing arena can now be applied with excellent results to the entire supply chain. The ability to work smoothly with other outside organizations with easy to use shared communications protocols and software has become key to international alliance success and corporate profit growth.

What is strategic sourcing? We define it as –  

“a tightly coordinated sourcing arrangement with an external supplier for the operation   and  management of core / critical business processes.”

Because of the strategic nature of these agreements, they frequently resemble partnering or strategic alliance arrangements, often requiring higher levels of trust, commitment, innovation, integration, and investment in the business relationship. Strategic sourcing arrangements usually contain provisions for shared risks and rewards, flexible services, and open-book financial relationships.  These characteristics differentiate strategic sourcing from more tactical, commodity-based, vendor-style outsourcing transactions.
Drawing on the experience of senior executives who have managed dozens of successful strategic sourcing agreements, Dr. Gomes and his colleague Robert Lynch have identified the following principles:

  • Sourcing relationships employed today can be categorized along a four stage “sourcing spectrum”, where Stage 1 represents a strictly transactional, low value-added sourcing relationship and Stage 4 indicates a high value-added structure, where organizations share core functions within the value chain.
  • Generally executives expressed lower satisfaction levels for vendor-based outsourcing than for partner- based arrangements.
  • The success factors for strategic sourcing relationships are similar to those for strategic alliances.  Consequently, those companies that have competence in strategic alliance architecture are mostly likely to establish successful strategic sourcing relationships, evolving them through the sourcing spectrum.
  • While Stage 4 clearly is the most advanced and innovative type of relationship, not every arrangement must aspire to this level. Nor must an outsourcing arrangement start at Stage 3 or higher. What’s important is to align with the sourcing partner’s needs, and migrate the relationship to higher orders when both parties recognize the value of shifting.

  • The best companies will create clear distinctions between the following types of sourcing relationships, each requiring a specialized architecture:
    • Core:  Those competencies at which a company needs to be best in order to
      compete, i.e. “strategic sourcing”
      Non-Core:   Those activities that can be outsourced to others with minimal integration of processes, i.e. “tactical  outsourcing”
      Shared-Core:   Those activities that are not true core competencies, but must be highly integrated with the core and can be sourced through partner-based relationships
  • The best client partners understand the value of win-win strategic sourcing partnerships executed over the long haul [5-7] years.


Our Services to Strategic Sourcing Partners
Because of the similarities with traditional alliances, our service offerings for alliance strategy, formation and management can be readily applied to facilitate and improve strategic sourcing relationships. In the formation of a new sourcing relationship, our team can act as independent, objective integrators working for the alliance, on behalf of both parties, to achieve its most powerful potential. We would assemble a team with appropriate industry and functional experience, as well as  competencies in strategy, diagnostics, benchmarking and  training, as the circumstances require. Our involvement enhances the formation process by:

  • encouraging an atmosphere of cooperation, trust and mutual benefit  that is the foundation of a productive relationship,
  • directing Action Planning Workshops that clarify each partner’s strategic objectives, seed communication and planning among several levels of operating personnel, and search for breakthrough approaches that enhance the ultimate benefits of the arrangement,
  • applying our proprietary metrics to better measure the effectiveness of operations and enable more focused sharing of risks and rewards
  • assuring that the right personnel, facilities and other resources are selected without bias from each organization and adhere to successful alliance architecture     

Members of our team can also remain involved to support management post-formation, monitoring the use of strong alliance practices and providing early warning of problem




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