In addition, they defined the sourcing models (self-sourcing, outsourcing, company acquisition, etc.) that could be considered for the company. Subsequently, the models were evaluated. The determination of the core competencies and the customer’s strategic subject areas allowed a precise definition of the planned sourcing. A series of partner and employee requirements resulted, which established the basis for an evaluation phase later on. The strategy development resulted in an implementation masterplan. This plan defined precise actions in order to close the gap between the actual situation and the planned sourcing. Zühlke’s approach considered the specific customer requirements and allowed the preparation of a feasible sourcing strategy suitable for all.