Currently, many organizations reconsider their approach to the sourcing issue. On the one hand, this is connected with contracts that expire or with a shortfall in performance of the in-house IT department. On the other hand, the credit crunch is making holes in the financial management of most companies. This last development results in existing IT outsourcing being scrutinized: should we focus less on innovation and focus more on cost reduction? Or perhaps go back to insourcing? Are any additional profits feasible by not having some parts of the service provision supplied or by having these delivered in a different way for example? Or, is this in fact the time when we do see opportunities and do we wish to further boost our growth strategy? A clear and up-to-date sourcing strategy is of vital importance, especially for giving direction to these types of consideration. This article discusses the development of such a strategy, its components and a few experiences with sourcing strategy from the Quint Wellington Redwood practice.