The information systems (IS) literature, and the industry sectors confronted with information technology (IT) outsourcing, are beginning to perceive IT outsourcing as more than just a necessary organizational resource-acquisition venture. Instead organizations have begun to consider vendors as their partners, causing many companies to enter into more intricate deals that include both contractual and informal issues. In light of these developments, a growing concern with forming closer client–vendor relationships has evolved for both vendors and clients. This paper explores, in the context of a case study, three critical dimensions emerging from previous studies. These are: what is outsourced; the contract; and the relationship dimension. We also explore the process and management issues underlying these dimensions. The investigation is enabled through two analytical frameworks, one proven in previous research, one exploratory, but both specifically developed for IT outsourcing arrangements.