This research investigates the impact of sourcing strategies on sourcing performance based on transaction cost economics and social network theory. The analysis considers the sourcing strategies use to buy the three inputs that represent the highest percentage of total purchasing expenses of the firm. The strategies studied were: sole sourcing, multiple sourcing with a preferred supplier, mix sourcing (sole source for some inputs and multiple source with a preferred supplier for others), and multiple sourcing with equally-split suppliers. Sourcing performance was measured by the following outcomes: input price, input quality level, on-time delivery, complete-order delivery, order fulfillment lead time, and supplier responsiveness. Data were collected from a sample of 95 Mexican manufacturing firms and analyzed using factor analysis, cluster analysis, and analysis of variance. Results show a preference towards a reduced supplier base (i.e., popularity of sole sourcing and multiple sourcing with a preferred supplier). Sole sourcing was the best performer in terms of input price, input quality vi level, on-time delivery, complete-order delivery, and order fulfillment lead time. However, it was only significantly better in terms of complete-order delivery. Multiple sourcing with equally-split suppliers was the best performer in terms of supplier responsiveness. However, no significant difference was found with respect to the other strategies. A relevant contribution was to discover that mix sourcing was not as attractive as theory states, therefore filling the gap of empirical studies that test the impact of a mix sourcing strategy on particular performance outcomes. With the exception of one firm, all manufacturers reported buying only very low and low complexity inputs (i.e., commodity-type). No significant moderating effect of input nature was found in the relationships between sourcing strategy and sourcing performance. v