The Outsourcing Process: Strategies for Evaluation and Management

Front Cover
Cambridge University Press, 2005 M06 23 - 326 pages
Outsourcing has become an increasingly important issue for many organisations. This book provides a framework for an up-to-date understanding of the outsourcing process and the key issues associated with it. It integrates a number of contemporary topics including benchmarking, buyer-supplier relationships, organisational behaviour, competitor analysis, and technology influences. The analysis draws upon both empirical research and real case studies. The author starts by providing guidelines as to when outsourcing is appropriate and what its implications will be, before moving on to explain how outsourcing is implemented. The benefits of both successful outsourcing and the risks and consequences of outsourcing failure are outlined. The book is ideal for use by postgraduate students studying the area of outsourcing. It would also benefit industry managers who are considering outsourcing or who already have outsourcing programmes in place.

From inside the book

Contents

III
7
IV
7
V
8
VI
10
VII
12
VIII
18
IX
19
X
21
LXXXI
161
LXXXII
163
LXXXV
165
LXXXVI
168
LXXXVII
169
LXXXVIII
171
LXXXIX
175
XC
177

XI
24
XII
28
XIII
31
XIV
33
XVI
38
XVII
42
XVIII
49
XIX
50
XX
52
XXII
55
XXIII
61
XXIV
66
XXV
68
XXVI
69
XXVII
73
XXVIII
81
XXIX
84
XXX
88
XXXII
90
XXXIII
91
XXXV
92
XXXVI
93
XXXVII
95
XXXVIII
96
XXXIX
98
XLI
99
XLII
101
XLIV
102
XLV
104
XLVII
105
XLVIII
106
XLIX
107
L
108
LI
109
LII
111
LIII
113
LV
114
LVI
118
LVIII
120
LIX
125
LX
130
LXI
131
LXII
133
LXIII
134
LXIV
137
LXV
139
LXVII
141
LXVIII
144
LXX
146
LXXI
147
LXXII
148
LXXIII
149
LXXIV
150
LXXV
151
LXXVI
154
LXXVII
155
LXXIX
157
XCI
178
XCII
181
XCIV
182
XCV
188
XCVI
190
XCVII
191
XCIX
194
C
196
CI
197
CII
198
CIII
204
CIV
205
CV
210
CVII
216
CVIII
217
CIX
219
CX
221
CXI
224
CXII
229
CXIV
230
CXV
234
CXVI
239
CXVII
243
CXIX
244
CXX
246
CXXI
248
CXXII
249
CXXIII
255
CXXV
257
CXXVI
258
CXXVII
259
CXXVIII
262
CXXIX
264
CXXX
265
CXXXI
267
CXXXII
270
CXXXIII
274
CXXXIV
275
CXXXV
277
CXXXVI
279
CXXXVII
280
CXXXVIII
281
CXXXIX
282
CXL
285
CXLI
286
CXLII
287
CXLIII
289
CXLIV
295
CXLV
296
CXLVI
302
CXLVII
303
CXLVIII
304
CXLIX
306
CL
309
CLI
314
CLII
319
Copyright

Other editions - View all

Common terms and phrases

Popular passages

Page 106 - Re-engineering is defined as: 'the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.
Page 46 - Core competencies are the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies.
Page 46 - In the long run, competitiveness derives from an ability to build, at lower cost and more speedily than competitors, the core competencies that spawn unanticipated products. The real sources of advantage are to be found in management's ability to consolidate corporatewide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities.
Page 65 - OEM private label. But when fundamental technologies changed or if its supplier decided to enter the market directly and become a competitor, that company's product line, along with all of its investments in marketing and distribution, could be vulnerable. Outsourcing can provide a shortcut to a more competitive product, but it typically contributes little to building the people-embodied skills that are needed to sustain product leadership.
Page 7 - The contributors would like to thank the many people who have helped in the development of each chapter.
Page 10 - NAICS because of the North American Free Trade Agreement (NAFTA) between the US, Canada, and Mexico.
Page 36 - Gaebler. T. (l992). Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector. Reading. MA: Addison- Wesley.
Page 83 - A competence is a bundle of skills and technologies rather than a single discrete skill or technology.
Page 308 - The impact of national and parent company origin on world-class manufacturing: findings from Britain and Germany", International Journal of Operations and Production Management, 16, 96-112; Hanson, P.

About the author (2005)

RONAN MCIVOR is a Senior Lecturer at the University of Ulster.

Bibliographic information