The Outsourcing Process: Strategies for Evaluation and ManagementCambridge 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
Results 1-5 of 52
Page 14
... skills base . The lower labour rates and flexibility of a non - unionised and younger labour force in these countries relative to Western economies has and is likely to further enhance the competi- tiveness of many of these countries ...
... skills base . The lower labour rates and flexibility of a non - unionised and younger labour force in these countries relative to Western economies has and is likely to further enhance the competi- tiveness of many of these countries ...
Page 21
... skills at designing business systems and integrating the services and outputs of distinct units have become generally more desirable as companies move from strategies based on tangible assets and positioning to strategies based on ...
... skills at designing business systems and integrating the services and outputs of distinct units have become generally more desirable as companies move from strategies based on tangible assets and positioning to strategies based on ...
Page 22
... skills of the supplier . Through extensive outsourcing organisations have created networks of product and service providers specialising in their own distinct area of expertise . For example , Quinn ( 1999 ) argues that specialists in ...
... skills of the supplier . Through extensive outsourcing organisations have created networks of product and service providers specialising in their own distinct area of expertise . For example , Quinn ( 1999 ) argues that specialists in ...
Page 23
... skills at designing business systems and integrating the services and outputs of distinct units have become generally more desirable as companies move from strategies based on tangible assets and positioning to strategies based on ...
... skills at designing business systems and integrating the services and outputs of distinct units have become generally more desirable as companies move from strategies based on tangible assets and positioning to strategies based on ...
Page 24
... experience of managing a supplier relationship . Public sector organi- sations have had difficulties with monitoring and managing public sector contracts due to a lack of the requisite skills and 24 The trend towards outsourcing XI.
... experience of managing a supplier relationship . Public sector organi- sations have had difficulties with monitoring and managing public sector contracts due to a lack of the requisite skills and 24 The trend towards outsourcing XI.
Contents
LXXXI | 161 |
LXXXII | 163 |
LXXXV | 165 |
LXXXVI | 168 |
LXXXVII | 169 |
LXXXVIII | 171 |
LXXXIX | 175 |
XC | 177 |
24 | |
28 | |
31 | |
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 |
Other editions - View all
The Outsourcing Process: Strategies for Evaluation and Management Ronan McIvor No preview available - 2005 |
Common terms and phrases
achieve activity internally activity-based costing approach areas argue assembly assets benchmarking benefits business strategy buyer and supplier changes collaborative relationships competitive advantage competitors components considered context contract core competence cost reduction create critical activities CSFs delivery determine differentiation eBay economies employees evaluation and management example external sources external suppliers factors firm focus function identified impact importance improvements industry influence innovation integration investment involved labour lean production logistics manufacturing number of suppliers offshore outsourced activity outsourcing evaluation outsourcing process outsourcing strategy perceived use value potential product or service products and services public sector purchasing quadrant relation resource-based view sector organisations senior management service providers significant skills source of competitive sourcing option sourcing organisation stage strategic sourcing superior performance supplier development supply chain Supply Chain Management supply market risk sustainable competitive advantage Telco tion value chain value network vertical integration
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.