The outsourcing process: strategies for evaluation and management
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cambridge [u.a.]
Cambridge Univ. Press
2005
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XII, 326 S. graph. Darst. |
| ISBN: | 9780521844116 0521844118 |
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Datensatz im Suchindex
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| adam_text | Contents
List of figures page viii
List of tables x
List of illustrations xi
Acknowledgements xii
1 Introduction 1
2 The trend towards outsourcing 6
2.1 Introduction 6
2.2 An overview of the outsourcing concept 7
2.3 Changes in the business environment driving outsourcing 10
2.4 Evolving organisation structures 18
2.5 The potential benefits of outsourcing 21
2.6 The risks associated with outsourcing 23
2.7 Inter organisational relationship configurations 26
3 Theoretical influences on outsourcing 40
3.1 Introduction 40
3.2 Transaction cost economics 40
3.3 The resource based view of the firm 44
3.4 The industry view 51
3.5 The relational view 54
3.6 Integrating the theoretical influences into outsourcing
evaluation and management 57
4 The outsourcing process: a framework for evaluation
and management 63
4.1 Introduction 63
4.2 Practical problems with the outsourcing process 63
4.3 Background to the development of the outsourcing
framework 68
v
vi Contents
4.4 A description of the stages in outsourcing evaluation and management 70
4.5 Implications for theory 83
5 Determining the current boundary of the organisation 90 j
5.1 Introduction 90 i
5.2 Value chain analysis 95
5.3 The value chain 98
5.4 The value shop 100 j
5.5 The value network 103 j
5.6 Business process perspective 108 j
5.7 Depth of analysis 110 j
s
6 Activity importance analysis 115
6.1 Introduction 115 j
6.2 Background to the importance level analysis 116 I
6.3 Understanding the competitive environment 122 i
6.4 Understanding the value concept 127 j
6.5 The critical success factors (CSFs) methodology 135 I
I
7 Capability analysis 146
7.1 Introduction 146
7.2 Analysing the type of advantage 148
7.3 Analysing the source of advantage 179
8 An analysis of the strategic sourcing options 183
8.1 Introduction 183
8.2 An analysis of the disparity in performance 184
8.3 Technology influences 190
8.4 External considerations 192
8.5 Supply market risk 196
8.6 Behavioural considerations 200
8.7 The implications of the strategic sourcing options 206
9 Developing the relationship strategy 218
9.1 Introduction 218
9.2 Establish objectives for outsourcing 221
9.3 Supply relationship strategy 223
9.4 Supplier development 236
10 Establish, manage and evaluate the relationship 245
10.1 Introduction 245 {
I
j yii Contents
j ¦¦¦¦¦
10.2 Supplier selection 246
10.3 Contracting issues 250
10.4 Managing the relationship 259
10.5 Relationship performance evaluation 264
11 Case study outsourcing experiences at Telco 276
11.1 Introduction 276
11.2 An overview of Telco 276
11.3 Developments in the telecommunications industry 279
11.4 The impacts on Telco 281
11.5 Strategy formulation at telco 282
11.6 Outsourcing evaluation and management cases at Telco 284
11.7 Relating the cases to the outsourcing framework 291
11.8 Discussion 296
11.9 Going modular at Telco 304
11.10 Concluding comments 308
12 Conclusions 311
12.1 Introduction 311
12.2 Practical lessons 311
12.3 Future developments 316
Index 321
I
I
Figures I
j
I
2.1 Backward and forward integration page 8
2.2 Smart Ville s integrated suppliers 33
4.1 The stages in outsourcing evaluation and management 71
5.1 Stages in the personal computer industry chain 92
5.2 The chemical industry value chain 94
5.3 The relationship between capabilities, activities and resources 98
5.4 The value chain for a manufacturing type organisation 100
5.5 The value shop 101
5.6 The value shop of a software house 103
5.7 The value network of a retail bank 104
5.8 Business processes 109
5.9 The levels of evaluating relevant organisational activities 111
6.1 Samples of perceived use values for high technology company 132
6.2 Sample products on customer matrix 133
6.3 Sample critical success factors and activities matrix for a retail bank 143
7.1 Make or buy break even analysis 149
7.2 The difficulty of obtaining information and its impact upon
outsourcing evaluation 173
7.3 Customer service activities 177
8.1 The strategic sourcing options 184
8.2 The relationship between the number of buyers and suppliers and risk 198
8.3 Suggested ideal conditions for the choice of strategic sourcing options 207
9.1 Relationship strategies 226
9.2 Toyota s network level knowledge sharing processes 232
10.1 Interaction patterns in adversarial and collaborative relationships 260
10.2 Major categories for the components of total cost of ownership in a
manufacturing context 267
11.1 The Telco value chain 279
11.2 Structure of relationship between Telco and the LSP 287
11.3 Organisation of supply base for in house sub rack assembly 288
11.4 Organisation of supply base for outsourced sub rack assembly 289 j
I
j ix Figures
11.5 The strategic sourcing options matrix 297
11.6 The relationship strategy matrix 298
11.7 An overview of the major parts of Telco s supply base 305
11.8 Modular production and supplier integration in Telco and its key suppliers 306
Tables
3.1 The generic drivers page 52
3.2 Causes of variations in profits across business units 54
4.1 The relationship between activities, advantage and resources 75
5.1 An overview of terminology associated with the resource based view 97
5.2 Value network elements of eBay 107
5.3 Characteristics of value configurations 113
6.1 Performance measures associated with critical success factors 139
7.1 Cost of buying and marginal cost of making 150
7.2 The effect of the limiting factor on internal production 151
7.3 Sales demand and total hours required 151
7.4 Allocation of labour hours based upon rankings of advantage 152
7.5 Sample activities and cost drivers 153
7.6 Unit cost using the volume driver 156
7.7 ABC costs 157
7.8 Activity data for each product per annum 157
7.9 ABC cost per product 157
7.10 Sample productivity measures 163
7.11 Benefits and limitations of benchmark partners 165
7.12 Four types of benchmarking for rail operator 167
7.13 Focus performance measure illustration for an R D company 170
7.14 Sample metrics for performance areas 171
7.15 Examples of potential drivers of advantage in organisational activities 180
10.1 Supplier partnership selection criteria 248
10.2 Supplier performance evaluation criteria 266
10.3 Factors indicating the strength of the relationship 269
11.1 The de layering of the organisation 277
11.2 Telco s critical processes 283
Illustrations
2.1 Off shoring page 12
2.2 The SMART arrangement 30
2.3 Outsourcing and the consequences of failure 35
4.1 The hidden costs of outsourcing 65
4.2 A comparison of outsourcing in the public and private sectors 86
5.1 Value chain positioning in the chemical industry 93
5.2 Network economics at eBay 106
6.1 An analysis of outsourcing and its effects on organisational
performance 120
6.2 Developing critical success factors 136
6.3 Critical success factors and critical activities in the financial
services sector 141
7.1 Activity based costing at Wavin 159
7.2 Benchmarking classifications based upon partner type 165
7.3 The role of benchmarking in information systems outsourcing
evaluation 177
8.1 Developing national competitiveness: the rise of India as an
outsourcing destination 193
8.2 Virtual integration at Dell 199
8.3 Modular production in the automotive industry 212
9.1 Insights on global outsourcing from the toy industry 219
9.2 The development of knowledge sharing at the buyer supplier
interface 231
9.3 Supplier development at Honda 241
10.1 Effective contracting 251
10.2 Formal contracting and relational contracting as complements 257
10.3 Japanese supply chain superiority 261
10.4 Offshore supply management 272
|
| adam_txt |
Contents
List of figures page viii
List of tables x
List of illustrations xi
Acknowledgements xii
1 Introduction 1
2 The trend towards outsourcing 6
2.1 Introduction 6
2.2 An overview of the outsourcing concept 7
2.3 Changes in the business environment driving outsourcing 10
2.4 Evolving organisation structures 18
2.5 The potential benefits of outsourcing 21
2.6 The risks associated with outsourcing 23
2.7 Inter organisational relationship configurations 26
3 Theoretical influences on outsourcing 40
3.1 Introduction 40
3.2 Transaction cost economics 40
3.3 The resource based view of the firm 44
3.4 The industry view 51
3.5 The relational view 54
3.6 Integrating the theoretical influences into outsourcing
evaluation and management 57
4 The outsourcing process: a framework for evaluation
and management 63
4.1 Introduction 63
4.2 Practical problems with the outsourcing process 63
4.3 Background to the development of the outsourcing
framework 68
v
vi Contents
4.4 A description of the stages in outsourcing evaluation and management 70
4.5 Implications for theory 83
5 Determining the current boundary of the organisation 90 j
5.1 Introduction 90 i
5.2 Value chain analysis 95
5.3 The value chain 98
5.4 The value shop 100 j
5.5 The value network 103 j
5.6 Business process perspective 108 j
5.7 Depth of analysis 110 j
s
6 Activity importance analysis 115
6.1 Introduction 115 j
6.2 Background to the importance level analysis 116 I
6.3 Understanding the competitive environment 122 i
6.4 Understanding the value concept 127 j
6.5 The critical success factors (CSFs) methodology 135 I
I
7 Capability analysis 146
7.1 Introduction 146
7.2 Analysing the type of advantage 148
7.3 Analysing the source of advantage 179
8 An analysis of the strategic sourcing options 183
8.1 Introduction 183
8.2 An analysis of the disparity in performance 184
8.3 Technology influences 190
8.4 External considerations 192
8.5 Supply market risk 196
8.6 Behavioural considerations 200
8.7 The implications of the strategic sourcing options 206
9 Developing the relationship strategy 218
9.1 Introduction 218
9.2 Establish objectives for outsourcing 221
9.3 Supply relationship strategy 223
9.4 Supplier development 236
10 Establish, manage and evaluate the relationship 245
10.1 Introduction 245 {
I
j yii Contents
j ¦¦¦¦¦
10.2 Supplier selection 246
10.3 Contracting issues 250
10.4 Managing the relationship 259
10.5 Relationship performance evaluation 264
11 Case study outsourcing experiences at Telco 276
11.1 Introduction 276
11.2 An overview of Telco 276
11.3 Developments in the telecommunications industry 279
11.4 The impacts on Telco 281
11.5 Strategy formulation at telco 282
11.6 Outsourcing evaluation and management cases at Telco 284
11.7 Relating the cases to the outsourcing framework 291
11.8 Discussion 296
11.9 Going modular at Telco 304
11.10 Concluding comments 308
12 Conclusions 311
12.1 Introduction 311
12.2 Practical lessons 311
12.3 Future developments 316
Index 321
I
I
Figures I
j
I
2.1 Backward and forward integration page 8
2.2 Smart Ville's integrated suppliers 33
4.1 The stages in outsourcing evaluation and management 71
5.1 Stages in the personal computer industry chain 92
5.2 The chemical industry value chain 94
5.3 The relationship between capabilities, activities and resources 98
5.4 The value chain for a manufacturing type organisation 100
5.5 The value shop 101
5.6 The value shop of a software house 103
5.7 The value network of a retail bank 104
5.8 Business processes 109
5.9 The levels of evaluating relevant organisational activities 111
6.1 Samples of perceived use values for high technology company 132
6.2 Sample products on customer matrix 133
6.3 Sample critical success factors and activities matrix for a retail bank 143
7.1 Make or buy break even analysis 149
7.2 The difficulty of obtaining information and its impact upon
outsourcing evaluation 173
7.3 Customer service activities 177
8.1 The strategic sourcing options 184
8.2 The relationship between the number of buyers and suppliers and risk 198
8.3 Suggested ideal conditions for the choice of strategic sourcing options 207
9.1 Relationship strategies 226
9.2 Toyota's network level knowledge sharing processes 232
10.1 Interaction patterns in adversarial and collaborative relationships 260
10.2 Major categories for the components of total cost of ownership in a
manufacturing context 267
11.1 The Telco value chain 279
11.2 Structure of relationship between Telco and the LSP 287
11.3 Organisation of supply base for in house sub rack assembly 288
11.4 Organisation of supply base for outsourced sub rack assembly 289 j
I
j ix Figures
11.5 The strategic sourcing options matrix 297
11.6 The relationship strategy matrix 298
11.7 An overview of the major parts of Telco's supply base 305
11.8 Modular production and supplier integration in Telco and its key suppliers 306
Tables
3.1 The generic drivers page 52
3.2 Causes of variations in profits across business units 54
4.1 The relationship between activities, advantage and resources 75
5.1 An overview of terminology associated with the resource based view 97
5.2 Value network elements of eBay 107
5.3 Characteristics of value configurations 113
6.1 Performance measures associated with critical success factors 139
7.1 Cost of buying and marginal cost of making 150
7.2 The effect of the limiting factor on internal production 151
7.3 Sales demand and total hours required 151
7.4 Allocation of labour hours based upon rankings of advantage 152
7.5 Sample activities and cost drivers 153
7.6 Unit cost using the volume driver 156
7.7 ABC costs 157
7.8 Activity data for each product per annum 157
7.9 ABC cost per product 157
7.10 Sample productivity measures 163
7.11 Benefits and limitations of benchmark partners 165
7.12 Four types of benchmarking for rail operator 167
7.13 Focus performance measure illustration for an R D company 170
7.14 Sample metrics for performance areas 171
7.15 Examples of potential drivers of advantage in organisational activities 180
10.1 Supplier partnership selection criteria 248
10.2 Supplier performance evaluation criteria 266
10.3 Factors indicating the strength of the relationship 269
11.1 The de layering of the organisation 277
11.2 Telco's critical processes 283
Illustrations
2.1 Off shoring page 12
2.2 The SMART arrangement 30
2.3 Outsourcing and the consequences of failure 35
4.1 The hidden costs of outsourcing 65
4.2 A comparison of outsourcing in the public and private sectors 86
5.1 Value chain positioning in the chemical industry 93
5.2 Network economics at eBay 106
6.1 An analysis of outsourcing and its effects on organisational
performance 120
6.2 Developing critical success factors 136
6.3 Critical success factors and critical activities in the financial
services sector 141
7.1 Activity based costing at Wavin 159
7.2 Benchmarking classifications based upon partner type 165
7.3 The role of benchmarking in information systems outsourcing
evaluation 177
8.1 Developing national competitiveness: the rise of India as an
outsourcing destination 193
8.2 Virtual integration at Dell 199
8.3 Modular production in the automotive industry 212
9.1 Insights on global outsourcing from the toy industry 219
9.2 The development of knowledge sharing at the buyer supplier
interface 231
9.3 Supplier development at Honda 241
10.1 Effective contracting 251
10.2 Formal contracting and relational contracting as complements 257
10.3 Japanese supply chain superiority 261
10.4 Offshore supply management 272 |
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| index_date | 2024-07-02T13:20:55Z |
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| publisher | Cambridge Univ. Press |
| record_format | marc |
| spelling | McIvor, Ronan Verfasser aut The outsourcing process strategies for evaluation and management Ronan McIvor 1. publ. Cambridge [u.a.] Cambridge Univ. Press 2005 XII, 326 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Impartition Uitbesteding van werk gtt Contracting out Strategisches Management (DE-588)4124261-0 gnd rswk-swf Make or buy (DE-588)4208467-2 gnd rswk-swf Outsourcing (DE-588)4127582-2 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Make or buy (DE-588)4208467-2 s Unternehmen (DE-588)4061963-1 s Outsourcing (DE-588)4127582-2 s Strategisches Management (DE-588)4124261-0 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014176372&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | McIvor, Ronan The outsourcing process strategies for evaluation and management Impartition Uitbesteding van werk gtt Contracting out Strategisches Management (DE-588)4124261-0 gnd Make or buy (DE-588)4208467-2 gnd Outsourcing (DE-588)4127582-2 gnd Unternehmen (DE-588)4061963-1 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4208467-2 (DE-588)4127582-2 (DE-588)4061963-1 |
| title | The outsourcing process strategies for evaluation and management |
| title_auth | The outsourcing process strategies for evaluation and management |
| title_exact_search | The outsourcing process strategies for evaluation and management |
| title_exact_search_txtP | The outsourcing process strategies for evaluation and management |
| title_full | The outsourcing process strategies for evaluation and management Ronan McIvor |
| title_fullStr | The outsourcing process strategies for evaluation and management Ronan McIvor |
| title_full_unstemmed | The outsourcing process strategies for evaluation and management Ronan McIvor |
| title_short | The outsourcing process |
| title_sort | the outsourcing process strategies for evaluation and management |
| title_sub | strategies for evaluation and management |
| topic | Impartition Uitbesteding van werk gtt Contracting out Strategisches Management (DE-588)4124261-0 gnd Make or buy (DE-588)4208467-2 gnd Outsourcing (DE-588)4127582-2 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Impartition Uitbesteding van werk Contracting out Strategisches Management Make or buy Outsourcing Unternehmen |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014176372&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT mcivorronan theoutsourcingprocessstrategiesforevaluationandmanagement |