Abstract
| Language | English |
|---|---|
| Pages | 22-36 |
| Journal | Supply Chain Management: An International Journal |
| Volume | 5 |
| Issue number | 1 |
| DOIs | |
| Publication status | Accepted/In press - 1 Mar 2000 |
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Keywords
- Outsourcing
- Value chain
- Supply chain
- Benchmarking
- Core competences
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A Practical Framework for Understanding the Outsourcing Process. / McIvor, Ronan.
In: Supply Chain Management: An International Journal, Vol. 5, No. 1, 01.03.2000, p. 22-36.Research output: Contribution to journal › Article
TY - JOUR
T1 - A Practical Framework for Understanding the Outsourcing Process
AU - McIvor, Ronan
PY - 2000/3/1
Y1 - 2000/3/1
N2 - Over the last number of years, outsourcing has become an important issue for many organisations. The potential for outsourcing has moved from peripheral activities such as cleaning and catering to critical activities such as design and manufacturing. However, there is evidence to suggest that organisations are not achieving the desired benefits from outsourcing. Outsourcing decisions are rarely taken within a thoroughly strategic perspective with many firms adopting a short‐term perspective and being motivated primarily by the search for short‐term cost reductions. The aim is to illustrate that outsourcing should be carried out from a strategic perspective and integrated into the overall strategy of the organisation by proposing an outsourcing framework. The framework attempts to overcome some of the problems associated with outsourcing by integrating a number of key strands related to outsourcing including a value chain perspective, core competency thinking and supply base influences into the decision‐making process.
AB - Over the last number of years, outsourcing has become an important issue for many organisations. The potential for outsourcing has moved from peripheral activities such as cleaning and catering to critical activities such as design and manufacturing. However, there is evidence to suggest that organisations are not achieving the desired benefits from outsourcing. Outsourcing decisions are rarely taken within a thoroughly strategic perspective with many firms adopting a short‐term perspective and being motivated primarily by the search for short‐term cost reductions. The aim is to illustrate that outsourcing should be carried out from a strategic perspective and integrated into the overall strategy of the organisation by proposing an outsourcing framework. The framework attempts to overcome some of the problems associated with outsourcing by integrating a number of key strands related to outsourcing including a value chain perspective, core competency thinking and supply base influences into the decision‐making process.
KW - Outsourcing
KW - Value chain
KW - Supply chain
KW - Benchmarking
KW - Core competences
U2 - 10.1108/13598540010312945
DO - 10.1108/13598540010312945
M3 - Article
VL - 5
SP - 22
EP - 36
JO - Supply Chain Management
T2 - Supply Chain Management
JF - Supply Chain Management
SN - 1359-8546
IS - 1
ER -