Relevant bibliographies by topics / Competitive Outsourcing

Academic literature on the topic 'Competitive Outsourcing'

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Published: 9 March 2023
Last updated: 10 March 2023

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Journal articles on the topic "Competitive Outsourcing"

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Bajec, Patricija. "Evolution of Traditional Outsourcing into Innovative Intelligent Outsourcing - Smartsourcing." PROMET - Traffic&Transportation 21, no. 2 (March 2, 2012): 93–101. http://dx.doi.org/10.7307/ptt.v21i2.215.

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The concept and practice of traditional outsourcing is certainly not a new concept. Globalisation, competition and other market pressures have driven more businesses to consider using logistics provider to increase efficiency and effectiveness [11]. Many companies have successfully used traditional outsourcing to lower costs and have improved the bottom line. However, unless the company’s efforts are unusually good, true competitive advantage is fleeting when competitors begin outsourcing and achieving similar results [2]. Some companies have discovered even greater returns are possible and are now using advanced form of outsourcing – intelligent outsourcing or smartsourcing, to drive new revenues, quicken time-to-market, and increase innovation [2]. This shift, from traditional outsourcing to intelligent outsourcing - smartsourcing which has become a competitive advantage and is likely over time to become a competitive necessity for all, will be analysed in this paper. KEY WORDS: logistics, growth, globalization, traditional outsourcing, innovation, intelligent outsourcing - smartsourcing
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Espino-Rodriguez, Tomas F., Mahmoud Gebril Taha Admed, and Antonia María Gil-Padilla. "Outsourcing from the Perspectives of Competitive Capabilities and Supplier Innovation in the Hotel Sector." Journal of Tourism and Services 13, no. 25 (December 20, 2022): 22–44. http://dx.doi.org/10.29036/jots.v13i25.429.

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This study aims to identify the outsourcing levels of the main activities or processes carried out in a hotel and the main benefits perceived by hotel managers. It proposes a model that explores the impact of supplier innovation on the perceived benefits of outsourcing, the relationship between supplier innovation and outsourcing, and competitive capabilities related to cost, quality, flexibility, and delivery. A personal questionnaire was designed for the directors and managers of 114 hotels located in Egypt to achieve this objective. A structural model has been developed to test the hypotheses. The findings indicate that supplier innovation positively influences the perceived benefits of outsourcing. They also show that supplier innovation positively influences competitive capabilities related to quality, flexibility, and delivery. In contrast, outsourcing alone only influences the competitive capability related to cost, with no impact on other competitive capabilities. From a practical point of view, the study identified which activities are outsourced more often and which are not, as well as the main benefits of outsourcing perceived by managers. These results help managers determine which activities are outsourced in the hotel sector and how their hotel is positioned in outsourcing. This paper presents the first empirical study to analyse the relationship between supplier innovation's impact and outsourcing benefits. It is also the first empirical research to consider the relationship between outsourcing and supplier innovation and competitive capabilities.
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Singh, Dr Santosh M. "Human Resource Outsourcing: A Strategy For Gaining Competitive Advantage." Indian Journal of Applied Research 1, no. 5 (October 1, 2011): 12–13. http://dx.doi.org/10.15373/2249555x/feb2012/5.

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Diem, Trang Le Truong, Felicita Chromjaková, and Lubor Homolka. "Strategic logistics outsourcing effectiveness through the implementation of 4PL – an analysis of selected industrial applications." Europub Journal of Social Sciences Research 3, no. 1 (September 27, 2022): 59–79. http://dx.doi.org/10.54746/ejssrv3n1-005.

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Purpose: The purpose of this paper is to investigate the effectiveness of strategic logistics outsourcing through the implementation of 4PL to support the development of competitive advantage for manufacturing firms. Design/methodology/approach: Applying the strategic logistics outsourcing theory along with the resource-based view of competitive advantage, the authors point out the vital role of strategic logistics outsourcing in the manufacturing firm competitiveness. The data was collected using questionnaires with 30 manufacturing firms and analysed on effectiveness statistics and t-test to determine the effect of strategic logistics outsourcing on developing the competitive advantage for manufacturing firms. Findings: The findings indicate that cost reduction, efficient utilization of resources in the supply chain, and ICT application in 4PL services are key drivers to the competitive advantage of manufacturing firms. Research/practical implications: The research proposes to use a 4th party logistics as a strategic logistics outsourcing provider for achieving the competitive advantage for manufacturing firms. Originality/value: This is one of the first studies that provide an empirical analysis on the effect of strategic logistics outsourcing in developing the competitive advantage for manufacturing firms.
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Espino-Rodríguez, Tomás F., and Juan Carlos Ramírez-Fierro. "Factors determining hotel activity outsourcing. An approach based on competitive advantage." International Journal of Contemporary Hospitality Management 29, no. 8 (August 14, 2017): 2006–26. http://dx.doi.org/10.1108/ijchm-05-2016-0291.

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Purpose The purpose of this study is to examine the levels of the main hotel outsourcing activities to identify the factors that determine the use of external suppliers for these activities. Design/methodology/approach A model was developed that analyzes the relationship between competitive advantage and outsourcing and how the relationship between competitive advantage and activity performance is affected by whether an activity is outsourced or not. Moreover, the study builds a matrix called “outsourcing and competitive advantage” where each of the activities can be placed. The study was carried out with a representative sample of hotels in a tourist destination, analyzing 12 activities from different departments in the hotels. Findings The study results indicate that there is a positive relationship between the competitive advantage of an activity and its outcome. In addition, the findings show that the relationship between competitive advantage and activity performance is stronger when the activity is developed internally than when it is outsourced. The study supports a negative relationship between the degree of outsourcing an activity and its competitive advantage. In addition, the findings showed that a change in the way of managing the outsourcing is determined by its performance. Practical implications This study aims to help managers make decisions about outsourcing by considering the perspective of the competitive advantage. Each hotel can situate the activities in the matrix created and compare itself to the sector mean for a strategic positioning of the outsourcing. Originality/value Most studies analyze asset specificity as a key variable; however, the competitive advantage has not been used in previous studies, in spite of being a better defined variable in the literature. This study classifies the activities into core and non-core and establishes their relationship with outsourcing. It also studies how the way of managing an activity (outsourcing or in-house) moderates the relationship between competitive advantage and performance. These aspects have not been analyzed in the literature..
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Chun-Lai, Pei, Tomás F. Espino-Rodríguez, and Tom Baum. "Do relational norms matter in outsourcing relationships? Lesson learned from hotel sectors." Tourism Economics 25, no. 2 (August 28, 2018): 189–212. http://dx.doi.org/10.1177/1354816618794553.

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The study examines relational norms in outsourcing relationships. The study analyzes some factors that determine the use of relational norms, such as outsourcing benefits and the competitive strategy (cost leadership and differentiation). In addition, it analyzes the influence of the use of relational norms on the outsourcing success. Based on a sample of 127 outsourcing relationships in two tourist destinations, a partial least squares structural model was used to test the hypotheses. The findings show that the outsourcing benefits and competitive strategy determine the use of relational norms. They also show that there is a positive relationship between relational norms and outsourcing success. Some differences were found between the two destinations analyzed.
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Sharma, Himani, and Seema Seema. "Human Resource Outsourcing: A Competitive Strategy." Effulgence-A Management Journal 17, no. 1 (January 1, 2019): 46. http://dx.doi.org/10.33601/effulgence.rdias/v17/i1/2019/46-56.

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Shi, Jin, Youngwon Park, Ryosuke Sugie, and Mitsuhiro Fukuzawa. "Long-Term Partnerships in Japanese Firms’ Logistics Outsourcing: From a Sustainable Perspective." Sustainability 14, no. 10 (May 23, 2022): 6376. http://dx.doi.org/10.3390/su14106376.

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This study aimed to reveal the actual state of Japanese firms’ logistics outsourcing, and examine their relationship with LSPs. This study addressed the following issues by conducting a case study of six leading manufacturing firms. First, it clarified the characteristics of Japanese-style logistics outsourcing as: the outsourcing of the total activities, the consigning to a single LSP, and the development of advanced information systems. Moreover, it examined the logistics outsourcing performance from a sustainable perspective, and concluded that Japanese-style logistics management enables firms to achieve high performance in all the economic, environmental, and social dimensions. Second, this study confirms that the traditional Japanese business practice of long-term partnerships is still maintained in logistics outsourcing management. Third, this study also explored how long-term partnerships create sustainable competitive advantages. Finally, based on these findings, a theoretical framework illustrating the relationship between Japanese-style logistics outsourcing and firms’ sustainable competitive advantage is presented. Our findings may encourage companies to develop a long-term partnership with their logistics service providers, and to put environmental and social indicators into their KPI system to achieve a sustainable competitive advantage by balancing the economy, environment, and society.
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Rimmer, Stephen. "Competitive Tendering and Outsourcing — Initiatives and Methods." Australian Journal of Public Administration 57, no. 4 (December 1998): 75–84. http://dx.doi.org/10.1111/j.1467-8500.1998.tb01563.x.

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Korucuk, Selçuk, Ahmet Ayteki̇n, and Çağlar Karamaşa. "An analysis for outsourcing based risks and problems in logistics enterprises." Journal of Process Management and New Technologies 10, no. 3-4 (2022): 106–20. http://dx.doi.org/10.5937/jouproman2203106k.

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Nowadays businesses transform into the faster, less costly, more flexible, and qualified structure because of developing world economy and fierce competition environment with each passing day. Outsourcing as one of the most essential concepts related to strategic management is considered to meet all the aforementioned conditions. In fact, logistics enterprises composing the main theme of this study tend to the outsourcing like other businesses and prefer it to increase the competitive power and specialized in main area of activity. Despite outsourcing in logistics enterprises provide numerous opportunity and advantage, some risks and problems emerge in case of not achieving the desired accordance and coordination. In this context risks and problems caused by the outsourcing for enterprises operated in international logistics activities in Giresun province are determined and ranked via the q-rung orthopair fuzzy subjective weighting as one of the multi-criteria decision analysis approaches. According to the results, essential risks and problems caused by the outsourcing for logistics enterprises were found as "Loss of control over the outsourcing firm", "Inaccurate sales pitches", "Layoffs" and "Unfulfilled contract provisions" respectively.
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Dissertations / Theses on the topic "Competitive Outsourcing"

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Hayler, Dennis. "Exploring outsourcing as a source of competitive advantage." Thesis, Kingston University, 2015. http://eprints.kingston.ac.uk/37500/.

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This research explores how a firm in the electronics industry may achieve competitive advantage through the relationship created with a manufacturing partner when outsourcing manufacturing operations. Semi-structured interviews were carried out with senior decision makers with responsibility for outsourcing in a cross section of companies in the European electronics industry, and with senior executives in contract manufacturing companies based in South-East Asia, to investigate the decision making process and the amount of strategic choice available, and then to investigate what benefits were perceived to have been achieved by the outsourcing firm. The research questions what extent do decision makers consider competitive advantage when deciding to outsource, what competitive advantages, or partnership value, can be created by and can be attributed to the outsourcing partnership and to what degree competitive advantage has been achieved through outsourcing and how sustainable is it likely to be. The research found that the decision to outsource was normally made in order to save costs and/or to enable a firm to focus on core competencies. It was also found that expected cost savings were often not achieved and that some key capabilities were irretrievably lost. What some firms did find, however, was that they achieved some level of competitive advantage from working with their manufacturing partner that they did not expect when they made the decision to outsource, these advantages evolved over time and are grouped into three areas, classified as ‘values’: - Sourcing value - Technology value - Market value Collectively the researcher has termed these as ‘Partnership Value’. Partnership value is the competitive advantage a firm achieves in the marketplace through outsourcing manufacturing and working with its manufacturing partner. The research concludes with a framework that can assist decision makers considering to outsource manufacturing so that they may achieve greater value from the relationship with their chosen manufacturing partner by evaluating factors related to the external and competitive environment and achieving Partnership Value.
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Sousa, Bruno Ricardo Alves. "Criação de uma unidade de Competitive Intelligence." Master's thesis, Instituto Superior de Ciências Sociais e Políticas, 2016. http://hdl.handle.net/10400.5/12802.

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Dissertação de Mestrado em Estratégia
O objetivo deste trabalho assenta na criação de uma unidade de competitive intelligence na empresa Medipeople. A Medipeople é uma empresa de prestação de serviços médicos portuguesa cuja principal função passa pela gestão de escalas hospitalares e unidades de cuidados de saúde primários. A competitive intelligence é a vertente empresarial das informações estratégicas que tem por base o know-how dos serviços de informações dos estados – apesar das diferenças existenciais no que toca à recolha de informação e aos príncipios éticos que regulam o setor - e que servem de apoio à tomada de decisão. O mercado contempla uma faturação anual de cerca de 40 Milhões de Euros e a Medipeople é uma entre 5 grandes empresas que atuam no mercado. A criação desta unidade tem como principal objetivo o aumento da competitividade e capacidade de resposta da empresa no seu setor de atividade. A justificação da criação da unidade surge na sequência da elaboração de um estudo de mercado que identificou as forças e fraquezas, ameaças e oportunidades, para além de caracterizar todos os seus intervenientes. Foi desenhado um plano para a criação da unidade, que corresponde a tópicos identificados por autores conceituados desta área e existiu uma focalização na identificação de um plano de intelligence pelo qual a unidade se deverá reger, considerando a importância de oferecer alguma autonomia aos seus colaboradores. Para se efetuar o estudo do mercado, a caracterização de todos os intervenientes e o respetivo plano de intelligence, recorreu-se à experiência profissional do autor e a médicos, colegas de profissão e membros das entidades contratantes. Este trabalho de projeto contempla uma solução estratégica elaborada à medida das necessidades da empresa, cujos principais objetivos passam por garantir bases sólidas para o seu desenvolvimento.
The main goal of this essay relies on the creation of a competitive intelligence department within Medipeople’s structure. Medipeople is a Portuguese outsourcing healthcare human resources company whose primary activity is to supply hospital and healthcare centers with qualified physicians. Competitive intelligence is a corporate tool for strategic information that relies on open source information provided by the state – despite the fundamental difficulties inherent to the task of collecting public information, allied with the ethical principal that regulate the system – to provide target data to the management department of the company. Overall, the market is evaluated in 40 million Euros in billing per year, and Medipeople is one of the top 5 competitors. The main goal of this business unit is to increase the company competiveness and responsiveness to the market. The origin of this business unit took place after a market study that has identified the weaknesses, strong points, threats and opportunities of the business, and all the different characteristics of the competitors. Moreover, a business plan was made prior to the creation of this business unit. Aligned with the practices supported by famous authors and scholars, the purpose of the business plan is to provide important data to help create an intelligence plan that must guide line the unit corporate behavior, being very important to provide it’s consultants a certain level of autonomy. To elaborate the market study, its player’s characterization and the inherent intelligence plan, it was taken in consideration the know-how of its author and the opinion of physicians, work colleagues and clients. This business plan contemplates a strategic solution to the company’s commercial performance and target goals, provided with a strong base of best practices.
N/A
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Sultan, Ziad R. (Ziad Raymond). "The outsourcing and offshoring competitive landscape and its uncertainties." Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/33366.

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Thesis (M. Eng.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science, 2005.
Includes bibliographical references (leaf 42).
The outsourcing and offshoring competitive landscape is rapidly and constantly evolving, presenting new challenges and opportunities for providers and customers alike. Outsourcing providers are pressured to increase the value delivered to clients. American providers are rushing offshore in an attempt to achieve savings through lower labor cost, while Indian providers are attempting to establish a stronger presence onshore, to capture a greater share of the high-value services market. Meanwhile, the importance of business processes is being emphasized at every level. These market forces add to the difficulty of reaching a coherent understanding of outsourcing as a whole. Market research and consulting reports address the different aspects of outsourcing in a very haphazard manner, and inexperienced customers are having difficulties formulating realistic expectations. Cost savings vary significantly from case to case, and many other factors need to be taken into account, such as the risk of intellectual property loss and hidden costs due to loss of flexibility, both of which can be hard to quantify. Benchmarks are being used extensively in the industry, and associated with penalties. While the use of benchmarks can be a powerful tool, clients need to remain flexible, or both parties could end up disappointed.
by Ziad R. Sultan.
M.Eng.
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Chen, Carl Joseph 1970. "The evolution matrix : navigating the competitive advantage and sustainability of outsourcing." Thesis, Massachusetts Institute of Technology, 2004. http://hdl.handle.net/1721.1/17859.

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Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2004.
Includes bibliographical references (leaves 147-161).
The thesis addresses whether there is competitive advantage to outsourcing and whether outsourcing is sustainable. The reason, outsourcing (to foreign countries) has become an acerbic topic because the breadth of its impact has now reached all strata of society-from blue-collar to white-collar. Our answer is based upon the pooling of several analytical tools: Ricardian comparative advantage, game theory, system dynamics, Clockspeed and a new holistic framework developed for this topic, the Evolution Matrix. Together these tools represent an Evolution Trajectory that is representative of progress, which for the purpose of this thesis is interpreted as advances in technology and globalization. Thus, these tools are applied from a perspective that is grounded deep in history. In doing so we learn that outsourcing is a part of the trajectory theme. A part of this trajectory theme is the global turnkey production network for the electronics industry. Its growth, abroad, and utilization by American electronics companies have a double-edged nature. This network has been a savior and potential source of competition. Our conclusion, outsourcing is a tactical tool. For companies, outsourcing may not aid a firm in its core competency quest. The competitive advantage of outsourcing is fleeting at best and outsourcing is sustainable only over the short-term. However, despite these risks, it will not fade away because of technology's progress. The issue then is how best to navigate the outsourcing debate. To do this the manager must plot his company's location and chart its trajectory within the competitive landscape. This is what the Evolution Matrix was developed for.
by Carl Joseph Chen.
S.M.M.O.T.
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Kroes, James Raymond. "Outsourcing of supply chain processes: evaluating the impact of congruence between outsourcing drivers and competitive priorities on performance." Diss., Georgia Institute of Technology, 2007. http://hdl.handle.net/1853/16146.

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The outsourcing of elements of supply chain processes is now an integral component of the operationalization of a firm s competitive business strategy. While the purported goal of outsourcing is usually to derive a competitive advantage in the marketplace, it is not clear whether the outsourcing decisions made by firms are always strategically aligned with their overall competitive strategy. To shed light on this important issue, this research study empirically examines the performance impact of the alignment (congruence) between a firm s competitive priorities (cost, flexibility, innovativeness, quality, and time) and the drivers of its outsourcing decisions. First, we develop and validate a survey instrument used to collect data for this study from manufacturing firms operating in the United States. Next, we use structural equation modeling to examine the impact of alignment between individual competitive priorities and related groups of outsourcing drivers. This analysis finds a significant positive relationship between outsourcing alignment and performance for a number of competitive priorities. Finally, we use cluster analysis to develop a taxonomy of manufacturing strategies which are tested to determine the relationship between the alignment of outsourcing decisions and performance. The taxonomic investigation identifies three unique clusters of firms based on their competitive priorities and then determines alignment between each cluster strategy and outsourcing to be significantly associated with better performance. To the best of our knowledge, there are no studies in the literature that address the issue of strategic congruence between the outsourcing drivers and competitive priorities of a firm, and the impact of such congruence on firm performance.
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CESARANI, MAURIZIO. "Global Network, Outsourcing and Relationship Management." Doctoral thesis, Università degli Studi di Milano-Bicocca, 2015. http://hdl.handle.net/10281/88619.

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La globalizzazione ha reso le relazioni di concorrenza sempre più importanti e dinamiche. Le grandi imprese globali hanno creato dei network d’impresa per far fronte all’elevata competitività dei mercati e per ottimizzare i processi produttivi e distributivi. In particolare dal punto di vista produttivo, risulta sempre più comune il ricorso all’outsourcing di prodotti e funzioni verso i partecipanti del network. Risulta quindi vitale l’organizzazione e la gestione delle relazioni con i fornitori e con gli outsourcing partner. In questo senso, l’outsourcing partner assume un ruolo attivo e competitivo: non deve solo fornire un prodotto o servizio ad un costo minore, ma anche integrarsi nel sistema di valori e competenze dell'impresa.
Abstract eng Globalisation has made the competitive relationships increasingly important and dynamic. Big corporations have created global business networks to tackle the high competitive markets and to optimize the production and distribution processes. Particularly from the point of view of production, it is increasingly common the use of outsourcing of products and functions to the participants of the network. It is therefore vital organizing and managing relationships with suppliers and with outsourcing partners. In this sense, the outsourcing partner takes an active and competitive role: it must not only provide a product or service at a lower cost, but also integrate with the system of value and competences of the company.
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Dunert, Sofie, and Patrik Westerling. "Outsourcing and Sustained Competitive Advantage : How do Swedish technical production firms in a competitive environment and high technical uncertainty find the right balance between outsourcing and in-house development that enhances their sustainable competitive advantage when they outsource their Research & Development externally?" Thesis, Halmstad University, School of Business and Engineering (SET), 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-5299.

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The purpose of this thesis is to find out when Research and Development (R&D) becomes a suitable attribute for a production company to outsource. In an environment where innovations are following up quickly up and uncertainty about the type of innovation and customer is a fact, external sourcing can bring a competitive advantage. The empirical evidence shows that when R&D is outsourced the total cost does not increase at a due cause of outsourcing in this given study.

Although a lot of theory explains outsourcing as a cost increasing factor, the internal experience and frequent relation between the technical production company Beta and its R&D vendor company Alfa can decrease costs considerably due to lower communication and governance costs. This was not explicitly expressed in related theory and is therefore a contribution to the academia as well as for managers who seek to find an answer to the question of when to outsource and when not to outsource.

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Govender, Inbanathan. "An analysis of the key drivers, decision making and strategic issues with respect to outsourcing in the SA pharmaceutical manufacturing industry." University of South Africa, 2007. http://hdl.handle.net/10500/59.

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“Outsourcing has been touted as the ideal way for organisations to reduce cost, focus on core business processes, improve services, enhance skills, reduce time-to-market and increase overall competitive advantage,” (Power, Bonifazi and Desouza, 2004). A pertinent question is therefore ‘Can South African companies in the pharmaceutical industry remain competitive by outsourcing, what is driving these companies to outsource and how effective has the initiative been?’ The purpose of the study is to identify the extent to which various key factors play an influential role in motivating pharmaceutical companies in SA to outsource. South African pharmaceutical companies as part of the global arena, have to continually assess the feasibility of manufacturing their products in-house or allowing contract manufacturers to manufacturer and or pack on their behalf. The research questions posed in this research were: why are companies outsourcing, what is outsourcing and what is happening amongst the South African pharmaceutical companies? The results of this qualitative rich study have shown that outsourcing in SA is not just about cost savings or reduction in product costs but that this process is able to afford the contract giver the ability to tap into additional capabilities (facilities, technology and skill) of their outsourcing partner. Outsourcing has enabled the contract manufacturers in SA to assist the contract givers in numerous areas such as cost reduction, cost saving, reduction in capital investment, increased flexibility and allowed the contract givers to focus on their core competencies. The implementation of off shoring may result in South African contract givers incurring additional ‘hidden costs’ which may be attributed to quality problems, reduced flexibility of transport, product write-offs (due to large volumes ordered), currency fluctuations and additional resources that may required (technology transfer, documentation review, and validation). The responses from the research questionnaires indicate that the key drivers of outsourcing in South African are aligned with those identified in global ii marketplace by Jiang and Qureshi; Copestake and Lau and Zhang (2006). The main drivers being profitability increase (cost reduction, cost saving and capital reduction), strategic considerations (focus on core competence, increased flexibility and to facilitate market penetration) and access to knowledge and skills. The key for the South African outsourcing service providers lies in ensuring that their clients are kept satisfied so that they can minimise the threat of offshore providers. The results of the study are line with Momme and Hvolby (2001) suggestions in which they advocate that organisations only outsource when suppliers have a comparative advantage and that an organisation proactively have a stronger focus on its internal core business areas. In SA governmental changes in regulations/ laws such as those addressing parallel importation, patents, foreign investors and trade would impact on the countries national competitive advantage. However although outsourcing is highly beneficial, organisations need to carefully manage the process, identify hidden costs, risks and initiate preventative measures to ensure success. This study was the first step towards conceptualising the impact of the key drivers, decision making and strategic issues on the South African pharmaceutical manufacturing industry.
Graduate School of Business Leadership
MBL
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Willner, Daniel, and Stavros Zafeiridis. "Creating competitive advantage for the 3PL sector by identifying retailers' needs." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Centre of Logistics and Supply Chain Management, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-18310.

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Globalization, economic volatility and uncertainty have impacted global business markets. This has also had an effect on the logistics and supply chain sector. The third party logistics (3PL) industry is constantly changing due to global industry consolidation, technology integration, industry specialization, and industry alliance networks. The most significant changes have been in areas such as 3PL industry size and make-up, services offered, geographical reach, and the information technology (IT) support provided. Companies can survive in a highly competitive environment by creating competitive advantage. Literature presents three different strategies for creating competitive advantage. These are cost leadership, differentiation and focus. Furthermore, innovations and collaboration between companies can also be strategies for creating competitive advantage. The purpose of this paper is to analyse from the retailers’ perspective, how 3PL providers could meet the customers’ needs better and create competitive advantage in the 3PL market. Furthermore, the purpose of the research is to find out which are, according to the customers’ needs, the best directions that 3PL providers should follow. This research contains both inductive and deductive research approach elements. The empirical data is collected through a survey and interviews. In total 45 retailers took part in the survey. Moreover, five of the survey respondents were selected for additional interviews. The collected data have been analysed by using theories and previous studies in the literature. The main findings from analysing the empirical data and the existing theory are that in order for 3PL providers to create competitive advantage, they should focus on the three elements: selection criteria, incentives and barriers. These influence their relationship with the retailers. 3PL providers should also try to enhance the service quality and satisfaction level in the fields of transportation, warehousing and reverse logistics activities. Most importantly, 3PL providers should provide logistics services and solutions that are in the same level with the retailers’ objectives. Furthermore, 3PL providers can also improve their efficiency and become more competitive by having deeper co-operation with other logistics providers.
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Coleman, Belinda. "Outsourcing for competitive advantage : an evaluation of an owner driver proposition in a South African removals company." Thesis, University of Port Elizabeth, 2000. http://hdl.handle.net/10948/d1015540.

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The aim of the research was to assess what competitive advantage a Removals company could expect to gain by outsourcing its driver function to owner drivers. An extensive literature review identified key outsourcing issues. The literature was related to a case study of Stuttaford Van Lines (SVL), a company that is experiencing problems with its current independent contractor driver arrangements and that needs to review its outsourcing decision. In order to learn from best practice in the field of outsourcing to owner drivers, a benchmarking exercise was undertaken at South African Breweries (SAB). The benchmarking exercise identified six key issues that contributed to the success of the SAB owner driver scheme. These points, together with others identified from the literature, were integrated into a recommended outsourcing implementation process for SVL. The research found that it is possible for SVL to outsource the driver function to owner drivers and that such a scheme can be expected to improve customer service levels. The success of the scheme will depend on the selection of the drivers and how effectively it is managed. It was found that it would not be profitable for SVL to outsource to owner drivers using the compensation model proposed. Cost reduction is however only one of the factors to consider in an outsourcing decision.
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Books on the topic "Competitive Outsourcing"

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Zhongguo fu wu: Quan qiu wai bao xin xing li liang = Chinasourcing : an emerging competitive edge global sourcing. Beijing Shi: Jing ji guan li chu ban she, 2011.

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El-Nagar, Sultan. An examination of outsourcing, and how it adds to competitive advantage within the logistics function. Oxford: Oxford Brookes University, 1999.

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Taher-Zadeh, T. Outsourcing: an economic logic, competitive strategy or management trend?: The hidden factors and implications on corporate culture and the human dimensions at work. Oxford: Oxford Brookes University, 1997.

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Heywood, J. Brian. The Outsourcing Dilemma. Upper Saddle River: Pearson Education, 2007.

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Banerjee, Arindam. International outsourcing hurdles in value-added services. Ahmedabad: Indian Institute of Management, Ahmedabad, 2008.

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The outsourcing dilemma: The search for competitiveness. London: Financial Times Prentice Hall, 2001.

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The globalization of R & D and innovation.: Hearings before the Committee on Science and Technology, House of Representatives, One Hundred Tenth Congress, first session, June 12, 2007, July 26, 2007, October 4, 2007, and November 6, 2007. Washington: U.S. G.P.O., 2008.

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Yourdon, Edward. Outsource: Competing in the global productivity race. Boston: Prentice Hall/PTR, 2005.

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Warner, Jon. Outsourcing and Competitive Tendering. Human Resource Development Pr, 2002.

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MBA, Ade Asefeso MCIPS. Outsourcing: The Competitive Advantages. CreateSpace Independent Publishing Platform, 2014.

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Book chapters on the topic "Competitive Outsourcing"

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Patel, Alpesh B., and Hemendra Aran. "The BPO competitive landscape." In Outsourcing Success, 29–36. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230512535_3.

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Reid, D. "Outsourcing for Competitive Advantage." In Strategic Management of the Manufacturing Value Chain, 631–43. Boston, MA: Springer US, 1998. http://dx.doi.org/10.1007/978-0-387-35321-0_70.

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Kumari, Sushma, Akshit Singh, Nishikant Mishra, and Jose Arturo Garza-Reyes. "A Multi-Agent Self-Adaptive Architecture for Outsourcing Manufacturing Supply Chain." In Advances in Sustainable and Competitive Manufacturing Systems, 1185–96. Heidelberg: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-00557-7_97.

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Jiang, Guoyin, Youtian Wang, and Jinjing Ni. "Collaborative and Competitive Behaviors among Multiple Contractors in IS Outsourcing." In Information and Business Intelligence, 363–69. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-29087-9_56.

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Nicolescu, Luminiţa, and Irina-Eugenia Iamandi. "Outsourcing and Business Networks in Top Southeastern European Banks: The Quest for Competitive Advantage." In Knowledge Management in the Sharing Economy, 209–33. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-66890-1_11.

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Feng, Chen. "What Competitive Intelligence Problems Exist in Offshore Service Outsourcing Enterprises in Beijing When They Develop International Markets and How to Resolve Them." In Communications in Computer and Information Science, 19–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-23220-6_3.

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Cameron, Brian H., and Shaun Knight. "Enterprise Alignment and the Challenge for Organization Development." In IT Outsourcing, 1419–27. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-770-6.ch089.

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In today’s global, hyper-competitive business environment, enterprise alignment is a top concern with senior management. With mergers, global joint ventures, outsourcing/ off-shoring, and increased global competition, organizations are struggling with a host of enterprise alignment issues, particularly around information technology (IT) strategy alignment. Well-aligned systems and processes can provide an organization with a powerful source of competitive advantage. According to Gartner Group, the number one concern of business and IT professions world-wide is the alignment of IT and business strategies. Unfortunately, according to Whittle and Myrick (2005), less than 10% of the Global 2000 have well integrated systems that are aligned with the strategy of the business. In addition, according to Worren, Ruddle, and Moore (1999), organization development (OD) efforts are also often misaligned with the strategy of the business. These strategic misalignments are becoming an increasing concern to senior management and are areas of opportunity for OD and IT organizations.
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Anantatmula, Vittal. "Knowledge Management Success." In IT Outsourcing, 1954–65. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-770-6.ch124.

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Globalization and free market philosophy characterize the current economic environment of increased competition and it has posed far greater challenges than ever for organizations to meet customer needs and demands. The global competition is compelling organizations to develop products and services faster, cheaper, and better in order to sustain competitive advantage in the market place. 21st century economy is setting new trends and unique styles of business operations because of continuous advancement of information technology (IT) and communication technologies. These technologies have offered more avenues to conduct business effectively and efficiently. Many organizations participating in the global economy have two distinct features associated with their operations; outsourcing and virtual teams, which have become feasible because of these technological advances. These two features have an impact on how organizations manage knowledge and deserve further discussion.
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"Outsourcing for a Competitive Advantage: The Human Resource Dimensions." In Global Outsourcing Strategies, 151–62. Routledge, 2017. http://dx.doi.org/10.4324/9781315254197-20.

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Sabbaghi, Asghar, and Ganesh Vaidyanathan. "Integration of Global Supply Chain Management with Small to Mid-Size Suppliers." In IT Outsourcing, 679–706. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-770-6.ch040.

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The purpose of this chapter is to develop a conceptual insight and an integrated framework to global supply chain management through strategic aspects of business philosophy as it pertains to the small- to mid-sized supplier. Primary consideration is given to characteristics of the integrated supply chain and the necessity of adaptation in managing the supply chain in order to attain competitive advantage. A review of the current literature and an analysis of the supply chain in changing global markets emphasize the relative importance of strategically managing the supply chain process given the limited resources of the small- to mid-sized firm.
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Conference papers on the topic "Competitive Outsourcing"

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Sekerin, Vladimir, and Igor Soppa. "Development Prospects of Logistic Outsourcing in Russia." In TRANSPORT FOR TODAY'S SOCIETY. Faculty of Technical Sciences Bitola, 2021. http://dx.doi.org/10.20544/tts2021.1.1.21.p29.

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Abstract – Now contract logistics and logistic outsourcing are among the perspective directions of development of transport companies. In paper it will be developed the model of development of logistic outsourcing, it will be proved that main objectives of cooperation of trading and production companies with logistic intermediaries is obtaining competitive advantages. Keywords – Logistic outsourcing, Transport logistics, Transport and logistic service, Complex logistics service.
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Itkis, Dan, John Arbak, Henry Robar, and Elizabeth Kennedy. "Managing Risks and Maintaining a Competitive Edge in Today's Outsourcing Environment." In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349465.

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Gruszewski, Richard, Bruce H. Smith, Donald E. Thresh, James Van Bortel, and Marcos Esterman. "Uncovering Hidden Costs in R&D Outsourcing: A Case Study." In ASME 2017 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/detc2017-68098.

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Global corporations are facing competitive pressures and as result are outsourcing products or services to improve profitability, reduce delivery schedules, increase product features, and increase value to their shareholders. However hidden or unexpected costs can come with these benefits that erode the expected profits and outweigh the cost savings. This includes unintended consequences that arise from employee lay-offs and knowledge loss. This can result in negative perceptions on the value of outsourcing within the firm. This paper will report on a study of an outsourced development project at a Fortune 500 company that examined the drivers that impede accurate cost estimates used to assess the viability of outsourcing R&D activities. A result of the case study was that while there was hidden costs uncovered, significant misperceptions within the firm initially eroded the value of the outsourced activities.
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Lubis, Muharman, Rahmat Fauzi, Asti Amalia Nur Fajrillah, and Arif Ridho Lubis. "The Role of Outsourcing in Service Management and Business Process: Optimization Drives Competitive Advantages." In International Conference on Multidisciplinary Research. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0008889504880495.

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Ameri, Farhad, and Debasish Dutta. "Results of a Survey on Web-Based Approaches to Global Outsourcing in the Manufacturing Industry." In ASME 2006 International Manufacturing Science and Engineering Conference. ASMEDC, 2006. http://dx.doi.org/10.1115/msec2006-21064.

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Today, manufacturing industry is characterized by globalization, unpredictability and rapid change. To be competitive, companies are globally outsourcing activities that are outside their core competencies. In this context, online marketplaces for manufacturing services have become attractive venues for developing supply chain relationships. Despite their significant growth within last few years, online markets are still in their infancy phase. One of the underdeveloped areas in such markets is supply and demand representation. This paper reflects the result of a survey on the existing online markets in the manufacturing industry. Particular focus of this survey is on identifying the major criteria used by market administrators and users for describing supply and demand. Findings of this survey can provide preliminary data for future efforts in development of standard models for conceptualization and representation of supply and demand in online markets.
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Tamošiunienė, Rima, Anna Kislovska, Eglė Kazlauskienė, and Tsvetelina Gankova. "ECONOMIC ASPECTS OF INCREASING VALUE AND SCOPE OF SHARED SERVICES CENTRES." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.75.

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Development of Business Services Market and shift from manufacturing to services economy, where customer-oriented solutions, innovation and global networks are key valuables, forced appearance of business forms such as Shared Services Centres (SSC), which are paralleled with Business Process Outsourcing, Global Business Services. This business proved its advantage in private and public sector and increased in value and scope. SSCs are seen as economic catalyst, competitive business solution of organizations with entrepreneurial mindset. SSCs accelerate economic multiplier, which is seen in internal organizational aspects and external economic aspects. The aim of this paper is to escalate economic aspects of increasing value and scope of SSC‘s.
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FAYASA, A. F., NAYANTHARA DE SILVA, MOHAN KUMARASWAMY, and JOSEPH H.K. LAI. "EXPLORING CHALLENGES AND DRIVERS OF FACILITIES MANAGEMENT OUTSOURCING IN SRI LANKA." In 13th International Research Conference - FARU 2020. Faculty of Architecture Research Unit (FARU), University of Moratuwa, 2020. http://dx.doi.org/10.31705/faru.2020.27.

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There has been a growing trend of organisations adopting a sourcing strategy that increases their competitive advantages through improving the performance of their facilities management (FM) services. Facilities Management Outsourcing (FMO) is a management strategy whereby FM services are contracted to one or more external providers with the aim of improving organisational efficiency and effectiveness. However, this kind of contract procurement is yet to acquire its full potential in Sri Lanka and thus, it is vital to unfold its current status and make suggestions for enhancement. Therefore, a study was conducted to investigate the existing FMO challenges, drivers and the strategies to overcome those challenges in Sri Lanka. Initially, a literature review was made on FM services sourcing strategies, challenges and drivers of FMO. Then a qualitative approach was taken to carry out semi-structured interviews with six FM experts in the industry. The data captured was structured and analysed by using a manual content analysis method. Fourteen challenges and eleven drivers were revealed as significant to FMO. The results of this research, which contribute to the understanding on FMO, serve as a cornerstone upon which further studies can be pursued in the context of FM in Sri Lanka and countries in a similar state of FM development.
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Fang, Hui, and Mengting Wang. "Notice of Retraction: The Analysis of the Influence of Undertaking International Software Outsourcing to Chinese Software Industry Competitive Power." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5577031.

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Miles, David J., and Jesa H. Kreiner. "Efforts in Maintaining Currency in Engineering and Avoiding Obsolescence." In ASME 2007 International Mechanical Engineering Congress and Exposition. ASMEDC, 2007. http://dx.doi.org/10.1115/imece2007-43841.

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Updating ones professional skills, continuing education and the ability to work successfully in multidisciplinary environments have become increasingly critical to staying competitive in the face of rapid advances in technology and the current trends toward outsourcing of engineering jobs. Mechanical engineers, specifically, are continuously confronted with staying current with proficiency in CAD and FEA tools, evolving multiplicity of design materials and increased sophistication of design components, as are their capabilities in communicating with both engineers and non-engineers. A survey conducted of engineering alumni of the California State University, Fullerton indicates how its graduates pursue the complex task of staying current and the degree of successes achieved in this never ending endeavor. The survey evaluated ways and means of these efforts and the employers’ attitudes and support, or lack thereof, towards such efforts, experiences of working in multidisciplinary and multi national teams and attitudes towards community service. Relationships between continued education and career are examined. Implications of the findings to engineers, education and industry are discussed. Roles that educational institutions and professional societies play in this process are carefully examined and discussed.
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Qi, Yue, Qin Yue, and Yang-yang Si. "What is the Impact of Financial Outsourcing Costs in a Perfectly Competitive Market? —An Empirical Analysis Based on Empirical Data of Small and Medium-sized Board Listed Companies." In Proceedings of the 3rd International Seminar on Education Innovation and Economic Management (SEIEM 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/seiem-18.2019.18.

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