Journal articles: '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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Ndiiri, Anne, and James Kilika. "Business Process Outsourcing and Firm Performance of Selected Real Estate Firms in Nairobi City County, Kenya." International Journal of Business Management, Entrepreneurship and Innovation 3, no. 3 (November 30, 2021): 139–50. http://dx.doi.org/10.35942/jbmed.v3i3.221.

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Today’s ever-increasing competitive environment requires firms to seek for better ways to create value. In the organization era, firms continue to face tougher competition in the business environment and business process outsourcing is a critical strategy that improves a firm’s competitive capabilities by delivering value to customers. Business process outsourcing has emerged as a widely adopted strategy among firms in various sectors. The general objective of the study was to establish the effect of business process outsourcing on organizational performance of real estate firms in Nairobi City County. The specific objectives of the study were to determine the effect of Information Technology Outsourcing, Knowledge Process Outsourcing, Administration Support Systems and Project Management Skills Outsourcing on performance of selected real estate firms in Nairobi City County. The study was founded on Transaction Cost Economics, Resource-Based View and Contingency Theory. The population of interest in this study comprised of 245 real estate firms in Nairobi City County registered in accordance with the Estate Agents Act while the respondents of the study comprised of the real estate manager. The study used primary data that was obtained using questionnaires administered to real estate firm managers. Statistical Package for the Social Sciences will be used qualitative and quantitative data analyses. The findings of the study showed that real estate firms in Nairobi City County outsource information technology outsourcing, knowledge process outsourcing, administrative support systems outsourcing and project management skills to a great extent. The study concluded that Information Technology Outsourcing, Knowledge Process Outsourcing, Administration Support Systems and Project Management Skills Outsourcing positively and significantly influence performance of selected real estate firms in Nairobi City County. The study recommended that in order for real estate firms in Nairobi City County to improve their performance, there is need to outsource information communications and technology (ICT) infrastructure such as IT support services, software applications, computer network infrastructure, IT security infrastructure and IT training consultancy. The study also recommended real estate firms to outsource knowledge processes including managing performance and legal obligations, contract management and law, business and market research, building and research as well as research and development.

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Jo, Hyun-Joon, Timothy Connerton, and Hyun-Jung Kim. "Dynamic Outsourcing Development for Sustainable Competitive Advantage in a High-Tech Backend Semiconductor Equipment Firm." Sustainability 12, no. 1 (December 24, 2019): 155. http://dx.doi.org/10.3390/su12010155.

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In a high-tech backend semiconductor business where a market environment changes sharply and requires competitiveness of high technology, one of the most important criteria is to establish an optimal strategy for outsourcing development so a firm can achieve a sustainable competitive advantage. Many studies have investigated sustainable and successful strategies for the selection and management of outsourcing suppliers, whereas, this study focuses mainly on analyzing the most affecting factor for outsourcing development in the perspective of dynamic capability by using the Delphi Analytic Hierarchy Process (AHP) method. For the analysis of affecting factors, 4 dimensions are defined: technology, organization, environment, and process. The research result shows that the sustainability of the productive skill in the technology dimension is adopted as the most affecting factor for outsourcing development among the defined 4 dimensions of an outsourcing supplier’s capability. With this research, a high-tech firm can measure the level of each dimension and each factor in developing outsourcing service providers. Then the firm can develop an appropriate outsourcing provider who contributes to the firm’s sustainable competitive advantage. This study also provides a practical and strategic framework of a high-tech firm’s outsourcing development in variable market situations and changeable conditions of transaction.

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van Scheers, Louise. "Managing the risk of outsourcing the IT function at companies." Risk Governance and Control: Financial Markets and Institutions 6, no. 3 (2016): 69–74. http://dx.doi.org/10.22495/rcgv6i3c2art9.

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The main objective for this secondary research is to determine whether the risk of outsourcing the IT function can be managed. Driven by political and economic dynamic changes, facilities management was borne to enable reacting to change. Doing business in today’s global economy requires exceptional skills from management in order to be competitive and to have a specific competitive advantage over competitors are getting even more demanding. One of the widest used methods of facilities management deployed by organisations is that of outsourcing in various forms (i.e. I.T., H.R., Distribution, Warehousing, etc.) for various different reasons (i.e. reduce costs, improve quality, focus on core business, etc.). In order for outsourcing to be successful, it needs to add benefits to profits, efficiency or effectiveness ethic. Outsourcing assists management to gain a competitive advantage over competitors within their specific industries as part of their organizational strategies and developing or strengthening core competencies at the same time. Global outsourcing on the other hand leads to controversy inasmuch as it reduces home-country economic activity and employment. The consulted secondary resources confirm that if outsourcing delivers managers can take calculated decisions to use it in their businesses. The future of outsourcing is promising as non-core functions of businesses may rather be outsourced to save on costs. A broad set of new and alternative IT delivery models are already main stream. These models receive attention because of benign economic market conditions.

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Peng, Xiang Jun. "Strategic Research to Build the Competitive Advantage of Software and Service Outsourcing Manufacturing Industry in ChongQing." Advanced Materials Research 323 (August 2011): 197–200. http://dx.doi.org/10.4028/www.scientific.net/amr.323.197.

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The prosperous development of the software and information service outsourcing industry brings opportunities for inland city to optimize manufacturing industrial structure and change economic growth pattern. This paper takes Chongqing, which locates in open frontier and is national service outsourcing demonstration city as an example. Based on international service outsourcing market development trend research, this paper analyzes that Chongqing develops service outsourcing manufacturing industry advantages and restricted factors. From industrial foundation, technology import and innovation, financing channels, the information public service platform, talents construction, development environment aspects, software and information service outsourcing industry development path was initially discusses.

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Tirkey, Sudhir, Debraj Mishra, and Dr D. K. Mahalik. "A Study on ‘Why Outsourcing in Health Care’ by Friedman Two-way Analysis of Variance Method." International Academic Journal of Organizational Behavior and Human Resource Management 7, no. 1 (January 31, 2022): 01–08. http://dx.doi.org/10.9756/iajobhrm/v7i1/iajobhrm0701.

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Outsourcing is not new and is growing in consonance with advancement of technical innovations, speed of digital communications, transformation and changes in the business environment and with that of the Gross Domestic Product (GDP) of world as whole. It is being used by the business mangers as more of a strategic weapon to garner the competitive advantage and mitigate the competitive forces of the business. While outsourcing has many success stories, when used properly, with an objective of service providers, as partner in progress, is not free from negative consequence. Hence, understanding that outsourcing help the business leaders, the practicing owners, practicing administrators, decision makers in health care sector those who battle on a day–to–day basis to effectively manage the available scare resources, by making a conscious approach, while deciding in favor of outsourcing. An attempt has been made in this research to test the reasons in favor of outsourcing in health care sector.

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Juntunen, Jouni, Sinikka Lepistö, and Mari Juntunen. "Latent classes of accounting outsourcing firms." Journal of Global Operations and Strategic Sourcing 15, no. 1 (October 29, 2021): 115–41. http://dx.doi.org/10.1108/jgoss-02-2021-0019.

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Purpose Outsourcing of accounting increasingly attracts research interest, but research concerning the impact of the benefits of outsourcing on firm capabilities and performance across firms remains limited. This paper aims to reveal the unobservable latent classes of firms that outsource their accounting functions by testing a research model concerning the topic. Design/methodology/approach The authors build on accounting outsourcing research and adapt a research model from the literature on business services outsourcing. The authors analyze the data from 261 small and medium-sized enterprises in Europe using finite mixture structural equation modeling (FMSEM) and additional methods. Findings The authors reveal three latent classes with different research models. Thriving outsourcers (N = 103) have a positive attitude toward accounting outsourcing and associate competitive capabilities with mediating the relationship from outsourcing benefits to firm performance. Annoyed outsourcers (N = 143) are dissatisfied with their accounting service provider and only associate outsourcing benefits with competitive capabilities. Convenient outsourcers (N = 15) feel comfortable with their current accounting service provider and associate outsourcing benefits with neither capabilities nor with firm performance. Research limitations/implications The study initiates the discussion about the unobservable heterogeneity among accounting outsourcers. The study introduces the use of the FMSEM method in accounting outsourcing research. Practical implications The study offers novel insights concerning accounting outsourcers and proposes original explanations for their outsourcing decisions that would help both the outsourcers and accounting service providers. Originality/value The study might be the first to categorize accounting outsourcers using FMSEM.

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Akhtar, Mohammad. "Sustainable and agile manufacturing outsourcing partner selection: a literature review." International Journal of Production Management and Engineering 10, no. 2 (July 29, 2022): 143–58. http://dx.doi.org/10.4995/ijpme.2022.16807.

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Outsourcing to third party to manage non-core activities helps the firm to focus on core activities. Manufacturing firms are outsourcing product development, manufacturing, logistics, customer care etc. to enhance production capacity and flexibility, and to reduce operational costs, which in turn can improve profitability and competitive advantage of the enterprise. Sustainability in operations and supply chain is gaining momentum due to increased global environmental concern, pressures from consumers and communities, and enforced regulations. Volatile and uncertain business environment necessitates the adoption of agility and flexibility to effectively manage manufacturing and supply chain. Globalisation has made the market very competitive and hence manufacturing firms are adopting manufacturing outsourcing to third parties. Selecting a sustainable and agile manufacturing outsourcing partner (MPS) is crucial as it will improve sustainability, efficiency, and effectiveness of the supply chain and competitive advantage to the firm. Detailed literature review on sustainable and agile manufacturing outsourcing partner selection has been carried out from EBSCO data base and Goggle scholar. Selection criteria used are classified into agile, operational, economic, environmental and social. The techniques use are mostly multi criteria decision making methods (MCDM) while few have adopted programming techniques. Discussion, implication and the scope of future work is also provided.

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Da Costa, MarioPeter. "Using Outsourcing as a Competitive Edge: the Case of Medical Aid Schemes." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 5, no. 1 (2018): 23–30. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.51.1003.

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After analyzing environments Rosenborg Football Club operates in we introduce the regional-global model as a new organizational model in order to explain the success of the team using insights from managerial cognition and chaos theory. The success of the club in the years from 1988 until 2002 can be explained by the use of good routines linked to improvisation. We link improvisation to “total football” and “flow theory as a means to achieve success. We focus on qualitative methods when interviewing the former coach Mr, Niels Arne Eggen and former players were interviewed using thematic analysis in order to gain deep insights. We also used secondary sources in the data collection process building on work a being conducted on Rosenborg as a leading Norwegian football club.

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Yumasheva, I. A., and D. S. Semenova. "Assessing the effectiveness of company transition to outsourcing." Economics and Management 28, no. 2 (March 3, 2022): 159–75. http://dx.doi.org/10.35854/1998-1627-2022-2-159-175.

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Aim. This study aims to present the types and methods of assessing the feasibility and effectiveness of outsourcing in industrial enterprises in a structured fashion and to substantiate the effectiveness of outsourcing some part of the business processes of an industrial enterprise.Tasks. The authors describe the specific types of outsourcing; investigate methods for assessing the feasibility and effectiveness of outsourcing in industrial enterprises; substantiate the results of analyzing the activities of an industrial enterprise in terms of the effectiveness of outsourcing some part of business processes.Methods. The study uses general scientific methods of cognition and assessment of the feasibility and effectiveness of outsourcing to analyze the activity of an industrial enterprise and determine the effectiveness of outsourcing some part of its business processes.Results. Production outsourcing is one of the most complex types of relations that involve transferring activities to a third-party firm, both from an organizational and legal perspective. This practice is particularly widespread in high-tech industries. At the present stage of development of the market economy, there are two major groups of methods for assessing the outsourcing of some part of the business processes of industrial enterprises. As part of a study of the activities of scientific and production enterprise OOO NPP ECVST, the feasibility of outsourcing basic and supporting processes is assessed, and the strategic and tactical results of partially outsourcing business processes are substantiated.Conclusions. The outsourcing of business processes of industrial enterprises is driven by the requirements of the modern market, which is highly competitive and dynamic. Such a transition is also associated with the need to implement complex financial, economic, and organizational measures aimed at increasing profitability and ensuring long-term competitive advantages.

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CHANDA, RUPA. "INDIA AND SERVICES OUTSOURCING IN ASIA." Singapore Economic Review 53, no. 03 (December 2008): 419–47. http://dx.doi.org/10.1142/s0217590808003051.

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This paper examines India's role in services outsourcing within Asia. It provides a brief overview of the global as well as Indian services outsourcing industry. The core section examines India's relationship with other Asian countries such as China, the Philippines, Vietnam, and Malaysia in service outsourcing. It examines the extent to which these countries pose a competitive challenge to India and concludes that at this time, India is far ahead although it is likely to face growing competition as its costs rise. The paper highlights the need to move beyond this comparative paradigm and to examine the complementary and collaborative opportunities that exist between India and other Asian countries in services outsourcing. It concludes that there is considerable scope for such synergies and that India and other Asian countries can form different parts of a larger regional or global delivery model. Regional and bilateral agreements within Asia can also facilitate this process.

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Sunardi, Anang, Mohammad Yani, Dessica Dwiyuliana, Ernawati Mursalim, Renie Dwi Sulistyani, and Hamka Hamka. "Analisis Outsourching Untuk Meningkatkan Daya Saing PT. Waskita Karya (Persero)." Ekonomis: Journal of Economics and Business 6, no. 2 (September 26, 2022): 799. http://dx.doi.org/10.33087/ekonomis.v6i2.571.

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The fundamental goal of this exploration is to break down outsourcing and company competitiveness. A large number of literature reviews have been completed to accomplish the targets of this study. Outsourcing has become unavoidable and almost many multinational companies outsource to take advantage of scarce internal resources. In this study it was observed that the proprietor of the organization is the main winner in the outsourcing and off shoring situation. Furthermore, a detailed literature review shows that along with many other motives, the cost factor causes a major influence in outsourcing. Meanwhile, competitiveness is the company's ability to compete with commodities that meet customer needs in terms of price, quality and variety. This is possible as long as the company has a competitive advantage and its affirmation comes from the company's internal conditions and in a competitive and supportive economic environment.

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ÇAĞLIYAN, Vural, Emel GELMEZ, and Minenur Sezer DİLEK. "AN EXAMINATION ON THE IMPACT OF OUTSOURCING ON SUSTAINABLE SUPPLY CHAIN AND BUSINESS PERFORMANCE." Business & Management Studies: An International Journal 6, no. 4 (January 3, 2019): 1379–94. http://dx.doi.org/10.15295/bmij.v6i4.287.

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As a requirement of competitiveness, businesses procure those goods and services which are beyond their own fields of activity from specialized businesses. Based on this requirement, examination of the effect of outsourcing, one of the crucial instruments for businesses in gaining competitive advantage, on sustainable supply chain performance and business performance, is of importance in terms of bringing a point of view on the dimensions of the ongoing competition in sectoral sense and enabling the businesses to assess their own structures. In this context, the effect of outsourcing by businesses operating in food industry in the province of Konya on sustainable supply chain performance and business performance was examined in this study. Structural equation modeling was utilized to analyze the correlation between the variables. While no statistically significant correlation could be determined between outsourcing and sustainable supply chain perforrmance, it was found out that a statistically significant correlation existed between sustainable supply chain performance and business performance as well as between the outsourcing and business performance.

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Zhou, Qi, Bowen Li, and Muyang Li. "Research on the Current Situation of Internal Audit Outsourcing Service." Frontiers in Business, Economics and Management 2, no. 3 (November 8, 2021): 1–3. http://dx.doi.org/10.54097/fbem.v2i3.176.

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Under the background of the rapid development of market economy, the competitive pressure among enterprises is growing day by day. In the continuous practice and exploration, enterprises realize the importance of internal audit. However, due to the fierce competition and the inherent defects of internal audit, more and more enterprises adopt the form of outsourcing for internal audit. However, there are still many problems because the internal audit outsourcing is in the initial stage. Therefore, this paper will theoretically analyze the advantages and risks of internal audit in all aspects, and put forward suggestions according to the analysis results.

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Ravi, Siva Prasad, Ravi Kumar Jain, and Wei Song. "IT Outsourcing Strategies." International Journal of Asian Business and Information Management 2, no. 3 (July 2011): 27–39. http://dx.doi.org/10.4018/ijabim.2011070103.

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Several studies pertaining to outsourcing in the banking and financial services sector in developed countries show a gradually growing trend of outsourcing among banking and financial organizations, both in terms of nature and scope of activities outsourced. Outsourcing of Information Technology (IT) services to achieve competitive advantage has become a key part of the organizational strategies in the banking industry. However, not many studies focus on outsourcing trends and practices of banking industries in developing countries like India and China. The present paper investigates the trends in IT outsourcing (ITO) practices among the private and public sector banking institutions in India and makes a comparative analysis of these practices with reference to four importantt dimensions of outsourcing, shoring, sourcing, engagement and duration.

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Mohiuddin, Muhammad, and Zhan Su. "Manufacturing Small And Medium Size Enterprises Offshore Outsourcing And Competitive Advantage: An Exploratory Study On Canadian Offshoring Manufacturing SMEs." Journal of Applied Business Research (JABR) 29, no. 4 (June 28, 2013): 1111. http://dx.doi.org/10.19030/jabr.v29i4.7920.

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This paper explores whether and how theoffshore outsourcing of the manufacturing SMEs creates competitive advantagesfor these firms. The offshore outsourcing strategy is widely criticized in thedeveloped countries for allegedly reducing job opportunities, missing scaleeconomy, diminishing innovation potentialities and creating various socialproblems. The present article with empirical data from thirteen Canadianoffshoring manufacturing SMEs attempted to address that the world-widedistributed co-production network could instead increase profit and marketshare, boost investment in R&D, raise focus on core competency and enhancecompetitivity of offshoring SMEs. This strategy enables companies to enhancetheir competitiveness by allowing them to have access to the competitiveproduction factors and new markets for their products. This paper contributesto the existing body of knowledge by showing that not only the largemultinationals but also the SMEs can achieve competitive advantages fromoffshoring part of their activities to foreign firms where those tasks can beperformed more competitively.

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Butt, Muhammad Ali, Hadiya Sarfraz, and Ahmed Bilal. "Outsourcing Decision in Capabilities Perspective." Journal of Management and Research 1, no. 1 (November 29, 2019): 1–10. http://dx.doi.org/10.29145/jmr/11/0101004.

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There are many theories and framework which suggest performance link to strategy and / or resources. In order to succeed in the market, the organization must transform its core strengths into competitive advantages so that it becomes harder for its rivals to snatch its customers and market share. This paper has attempted to integrate the issue of weakness emanating out of the capability frame in terms of strategic decision in outsourcing. With the help of our proposed “Integrated Decision Making Model” for strategic outsourcing,, significant advantage can be achieved by directing investments and efforts in areas where firms perform better as compared to others. Over time, a continued effort to develop core competencies by building strategic capabilities (strengths) and minimizing strategic liabilities (weaknesses), bar the present or future competitors to expand into the company's areas of interest, thus helps to defend the strategic competitive advantages lying in the firm's value chain.

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Ciliberto, Federico, and John C. Panzar. "Outsourcing and Vertical Integration in a Competitive Industry." Southern Economic Journal 77, no. 4 (April 2011): 885–900. http://dx.doi.org/10.4284/0038-4038-77.4.885.

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Hines, Peter, and Nick Rich. "Outsourcing competitive advantage: the use of supplier associations." International Journal of Physical Distribution & Logistics Management 28, no. 7 (October 1998): 524–46. http://dx.doi.org/10.1108/09600039810247489.

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Kang, Mingu, Xiaobo Wu, Paul Hong, and Youngwon Park. "Aligning organizational control practices with competitive outsourcing performance." Journal of Business Research 65, no. 8 (August 2012): 1195–201. http://dx.doi.org/10.1016/j.jbusres.2011.07.004.

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Dube, Parijat, Zhen Liu, Laura Wynter, and Cathy Xia. "Competitive equilibrium in e-commerce: Pricing and outsourcing." Computers & Operations Research 34, no. 12 (December 2007): 3541–59. http://dx.doi.org/10.1016/j.cor.2006.01.019.

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Chen, Kuen-Suan, Tsang-Chuan Chang, and Yun-Tsan Lin. "Developing an Outsourcing Partner Selection Model for Process with Two-Sided Specification Using Capability Index and Manufacturing Time Performance Index." International Journal of Reliability, Quality and Safety Engineering 26, no. 03 (May 7, 2019): 1950015. http://dx.doi.org/10.1142/s0218539319500153.

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In the face of fierce global competition, firms are outsourcing important but nonessential tasks to external professional companies. Corporations are also turning from competitive business models to cooperative strategic partnerships in hopes of swiftly responding to consumer needs and enhancing overall efficiency and industry competitiveness. This research developed an outsourcing partner selection model in hopes of helping firms select better outsourcing partners for long-term collaborations. Process quality and manufacturing time are vital when evaluating outsourcing partner. We therefore used process capability index [Formula: see text] and manufacturing time performance index [Formula: see text] in the proposed model. Sample data from random samples are needed to calculate the point estimates of indices, however, it is impossible to obtain a sample with a structure completely identical to that of the population, which means that sampling generates unavoidable sampling errors. The reliability of point estimates are also uncertain, which inevitably leads to misjudgment in some cases. Thus, to reduce estimate errors and increase assessment reliability, we calculated the [Formula: see text]% confidence intervals of the indices [Formula: see text] and [Formula: see text], then constructed the joint confidence region of [Formula: see text] and [Formula: see text] to develop an outsourcing partner selection model that will help firms select better outsourcing partners for long-term collaborations. We also provide a case as an illustration of how the proposed selection model is implemented.

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Michell, Vaughan, and Guy Fitzgerald. "The it Outsourcing Market-Place: Vendors and Their Selection." Journal of Information Technology 12, no. 3 (September 1997): 223–37. http://dx.doi.org/10.1177/026839629701200306.

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This paper focuses on outsourcing vendors, their characteristics and the vendor selection process. It draws on current research and two research studies, one specifically examining outsourcing vendors and the other examining vendor-client issues. We first outline the development of the market for the outsourcing of information technology/information systems services and activities, then detail the characteristics of different types of vendor companies and their competitive positions, before providing a client perspective to the issue of vendor selection.

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Zhu, Xufeng, and Qiyuan Jiao. "“New Public Management” in China at the Local Level: Competition-Driven Local Public Service Reform in Tianjin." Lex localis - Journal of Local Self-Government 10, no. 2 (April 26, 2012): 153–70. http://dx.doi.org/10.4335/10.2.153-170.

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New public management (NPM) paradigm plays an increasingly important role in contemporary public management practices throughout the democratic world. This article argues that the driving force behind NPM reform in China at the local level is the competitive pressure to improve administrative performance. In China, where there is no electoral democratic regime, local governments face pressure in competition with counterparts over economic performance and consequent promotion opportunities for their leadership. The introduction of NPM can make local governments more effective and efficient in providing public services, which can result in local governments attracting more investments and enhancing competitiveness. The administrative licensing reform with public service outsourcing in Heping District, Tianjin City, China, is an example of NPM reform driven by competition among local governments. Keywords: new public management • local governments • administrative licensing • public service outsourcing • China

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Edvardsson, Ingi Runar, and Susanne Durst. "Outsourcing, Knowledge, and Learning." International Journal of Knowledge-Based Organizations 7, no. 2 (April 2017): 13–26. http://dx.doi.org/10.4018/ijkbo.2017040102.

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This paper aims to review research that determines the influence of outsourcing on knowledge management and learning, a process which will help identify new research opportunities and contribute to the further development of outsourcing theory. The study consists of a review of 34 refereed articles on outsourcing in relation to knowledge management and learning. The findings were summarised in a number of hypotheses and two conceptual models which highlight the contribution of outsourcing to either competitive advantage or disadvantage. This study may not have enabled a complete coverage of all peer reviewed articles in the field of outsourcing in relation to learning and knowledge management. Yet, it seems reasonable to assume that the review process covered a large share of studies available. To the best of the authors' knowledge, no literature review on this topic has previously been published in academic journals.

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Tukamuhabwa, Benjamin R., Moses Muhwezi ., Sarah Eyaa ., and John Saturday . "Explaining Outsourcing Performance in Ugandaâ€™s Commercial Banks." Information Management and Business Review 4, no. 1 (January 15, 2012): 18–29. http://dx.doi.org/10.22610/imbr.v4i1.959.

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This study aimed at investigating outsourcing performance in Ugandaâ€™s commercial banks basing on the variables of contract, relational norms, trust and commitment. It was motivated by the fact that where as outsourcing has been identified as a global trend in this millennium and a competitive strategy for the contemporary business, there were limited (if any) empirical studies on outsourcing performance in Uganda. Besides, previous studies conducted outside Uganda have provided conflicting views on whether or not contract and relational norms can be used concurrently to enhance outsourcing performance. The study was also intended to contribute to this debate by establishing the extent to which the variation in outsourcing performance was explained by the model that was developed. Findings revealed that the only significant predictor of outsourcing performance was contract and the model accounted for 40.1% of the variation in outsourcing performance. The findings present implications for commercial bank management in the area of contracting and contract management, which have to be addressed if outsourcing performance is to be enhanced and competitiveness in the banking sector improved.

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Smith, Michael B. "Financial outsourcing as a competitive weapon in energy industry." Natural Gas 15, no. 1 (January 9, 2007): 8–13. http://dx.doi.org/10.1002/gas.3410150103.

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Bajec, Patricija, and Igor Jakomin. "A Make-or-buy Decision Process for Outsourcing." PROMET - Traffic&Transportation 22, no. 4 (March 1, 2012): 285–91. http://dx.doi.org/10.7307/ptt.v22i4.193.

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Should firms perform logistics services on their own or should they buy them from a logistics provider? Today’s global competition forces companies to re-evaluate their existing processes, technologies and services in order to focuse on strategic activities. Outsourcing is now increasingly used as a competitive weapon in today’s economy. External parties can often do job quicker, cheaper and better. This has resulted in an increasing awareness of the importance of the make-or-buy decision, the dilemma organisations face when deciding between keeping logistics services in house or purchasing them from an outside logistics provider. This article provides a make-or-buy decision process methodology that any manager can implement – whatever the size or industrial type of the organization. The make-or-buy methodology is one of the most critical strategic decisions within logistics outsourcing and should be taken in a structured and consistent manner. A practical guide to this decision is a step-by-step guide to addressing make-or-buy decision in a consistent and structured manner. The high-level steps are as follows: • evaluate whether outsourcing is right for your company; • determine exactly what functions to outsource and the performance expectations; • use a well-defined professional selection process to evaluate and select which provider(s) are right for the job. KEY WORDS: logistics, logistics outsourcing, make-or-buy decision, outsourcing methodology

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Akshita Tiwari, Malini Singh, and Ashish Dahiya. "The Impact of Outsourcing of Hotel Housekeeping Services on Hotel Performance: a Study on 5-Star Hotels of Delhi NCR." International Journal of Professional Business Review 8, no. 1 (January 31, 2023): e0905. http://dx.doi.org/10.26668/businessreview/2023.v8i1.905.

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Purpose: The current world poses a stiff competition for hotels due to the pandemic, and now hotels need to be innovative and flexible to increase competitive advantage. The attention needs to be shifted to networking and collaboration with external sources to enhance the boundaries of hotels. Theoretical framework: The study combines the various models of outsourcing in respect to the performance. Outsourcing is the business practice of engaging external service providers to accomplish in-house tasks. This has intrigued managers' interest in recent years as they assess whether it is preferable to undertake things internally or outside. Outsourcing is a commercial arrangement in which an organization controls a portion or all of the duties of a department inside an organization to an external party. Design/methodology/approach: Data collection was conducted through questionnaire approach from hotel revenue managers and housekeeping managers 5-star hotels. Findings: The study found that outsourcing increased flexibility, competitiveness, profitability and improved sales in the hotels. Research, Practical & Social implications: The hospitality industry is highly focusing on the housekeeping department since the onset of pandemic due to the high standards of cleaning and hygiene maintenance. The industry now relies on outside service providers to meet the requirements. Originality/value: The current study aims to study the influence of outsourcing strategy and its application on housekeeping department on hotel performance of 5-star hotels in Delhi NCR

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Joo, Seong-Jong, Ik-Whan G. Kwon, and Chang Won Lee. "Future State of Outsourcing Supply Chain Information Systems." International Journal of Enterprise Information Systems 6, no. 3 (July 2010): 1–16. http://dx.doi.org/10.4018/jeis.2010070101.

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The purpose of this study is to acquire knowledge that will help clarify outsourcing trends in general and an information systems utilization perspective in particular. The authors review recent studies on outsourcing and conduct a nationwide survey. The results of the survey reveal that 60 percent of the respondents are focusing on their supply chain for cost reduction and/or competitive advantages and less than half of the respondents plan to outsource supply chain processes and information systems within the next 5 years. Results also show that major reasons for outsourcing include a lack of ability to handle in house and return on assets, while the largest barrier to outsourcing is cost followed by control concern.

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Currie, Wendy L. "Using Multiple Suppliers to Mitigate the Risk of it Outsourcing at ICI and Wessex Water." Journal of Information Technology 13, no. 3 (September 1998): 169–80. http://dx.doi.org/10.1177/026839629801300303.

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The paper presents the findings from empirical research on IT outsourcing in two British companies: ICI Plc and Wessex Water. Both organizations have pursued a selective sourcing approach using multiple suppliers in an attempt to minimize risks and maximize benefits. Whilst the majority of existing literature on selective sourcing concentrates on the ‘mega-contracts’, this research explores some of the issues and concerns of companies with small to medium sized outsourcing contracts. The findings suggest that selective and competitive sourcing may offer the client company value-added benefits, although it is important to develop strengths in the areas of contract management and negotiation and competitive benchmarking and performance management.

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Ee, Elaine, Hasliza Abdul Halim, and Thurasamy Ramayah. "HR OUTSOURCING SUCCESS: DOES PARTNERSHIP QUALITY VARIABLES MATTER?" Journal of Business Economics and Management 14, no. 4 (September 23, 2013): 664–76. http://dx.doi.org/10.3846/16111699.2011.649012.

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Recently, increased attention has been paid to partnership quality in outsourcing strategy. However, research of partnership quality on the outsourcing of human resources (HR) is very limited. Therefore, this research aims at examining the relationship between partnership quality variables (business understanding, trust, commitment, communication and top management) and the success of HR outsourcing. The sample is obtained from a cross sectional survey and the sample studied are 96 manufacturing organizations in Penang, Malaysia. Results indicate that most of the organizations that outsourced HR functions were from electronic and electrical industry. The analyses also show that partnership quality variables such as trust, business understanding and communication have significant positive impact on HR outsourcing success. The study concluded that HR outsourcing as a competitive strategy in Malaysia is still relatively new and probably many of its potential benefits are not fully understood. Therefore, by understanding the relationship with the service providers, the organizations are able to achieve outsourcing success by identifying areas of expected benefits and improvements.

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Ravinder, Handanhal, Ram B. Misra, and Haiyan Su. "Quantifying the Risk of Intellectual Property Loss in Analytics Outsourcing." Information Resources Management Journal 28, no. 1 (January 2015): 1–16. http://dx.doi.org/10.4018/irmj.2015010101.

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The safety of a company's secrets and proprietary competitive practices becomes an important concern when the company is involved in outsourcing. This concern becomes even more critical when the company is engaged in analytics outsourcing where the company shares proprietary data about the internal processes. While there is a growing concern about the larger costs and risks of the wholesale outsourcing of analytics functions in the business press, there are no statistics on the risks or a sense of how big they might be. This paper attempts to fill this gap by building a mathematical model of the vendor-client interaction that will allow some baseline quantification of the risks that are inherent in analytics outsourcing. The paper also discusses the implications of these ideas for companies that work with outsourcing vendors and closes with some ideas for further research.

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Chiu, Yuan-Shyi Peter, Victoria Chiu, Tsu-Ming Yeh, and Hua-Yao Wu. "Incorporating Outsourcing Strategy and Quality Assurance into a Multiproduct Manufacturer–Retailer Coordination Replenishing Decision." Mathematics 8, no. 12 (December 13, 2020): 2212. http://dx.doi.org/10.3390/math8122212.

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This study explores the multiproduct manufacturer-retailer coordination replenishing decision featuring outsourcing strategy and product quality assurance. Globalization has generated enormous opportunities. Consequently, transnational firms now face tough competition in global markets. To stay competitive, a firm should meet the client’s multi-item and quality requirements under capacity constraints and optimize the intra-supply chain system to allow the timely distribution of finished goods under minimum system cost. The outsourcing option is considered to release machine loadings and reduce cycle time effectively. All items fabricated are screened for quality, and reworkable and scrap items are separated. Any reworked items that fail the quality reassurance screening are discarded, whereas all outsourced products are quality-guaranteed by the provider. A fixed-quantity multi-shipment plan is used when the whole finished lot is quality-ensured to help present-day transnational firms gain competitive advantage by making efficient and cost-effective multiproduct manufacturing and delivering decisions. Mathematical modeling is built to portray the system’s characteristics, and conventional differential calculus is used to solve and derive the optimal operating policy for the proposed problem. Simultaneously, we find the optimal delivery frequency and common cycle time for the problem mentioned above. A simulated numerical example and sensitivity analysis demonstrate the research result’s capability and applicability. Our precise analytical model can reveal/highlight the impact of deviations in quality- and outsourcing-related features on the optimal operating policy and several performance indicators that help managerial decision-making.

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Leng, Jiewu, Pingyu Jiang, and Mei Zheng. "Outsourcer–supplier coordination for parts machining outsourcing under social manufacturing." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 231, no. 6 (May 11, 2015): 1078–90. http://dx.doi.org/10.1177/0954405415583883.

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Increasing global competition has forced many manufacturing enterprises (outsourcers) to focus on their core competences and outsource low value-added parts machining activities to suppliers to increase product quality and productivity as well as cut cost. While outsourcers or suppliers coordinate their decisions with partners for parts machining outsourcing, the present problem is how to timely achieve the most beneficial portfolio with the goal of gaining mutual benefit in a game structure. Based on the investigation conducted in Weinan National High-New Technology Zone of China, this article identifies several typical outsourcer–supplier Stackelberg game models for the order coordination of parts machining outsourcing and investigates one scenario of them in detail. Then, to solve the established bi-level programming model corresponding to the Stackelberg game, a solution procedure based on modified imperialist competitive algorithm is proposed. Finally, a case from a printing machinery enterprise is analyzed to validate the proposed model. This research is expected to improve the quality and effectiveness of coordination decision-making in parts machining outsourcing.

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Bolumole, Yemisi A. "The Supply Chain Role of Third‐Party Logistics Providers." International Journal of Logistics Management 12, no. 2 (July 1, 2001): 87–102. http://dx.doi.org/10.1108/09574090110806316.

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Outsourcing, the strategy in which organizations employ the services of external providers, has attracted growing interest. Academic and industrial attention has also focused on the role of seamless supply chain processes in achieving and sustaining competitive advantage. This research is based on petrol retailers in the UK that have adopted logistics outsourcing strategies for implementing supply chain solutions to their convenience‐goods operations. Its aim is to identify the factors, which influence outsourcing decisions and the nature and supply chain implications of outsourcing strategies. Research findings indicate that the capability of service providers to facilitate supply chain solutions is largely influenced by four main factors, which in turn substantially determine their role in the supply chain: the strategic orientation of the outsourcing organization; its perception of service providers' role within the logistics strategy; the nature of the resultant client‐provider relationship; and, the extent to which the logistics process is outsourced.

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Chernysh, Iryna, Alla Glebova, and Oleh Maksymenko. "Business Processes Outsourcing in Building Enterprises." International Journal of Engineering & Technology 7, no. 3.2 (June 20, 2018): 59. http://dx.doi.org/10.14419/ijet.v7i3.2.14376.

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The article explores the role and importance of outsourcing for managing business processes at enterprises of the construction industry. Since the main purpose of managing construction enterprises is to achieve high technical and economic indicators, compliance with the terms of construction of objects and their construction, ensuring an increase in profitability and profitability of operations in the long-term perspective. This is possible with the use of outsourcing, which, unlike subcontracting, is aimed at providing profitability by concentrating on the performance of priority activities for which the construction company has the highest level of competence. Also, outsourcing involves taking risks and responsibilities of an outsourcing company for the quality of running business processes. This is a significant difference from the subcontract works and allows forming the long-term competitive advantages of the construction enterprise.

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Budzyńska, Katarzyna. "Offshoring sector in Poland." Oeconomia Copernicana 7, no. 4 (December 31, 2016): 635. http://dx.doi.org/10.12775/oec.2016.035.

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Companies across industries gain the competitive advantage by outsourcing and offshoring. Developing countries are becoming the attractive locations for the BPO/SSC enterprises. The article reviews the definition of outsourcing and offshoring and presents the findings for the fast-growing BPO/SSC area in Poland. The study is based on detailed analysis of the literature on outsourcing and offshoring. The article presents a preliminary analysis of offshoring sector in Poland. The following considerations are taken into account: the number of companies and employees in this sector, foreign direct investment. The growing number of companies and employments in this sector. Subsequent growth of the offshoring business service sector in Poland is visible.

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Żuraw, Paweł, and Katarzyna Hruszowiec. "Contemporary accounting outsourcing in Polish economic reality – survey results." Przedsiebiorczosc i Zarzadzanie 15, no. 1 (January 1, 2014): 25–40. http://dx.doi.org/10.2478/eam-2014-0002.

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Abstract The economic changes in recent years have had a significant impact on the development of modern management concepts that are being used increasingly in modern enterprises. Their aim is to improve the operations of these companies, in order to maintain a competitive edge on the market. One of these methods is outsourcing. It is of great importance in the development of today's businesses and is among the most widely used concepts. It promotes effective management of the enterprise and can be used in almost every area of the unit, which helps it to function. The area of applying outsourcing that has been raised in this article is accounting outsourcing. The study provides information on the scope of accounting services usually performed outside the enterprise, demonstrates the specificity of these services in Polish conditions, and shows the impact of outsourcing on costs generated by the company. The article concludes with a summary, which is the general analysis SWOT of Polish accounting outsourcing.

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ANDOW, Afang Andow, Zainab DABO, and Enenche Cletus EJEH. "IMPACT OF OUTSOURCING ON ORGANIZATIONAL PERFORMANCE OF LISTED FOOD AND BEVERAGES FIRMS IN NIGERIA." LASU Journal of Employment Relations & Human Resource Management 1, no. 1 (December 1, 2018): 156–66. http://dx.doi.org/10.36108/ljerhrm/8102.01.0181.

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The study examines the impact of outsourcing on organizational performance of listed food and beverage firms in Nigeria. In spite of the rapid drift in outsourcing, there are limited published sources of literature related to outsourcing in Nigeria, and also previous studies shows contradictory results. The study uses a correlation design, and used secondary data as the main instrument of data collected from the financial statements of the firms contained in the fact-book of the Nigeria Stock Exchange (NSE). The population and sample of the study includes all the eighteen (18) food and beverages firms listed on the floor of the Nigeria stock exchange between2007-2016. Ordinary Lease square (OLS) regression analysis using statistical package for social science (SPSS) was employed to analyze the data and test the hypotheses. The findings reveal that both business process outsourcing and knowledge process outsourcing have a positive and significant impact on organizational performance of listed food and beverage firms in Nigeria. The study concludes that business process outsourcing and knowledge process outsourcing have significantly impacted on the organizational performance which is profitability and competitive advantage of the listed food and beverages firms in Nigeria. The study recommends that the management of these firms should engage in outsourcing strategy in decision making by outsourcing its business processes and knowledge processes in order to increase their profit and achieve performance.

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Neves, Henrique de Castro, Jose Carlos De Souza Colares, Joao Bosco Favero, Jean Carlo Silva Dos Santos, and Rosangela Aparecida Da Silva. "Effects of the Decision-Making Process on the Competitive Advantage in Costs Obtained After Implementing Outsourcing." International Journal of Business Administration 12, no. 5 (September 15, 2021): 33. http://dx.doi.org/10.5430/ijba.v12n5p33.

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This article aims to answer how the decision process model used to adjudicate on the implementation of outsourcing in the company affected the competitive advantage in costs obtained by the organization after the implementation of subcontracting. Therefore, the financial results obtained by the company in the period from 2015 to 2019 were analysed in order to know if there were competitive advantages in costs arising from the decision to implement outsourcing. Studies were also carried out on the structure of the decision-making process adopted by the entity to identify the level of efficiency of this model in the implementation of outsourcing, and finally, the impacts generated on these advantages due to the degree of efficiency of the tool application were verified. The research strategy was qualitative and quantitative, with an exploratory bias, bibliographic survey and structured interview. A mathematical model was used based on 14 (fourteen) decision-making efficiency indicators, 4 (four) efficiency level classification indicators and 5 (five) classification criteria for performance. The results showed that there is sufficient evidence to conclude that the low level of efficiency in the decision-making structure contributed to the high financial impact on Company Alpha and, consequently, to the negative impact on competitiveness acquired through the implementation of outsourcing in this entity, which caused financial disadvantages represented by losses in operating income and reduction in profitability.

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Journal articles on the topic 'Competitive Outsourcing'

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