Thèses : « 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, et 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, et 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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Andersson, Dan, et Martin Bernhardsson. « Offshore outsourcing to China : The suppliers' perspective on competitive priorities and the role of buyer-supplier interaction mechanisms ». Thesis, KTH, Industriell ekonomi och organisation (Avd.), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-35349.

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In the global business environment, outsourcing and offshore outsourcing are strategies forfirms to handle the increasing competition in their specific market segments by utilizing thecapabilities of other firms in order to gain competitive advantages. China has become animportant player on the global market and is an attractive country for Western firms’offshore outsourcing initiatives. Even though outsourcing and offshore outsourcing havebeen discussed in the literature for a long period of time, firms are still not able to reach andfulfill their strategic goals and many offshore outsourcing projects fail. The purpose of thisthesis is to deepen the existing literature regarding offshore outsourcing to China byconsidering the Chinese suppliers’ perspective on competitive priorities, which are thepriorities that firms organize the production by, in order to understand how the buying firmscan be more successful in the Chinese context and reach their strategic goals.

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Cruz, Paulo Emílio de Oliveira e. « Os modelos de gestão de frota e suas vantagens competitivas - caso de estudo : BM Distribuidora de Bebidas Ltda ». Universidade Federal da Bahia, 2006. http://www.adm.ufba.br/sites/default/files/publicacao/arquivo/paulo_emilio_oliveira_cruz.pdf.

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As práticas de gestão organizacional nos últimos anos apresentaram mudanças consideráveis as quais foram provocadas, em boa parte, pelos altos índices de competição atual e pela velocidade das mudanças do macroambiente econômico, político e social. Algumas dessas mudanças levaram as empresas a revisarem seus limites de atuação organizacional e reestruturarem seu modelo de gestão. Considerando este contexto de mudanças e re-ordenamento das fronteiras organizacionais, esta dissertação procura identificar quais são as vantagens competitivas dos modelos de gestão de frota própria e terceirizada. A questão chave desta dissertação é testada e analisada com base no contexto teórico da Vantagem Competitiva e da Economia dos Custos de Transação. Os pressupostos teóricos são analisados através de um caso empírico que permeia a utilização dos dois modelos aqui analisados. Os resultados obtidos indicam uma vertente com duas linhas distintas de gestão sob a logística de entrega: uma ligada às empresas que acompanharam o processo de mudança e hoje investem numa estrutura de gestão partilhada, com frota própria e terceirizada; e outra às empresas tradicionalistas que, em função de alguns paradigmas do passado, optaram por manter e gerir uma frota própria. A análise dos modelos de gestão aponta para as vantagens oferecidas por cada um e para uma contextualização do seu uso partilhado. Verifica-se que, na prática, o uso correto e eficaz da terceirização de frota tem uma relação direta com a correta interpretação das competências essenciais da empresa. Por fim, o maior interesse desta dissertação é entender de que forma os modelos de gestão de frota podem contribuir para a criação de vantagem competitiva das distribuidoras de bebidas e em que contexto cada um deles deve ser utilizado.
Salvador

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Kroes, James R. « Outsourcing of supply chain processes [electronic resource] : evaluating the impact of congruence between outsoursing drivers and competitive priorities on performance / ». Available online, Georgia Institute of Technology, 2007, 2007. http://etd.gatech.edu/theses/available/etd-05152007-122941/.

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Thesis (Ph. D.)--Management, Georgia Institute of Technology, 2008.
Soumen Ghosh, Committee Chair ; Lawrence James, Committee Member ; Vinod Singhal, Committee Member ; Ravi Subramanian, Committee Member ; Jeff Stratman, Committee Member.

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Kaufmanová, Marie. « Rozvoj marketingových aktivit posilujících konkurenceschopnost firmy ». Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-264894.

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The aim of this master’s thesis is to evaluate the contemporary position of company Liberecká IS and, with the help of strategic analyses and on the base of its results, to propose marketing activities and their development which would support competitive advantage of the company in the market. Within the frame of these marketing activities a marketing research of the largest client of this company was done, which confirmed and in some cases disproved the notion the company had about the quality of services provided and about satisfaction of their clients. In that way the research foreshadowed the next activities that will help to increase client satisfaction and to improve competitive advantage of the company.

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Reinhard, Oliver, et Gustaf Malmström. « Outsourcing as a strategyof IT-organizations : A study of limitations and opportunities that may exists within the field of service, decision-making and collaboration for IT-organizations in Sweden ». Thesis, Umeå universitet, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-60302.

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The authors of this study have both studied at the U.S.B.E. (Umeå School of Business and Economics) for four years. Both of them have had a private interest in IT-organizations business as well as their development possibilities. We know that there exist organizations, which provide services for outsourcing of IT-activities and these are, according to us, simple to use. The purpose with this study is to identify possible limitations and opportunities with outsourcing of specific IT-activities. We want to be able to understand what drives IT- organizations to use outsourcing or not. To be able to do so, we have created a theoretical framework with four different themes containing strategy, service, decision-making and collaboration. This framework has been our line of argument throughout this research. We have a positivistic approach with an objective view, which have influenced this study. This led us to choose a deductive approach to where we started from creating a theoretical framework that concerns our research area. Our theories laid the foundation of the creation of a survey, which was randomly distributed, to 1200 IT-organizations within Sweden. Out of these 1200 organizations we received 133 answers. This data have served as the primary data for study and have been analyzed by us as well with the help of the statistical computer program SPSS. What we have found was that IT-organizations that were using outsourcing today, do it to gain a competitive advantage in being able to focus on their core competence. The organizations had different core competencies but they all had one thing in common, which was that they focused a lot on providing their customers with a high service level. However, they felt a loss in their service capability when outsourcing. This was something they believed to be a drawback. Organizations that did not use outsourcing today saw there was a security risk with outsourcing of sensitive materials to external subcontractors located outside Sweden. Not many of the respondents’ felt that there was a risk for them losing their jobs as a result of outsourcing. Despite this fact, there were more respondents’ that did not use outsourcing today, which felt a bigger threat compared to those organizations that did. The theoretical contribution of the thesis was a combined model of strategy, service, decision-making and collaboration that can help IT-organizations when thinking of whether they should outsource, or not. We believed that the practical contribution was helping the IT-organizations understanding the importance of knowing what their core competence was to be able to gain a competitive advantage, something our respondents’ did not seem to be aware of.

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Matthee, Thomas Francois. « Make, buy or rent decision for information systems in the heavy engineering industry / Matthee, T.F ». Thesis, North-West University, 2011. http://hdl.handle.net/10394/7032.

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The study focuses on the use of information systems in the Heavy Engineering industry in South Africa and the decision to make, buy or rent information systems. Special focus was placed on the factors that influence the decision to make, buy or rent information systems. It is undeniable that changes in the competitive environment, such as technological advances and globalisation, are driving organisations toward new ways of operating. In striving to become flexible, lean, and more competitive, organisations have been increasingly swift to externalise support service functions. Every organisation must adapt to the current economic environment, the technology available in its industry and consider the risk and rewards within the industry framework. Organisations should carefully analyse the impact of their decisions, especially in consideration of the extent to which organisational competencies and competitive advantage could be affected. An extensive literature study was conducted on the factors that influence the decision to make, buy or rent. The literature study portrays the ideal state or methodologies for acquiring information systems and the best practices used in evaluating the best option for the organisation. The literature indicated the criteria for evaluating the decision to make, buy or rent information systems are the business need, in–house experience, project skills, project management and the time frame. These criteria can be broken down into the factors that have an influence on the decision, competitive advantage, security, skills, expertise, available resources, cost, time, implementation, support, maintenance, performance, quality, documentation, vendor issues, size of organisation, expected annual transactions, software control, functionality, productivity and increased turnover. Calculating the benefit that can be achieved from information systems must also include measures to incorporate the total benefit, not only the financial benefit. The balance scorecard approach measures the total return accompanying an investment in information systems, broken down into four sections, the financial perspective that measures the tangible outcomes, the customer perspective that measures customer value (quality, delivery and skill), the internal process perspective that measures the internal processes that add value and have the greatest impact on strategy and finally the learning and growth perspective that measures the intangible assets which focuses on human capital. Information systems form part of the corporate strategy, competitive positioning and must be aligned with the overall strategy of the organisation. A survey was done to determine the opinions about the different options managers/organisations have to consider when seeking to fulfil organisational requirements for information systems. Methodological issues as well as considerations with regard to gathering the data were discussed. A questionnaire was designed to collect data to obtain the information needed to solve the research problem. The internal consistency of the questionnaire was tested and it was found that a moderate to high level of consistency exists. The survey results were then presented in frequency tables and were analysed using descriptive statistics as well as inferring possible trends or conclusions based on relationships between certain responses on specific related questions and referring to the literature study. A framework was compiled from the literature study and empirical study that can be used for the purpose of decision–making in the make, buy or renting of information systems in the heavy engineering environment in South Africa. Benefits from purchasing software from a vendor include competitive advantage, available resources, implementation of the system, support to the system, system performance, documentation and training, and business functionality. Benefits from open source offerings include the size of the organisation and the number of expected annual transactions by the organisation. Benefits from SaaS (Software as a service) include competitive advantage, expertise, system performance and business functionality. Benefits from the outsourcing of development and other IT functions include competitive advantage, security, skills, available resources, implementation of the system, support to the system, system performance, documentation and training, business functionality and technical functionality. Benefits from developing in–house all or part of the effort include competitive advantage, security, skills, expertise, available resources, time, implementation of the system, support to the system, maintenance and upgrades, system performance, quality, documentation and training, business functionality, technical functionality, productivity improvements and increased turnover. Overall the linkage between the literature study and the empirical study concludes
Thesis (MBA)--North-West University, Potchefstroom Campus, 2012.

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Балина, А. В., et A. V. Balina. « Совершенствование методов учета финансовых результатов организаций в сфере консалтинговых услуг : магистерская диссертация ». Master's thesis, б. и, 2020. http://hdl.handle.net/10995/93962.

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С ростом числа компаний, оказывающих консалтинговые услуги, усиливается конкуренция между ними, что требует от руководства поиска путей увеличения конкурентных преимуществ. В работе были проведены исследования, позволяющие повысить эффективность учетно-аналитического обеспечения в области бухгалтерского консалтинга и аутсорсинга. Идентифицированы и систематизированы факторы риска финансово-хозяйственной деятельности в сфере бухгалтерского консалтинга и аутсорсинга для целей повышения эффективности управления процессом формирования финансовых результатов. Разработана модель интегрированного анализа финансовых результатов на основании объединения традиционных аналитических расчетов показателей «Отчета о финансовых результатах» и SWOT-анализа деятельности коммерческой организации. Проанализированы прикладные аспекты и разработаны практические рекомендации, позволяющие совершенствовать финансовую и учетную политику организаций, оказывающих услуги в области бухгалтерского консалтинга и аутсорсинга, для целей управления процессом формирования финансовых результатов.
With the growing number of companies providing consulting services, competition between them increases, which requires management to find ways to increase competitive advantages. The research was conducted to improve the efficiency of accounting and analytical support in the field of accounting consulting and outsourcing. Identified and systematized risk factors of financial and economic activities in the field of accounting consulting and outsourcing for the purpose of improving the efficiency of managing the process of generating financial results. A model of integrated analysis of financial results is developed based on combining traditional analytical calculations of indicators Of the "report on financial results" and SWOT analysis of the activities of a commercial organization. Applied aspects are analyzed and practical recommendations are developed to improve the financial and accounting policies of organizations that provide services in the field of accounting consulting and outsourcing for the purpose of managing the process of generating financial results.

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AYDINLIYIM, TOLGA. « COORDINATION AND COMPETITION IN OUTSOURCING OPERATIONS ». Case Western Reserve University School of Graduate Studies / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=case1181322220.

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Laš, Jan. « Moderní informační a podnikové strategie ». Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-165230.

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The goal of this paper is to explore corporate and information strategies, focus is put on new and modern business models. I accentuate alignment between corporate and information strategy. Theoretical overview of corporate and information strategies is followed by description of modern trends that were discovered by author. All new trends are analyzed from IT and business point of view. Some trends are demonstrated on real companies in the paper. The analysis consists of corporate strategy and searching for the way how IT can support business and how to be in alignment. Two types of companies are included. First type is company that built up business model based on IT/ICT strategy. The other type includes companies that are running business for longer time and new IT/ICT strategy deployment or better alignment between strategies brought improvement and better market position. The paper includes basic model representing strategic management that is presented at the end. This gives an overview to all readers how the process goes from corporate and information strategy to application portfolio. The paper is destined for professionals and nonprofessionals who are interested in modern strategies. It is also useful for IT/ICT managers when working on own strategies.

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Souza, Denis Barreto de. « Competitividade e estratégia : uma análise do segmento de outsourcing da indústria brasileira de software ». reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2005. http://hdl.handle.net/10183/6719.

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O objetivo desta dissertação é apresentar uma análise das condições competitivas e das características estratégicas da indústria brasileira de software no segmento de Outsourcing, considerando o período de 1995 a 2005. O estudo foi desenvolvido por meio de uma pesquisa de campo com 10 empresas de software, que foram divididas de acordo com seu mercado de atuação: interno e externo. Os resultados apontam as diferenças no padrão de concorrência entre esses dois mercados, bem como algumas diferenças chaves entre os diversos subsegmentos do mercado de Outsourcing.

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Vives, Claire. « L’institutionnalisation du recours aux opérateurs privés de placement au cœur des conflits de régulation du service public de l’emploi (2003-2011) ». Thesis, Paris 10, 2013. http://www.theses.fr/2013PA100145/document.

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Les partenaires sociaux gestionnaires de l’assurance chômage en faisant appel à des opérateurs privés de placement ont une double ambition : accélérer le reclassement des chômeurs et étendre leurs prérogatives en matière d’aide au retour à l’emploi. L’introduction expérimentale de l’externalisation cristallise alors les conflits de régulation du service public de l’emploi entre régime paritaire, opérateur public et services du ministère. Les enjeux du service public de l’emploi se concentrent sur les évaluations dans la mesure où les acteurs ont la conviction que les résultats pourraient influer sur l’avenir de l’externalisation. L’absence de démonstration de l’efficacité supérieure des opérateurs privés n’entrave toutefois pas leur institutionnalisation. La nouvelle configuration institutionnelle issue de la fusion de l’ANPE et des Assédic en 2008 est marquée par une reprise en main par l’Etat. Toutefois, l’externalisation du placement et son institutionnalisation se poursuivent avec de nouveaux objectifs. L’opérateur public se réapproprie l’externalisation pour la mobiliser comme variable d’ajustement, signe de sa position de domination qui confine à un nouveau monopole. Cette recherche se situe au croisement de la sociologie de l’action publique, de la sociologie des relations professionnelles et de la sociologie économique. Elle montre l’introduction de formes de concurrence au cœur du service public de l’emploi. La régulation concurrentielle pour réaliser la mission de placement, loin de constituer un projet politique en soi correspond à un outil pour mettre en œuvre des conceptions différentes du service public de l’emploi
Social partners in charge of unemployment benefits follow two ambitions when outsourcing to private providers: to shorten the unemployment period for unemployed persons and to expand their prerogatives on return to employment activities. Introducing outsourcing experiments crystallises conflicts of public employment service regulation between the institution jointly managed by employee and employer representatives, the public operator and the State services.The main stakes of public employment service regulations revolve around evaluations as the stakeholders are convinced that evaluation results could have a decisive impact on the future of outsourcing.However, institutionalisation is not hampered despite the fact the claimed greater effectiveness of private providers is not demonstrated.The merge of ANPE and Unédic give birth to a new institution where the State has more power than before. Despite these changes, institutionalisation of outsourcing carries on with new objectives. The public operator reclaims outsourcing to mobilise private providers as an adjustment variable reflecting its dominant position verging on a new monopoly. This research leans on public policy analysis, industrial relations theory and economic sociology. It demonstrates the introduction of competition within public employment service. Far from being a political plan in itself, competitive regulation to achieve placement is a tool to implement different visions of public employment service

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Pejanovic, Trivko. « Information management : best practices in broad base industries / Trivko Pejanovic ». Thesis, North-West University, 2006. http://hdl.handle.net/10394/1564.

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Латунова, Дар`я Андріївна, Дарья Андреевна Латунова et Daria Andriivna Latunova. « Логістичний аутсорсинг як форма інтеграції промислових підприємств ». Thesis, Ткачов О.О, 2016. http://essuir.sumdu.edu.ua/handle/123456789/47482.

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В сучасних умовах, коли зміна економічного середовища відбувається досить швидкими темпами, будь-який суб'єкт фінансово-господарської діяльності змушений приймати управлінські рішення, які допомогли б йому адаптуватися до нових умов. В умовах науково-технічного прогресу і складних технологій виробництва жодне, навіть велике підприємство не може бути самодостатнім і конкурентоспроможним одночасно.

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Abreu, Marcelo Faoro de. « Os riscos da terceirização da TI e da adoção de novas TIs e suas relações com os riscos para as estratégias competitivas das organizações ». reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2009. http://hdl.handle.net/10183/17416.

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A terceirização da Tecnologia da Informação (TI) já há algum tempo vêm sendo utilizada como uma forma de buscar a redução dos custos com TI, a concentração nas atividades e competências principais da organização e a redução dos problemas culturais. Entretanto, esta prática pode levar a alguns riscos, já discutidos pela literatura, como o tratamento da TI como uma mera commodity, as falhas na construção e retenção das capacidades e habilidades dentro da organização, as forças assimétricas a favor dos fornecedores, a dificuldade na realização de acordos para a adaptação rápida às mudanças tanto do negócio como da tecnologia, a limitação para o desenvolvimento de novas tecnologias, e, principalmente o risco de vazamento de informações para os concorrentes. A adoção de novas TIs é outro assunto que também requer maiores estudos, para alguns autores, a adoção, ou não, de novas tecnologias podem levar a riscos. Se adoção for rejeitada, ou muito tardia, implica no risco de a organização tornar-se "seguidora" tecnologicamente, já se a adoção for muito precoce existe o risco de a organização arcar com custos muito superiores ou mesmo do insucesso da implantação das novas tecnologias, levando a não obtenção das vantagens competitivas esperadas. A determinação do equilíbrio entre estes riscos é um grande desafio e pode determinar até mesmo o sucesso ou fracasso estratégico de uma organização. Diante disso, o principal objetivo deste trabalho é procurar responder a seguinte questão: "Como os riscos da terceirização da TI e da adoção de novas TIs podem influenciar nos riscos para as estratégias competitivas das organizações?". Para tanto, foi realizada uma pesquisa exploratória utilizando o método estudo de múltiplos casos, onde foram pesquisadas três organizações atuantes em áreas distintas. Os principais resultados mostram que os modelos de terceirização da TI e de adoção de novas TIs influenciam significativamente na exposição aos riscos para as estratégias organizacionais, principalmente nas estratégias baseadas em liderança pelo custo e na diferenciação. No que se refere às estratégias baseadas em enfoque não foram encontradas evidências de influência dos constructos acima citados nos riscos para tais estratégias. Também foi possível verificar, que existe uma relação entre o tipo de terceirização adotado pelas organizações e a sua postura frente à adoção de novas TIs e que ambos implicam em riscos para as estratégias competitivas das organizações.
Hiring outsiders to take care of Information Technology (IT) has been used for some time now to reduce IT costs, to concentrate on the main activities and competences in the organization and to reduce cultural problems. From the strategic point of view, however, this practice may lead to some risks literature mentions as treating IT as a mere commodity, proceeding to an incomplete hiring process, having construction failures, retaining abilities and capacities within the organization, having asymmetric forces in favor of the suppliers, facing some difficulties in coming up with agreements to quickly adapt to changes, either for business or technology, limiting new technologies' development, and, in special, facing the risk of having information passed to competitors. Adopting new IT is another subject that demands more studies; adopting innovations or not may lead to risks: if the adoption is rejected or too late, there is the risk of the organization to become a technologically "follower", but if it is precocious, there is the risk of much higher costs or even a failure in implementing information, what would cause not getting the desired competitive advantages. Determining the balance among these risks is a great challenge and may even establish strategic success or failure for an organization. Thus, the main objective of this work was to try an answer to the following question: "How may the risks of an outsider IT and adopting new IT influence risks for the competitive strategies within organizations?". To do so, it was carried out an exploratory research using the multiple-case method. Three organizations from distinct markets were studied. The main results show the models of outsider IT and adopting new IT significantly influence on the risks' exposure for organizational strategies, emphasizing, strategies based on leadership on costs and differentiation. As for strategies based on focus, there was no evidence of any influence of the just mentioned constructs in risks for such strategies.

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Eskilsson, Bo-Lennart, Oziel Gonzalez Lagunas et Erik Gruvin. « When is it favourable to outsource innovation ». Thesis, Blekinge Tekniska Högskola, Sektionen för management, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-4626.

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Companies need to constantly innovate and improve in order to remain profitable and keep up with competition. But innovation can be costly and knowledge and new ideas hard to find. Therefore companies outsource innovation and do so increasingly even though it is difficult to successfully decide when and how. When should companies try to come up with new ideas themselves, and when should they give the job to outside experts? Does outsourcing of innovation work in established markets, new markets, for incremental or disruptive innovations, for product or process types of innovations? Research involving small companies and outsourcing of innovation has not been widely addressed in the literature, this thesis intend to give a better understanding of this area. After conducting a literature review we went looking for specific answers to the questions what effect does the business newness and size of a company have on the success of outsourcing and is there a difference in the outcome of outsourcing of innovation regarding the areas product, process, market and organization. A survey among decision makers and decision influencers showed: 1. Outsourcing of product and market innovation in new business compared to established business was considered equally successful. 2. Outsourcing of process and organisation innovation in new business was considered significantly less successful compared to established business. 3. The perceived benefit from outsourcing product innovation is higher than perceived benefit from outsourcing of processes, markets or organizations innovation. 4. Market leaders (including those who were runner up) believes that outsourcing of organization innovation in established business is more successful compared to none market leaders same goes for outsourcing of process innovation. This thesis tries to explain these and other findings concerning outsourcing of innovation.

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Tan, Kerria Measkhan. « Essays on Strategic Behavior in the U.S. Airline Industry ». The Ohio State University, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=osu1337707288.

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Miralam, Mohammad. « An exploratory study into buyer and supplier relationship problems : causes, control strategies and effects in Saudi Arabian companies ». Thesis, University of Stirling, 2011. http://hdl.handle.net/1893/3558.

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Around the world, companies are rapidly moving towards outsourcing to enhance their competitive position in the market through reduction in product development cycle times (costs), demands for better quality, improvement in supply chain management and higher expectations from more discriminating and demanding customers (Lyons and Krachenberg, 1990). An outsourcing mechanism consists of two parties, buyer and supplier. Hence, the success of the buyer and supplier relationship is the main factor to achieve successful outsourcing operations. This research studies the buyer and supplier relationship in each relationship type in the Saudi Arabian market; market exchange, captive buyer, strategic partnership and captive supplier. The main objective of this research was to study in depth buyer and supplier relationships (outsourcing) by discovering which problems exist in each type of relationship, how they can be controlled and what are their effects. It examines and tests certain factors associated with the relationships, such as incentives for their creation, relationship problems, cause of problems, problem control mechanisms and finally the effects of these problems on the buyer, the relationship and the market. The methodology used in this study was as follows: an interpretative research philosophy, an inductive research approach and an exploratory research strategy. Semi-structured interviews were found to be the most appropriate method of data collection because they enabled the researcher to gather valid and reliable data. The research model involved all the components affecting the buyer and supplier relationship. These components were categorized and classified in a meaningful way, describing the flow of the relationship from the research perspective in terms of testing the effect of each component in the relationship between buyer and supplier in general and its effect on the category to which it belongs. The data was collected from purchasing employees on the buyers’ side and sales employees on the suppliers’ side. The total number of participating buyer and supplier firms was 57, distributed across manufacturing and service industries. The first data collection phase involved all the buyer data and the second following up, reviewing and completing the data that the researcher thought had been missed during the first phase of interviews, and which needed to be explained more fully by the interviewees. This phase also involved collecting all the supplier data. 40 interviews were conducted to collect buyer data within three months. The 40 interviews involved 88 recorded hours, and each buyer discussed 4 relationships (not necessarily 4 different types of relationship), resulting in a total of 64 market exchange, 30 captive buyer, 22 strategic relationship and 44 captive supplier relationships, accounting for the total of 160 different types of relationships across the 40 different buyers. Supplier data was collected by conducting 17 interviews within 27 days. The 17 interviews involved 34 recorded hours. While the researcher was analyzing the data collected, a special case in market exchange relationship was found. In this case, buyers preferred to deal with suppliers under a captive buyer relationship though the relationship characteristics were market exchange relationship because of their interests. The researcher also found that Saudi firms are the same as other firms in the rest of the world. They are trying to maximize their competitiveness in the market by improving product or service quality and speed of delivery, reducing product or service costs and enhancing decision making efficiency. Additionally, it was found that relationship incentives, arising from buyer wishes or compulsory reasons, create any one of the buyer and supplier relationship types, which were other than what has been mentioned in the outsourcing reasons in the literature. In addition, the researcher also found that relationship incentives might cause problems, so the buyer should be more careful with them. Additionally, there are also other causes that might create agency problems than those mentioned in previous studies. At the same time, it was observed that there are new control mechanisms, not previously discussed in the literature. The study found that the outsourcing relationship is affected negatively, and there are other effects than those mentioned in the literature by Tezuka (1997). In addition, the researcher found that because of the ‘agency’ system in Saudi Arabia its economy is affected negatively. Finally, the original research conceptual model was found applicable to all types of relationship.

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Shen, Chien-Cheng, et 沈建成. « The study of PDA outsourcing manufacturer’s competitive advantage ». Thesis, 2001. http://ndltd.ncl.edu.tw/handle/03501635946044667221.

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碩士
國立臺北大學
企業管理學系
89
With the popularity of Information appliance and the Internet, Personal Digital Assistant is becoming a hot industry in the next century. Now the PDA outsourcing manufactures have advantages technology research and development, elasticity of manufacturing and supply chain management capability. The international well-known buyers such as Palm, Compaq try to find the opportunity to cooperate with Taiwanese manufacturers. PDA manufacturers run the original equipment manufacturing/ original design manufacturing business in order to disperse the risk of operation, learn buyers’ technology and professional knowledge, improve operational frameworks and technology capabilities and finally gain maximum profit. According to the industry''s development and the future trend, this thesis discusses the following themes, 1.How do PDA manufacturers establish competitive advantages in different business operational frameworks? 2.How do PDA manufacturers establish competitive advantages by way of training, obtaining and developing technology? Besides the related reference literature, there are interviews with experts and case analysis. This thesis takes Inventec corporation and Procomp corporation as cases and gets the following results, 1.In the aspect of operational framework, the manufacturers who have lots of customers and various products, and put resources in research and development get comparative advantages of quality and innovation. With increasing business scope, input of long-term and short-term resources and accumulating experience, the advantage of efficiency is becoming apparent. 2.In the aspect of technology capability, the manufacturers who research and develop automatic production, the Operational System ability, and find lower labor cost get a comparative advantage of efficiency. The manufacturers who research and develop automatic production equipment, use foreign Operational Systems and stabilize sources of parts can ensure a comparative advantage of quality in supply chain activities. 3.Manufacturers have to get comparative advantages of efficiency, quality and innovation to attract customers, but their response is still the most important.

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Min-Hsien, LI, et 李岷憲. « The Effects of Hospital Resources and Competitive Advantage on Hospital Outsourcing Management and Outsourcing Performance ». Thesis, 2011. http://ndltd.ncl.edu.tw/handle/62171051053751171751.

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碩士
國立臺灣師範大學
工業教育學系
100
According to the National Health Insurance Bureau of National Health Insurance (NHI) statistics (2011) pointed out that in recent years by the domestic population is aging, the introduction of new medical technology was to enhance care of ill patients, health insurance costs grew rapidly, and long enough to cope premium income medical expenses, health insurance has been facing serious financial challenges. This study used quantitative perspective, including hospital resources competitive advantage, outsourcing management, three dimensions of the different medical institutions to verify the hospital's performance after outsourcing. The study also used questionnaires to evaluate teaching hospital in Taiwan as a regional hospital for the study, depending on the actual situation of the hospital to do the questionnaire; 509 questionnaires were released, got the 219 questionnaires, 27 questionnaires invalid, got a total of 192 valid questionnaires, the effective rate was 37.7%. The study found that different hospitals have different hospital resources and competitive advantage under outsourcing management have the positive relationship, outsourcing management control and monitor well , are positively related to outsourcing performance.

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Lin, Po-Hsi, et 林伯羲. « The Analysis of Competitive Firms'' Outsourcing Strategy in Logistic Industry ». Thesis, 2018. http://ndltd.ncl.edu.tw/handle/j24526.

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碩士
國立中興大學
高階經理人碩士在職專班
106
In the increasingly competitive logistics market, various logistics companies have tried their best to maximize the benefits and profits, and will also adopt a number of strategies to meet the needs of enterprise survival and profitability, and the outsourcing strategy isone of the methods often used, most of the research topics in the past focus on the management and performance of outsourcing, and less on the practice, the manufacturer may interfere with or influence the outsourcing itself because of the competitor''s outsourcing strategy. The implementation status of this strategy, and this phenomenon is also the direction of this study. This study mainly considers how manufacturers can influence each other''s competition under the reasonable competition environment, based on the market share of price, quantity, profit and external conditions, the degree of substitution and the cost of self-employment or outsourcing. Through the establishment of the game model, find out the possible combination of strategies, and use the backward induction method to obtain the degree of influence of the external condition variables on the game. The results obtained are as follows: First, the higher the degree of substitution between manufacturers, the more it will be, regardless of which mode is chosen, will eventually return to the strategy of outsourcing at the same time. Second, as the market grows, the two logistics companies will not choose to outsource. Third, when the fixed cost of self-operation is between a certain value, the two logistics companies will choose different outsourcing strategies when they are balanced, that is, one of them will choose to outsource, while the other chooses not to outsource. Keyword: Logistics, outsourcing strategy, degree of substitution

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Lin, Yen-Wen, et 林彥妏. « The Influences of Outsourcing Strategies and Outsourcing Management Policies on Competitive Advantages of Steel Industry in Taiwan ». Thesis, 2009. http://ndltd.ncl.edu.tw/handle/77836673867556641151.

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碩士
國立高雄應用科技大學
國際企業系
97
While enterprises face the changing environment, they will use outsourcing to enhance enterprise’s competitive ability and flexibility. It also helps enterprises to reduce the risk and cost down. In latest years, Outsourcing has become a very important strategy on enterprise operating. Outsourcing strategies are not always successful; the reason why it failed is enterprises lack of outsourcing management to supporting the outsourcing strategies. And in this environment, the enterprise should not only have good performance but also have a competitive advantage to adapt for the changing environment. This research attempts to examine the influences of outsourcing strategies and outsourcing management policies upon competitive advantage of create, quality and efficiency while were illustrated by Taiwanese Steel Industry. This study collected 126 firms in Taiwan. The analyses in use are: Interview with companies, factor analysis, correlation and regression analyses. The Results indicate that, (1)To execute more Peripheral Activities will reduce the creative ability. (2)To execute more Critical Performance Activities will increase the creative ability but reduce the quality.

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« Impact of offshore outsourcing on competitive advantage of U.S. multinational corporations ». LYNN UNIVERSITY, 2009. http://pqdtopen.proquest.com/#viewpdf?dispub=3338084.

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Tseng, Chao-Jen, et 曾昭仁. « Competitive Outsourcing Analysis of Electrogalvanizy and Pickle Processes for H Steel Conpany ». Thesis, 2013. http://ndltd.ncl.edu.tw/handle/ghzw84.

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碩士
國立中山大學
企業管理學系研究所
101
The important foundation of the industrial development is the iron &; steel industry and it not only relate to economic development, also is the one of the strategic of country. In recently year, the steel industries suffered from the oversupply problems domestically which resulting in fierce competition and decrease the profit of the corporations. In order to overcome the dilemma of operation, like the materials supply chain, the quick-change environment and so on, the most important part is the competitive advantages of company. From the research of A company study found that (1) well-equipped, high productivity; (2) good quality, stable source of quality materials and no shortage of raw materials; (3) great technology and talent support from mother company to enhance the innovation capability of high value products. A company in addition to strengthening the organizational resources, but should also be pay attention to overseas market development, focus on the industry, to develop their own features and continuous quality improvement; this study also suggest A company should enhance the vertical and horizontal integrate of supply chain with new technologies and focus on custom services. This research is from the view of resource-based theory, used a qualitative research methods, through information collection and induction of secondary data and depth interviews to explore the unique competitiveness and competitive advantage of A case company. Analysis and come to the following conclusions: (1) Strengthen and organize resources, scale type and forward-looking development of overseas markets, by its own competitive advantage, such as a mature production technology, complete industrial supply chain system, excellent talent and a strong parent company of the Group resources at the same time, more consideration should be given to the scale and forward-looking development of overseas markets, to stabilize the company''s niche basis; (2) Development of segmentation products, efforts to the development of specialty products, through the assistance of the parent Group resources transferred to a higher level of product development, development of different products with the industry; (3) Continuous quality improvement, to provide customers with high-quality services, allow enterprises to more highly competitive the vitality of sustainable development, and an invincible position. A case company practice recommendations: (1) Strengthen differentiated customer management capability to provide customers with niche products and in-depth understanding what the customer needs, to ensure smooth operations, so that customers with more convenient single mode; (2) Create price and low-cost niche, production tracking control through the systematic order to reduce the waiting and inventory costs, to ensure the quality meet the customer requirements, to protect the interests of both sales; (3) Vertical and horizontal integration of resources, combined with the resources of the parent Group advantages, and actively enhance the development of high added-profit steel and fully through the supply chain management make full use of the advantages of equipment and raw materials production, to maintain a high degree of production mobility, in order to enhance the quality advantage and competitiveness of the industry.

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Tse, Lin Shang, et 林尚澤. « A Study of the Outsourcing Management under the Different Competitive Strategy of Fabric Convertors ». Thesis, 2011. http://ndltd.ncl.edu.tw/handle/38633496401893788439.

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碩士
輔仁大學
織品服裝學系
99
Studies on outsourcing strategy are plenty. However, very few focus on a study of the outsourcing strategy and management for fabric convertors. Especially during the intergration and evolution of Taiwan’s textile industry, these convertors play a very important role. But time is changing, nowadays the convertors also face a lot of challenge in front of them. The reason they can still survive, or even grow very fast is they must own some important core competence. This study focus on how do fabric convertors select the outsourcing factories and handle or control the process closely with these outsourcing factories under different competitive strategy. So they do not have to worry about too much when they outsource the orders to their factories. This work adopts live-example approach utilizing exploratory nature. The analytical method takes case study to induce those tedious data obtained via in-depth interviews. Five points can be inferred as follows: 1. Convertors will adjust their cooperated oursoucing factories based on their current condition and products; also they will adjust the standard to evaluate the outsourcing factories. 2. A contract is a necessity. To sign an aggrement on a contract must be established at the conditions which both parties can accept. This can build up a long term relationship. 3. It is important for convertors to set up their own organization to deal with outsourcing factories. 4. Convertors must establish some standard to evaluate outsourcing factories in order to evaluate the cooperation with outsourcing factories. 5. Convertors must establish the degree to evaluate outsourcing factories. This can help the organization management.

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Shu-TingHsu et 徐淑梃. « The Impact to Competitive Advantage from Outsourcing Strategy and Organization Structure–A comparative Case Study ». Thesis, 2012. http://ndltd.ncl.edu.tw/handle/28589393564703608875.

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碩士
國立成功大學
經營管理碩士學位學程
100
According to the trend of global manufacturing portfolio, more and more corporations come into outsoucing the process without core-ability activities.It seems to be the main-tide for business to provide the competitiveness. Outsourcing is not only an prerequisite consideration to reduce cost, but also assist to improve organizational efficiency. It may recapture innovation for the business model , moreover than being an important factor to keep developing an continued advantageous position in the future. Therefore, from the proprietors’ view, it’s insufficient to manage internal resources. How to manage the suppliers is as important as well. The formation of the business model impacts the core competence doubtlessly. It’s worthly to further analyze the situation for the outsourcing strategy, internal organizational process and how to strengthen and enhance the competitive advantage. By using the way of depth interview in the three case studies. It reveals the case’s business model and how the outsourcing strategy was performed with different kind of organization structure. Also it finds out the value chain as a reference for the practioners. The main findings are as following: 1.The outsourcing way was considered only for the cost in the past, but new finding is that it may also improve the organizational operation through the learning and knowledge interaction. The innovation for the operation management brings more corporation value and improves the competitiveness. 2.When planning an outsourcing strategy , it’s better to establish an organization with an independence department as the contact window. Muli-functional group can make communication smoothly and keep a stable relationship with suppliers. It also will facilitate an efficient performance to manage the suppliers.

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Saraiva, Marina Isabel Amoêdo. « Management outsourcing business models : a perspective of sustainability ». Master's thesis, 2018. http://hdl.handle.net/10071/18596.

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In a world characterized by intense competition, outsourcing has infiltrated the management world in a major way. Outsourcing services are becoming an increasingly important source to companies focus on their core competencies, reduce costs, and increase efficiency in several organizational functions. Even though outsourcing of business activities has become a prevalent practice amongst organizations, the literature provides only a one-dimensional view of the phenomenon by focusing on the service receivers’ perspectives – buyer. This dissertation overcomes this weakness by investigate and analyze the business models of outsourcing companies – vendor - as a way to understand how they reach a sustainable competitive advantage that differentiates them in a competitive market. Hence, the whole investigation explores the service provider’s perspectives by conducting interviews to 16 top executives from 15 different outsourcing companies in Portugal. The findings suggest that all the organizations presented in the study face the same challenges/pains in the market and each of them manifest an exclusive combination of mechanisms, methods, strategies and approaches within their business models to be differentiated in the market and sustainable in terms of efficiency and competitive advantage.
Num mundo caracterizado por forte competição, o outsourcing tem estado presente no mundo da gestão de forma cada vez mais significativa. Serviços de outsourcing representam atualmente uma importante fonte para as empresas se conseguirem focar nas suas competências e capacidades chave, reduzir custos, e aumentar a eficiência em diversas funções organizacionais. Apesar do outsourcing de atividades de negócio ser uma prática cada vez mais relevante e existente nas organizações, a literatura proporciona apenas uma visão dimensional do fenómeno, focando-se na perspetiva dos recetores do serviço – buyer. Esta dissertação transpõe este gap investigando e analisando os modelos de negócio das empresas de outsourcing – vendor – de forma a perceber como estas alcançam uma vantagem competitiva que as torna diferenciadoras num mercado competitivo. Assim, a presente investigação explora a perspetiva dos prestadores do serviço de outsourcing através da realização de entrevistas a 16 executivos de topo pertencentes a 15 distintas empresas de outsourcing em Portugal. Os resultados demonstram que as organizações presentes no estudo enfrentam os mesmos desafios e dores no mercado, e cada uma delas expressa uma combinação exclusiva de mecanismos, métodos, estratégias, e abordagens nos seus modelos de negócio que as torna diferenciadores e sustentáveis no mercado, em termos de eficiência e vantagem competitiva.

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Nicosia, Nancy. « Essays on competitive contracting : an application to the mass transit industry / ». 2002. http://www.gbv.de/dms/zbw/558298354.pdf.

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Lin, Chun-Wei, et 林君衛. « The Discussion of the Competitive Advantage in Outsourcing Supplier hrough Relationship Marketing View - An Empirical Study for Pre-Recorded Optical Storage Media Industry ». Thesis, 2006. http://ndltd.ncl.edu.tw/handle/01199850672623855958.

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碩士
元智大學
管理研究所
94
The formation of business competitive advantages is closely related to maintaining high quality of products and services, improving operating performance, and reducing costs, while outsourcing is one of the most important strategies based on the concept. In the globalizing economic environment, outsourcing is not only the temporary measure for businesses to satisfy their short-term needs but also a long-term relationship in order to reduce the uncertainties of manufacturing. Therefore, the studies of how to improve the efficiency through such relationship marketing are necessary. Through the comparison of reference documents and case studies, this report concludes that the efforts from outsourcing suppliers will affect the trust and commitment between buyers and sellers, which is the suppliers’ key advantage. As the trust and commitment to the suppliers increase, it not only improves the long-term relationship but also reduces costs and enhances the customer satisfaction. This, representing the value of outsourcing suppliers, is where the business competitive advantage appears.

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Naia, Miguel Bruno Cardoso Teixeira Freitas da. « BPO : Business Process Outsourcing, vantagem competitiva na gestão empresarial moderna ? » Master's thesis, 2015. http://hdl.handle.net/10400.14/18911.

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Com o aumento da competitividade o BPO – Business Process Outsourcing assume um papel cada vez mais crucial nas organizações. O aumento da produtividade, a melhoria do desempenho e a qualidade de serviço são, cada vez mais, fatores vitais que determinam o sucesso das organizações O BPO – Business Process Outsourcing evoluiu muito nos últimos anos, tornou-se crucial e fundamental para as organizações. Atualmente, as organizações enfrentam diariamente inúmeros desafios que obrigam a uma escolha criteriosa de estratégias para os superar e para a obtenção dos resultados pretendidos. Neste contexto, surge o BPO – Business Process Outsourcing, que se apresenta como uma componente na tomada de decisão estratégica e como uma forma muito importante para incrementar a qualidade e a eficiência nas várias atividades das organizações. Poderemos facilmente concluir que o outsourcing é uma inevitabilidade virtual. Será sempre um recurso de gestão que irá permitir aos executivos das organizações determinar o quanto podem beneficiar com a sua inclusão. O BPO – Business Process Outsourcing poderá acarretar riscos para as organizações, mas sejamos realistas e objetivos, todas as medidas de potencial elevado o encerram; não sendo assim óbvio que este interesse por este outsourcing diminua. Posto isto, verifica-se que esta estratégia tende a ganhar cada vez mais espaço, abrindo assim as portas de entrada para a revolução do Business Process Outsourcing. O state of the art da investigação efetuada para a elaboração deste relatório pressupôs a análise da revisão da literatura existente sobre o tema ″Business Process Outsourcing″. O estudo foi realizado com base à análise do artigo “Business Process Outsourcing studies: a critical review and research directions”, Lacity et al (2011). As organizações estão a aumentar as fontes de recrutamento externas de processos de gestão, sendo esta prática conhecida por Business Process Outsourcing (BPO). O negócio atual ascende a 279 biliões de dólares e pespetiva-se um crescimento anual em cerca de 25%. Conclui-se que o BPO – Business Process Outsourcing é uma vantagem competitiva da Gestão Empresarial moderna, com a qual se obtém a redução de custos fixos, a otimização dos tempos de resposta ao cliente, economias de escala, bem como a possibilidade da subcontratação destes processos não críticos da organização a fornecedores especializados. Sobre o que determina as decisões de BPO, obteve-se uma evidência clara e consistente. As organizações pretendem reduzir os custos, para se poderem concentrar nas suas capacidades essenciais ou processos críticos. Pretende-se obter desses fornecedores/ prestadores de serviços as capacidades e os conhecimentos, para melhorar os seus processos de negócios, com a redução dos prazos de entrega e acima de tudo a obtenção de economias de escala, tendo em vista a maximização do lucro. Obteve-se uma clara evidência de que as organizações são menos propensas a contratar processos de negócios que têm altos níveis de complexidade ou envolvam processos críticos do seu negócio. Para concretizar este relatório apresentei uma situação profissionalmente significativa associada ao tema escolhido, BPO – Business Process Outsourcing, ocorrida durante a minha vida profissional. Neste capítulo será feita uma resenha histórica da organização, assim como uma descrição das atividades, áreas de negócio e organização do Banco Carregosa, bem como um enquadramento relativamente ao seu futuro enquanto organização. É caraterizado o sistema de garantias utilizado pelo Banco Carregosa, para a gestão de risco aplicados aos contratos de opções sobre futuros internacionais. São também apresentadas simulações de potenciais situações de mercado sobre as quais foram aplicados os trâmites legais no sentido de calcular a perda máxima potencial. Para a realização deste relatório houve o recurso às Tecnologias da Informação(TI), para procura de informação em diversas bases de dados, sendo utilizadas para a pesquisa as seguintes palavras-chave/ key words: business process outsourcing, risks and benefits of business process outsourcing, perceived benefits of business process outsourcing, outsourcing, process management, risk-benefit concept e information technology outsourcing.
As competition grows, the BPO - Business Process Outsourcing plays an ever more crucial role in organizations. The increase in productivity as well as the quality of performance and services are vital factors in determining the success of organizations. During the most recents, years the BPO - Business Process Outsourcing has made a notorious developmental evolution, playing a crucial and fundamental role in organizations. Presently the organizations are faced with an enormous number of challenges on a daily basis, forcing them to make choices in order to overcome those challenges with the intent of obtaining the expected outcomes. In this context, the BPO - Business Process Outsourcing emerges, presenting itself as a component in strategic decision making and as a very important alternative to increasing the quality and efficiency of the various activities of the organizations. We can easily conclude that the outsourcing is virtuality inevitable. It will always be a management resource that will allow the executives of those organizations to determine the benefits of its inclusion. The BPO – Business Process Outsourcing may pose risks to the organizations but we must be realistic and objective- all measures of great potential carry risks. There is no evidence that those risks will cause any decreasing interest in outsourcing. In light of this, it is noted that the use of this business strategy is increasing, opening a number of doors to the revolution of Business Outsourcing. The “state of the art” research that took place in the elaboration of this dissertation was preceded by the analysis of the revised literature that was available on Business Process Outsourcing. This research was based on the analysis of the article ““Business Process Outsourcing Studies: a Critical Review and Research Directions”, Lacity et al (2011). Organizations are increasing their external recruiting pools of management processes also known as Business Process Outsourcing (BPO). Current business is up to 279 billion dollars with an expected 25% annual increase. One can conclude that the BPO- Business Process Outsourcing is a competitive advantage in the modern business management model through which it is possible to obtain a reduction in fixed costs, lower the amount of time spent on giving feedback to the clients and engage in economic scaling. In addition, it creates the possibility of subcontracting specialized suppliers for those processes which are not crucial to the organization. In terms of the BPO decisions, the evidence gathered was clear and consistent. The goal of the organizations is to reduce costs in order to be able to focus on essential capabilities or critical processes. The intention is to obtain from the suppliers/providers of services expertise and knowledge to enhance their business activities along with a reduction of the delivery dates. Most importantly, however is the ability to obtain economic scaling with the objective of maximizing profit. The data gathered showed clear evidence that organizations are less likely to deal with highly complex business processes that involve critical business processes. In order to execute this report, I presented a relevant professional case related to my professional experience and to the theme chosen: BPO-Business Process Outsourcing. This chapter includes a historical overview as well as a description of activities and area of business. An overview of the organization of Banco Carregosa (Carregosa Bank) will be presented while analyzing its future as an organization. A description of the characteristics of the system of warranties that the Banco Carregosa uses to manage the risks applied to the option deals on the international futures is provided. Simulations of potential business situations where legal action was applied is presented in order to calculate the maximum potential losses. Informational Technology was used in the completion of this report in order to research information in various data bases. The following keywords were used as search terms: business process outsourcing, risks and benefits of business process outsourcing, perceived benefits of business process outsourcing, outsourcing, process management, risk-benefit concept e information technology outsourcing.

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Moura, da Costa Tiago José. « Outsourcing - Proposta de Modelo de Decisão ». Master's thesis, 2015. http://hdl.handle.net/10400.26/9412.

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O Outsourcing como possível estratégia de sourcing a adotar por uma organização e em alternativa à natural estratégia de insourcing, apresenta-se nos tempos mais recentes, como uma das mais importantes e poderosas ferramentas no campo da gestão. Tendo as organizações como seu principal farol em termos da sua própria subsistência, o objetivo de ganhar e/ou sustentar a sua vantagem competitiva, existem diversos estudos e teorias económicas que referem o outsourcing como um dos principais veículos, ferramentas, para a condução de uma organização na perseguição desse objetivo. Fatores como a globalização, que provocou um encurtamento das distâncias do mundo atual, quer estas sejam as verdadeiras distâncias físicas, quer sejam as distâncias culturais, linguísticas, económicas, aliados a fatores como o crescente e rápido avanço tecnológico, entre outros, colocam às organizações, qualquer que seja o seu setor de atividade, área de negócio ou localização geográfica, novos e constantes desafios, a fim da obtenção do desiderato de ser melhor que os seus concorrentes e melhor satisfazer os seus clientes. Mais uma vez, para todos estes desafios, muitos dos estudos existentes ao nível do campo da gestão, indicam o outsourcing como a resposta mais assertiva aos mesmos.Posto isto, coloca-se a todos as questões, se o outsourcing é uma ferramenta da gestão tão importante e poderosa, porquê as organizações não adotam sempre o mesmo? ou então, porque é que certas organizações, após decidirem pela utilização do outsourcing, decidem posteriormente abandonar o mesmo? Estas são as questões, entre outras possíveis, que o presente trabalho procura responder. A fim de conseguir esse objetivo, procura-se com o presente trabalho desenvolver um modelo de decisão de sourcing, tendo como possíveis alternativas a estratégia de outsourcing e a estratégia de insourcing, e tendo subjacente à sua decisão, o estudo não somente dos benefícios que possam advir dessa decisão, mas de igual modo, os possíveis riscos daí advindos. Em virtude da decisão da adoção da estratégia de outsourcing ser na maioria das vezes uma decisão estratégica, pretende-se que o modelo de decisão desenvolvido, aquando da sua aplicação, envolva toda a organização, e a análise de fatores relacionados com o cliente, a parte financeira e os processos internos, um pouco à semelhança da ferramenta de gestão Balance Scorecard.Deste modo, o modelo de decisão desenvolvido, apresenta como seus fatores de decisão os possíveis Benefícios, Oportunidades e Riscos associados ao outsourcing e tem subjacente ao seu processo de decisão, o modelo Analytic Network Process, que recorre aos métodos de comparação e avaliação, para fazer os seus julgamentos em termos da importância, influência e probabilidade, e utilizando o conhecimento adquirido do decisor ou uma análise benefícios, custos e riscos.

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Castro, Mariana Coelho de. « Outsourcing na indústria portuguesa do calçado ». Master's thesis, 2016. http://hdl.handle.net/10348/7831.

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Dissertação de Mestrado em Ciências Económicas e Empresariais
O outsourcing consiste numa estratégia necessária para que as empresas concentrem os seus esforços e recursos nas atividades principais, uma vez que boas decisões de outsourcing podem resultar na redução de custos e obtenção de vantagem competitiva. Esta dissertação explora o conceito de outsourcing na Indústria Portuguesa do Calçado e pretende verificar a influência da adoção de estratégias de outsourcing no desempenho das empresas e na obtenção de vantagem competitiva. É desenvolvida atendendo aos seguintes objetivos: conhecer os motivos da decisão de externalizar atividades a terceiros, conhecer qual o impacto do outsourcing no desempenho das empresas e na obtenção de vantagem competitiva. O modelo teórico proposto pretende testar cinco hipóteses desenvolvidas tendo em conta os objetivos do estudo. O modelo foi validado através de um questionário enviado empresas da indústria do calçado, obtidas através da Associação Empresarial de Portugal, Associação Portuguesa dos Industriais de Calçado, Componentes, Artigos de Pele e seus Sucedâneos e do Instituto de Apoio às Pequenas e Médias Empresas e ao Investimento. A análise estatística dos resultados permite concluir que a Estratégia de Outsourcing influencia positivamente o Desempenho da Organização, por sua vez, o Desempenho da Organização influencia positivamente a Vantagem Competitiva, ou seja, a utilização de uma estratégia de outsourcing é um dos caminhos para a obtenção de melhor desempenho e, por conseguinte, para adquirir vantagem competitiva. Também a Relação Estabelecida com o Parceiro tem uma influência positiva sobre o Desempenho da Organização, uma vez que um bom relacionamento estabelecido entre a organização e o seu parceiro de negócios é traduzido em satisfação para ambas as partes.
Outsourcing is a necessary strategy so that companies can focus their efforts and resources on key activities, since good outsourcing decisions may result in reducing costs and in gaining competitive advantage. This paper explores the concept of outsourcing in the Portuguese Footwear Industry and it intends to verify the influence of outsourcing strategies adoption in the company’s performance and competitive advantage achievement. It is developed in order to meet the following objectives: to know the reasons why companies decide to outsource activities to third parties; to identify the extent of the impact of outsourcing decision in the company’s performance and competitive advantage achievement. The proposed theoretical model aims to analyze the validity of the five hypotheses which were developed according to the objectives of the current research. The model was validated by a questionnaire which was filled by a sample of footwear companies provided by the Business Association of Portugal, by the Portuguese Association of Footwear Industry, Components, Leather goods and their Substitutes, and by The Institute of Support to Small and Medium Enterprises and Innovation. The results of the statistical analysis show that the organization’s performance is positively influenced by outsourcing strategy. The results also prove that competitive advantage is positively influenced by the organization's performance. Therefore, using an outsourcing strategy is one of the means to obtain better performance and consequently to gain a competitive advantage. Besides, the relationship created with their business partners entail a positive influence on the organization's performance, since a good relationship results in satisfaction for both companies.

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Ming-Yuan, Pai, et 白明遠. « The Comparative Study on The Small-Medium Sized High-Tech Outsourcing Companies’ Competition Model ». Thesis, 2004. http://ndltd.ncl.edu.tw/handle/54000261037354783638.

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碩士
淡江大學
管理科學研究所企業經營碩士在職專班
92
China has been manufactured area of Electronic products, how can Taiwan’s manufactories face the local manufactories in China? Cheapest labor cost, unlimited human resounce and speed that they all make many pressures to Asia countries specially Taiwan’s Electronic industry. It is the crisis, but also it is turning point. In general, there are three ways to compare what different between Taiwan’s manufactories and China lacal manufactories (1)Production (2) Marketing and (3) R&D.

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Marçal, José. « A influência da logística na competitividade das empresas : o caso das empresas grossistas de distribuição em Portugal" ». Doctoral thesis, 2006. http://hdl.handle.net/10884/635.

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Operando as empresas num mercado cada vez mais competitivo e global, os sistemas logísticos desempenham um papel estratégico na vida das mesmas. O valor criado pela logística radica assim numa dupla vertente: por um lado, a eficiência dos sistemas logísticos promove baixos custos (que se podem reflectir no preço); por outro, um desempenho logístico de acordo, ou que supere, as expectativas dos clientes pode ser um elemento diferenciador face à concorrência. O estudo realizou-se com base numa amostra de empresas grossistas do ramo alimentar que responderam a um questionário elaborado para o efeito, referente ao periodo de 1995 a 2005. Os dados a partir dos quais se procedeu à análise, utilizando técnicas estatísticas com recurso ao SPSS, permitiram, no essencial, comprovar a eficácia das práticas logísticas utilizadas e o impacto do seu desempenho nas empresas. Na sequência da análise das componentes principais construimos um modelo que permite explicar a influência da logística na competitividade das empresas inquiridas, designdamente em termos de prazos de entrega, nível de serviço, outsourcing, custos logísticos e novas tecnologias.

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Tobias, Melvin L. « Worker Shortage, Outsourcing, and Immigration as Features of Computer Technology Competition between the United States and India ». 2011. http://trace.tennessee.edu/utk_gradthes/1031.

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In this study, we examine questions relating to the state of competition between the United States and India in the field of computer technology. We consider whether there is continual increase in the outsourcing by American firms of computer service work abroad, claims of computer worker shortage, and claims of the need for increased immigration of foreign computer workers to deal with a supposed deterioration in American technology. We conclude, first, that both U.S. and Indian computer service companies and their potential clients prefer close collaboration rather than “arms length” relationships. As a result, service companies in both nations have made large efforts to set up business in each other’s country. Second, we find that the actual level of effort to hire workers in computer technology does not correspond to the intensity of need claimed by computer industry leaders. Finally, we conclude that the United States occupies a position of vigorous leadership in science and technology, evidenced by the largest number of graduates in those fields of any country, a number enhanced by a strong inflow of highly qualified students from other countries seeking advanced training and future careers here

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Strader, Eiko Hiraoka. « Immigration and Within-Group Wage Inequality : How Queuing, Competition, and Care Outsourcing Exacerbate and Erode Earnings Inequalities ». 2017. https://scholarworks.umass.edu/dissertations/AAI10997500.

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The rhetoric against immigration in the United States mostly focuses on the economic threat to low-educated native-born men using a singular labor market competition lens. In contrast to this trend, this dissertation builds on a large body of previous work on job queuing and ethnic competition, as well as insights gained from the studies on female labor force participation and the outsourcing of care work. By exploring regional differences in the wage effects of immigration across 100 metropolitan areas between 1980 and 2007, I argue that immigration is an intersectionally dynamic localized source of wage inequality and equality. The first chapter provides an overview of the current literature concerning the wage effects of immigration on native-born workers. The second chapter asks empirically whether immigration is related to regional differences in the gender wage gap, and finds that the gap is narrower in cities with higher concentrations of migrant domestic workers. In chapter three, I focus on native-born women only and investigate how within-women inequalities are mediated, unchanged, or sustained through immigration by race, class and motherhood. In the fourth chapter, I discuss the benefits and limitations of fixed- and random-effects models, and advocate for the use of hybrid-effects models for intersectional scholars who consider social inequality to be a multidimensional experience across time and space. Ultimately, I conclude that the wage effects of immigration are the result of gendered, raced and classed queuing processes, as well as changes in household production decisions. Findings presented in this dissertation advance empirical and theoretical debates on the linkage between immigration and within-country wage inequality by arguing that the wage effects of immigration are intersectionally dynamic. The policy implications of my dissertation are twofold. First, the binary treatment of native-born workers against immigrants is misguided because immigration intersects with other sources of inequality. Secondly, the continued reliance on the market-based care, as opposed to publicly provided care, increases the labor market vulnerability of some native-born workers.

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KOVÁŘÍKOVÁ, Markéta. « Analýza distribuční logistiky u vybraných potravinářských výrobků ». Master's thesis, 2012. http://www.nusl.cz/ntk/nusl-126556.

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The main aim of the thesis is analysis of the logistic system of the company dealing with distribution of meat and dairy products, from the viewpoint of material and information flow from the point of purchase to the supply to the clients and to try to suggest possibilities of optimalization in order to improve logistic procedures. On the basis of performed analysis is suggested possible change towards the optimalizacion of distribution, which lies in a new way of direction internal sources of the enterprise.

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Thèses sur le sujet « Competitive Outsourcing »

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