Bibliographies thématiques / Outsourcing strategies

Littérature scientifique sur le sujet « Outsourcing strategies »

Auteur : Grafiati
Publié le 7 juillet 2024
Mis à jour le 7 juillet 2024

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Articles de revues sur le sujet "Outsourcing strategies"

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

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Several studies pertaining to outsourcing in the banking and financial services sector in developed countries show a gradually growing trend of outsourcing among banking and financial organizations, both in terms of nature and scope of activities outsourced. Outsourcing of Information Technology (IT) services to achieve competitive advantage has become a key part of the organizational strategies in the banking industry. However, not many studies focus on outsourcing trends and practices of banking industries in developing countries like India and China. The present paper investigates the trends in IT outsourcing (ITO) practices among the private and public sector banking institutions in India and makes a comparative analysis of these practices with reference to four importantt dimensions of outsourcing, shoring, sourcing, engagement and duration.
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Spooner, Neil, Stephanie Cape et Scott Summerfield. « Outsourcing strategies in bioanalysis ». Bioanalysis 9, no 15 (août 2017) : 1125–26. http://dx.doi.org/10.4155/bio-2017-4986.

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Gray, Paul. « OUTSOURCING AND OTHER STRATEGIES ». Information Systems Management 11, no 4 (janvier 1994) : 72–75. http://dx.doi.org/10.1080/07399019408964676.

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Moneta, Larry, et William L. Dillon. « Strategies for Effective Outsourcing ». New Directions for Student Services 2001, no 96 (2001) : 31–49. http://dx.doi.org/10.1002/ss.29.

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Chinogwеnya, Kudzanai, et Reward Utete. « Outsourcing for emergency relief : Unravelling key strategies ». International Journal of Research in Business and Social Science (2147- 4478) 12, no 8 (11 décembre 2023) : 48–60. http://dx.doi.org/10.20525/ijrbs.v12i8.2913.

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Modern relief organisations are overwhelmed with complex emergency response operations. Man-made and natural disasters are affecting millions of people, infrastructure and land. In developing countries, many emergency relief programs fail due to ineffective outsourcing management of emergency response services. This has been worsened by failure to understand the concept of outsourcing and measures to improve it. Little is known about the key strategies of outsourcing and their impact on emergency relief performance. Thus, the study sought to establish key strategies of outsourcing and their impact on performance of emergency relief programme. The study employed a descriptive research design tapping into quantitative research approach. To collect data from respondents, the closed-ended questionnaires were used. Descriptive and inferential statistics were used in analysing the quantitative data. The study found that adopting strategies to enhance outsourcing improved the organisation’s efficiency and effectiveness in performing emergency relief services. The study revealed that investing in information technology and software systems; and adopting supply chain modelling, algorithms and programming are impetus strategies that can be implemented by a leading non-governmental organisation to enhance outsourcing. Thus, there is significant relationship between exercise of sustainable strategies that enhances outsourcing and performance improvement of emergency relief services. The management of the organisation should adopt information technology, artificial intelligence and data analytics when outsourcing services within the organisation. The study focused on a leading non-governmental organisation in Zimbabwe neglecting other emergency relief organizations and thus making it difficult to make inferences to other players. Therefore, th? researcher recommends that further studies should consider taking all humanitarian organisations to have a comprehensive understanding on the issue under study.
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Leavy, Brian. « Outsourcing strategies : opportunities and risks ». Strategy & ; Leadership 32, no 6 (décembre 2004) : 20–25. http://dx.doi.org/10.1108/10878570410568875.

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Lashgari, Shima, et Jurgita Antuchevičienė. « USING QSPM AND WASPAS METHODS FOR DETERMINING OUTSOURCING STRATEGIES ». Journal of Business Economics and Management 15, no 4 (29 avril 2014) : 729–43. http://dx.doi.org/10.3846/16111699.2014.908789.

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The aim of the current study is to select the best strategies for outsourcing development, applying decision-making tools that enable to make reasoned decision. To evaluate outsourcing strategies, a new model of Comprehensive Framework for Strategy Formulation and Selection is presented. Development of outsourcing of healthcare services in Tehran is analysed in the paper. Strengths, Weaknesses, Opportunities, and Threats analysis is used to evaluate the internal and external factors affecting the outsourcing of healthcare services in health deputy of the Tehran University of Medical Sciences in different aspects and to develop several possible outsourcing strategies. Quantitative Strategic Planning Matrix is applied for quantitative evaluation of strategies. It is proposed to validate the approach by applying Multiple Criteria Decision Making methods. Robust and accurate Weighted Aggregated Sum Product Assessment method is selected and applied for quantitative evaluation of strategies. Based on the consistency of the results of the both approaches, the five best strategies to develop healthcare services outsourcing are offered.
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Paek, Byungjoo, Joohyun Kim, Joonyoung Park et Heesang Lee. « Outsourcing Strategies of Established Firms and Sustainable Competitiveness : Medical Device Firms ». Sustainability 11, no 17 (22 août 2019) : 4550. http://dx.doi.org/10.3390/su11174550.

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Successful outsourcing strategy is a key enabler of sustainable competitiveness of established firms engaged in technology-intensive business. This study proposes a research framework of a successful outsourcing process composed of resources, dynamic capabilities and created values, from a review of relevant literature and in-depth case study of four leading medical device firms. The research results specify four outsourcing types according to the characteristics of outsourced resources, and their alignment with resources owned by the outsourcer. Each type of outsourcing is positively affected by the outsourcer’s dynamic capabilities, namely sensing, integrating capability, absorptive capability and technology transfer capability. In addition, the significance of the outsourcee’s size according to each outsourcing type is also found. As a result of successful outsourcing experience, the outsourcer can reap the benefits of enhanced dynamic capabilities, i.e., market-oriented innovation, strategic flexibility, agility and increased efficiency, thereby creating a virtuous cycle of sustainable competitiveness in a volatile environment.
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Juntunen, Jouni, Mari Juntunen, Vesa Autere et Pekka Kess. « Outsourcing strategies in the security sector ». International Journal of Logistics Economics and Globalisation 6, no 4 (2017) : 297. http://dx.doi.org/10.1504/ijleg.2017.088041.

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Fontana, Marcele Elisa, João Paulo Santos Aragão et Danielle Costa Morais. « Decision support system for outsourcing strategies ». Production Engineering 13, no 5 (1 juin 2019) : 547–55. http://dx.doi.org/10.1007/s11740-019-00907-1.

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Thèses sur le sujet "Outsourcing strategies"

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Bullock, Michael L. « Successful Human Resource Outsourcing Strategies ». ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.

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Human resource outsourcing (HRO) is a strategic choice that managers implement because of a variety of anticipated benefits. The purpose of this qualitative case study was to identify HRO strategies managers used to reduce operating costs while maintaining human resource (HR) effectiveness. Data were collected from semistructured interviews using open-ended questions and a review of company documents. Study participants represented 3 midwestern firms with 50 or more employees. The participants drawn from the population consisted of a minimum of 2 participants per organization who had increased their organization's strategic value using HRO strategies. The transaction cost economics (TCE) theory was the conceptual framework for this study. Data were analyzed using methodological triangulation to identify codes from words, phrases, and sentences using multiple sources to identify recurring themes. Five key themes emerged: outsourcing strategies, outsourced functions, operational costs, organizational effectiveness, and success measurement. The findings of this study may lead to social change by supporting managers in making HRO decisions conducive to reducing operating costs while maintaining HR effectiveness, which might positively impact social change by providing core function jobs to the local community thereby decreasing unemployment rates.
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Rajack, Clyde. « Information Technology Outsourcing Strategies to Ensure Customer Satisfaction ». ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7721.

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Many information technology (IT) outsourcing initiatives fail, resulting in a high impact on business results and customer satisfaction. Without effective strategies, business leaders who outsource their IT services are at considerable risk of failure and stakeholder dissatisfaction. The purpose of this multiple case study was to explore outsourcing strategies that IT managers in Southern Ontario, Canada, used to ensure customer satisfaction. Participants included 9 executives with experience in complex IT outsourcing initiatives. Stakeholder theory and transaction cost economics theory were the conceptual frameworks for the study. Data were gathered using semistructured interviews to query 8 topical areas including IT outsourcing reasons, challenges, and successful solutions. Data analysis using thematic analysis revealed 4 themes: strategic intent for outsourcing, applicable frameworks, risk awareness, and partnership strategies. Key findings included the importance of clients’ and suppliers’ focus on deal principles, innovation, and work-collaboration strategies to enhance performance and customer satisfaction. Information technology managers’ application of the findings of this study may improve business success and contribute to positive social change by revitalizing the clients’ and suppliers’ economies to create job opportunities and improve the quality of lives of employees and their communities.
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Mayer-Heinisch, Severin. « Multi-Vendor Outsourcing Strategies in the Insurance Industry ». St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02607414002/$FILE/02607414002.pdf.

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Серваа, Аду Франціска. « Обґрунтування аутсорсингових стратегій міжнародних видобувних компаній в Гані (на прикладі Ньюмонт Голд Гана Лімітед) ». Master's thesis, Сумський державний університет, 2018. http://essuir.sumdu.edu.ua/handle/123456789/71161.

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The study was to examine the strategic outsourcing decision making of multinational mining industries in Ghana. a case study of Anglo Gold Ashanti Tarkwa. Factors influencing outsourcing decision making in at Anglo Gold Ashanti (Tarkwa) and the concept of outsourcing, history and evolution or outsourcing. The study went ahead to examine the success or otherwise of outsourcing practices at Anglo Gold Ashanti and methods of picking a service provider. The study goes on to show the business function being outsourced and how outsourcing is done at Anglo gold Ashanti. Based upon the research made by the researcher he found out that outsourcing At Anglo Gold Ashanti generally has been successful due to the fact that the mind has found a way to focus on it core business of mining and has outsourced the non core activities. Comparatively outsourcing has resulted in reduction of unnecessarily cost for the mind and more importantly keeping a smaller staff capacity which makes it easier for management to handle the minds day by day running.
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Layen-Layeni, More. « Strategies for Minimizing Defects in Offshore-Outsourced Products ». ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3698.

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Business leaders increasingly grapple with longer and more complex supply chain nodes wrought by the globalization of corporate manufacturing processes. The flow of outsourced materials is also more vulnerable to high-profile product-harm crises, sabotage, product defect, and recall problems. The purpose of this single case study was to explore manufacturing strategies used by business leaders of an original equipment manufacturer (OEM) in the United States to minimize the defects in offshore-outsourced products. The sample was 2 OEM business leaders who have successfully reduced the defects in offshore-manufactured products in their Michigan facility. The conceptual framework was agency theory. Data were collected from observational field notes, company records, and transcripts of open-ended interviews. Data were coded and analyzed to identify emergent themes, which included factors the OEM considered in selecting offshore suppliers, strategies for minimizing defects, validation of the effectiveness of these strategies, and the development of trust and working partnerships with offshore suppliers. Reducing defect risks from outsourced products may decrease catastrophic fatalities and financial repercussions for businesses, and simultaneously improve consumer safety and trust as implications for social change.
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Labat, Edwina A. « Strategies for Small Business Leaders to Enter the Business Process Outsourcing Market ». ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5891.

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Many small businesses in the United States declare bankruptcy within the first 5 years of starting operations. Small business leaders may avoid bankruptcy if they would take advantage of the financial benefits associated with entering the business process outsourcing (BPO) market as service providers. BPO service providers in the United States have experienced significant revenue increases since entering this growing market. This multicase study was an exploration of the strategies small business leaders use to enter the BPO market as service providers to increase revenue and reduce the likelihood of bankruptcy in the metropolitan Atlanta, Georgia, area. The multicase population consisted of 4 small business leaders from 3 companies who successfully entered the BPO market as service providers and increased revenue. The conceptual framework for this study was the resource-based view theory. The data collection process included semistructured interviews, interview notes, and company records. Data were compiled and organized, disassembled into fragments, reassembled into sequence of groups, and interpreted for meaning. Methodological triangulation and member checking validated the trustworthiness of those interpretations. Three themes emerged from the data collected: using professional resources and personal skills to enter the BPO market; entering into trade contracts with BPO clients; and establishing and building on relationships with BPO clients. The implications for positive social change include the potential to increase the success rate of small businesses, improve and revitalize the economic and social conditions of the local community by providing jobs.
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Hopwood, Marsha. « Effective Strategies for Managing the Outsourcing of Information Technology ». Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10837226.

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More than half of information technology (IT) outsourced projects fail, primarily due to a lack of effective management practices surrounding the outsourcing end-to-end process. Ineffective management of the IT outsourcing (ITO) process affects organizations in the form of higher than expected project costs, including greater vendor switching or reintegration costs, poor quality, and loss of profits. These effects indicate that some business leaders lack the strategies to effectively manage the ITO process. The purpose of this single-case study was to apply the transaction cost economics (TCE) theory to explore strategies 5 business professionals use to manage an ITO project in a financial services organization located in the Midwestern region of the United States. Participant selection was purposeful and was based on the integral role the participants play on the ITO project. Data collection occurred via face-to-face semistructured interviews with the participants and the review of company documents. Data were analyzed using inductive coding of phrases, word frequency searches, and theme interpretation. Three themes emerged: vendor governance and oversight, collaborative strategic partnership, and risk management strategies enabled effective management of ITO. Identifying and executing appropriate outsourcing strategies may contribute to social change by improving outsourcing infrastructure, which might support job creation; increasing standards of living, especially within emerging markets; and heightening awareness of different cultures, norms, and languages among people living in different regions around the world to establish commonalities and gain alignment with business practices.

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Hopwood, Marsha N. « Effective Strategies for Managing the Outsourcing of Information Technology ». ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5477.

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More than half of information technology (IT) outsourced projects fail, primarily due to a lack of effective management practices surrounding the outsourcing end-to-end process. Ineffective management of the IT outsourcing (ITO) process affects organizations in the form of higher than expected project costs, including greater vendor switching or reintegration costs, poor quality, and loss of profits. These effects indicate that some business leaders lack the strategies to effectively manage the ITO process. The purpose of this single-case study was to apply the transaction cost economics (TCE) theory to explore strategies 5 business professionals use to manage an ITO project in a financial services organization located in the Midwestern region of the United States. Participant selection was purposeful and was based on the integral role the participants play on the ITO project. Data collection occurred via face-to-face semistructured interviews with the participants and the review of company documents. Data were analyzed using inductive coding of phrases, word frequency searches, and theme interpretation. Three themes emerged: vendor governance and oversight, collaborative strategic partnership, and risk management strategies enabled effective management of ITO. Identifying and executing appropriate outsourcing strategies may contribute to social change by improving outsourcing infrastructure, which might support job creation; increasing standards of living, especially within emerging markets; and heightening awareness of different cultures, norms, and languages among people living in different regions around the world to establish commonalities and gain alignment with business practices.
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Yerkic-Husejnovic, Berina. « Strategies in Outsourcing R&D Processes to Maintain Market Competitiveness ». ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3734.

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In the 21st century, managing outsourced research and development (R&D) processes is critical to an organization's success. Guided by the logistic outsourcing theory developed by de Boer, Gaytan, and Arroyo, the purpose of this single case study was to explore strategies and processes organizational leaders used to manage outsourced R&D to maintain market competitiveness. Semistructured interviews were conducted with 5 purposefully selected business leaders who were responsible for outsourcing R&D in a single Fortune 500 corporation in the Mid-Atlantic region of the United States. Company records were also gathered as data. Yin's 5-step process for a case study and key words in context analysis were used to analyze the data. Findings included 3 main themes: (a) the outsourcing decision-making process with internal and external constraints, (b) the effectiveness of managing outsourcing services and processes, and (c) the influence of outsourcing on business effectiveness and new products. Findings also indicated no practical system to measure effectiveness of outsourced R&D services on market competitiveness. The lack of measurement effectiveness was due to a lack of processes in place to measure R&D performance and no practical approach to measure impact of R&D on market competitiveness. Findings offered insight into strategies used by business leaders to manage outsourced R&D processes. Findings may also have implications for positive social change such as impacting communities through employment, generating government revenues through taxes, and creating a positive impact on job creation in the industries that promote R&D outsourcing.
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Hoang, Dee Thi Thuy. « Strategies for the Effective Management of Human Resources Outsourcing and Performance ». ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6217.

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Human resources (HR) outsourcing has become a norm that organizational leaders leverage as a strategic tool to achieve various business objectives. However, the outsourcing of specific HR functions generates unintended consequences and impacts the performance of internal staff. The purpose of this qualitative, descriptive multiple case study was to explore the strategies used by HR managers to mitigate the negative effects outsourcing has on HR staff performance. The conceptual framework underpinning this research was transaction cost theory. Data were collected from 6 HR executives with experience leading HR outsourcing initiatives in the financial services industry in the United States. Primary data were gathered by conducting semistructured interviews with a set of 8 consistent, open-ended interview questions. Data analysis involved coding of the interview transcripts and analysis of company documents provided by the participants to identify themes. Member checking and methodological triangulation enhanced the credibility of the study. Three themes emerged from the interviews with HR executives as key strategies for managing HR performance: training, communication, and performance management. The findings of this study may contribute to positive social change by providing best practices and strategies to increase the effectiveness of HR outsourcing by mitigating its impact on the performance of HR staff. Furthermore, the effective management of HR outsourcing decisions may increase employment stability, positively affecting the lives of HR staff, increasing the profitability of U.S. businesses, and contributing to a stable U.S. economy.
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Livres sur le sujet "Outsourcing strategies"

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Brudenall, Peter, dir. Technology and Offshore Outsourcing Strategies. London : Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230518568.

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Oshri, Ilan. Offshoring strategies : Evolving captive center models. Cambridge, Mass : MIT Press, 2011.

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Nelson-Nesvig, Carleen. Outsourcing solutions : Smart strategies that improve profitability. Traverse City, Mich : Rhodes & Easton, 1997.

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Desai, Pinakin, et Shefali Goradia. Cross-border outsourcing : Issues, strategies and solutions. The Hague : Sdu Uitgevers, 2014.

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Halvey, John K. Business process outsourcing : Process, strategies, and contracts. New York : John Wiley, 2000.

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Halvey, John K. Information technology outsourcing transactions : Process, strategies, and contracts. New York : Wiley, 1996.

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Halvey, John K. Information technology outsourcing transaction : Process, strategies, and contracts. 2e éd. Somerset, NJ : J. Wiley, 2006.

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Leimeister, Stefanie. IT Outsourcing Governance : Client Types and Their Management Strategies. Wiesbaden : Gabler Verlag / Springer Fachmedien Wiesbaden GmbH, Wiesbaden, 2010.

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Hayashi, Takabumi, Hiroshi Hoshino et Yoshie Hori, dir. Base of the Pyramid and Business Process Outsourcing Strategies. Singapore : Springer Nature Singapore, 2023. http://dx.doi.org/10.1007/978-981-19-8171-5.

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Offshoring strategies : Evolving captive center models. Cambridge, Mass : MIT Press, 2011.

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Chapitres de livres sur le sujet "Outsourcing strategies"

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Rolstadås, Asbjørn, Bjørnar Henriksen et David O’Sullivan. « Manufacturing Strategies, Created Through Decisions ». Dans Manufacturing Outsourcing, 87–94. London : Springer London, 2012. http://dx.doi.org/10.1007/978-1-4471-2954-7_10.

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Patel, Alpesh B., et Hemendra Aran. « The politics of outsourcing : trends, risks and strategies ». Dans Outsourcing Success, 127–41. London : Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230512535_9.

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Auffenberg, Jennie. « Negotiating outsourcing effects ». Dans Trade Union Strategies against Healthcare Marketization, 105–28. London : Routledge, 2021. http://dx.doi.org/10.4324/9781003034582-ch4.

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Hermann, Uwe. « Outsourcing Strategies for SMS-Companies ». Dans Herausforderungen an das Management, 259–76. Berlin, Heidelberg : Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/3-540-31772-4_15.

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Brudenall, Peter. « Introduction ». Dans Technology and Offshore Outsourcing Strategies, 1–5. London : Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230518568_1.

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Beck, Graham. « How to Manage the Outsourcing Relationship ». Dans Technology and Offshore Outsourcing Strategies, 177–85. London : Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230518568_10.

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Cullen, Sara. « Designing Successful Outsourcing Relationships — Selected Techniques from a Lifecycle Perspective ». Dans Technology and Offshore Outsourcing Strategies, 186–207. London : Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230518568_11.

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Brudenall, Peter. « The Outsourcing Contract : Structure and Tactics ». Dans Technology and Offshore Outsourcing Strategies, 211–24. London : Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230518568_12.

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Chiasson, Mike, Al Dexter et David Wotherspoon. « Systems Development Outsourcing : Lessons from Litigation ». Dans Technology and Offshore Outsourcing Strategies, 225–39. London : Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230518568_13.

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Kobayashi-Hillary, Mark. « The Future of Offshore Outsourcing as a Strategic Management Tool ». Dans Technology and Offshore Outsourcing Strategies, 243–58. London : Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230518568_14.

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Actes de conférences sur le sujet "Outsourcing strategies"

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Sun, Xiao-chun, Qiang Shao et Tiechun Chan. « Strategies to Improve Daqing Service Outsourcing Competency ». Dans 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998887.

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Liu, Chuang. « Outsourcing strategies for manufacturers facing reputation oriented consumers ». Dans 2020 Chinese Automation Congress (CAC). IEEE, 2020. http://dx.doi.org/10.1109/cac51589.2020.9327763.

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Nan Li et Yunlan Chen. « SMEs logistics outsourcing risk analysis and prevention strategies ». Dans 2010 Second International Conference on Communication Systems, Networks and Applications (ICCSNA). IEEE, 2010. http://dx.doi.org/10.1109/iccsna.2010.5588897.

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Baejin Kim, Karim Hamza et Kazuhiro Saitou. « Risk-averse outsourcing strategies for optimal intellectual property protection ». Dans 2010 IEEE International Conference on Automation Science and Engineering (CASE 2010). IEEE, 2010. http://dx.doi.org/10.1109/coase.2010.5584111.

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Hui-Ming Wee, Shu-Yun Peng et Ching-Chow Yang. « Notice of Retraction : Supplier management performance with different outsourcing strategies ». Dans 2008 International Conference on Machine Learning and Cybernetics (ICMLC). IEEE, 2008. http://dx.doi.org/10.1109/icmlc.2008.4621094.

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Xiao, Zhixiong, et Yuanjian Qin. « Knowledge Characteristics and Organizational Learning Strategies of Service Outsourcing Enterprises ». Dans 2010 International Conference on E-Product E-Service and E-Entertainment (ICEEE 2010). IEEE, 2010. http://dx.doi.org/10.1109/iceee.2010.5660627.

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Davies, B. M., et P. R. Drake. « Analysis and appraisal of strategies and mechanisms for outsourcing homecare ». Dans Proceedings of ICSSSM '05. 2005 International Conference on Services Systems and Services Management, 2005. IEEE, 2005. http://dx.doi.org/10.1109/icsssm.2005.1500234.

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Baglio, Martina, Elisabetta Garagiola et Fabrizio Dallari. « Outsourcing strategies and distribution models in Italian Pharma Supply Chain ». Dans 2017 IEEE International Conference on Service Operations and Logistics and Informatics (SOLI). IEEE, 2017. http://dx.doi.org/10.1109/soli.2017.8120990.

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Meifang, Liu, et Qiu Wanhua. « The Choice of Enterprise Logistics Outsourcing Strategies Based on Improved TOPSIS ». Dans 2010 International Conference on E-Business and E-Government (ICEE). IEEE, 2010. http://dx.doi.org/10.1109/icee.2010.868.

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Currie, W. L., B. Desai, N. Khan, Xinkun Wang et V. Weerakkody. « Vendor strategies for business process and outsourcing : recent findings from field research ». Dans 36th Annual Hawaii International Conference on System Sciences, 2003. Proceedings of the. IEEE, 2003. http://dx.doi.org/10.1109/hicss.2003.1174791.

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Rapports d'organisations sur le sujet "Outsourcing strategies"

1

SIVAKS, ANNA, OKSANA GORBUNOVA et YEVGENY FROLOV. ALGORITHM FOR MAKING A STRATEGIC DECISION ABOUT OUTSOURCING. Science and Innovation Center Publishing House, 2020. http://dx.doi.org/10.12731/2070-7568-2020-1-3-126-136.

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Wild, Thomas H. Vertical Integration and the Military - A Strategic Approach to the Outsourcing Decisions in the Department of Defense. Fort Belvoir, VA : Defense Technical Information Center, mars 2006. http://dx.doi.org/10.21236/ada445327.

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