outsourcing outsourcing refers to a holistic approach in determining how and where to procure goods...
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OutsourcingOutsourcing
Outsourcing refers to a Outsourcing refers to a holistic approach in holistic approach in
determining how and determining how and where to procure goods where to procure goods
and servicesand services
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Reasons for OutsourcingReasons for Outsourcing• Strategic Reasons
– Improve business focus– Gain access to world-class capabilities– Accelerate re-engineering benefits– Shared risks– Free resources for other purposes
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Reasons of Outsourcing Reasons of Outsourcing (cont.)(cont.)
• Tactical Reasons– Reduce or control operating cost– Make capital funds available– Create cash infusion– Compensate for lack on internal
resources– Improve management of difficult or out-
of-control functions
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Traditional vs. new supplier Traditional vs. new supplier partnershipspartnerships
• Traditional Approach– Primary emphasis on
price– Short-term contracts– Evaluation on bids
– Many suppliers– Improvement at
discrete time interval– Problems are suppliers
responsibility to corrects
– Information is proprietary
• Supplier Partnerships– Multiple criteria– Longer term contracts– Intensive and extensive
evaluation– Fewer selected
suppliers– Continuous
improvement is sought– Problems are solved
jointly
– Information is shared
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Framework of analysis - Framework of analysis - outsourcingoutsourcing
• Which products/services should be outsourced?– Core competencies vs. non-core
• What criteria should be used for supplier selection?
• What criteria should be used for supplier evaluation?
• How might these factors change across the life of the main product/service
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Outsourcing FrameworkOutsourcing Framework
NOVELTY(outsource/in-house)
TechnologyQualityService
ULTILITY(outsourcing)
CooperationService
PROPRIETARY(in-house)
TechnologyQuality
COMMODITY(outsourcing)
Price
Low High
High
Low
Strategic value of product/service
Criticality of the product/service
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Insourcing – Vertical Insourcing – Vertical IntegrationIntegration
• Advantages– Higher degree of
control over inputs– Increases visibility
over the process– Economies of
scale/scope uses integration
• Disadvantages– Requires high
volumes– High investments– Dedicated
equipment has limits
– Problems with supply chain
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OutsourcingOutsourcing• Advantages
– Greater flexibility supplier
– Lower investment risk
– Improved cash flow– Reduction in labor
costs– Focus on core
competency
• Disadvantages– Possibility of
choosing wrong supplier
– Loss of control over process
– Long lead-times/capacity
– “Hollowing out” the corporation
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Example: Supplier Evaluation SchemeExample: Supplier Evaluation Scheme
A supplier is assessed on three criteria: A supplier is assessed on three criteria: quality, on-time delivery, and service. The quality, on-time delivery, and service. The maximum rating for quality is 100 points maximum rating for quality is 100 points
and 50 points each are assigned to on-time and 50 points each are assigned to on-time delivery and service. This, there are 200 delivery and service. This, there are 200
total possible points for rating of the total possible points for rating of the supplier.supplier.
If the total drops below say, 160, the If the total drops below say, 160, the supplier must allow the customer to supplier must allow the customer to
perform an on-site evaluation audit. For perform an on-site evaluation audit. For overseas suppliers, an audit may be overseas suppliers, an audit may be contracted out to a consultant at the contracted out to a consultant at the
suppliers expense.suppliers expense.
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Four Key Attributes for Four Key Attributes for Evaluating A SupplierEvaluating A Supplier
• Technical ability• Manufacturing facilities• Financial strength• Managerial competence
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The Power matrix of The Power matrix of Supplier-Buyer RelationshipSupplier-Buyer Relationship
Buyer Dominance
Supplier Dominance
(moral hazard)
Independence
(adverse selection)
Inter-dependence
(defensive position)
Low HighRelative utility and scarcity of supplier resources for buyers
Relative utility and scarcity of buyer’s resources for suppliers
High
Low
Source: Andrew Cox, 2000