Outsourcing in non-developed supplier markets: a lean thinking approach

Aamer, Ammar Mohamed

doi:10.1080/00207543.2018.1465609

Cited by 41 publications

(26 citation statements)

References 50 publications

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“…O outsourcing pode ser definido como uma decisão estratégica de obtenção de recursos externos (produtos ou serviços) para substituir atividades tradicionalmente manipuladas por colaboradores internos e recursos (Aamer, 2018).…”

Section: Outsourcingunclassified

“…Este tipo de mercado comporta menos risco para as organização que utilizam atividades de outsourcing, relativamente aos mercados de fornecedores não desenvolvidos. Isto deve-se à maior capacidade dos níveis de controlo operacional dos fornecedores, traduzindo-se em maior confiança (Aamer, 2018).…”

Section: Outsourcingunclassified

“…Isto acontece, porque as organização que utilizam atividades de outsourcing têm dados históricos sobre o desempenho potencial do fornecedor, uma vez que estão integrados num mercado competitivo. Porém, em mercados de fornecedores não desenvolvidos, é preciso uma avaliação e seleção mais rigorosas dos fornecedores (Aamer, 2018).…”

Section: Outsourcingunclassified

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Inovação e outsourcing: o caso da Volkswagen do brasil

Oliveira

Ribeiro

2019

gestaoedesenvolvimento

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Resumo: Atualmente as tecnologias de informação sustentam operações empresariais, unem elos distantes de cadeias de fornecimento e ainda, empresas a clientes. Neste artigo analisamos as motivações que levam uma empresa a promover outsourcing de atividades, ligadas aos seus processos de engenharia, tendo como foco principal o desenvolvimento de novos produtos, sem descurar os riscos associados ao outsourcing. O Business Process Outsourcing é uma decisão estratégica, que apresenta resultados a médio/longo prazo. O trabalho empírico de suporte a este artigo intitula-se "Outsourcing nas atividades de desenvolvimento de novos produtos, o caso da Volkswagen do Brasil", elaborado por Pereira, Scur & Mello. O estudo é qualitativo, pois foi realizado por amostragem, através de entrevistas presenciais, gravadas com autorização dos entrevistados. Este estudo contribui para o desenvolvimento da atividade empresarial. Identifica as razões pelas quais uma empresa do setor automóvel subcontrata "fornecedores" para realizar as suas atividades e desenvolver novos produtos.Conclui-se que a opção pelo outsourcing está relacionada com a falta de um determinado recurso ou capacidade para realizar a 142 atividade. Foram apontados como riscos do outsourcing, a fuga de conhecimento, a perda de capacidade crítica e consequentemente, a dependência em relação ao fornecedor e ainda, a capacidade da empresa em adquirir novas tecnologias.Palavras-chave: Outsourcing, Inovação, Volkswagen. Abstract: Today, information technology supports business operations, supply chain and business improvements for customers.This article analyzes the motivation that should be directed to the company to outsource activities, related to its engineering processes, concerned with the development of new products, taking into account the risks associated with outsourcing. Business Process Outsourcing is a strategic decision that presents results in the medium / long term. The empirical work that supports this work is titled "Outsourcing in the activities of development of new products, the case of Volkswagen do Brasil", elaborated by Pereira, Scur & Mello. This study is qualitative and was performed by sampling, through face-to-face interviews, recorded with the consent of the interviewees. Its main objective was to contribute to the development of business activity. The study identifies the reasons why an automotive company subcontracts "suppliers" to carry out its activities and develop new products.The conclusion of outsourcing is related to the lack of a resource for the ability to carry out an activity. They pointed out as risks of outsourcing, the leakage of knowledge, the loss of critical capacity and, consequently, the dependence on the supplier and finally the company's ability to acquire new technologies.

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Section: Outsourcingunclassified

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Inovação e outsourcing: o caso da Volkswagen do brasil

Oliveira

Ribeiro

2019

gestaoedesenvolvimento

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“…Finally, Aamer (2018) applied an extended supplier evaluation method by considering supplier production/operations processes. His study used the lean value stream concept to identify operational-level criteria and their impact on supplier performance (Aamer 2018).…”

Section: Outsourcee Selection Modelsmentioning

confidence: 99%

“…A plethora of methods have been used. For example, outsourcing studies have developed frameworks for outsourcee selection applying traditional analytic hierarchy process (AHP) approach (Emrouznejad and Marra 2017), cost benefit AHPSort (Ishizaka and Lopez 2018), fuzzy set theory (Ordoobadi 2009, Kaur, Singh, andMajumdar 2018), group analytic hierarchy process ordering (GAHPO) (Ishizaka and Labib 2011), an integrated combination of both AHP and fuzzy set theory Hung 2010, Che andChiang 2012), a stochastic mixed integer programming approach (Dupont et al 2018),a lean thinking outsourcee evaluation approach (Aamer 2018), and clustering procedures based on artificial neural network (ANN) (Medhi and Mondal 2016). Other studies have expanded beyond outsourcees' attributes and considered factors in the external environments including holistic cost of offshore manufacturing outsourcing to developing countries (Pawar and Rogers 2013), the state of "rule of law" in developing countries (Wiengarten, Pagell, and Fynes 2013) and the impact of national culture on governance effectiveness in outsourcing location decisions Angst 2015).…”

Section: Introductionmentioning

confidence: 99%

Contextualisation of the complexity in the selection of developing country outsourcees by developed country outsourcers

Pawar

Huq

Khraishi

et al. 2018

International Journal of Production Research

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Outsourcing research has recognised that selecting the right offshore supplier (outsourcee) in low-cost distant developing countries is complex, but central to outsourcing success. More specifically, the combination of outsourcee contextual internal factors (e.g. capabilities) with outsourced-to country contextual external factors (e.g. political, legal, economic, socio-cultural) as two fundamental and interconnected decisions firms make when outsourcing remains an underexplored research gap. Therefore, through a rigorous three-tier qualitative approach we, firstly, develop a contextual Environmental Separation Index (ESI) decision tool to help outsourcing firms in making more informed decisions when selecting outsourcees and outsourcing locations. Secondly, we operationalise the ESI as intuitive and easy to use decision tool, yet with a provision to deliver a truly context proof outsourcee selection decision. Thirdly, we adopt a complexity theory lens to explain that narrowing the contextual outsourcer-outsourcee gap facilitates a mind-set shift in outsourcing relationships from hierarchies to networks and from controlling to empowering developing country outsourcees. We show from a complexity theory perspective how contextual separation gaps between developed country outsourcers and developing country outsourcees can be an effective way to grasp the evolutionary path of outsourcing relationships.

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Logistics Outsourcing Efficiency

Noskov

2020

Digital Economy and the New Labor Market: Jobs, Competences and Innovative HR Technologies

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Outsourcing in non-developed supplier markets: a lean thinking approach

Cited by 41 publications

References 50 publications

Inovação e outsourcing: o caso da Volkswagen do brasil

Inovação e outsourcing: o caso da Volkswagen do brasil

Contextualisation of the complexity in the selection of developing country outsourcees by developed country outsourcers

Logistics Outsourcing Efficiency

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