Outsourcing opportunities for financial services

The development of an outsourcing process model

“…Few writers show empirical evidence that prescriptions are followed in practice, with the exception of Jennings (1996). This stage developed from the initial premise to outsource to seeking clarification of the internal activity and discovering if there are external providers with a specific advantage over the internal provider.…”

Single-plant sourcing decisions with a multidimensional knapsack model

“…It is composed of three main elements: focus on the strategic components, outsource when suppliers have the advantage, and outsource to narrow the focus for in-house manufacturing processes. Jennings [24] suggests a policy with three main elements: identify and enhance strategic competencies, exploit the strategic competencies through sourcing arrangements, and continually review sourcing decisions as the product and supply market changes. Barragan, Cappellino, and Rothenberg [4] present a framework for four aspects: assemble an expert team with diverse knowledge, analyze strategic position (competencies), define the arrangement (level of ownership) with suppliers, and plan for knowledge migration.…”

Human Resource Outsourcing: Issues and Challenges

“…The key considerations behind HRO being the need for increased focus on core business, cost reductions; greater business flexibility and need for specialized expertise (Jennings 1996, Bettis et.al. 1992, Quinn et.al.…”