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- Nordigården, Daniel, 1978-, et al.
(författare)
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Outsourcing Decisions : The Case of Parallel Production
- 2014
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Ingår i: International Journal of Operations & Production Management. - : Emerald Group Publishing Limited. - 0144-3577 .- 1758-6593. ; 34:8, s. 974-1002
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Tidskriftsartikel (refereegranskat)abstract
- Purpose - The purpose of this paper is to investigate an underexplored aspect of outsourcing involving a mixed strategy in which parallel production is continued in-house at the same time as outsourcing occurs.Design/methodology/approach - The study applied a multiple case study approach and drew on qualitative data collected through in-depth interviews with wood product manufacturing companies.Findings - The paper posits that there should be a variety of mixed strategies between the two governance forms of "make" or "buy." In order to address how companies should consider the extent to which they outsource, the analysis was structured around two ends of a continuum: in-house dominance or outsourcing dominance. With an in-house-dominant strategy, outsourcing complements an organization's own production to optimize capacity utilization and outsource less cost-efficient production, or is used as a tool to learn how to outsource. With an outsourcing-dominant strategy, in-house production helps maintain complementary competencies and avoids lock-in risk.Research limitations/implications - This paper takes initial steps toward an exploration of different mixed strategies. Additional research is required to understand the costs of different mixed strategies compared with insourcing and outsourcing, and to study parallel production from a supplier viewpoint.Practical implications - This paper suggests that managers should think twice before rushing to a "me too" outsourcing strategy in which in-house capacities are completely closed. It is important to take a dynamic view of outsourcing that maintains a mixed strategy as an option, particularly in situations that involve an underdeveloped supplier market and/or as a way to develop resources over the long term.Originality/value - The concept of combining both "make" and "buy" is not new. However, little if any research has focussed explicitly on exploring the variety of different types of mixed strategies that exist on the continuum between insourcing and outsourcing.
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| 2. |
- Rehme, Jakob, 1967-, et al.
(författare)
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Outsourcing to a non-developed supplier market : The importance of operational aspects in outsourcing
- 2013
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Ingår i: Journal of Purchasing and Supply Management. - : Elsevier. - 1478-4092 .- 1873-6505. ; 19:4, s. 227-237
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Tidskriftsartikel (refereegranskat)abstract
- This article investigates how firms manage outsourcing in situations of a non-developed supplier market. This study followed the initial outsourcing activities and strategies of two case companies in the wood product manufacturing industry. The findings show that greater focus needs to be placed on operational aspects associated with non-developed supplier markets, which contrasts with the traditional strategic view of outsourcing. For practitioners, this article suggests that it is important to emphasise that the learning curve for a supplier can be lengthy, and also that alternative outsourcing routes are available when outsourcing to a non-developed supplier market.
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| 6. |
- Brege, Staffan, 1951-, et al.
(författare)
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On Outsourcing Strategies; the Opportunities of Parallel Production - Studies of the Leading Floor and Window Manufacturers in Europe
- 2006
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Ingår i: The International Conference on Information Technology in Business ITIB,2006. - Warsawa : Warsaw Agricultural University. ; , s. 43-
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Konferensbidrag (refereegranskat)abstract
- This paper investigates how a model for the outsourcing decision can be developed when customer and suppliers are working on a transaction orientated basis. Linked to this is that there is a stated need in literature for more research to develop models that can provide managerial guidance how much organisations should outsource and under which circumstances mixed strategies can be suitable (i.e. combining parallel production and outsourcing). The research has used a case study approach, and it was based on two leading European companies in the floor and window industries. The study identifies some main advantages and reasons for combing outsourcing with in-house parallel production. Finally, a model is formulated that will assist a company when considering outsourcing strategies.
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| 8. |
- Brege, Staffan, 1951-, et al.
(författare)
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Outsourcing i träindustrin
- 2006
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Ingår i: PLANs forsknings- och tillämpningskonferens,2006. - Trollhättan : Högskolan Väst.
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Konferensbidrag (refereegranskat)
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| 10. |
- Fogelberg, T., et al.
(författare)
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Energy Efficient Transformers and Reactors : Some incentive models and case studies to show the long term profitability of such designs
- 2012
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Ingår i: CIGRE 2012 Proceedings. - Paris, France : CIGRE (International Council on Large Electric Systems).
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- During the coming decades energy efficiency will be a critical factor in reducing carbon emissions and fighting global warming. The power generation industry and transmission and distribution industries (T&D) contribute to a large part of energy losses in the society. The losses in T&D systems alone are total 10 % of a global average of the T&D energy transferred. One-third of these T&D losses have their origin in transformers and shunt reactors.This report emphasizes the need to bring in appropriate financial incentives and directives to utilities, in order to encourage investment in energy efficient electrical power systems. A critical financial parameter is the internal interest rate. In some countries there are directives from the authorities that internalinterest rates shall be 5 %. If this is to be applied together with the current prevailing electricityprices in Europe, capitalized cost of total transformer losses should increase by 2-3times of the average value used in the European market today. It isshown that the capitalized cost of losses may vary from 8,000 to 17,000 €/kW today or even higherin the future.This paper highlights cases where low and high capitalized costs of losses are used and the implications for cost related factors of transformer and shunt reactor are analyzed. It isshown that the transformer losses and total ownership cost (TOC) can be substantially reduced with an increase in price(first cost) of the transformers or shunt reactors. With increased value of losses, accuracy of loss measurement will play a much more important business role and require action to improve International Standards. New energy efficientsolutions to combat network losses will require further research and development. Different focus and strategies regarding interest rates and electricityprices in transmission companies lead to very different investment decisions. Without clear regulations promoting reductions in power loss, there might notbe enough incentive for more aggressive innovation in the field of transformer and electrical system technology and efficiency.
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