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THE DECISION MAKING PROCESS REGARDING LOGISTICS OUTSOURCING

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최초 등록일
2010.08.21
최종 저작일
2010.03
24페이지/워드파일 MS 워드
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INTRODUCTION

Logistics outsourcing decision making is something that many companies and organizations face and have to consider in trying to do business in the most profitable and effective way. Logistics outsourcing may have many benefits for a company, but can also have a negative impact on the company if it is not managed properly.

The decision to outsource logistics functions may not always lay in the hands of the person originally taking the initiative to outsource, which might pose some difficulties. In other cases it might be a team effort to take the initiative and make the final decision. The strategies used differ from organization to organization. In this paper we will look at these different strategies.

We will start of this paper by presenting the methods we have used when conducting this study in chapter two. Then we will present some relevant theories from current literature in the field that can be useful to know when discussing this subject, in chapter three. In chapter four we will present the study itself and our own analysis of the results of the study, which we will tie together with the presented literature. In chapter five, the conclusions are drawn based on the analysis to the empirical findings. Moreover, some suggestions for future research are presented.

목차

1. INTRODUCTION
1.1 Purpose
1.2 Aim
1.3 Scope
2. METHOD
3. THEORY
3.1 Defining concepts
3.2 Reasons for outsourcing
3.3 Outsourcing to a TPL
3.4 Decision-making in organisations
3.5. The importance of top management involved in logistics outsourcing
4. EMPIRICAL FINDINGS
4.1 Brief introduction to the case companies
4.2 Decision making process regarding outsourcing
5. CONCLUSIONS AND SUGGESTIONS
REFERENCES
APPENDIX

본문내용

INTRODUCTION

Logistics outsourcing decision making is something that many companies and organizations face and have to consider in trying to do business in the most profitable and effective way. Logistics outsourcing may have many benefits for a company, but can also have a negative impact on the company if it is not managed properly.

The decision to outsource logistics functions may not always lay in the hands of the person originally taking the initiative to outsource, which might pose some difficulties. In other cases it might be a team effort to take the initiative and make the final decision. The strategies used differ from organization to organization. In this paper we will look at these different strategies.

We will start of this paper by presenting the methods we have used when conducting this study in chapter two. Then we will present some relevant theories from current literature in the field that can be useful to know when discussing this subject, in chapter three. In chapter four we will present the study itself and our own analysis of the results of the study, which we will tie together with the presented literature. In chapter five, the conclusions are drawn based on the analysis to the empirical findings. Moreover, some suggestions for future research are presented.

참고 자료

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Unknown., 2007. An interview with Daniel Magid, Strategic Direction, Vol. 23 No 5, 2007 pp. 28-30, Emerald Group Publishing Limited

Capgemini, 2005. Third-party logistics study left angle bracket http://www.at.cgey.comright-pointing angle bracket (accessed 21 February 2010).

Capgemini, 2007. Third-party logistics left angle bracket thttp://www.at.cgey.comright-pointing angle bracket (accessed 21 February 2010).

H.I. Hsiaoa, R.G.M. Kempb, J.G.A.J. van der Vorstc and S.W.F. (Onno) OmtabA, 2010. A classification of logistic outsourcing levels and their impact on service performance: Evidence from the food processing, industry International Journal of Production Economics Volume 124, Issue 1, March 2010, Pages 75-86

Bin Jiang, Gregory V. Frazier, Edmund L. Prater, 2006. Outsourcing effects on firms` operational performance: An empirical study, International Journal of Operations & Production Management, Vol. 26 No. 12, 2006 pp.1280-1300, Emerald Group Publishing Limited

Anderson, J., Weitz, B., 1986, "Make-or-buy decisions: vertical integration and marketing productivity", Sloan Management Review, Spring, pp.3-19.

Roodhooft, F., Warlop, L. (1999), "On the role of sunk costs and asset specificity in outsourcing decisions: a research note", Accounting, Organization and Society, Vol. 24 pp.363-9.

Alexander, M., Young, D. (1996), "Outsourcing: where`s the value?", Long Range Planning, Vol. 29 pp.728-30.

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Ten Raa, T., Wolff, E.N. (2001), "Outsourcing of services and the productivity recovery in US manufacturing in the 1980s", Journal of Productivity Analysis, Vol. 16 pp.149-65.

Perry, C.R. (1997), "Outsourcing and union power", Journal of Labor Research, Vol. 18 No.4, pp.521-34.

Siegel, D., Griliches, Z. (1992), "Purchased services, outsourcing, computers, and productivity in manufacturing", in Griliches, Z. (Eds),Output Measurement in Service Sector, University of Chicago Press, Chicago, IL, pp. 429 – 58.

Quinn, J.B. (1999), "Strategic outsourcing: leveraging knowledge capabilities", Sloan Management Review, Vol. 40 No.4.

van Laarhoven, Peter (2000): Third-party logistics in Europe five years later, International Journal of Physical Distribution & Logistics Management , Vol. 30 No. 5, pp. 425-442.

Sandberg, E and Abrahamson, M (2010): The role of top management in supply chain management practices, International Journal of Physical Distribution & Logistics Management ,Vol. 38 No. 1, 2010 pp. 57-69

Lieb, R. (1999): 1997 CEO Perspectives on the Current Status and Future Prospects of the Third Party Logistics Industry in the United States. Transportation Journal, Vol. 38, No. 3. pp. 28-41.

Sandberg, Erik (2007): Logistics collaboration in supply chains: practice vs. theory- The International Journal of Logistics Management, Vol 18 No. 2, pp. 274-293.

Counsil of Supply Chain Management Professionals (2010), Glossary of Terms, Available at: http://cscmp.org/

Sandberg, E and Abrahamson, M (2010): The role of top management in supply chain management practices, International Journal of Physical Distribution & Logistics Management ,Vol. 38 No. 1, 2010 pp. 57-69

Lieb, R. (1999): 1997 CEO Perspectives on the Current Status and Future Prospects of the Third Party Logistics Industry in the United States. Transportation Journal, Vol. 38, No. 3. pp. 28-41

Sandberg, Erik, 2007): Logistics collaboration in supply chains: practice vs. theory- The International Journal of Logistics Management, Vol 18 No. 2, pp. 274-293

Council of Supply Chain Management Professionals (2010), Glossary of Terms, Available at: http://cscmp.org/

Cooke, James Aaron, 1995. CEOs Seize Logistics Opportunities. Traffic Management 34 (3), 25-37.

Andreas, Christos, George & Romaios, 2009. Modelling the outsourcing process in small and medium size enterprises. International Journal of Economics and Business Research, Vol. 1, No. 1, 76-99.

Kakabadse & Kakabadse, 2003. Outsourcing best practice. Knowledge and Process Management, Vol. 10, Issue 1, 60-71.

Gadde Lars-Erik & Hulthén Kajsa, 2009. Improving logistics outsourcing through increasing buyer–provider interaction. Industrial Marketing Management, Vol. 38, Issue 6, 633-640.

Johnson G. and Scholes K, (1999): Exploring Corporate Strategy, 5th edition.FT Prentice Hall Harlow UK


Westat Joy, 2002. The 2002 User friendly handbook for project evaluation [online]. The National Science Foundation. Available from World Wide Internet: <URL:http://www.nsf.gov/pubs/2002/nsf02057/nsf02057_1.pdf>
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