Relevant bibliographies by topics / MAKE-BUY DECISIONS

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'MAKE-BUY DECISIONS'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'MAKE-BUY DECISIONS.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "MAKE-BUY DECISIONS"

1

Hibbert, E. P. "Global make-or-buy decisions." Industrial Marketing Management 22, no. 2 (May 1993): 67–77. http://dx.doi.org/10.1016/0019-8501(93)90032-3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Dabhilkar, Mandar. "Trade-offs in make-buy decisions." Journal of Purchasing and Supply Management 17, no. 3 (September 2011): 158–66. http://dx.doi.org/10.1016/j.pursup.2011.04.002.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Sillanpää, Ilkka. "Strategic decision making model for make or buy decisions." International Journal of Logistics Economics and Globalisation 6, no. 3 (2015): 205. http://dx.doi.org/10.1504/ijleg.2015.073894.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Snaddon, D. R., and D. R. Probert. "A theory for industrial make-buy decisions?" South African Journal of Economic and Management Sciences 2, no. 3 (September 30, 1999): 423–41. http://dx.doi.org/10.4102/sajems.v2i3.2589.

Full text
Abstract:
After an introduction, the authors derive some common industrial make-buy situations. Six prominent economic theories of the firm are then outlined, before setting criteria to select the most appropriate economic theory for deciding when to make and when to buy. An augmented transactions cost theory may we1l be the most secure basis for a manager, in an industrial setting, to decide what to make within, and what to buy outside, the firm.
APA, Harvard, Vancouver, ISO, and other styles
5

Veloso, Francisco, and Sebastian Fixson. "Make–Buy Decisions in the Auto Industry." Technological Forecasting and Social Change 67, no. 2-3 (June 2001): 239–57. http://dx.doi.org/10.1016/s0040-1625(00)00092-5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Ford, David, Barry Cotton, David Farmer, Andrew Gross, and Ian Wilkinson. "Make-or-buy decisions and their implications." Industrial Marketing Management 22, no. 3 (August 1993): 207–14. http://dx.doi.org/10.1016/0019-8501(93)90007-t.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Balakrishnan, Srinivasan. "The dynamics of make or buy decisions." European Journal of Operational Research 74, no. 3 (May 1994): 552–71. http://dx.doi.org/10.1016/0377-2217(94)90231-3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Medina-Serrano, Rubén, Reyes González-Ramírez, Jose Gasco-Gasco, and Juan Llopis-Taverner. "Strategic sourcing: Developing a progressive framework for make-or-buy decisions." Journal of Industrial Engineering and Management 13, no. 1 (February 20, 2020): 133. http://dx.doi.org/10.3926/jiem.2858.

Full text
Abstract:
Purpose: Make-or-buy decisions represent a critical dilemma faced by many firms. The appropriate decision between designing and manufacturing parts or services in-house, buying them from external providers or combining both is a fundamental firm process. This paper seeks to address this question by updating the traditional make-or-buy literature with new academic insights, developing a make-or-buy framework with a tool for its operationalisation to help managers evaluate sourcing decisions.Design/methodology/approach: First, a literature review of the principal theories and approaches about make-or-buy decisions is discussed. Second, the development of the make-or-buy framework is described and explained based on the results of qualitative interviews with practitioners and a set of interviews of an in-firm case study. Third, the results and the implementation of the framework are outlined.Findings: Our study not only validates the proposed framework through a set of in-firm make-or-buy decisions, but also provides a structure for its implementation and design a decision matrix with a pairwise comparison tool for helping practitioners to put the framework into practice.Research limitations/implications: This paper aims to contribute to the study of the make-or-buy literature in supply chain management through the graphical representation of why and how make-or-buy decisions are made. Interestingly, the paper presents relevant dimensions and factors to be studied and evaluates possible outcomes when approaching make-or-buy decisions.Originality/value: Our results suggest that practitioners should combine this framework with a pairwise comparison matrix and a multi-criteria decision analysis based on the TOPSIS methodology to assess strategic sourcing decisions.
APA, Harvard, Vancouver, ISO, and other styles
9

BREM, ALEXANDER, and ROBERT ELSNER. "MAKE-OR-BUY DECISIONS ON TECHNOLOGY-INTENSIVE PRODUCTS: INSIGHTS FROM THE CONSUMER GOODS INDUSTRY." International Journal of Innovation Management 22, no. 06 (August 2018): 1850046. http://dx.doi.org/10.1142/s1363919618500469.

Full text
Abstract:
Make-or-buy decisions on technology-intensive components represent a key task in the management of technologies. Against this background, this paper presents an analysis of a technology company which gave key insights into their make-or-buy decisions on the strategic and operative level. The results show two kinds of make-or-buy decisions, called type 1 and type 2. In contrast to type 1 make-or-buy decisions whose scope is mostly limited to the production and quality function, type 2 decisions are strongly linked to engineering and R&D activities. Moreover, two new decision matrices are introduced: a ‘product/subsystem aggregation’ scheme and a ‘make-or-buy controlling’ matrix. In an environment in which companies move towards greater use of outsourcing, the framework ensures that company strategy and core competencies are followed in the long run despite short-range deviations of make-or-buy analysis results. These findings might be helpful and suitable to other manufacturing companies that deal with technology-intensive components on a strategic and operative level.
APA, Harvard, Vancouver, ISO, and other styles
10

Walker, Gordon, and David Weber. "Supplier Competition, Uncertainty, and Make-or-Buy Decisions." Academy of Management Journal 30, no. 3 (September 1987): 589–96. http://dx.doi.org/10.5465/256017.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "MAKE-BUY DECISIONS"

1

Nidhi, Akansha, and Fady Riad. "Capacity management and make-vs.-buy decisions/." Thesis, Massachusetts Institute of Technology, 2017. http://hdl.handle.net/1721.1/112862.

Full text
Abstract:
Thesis: M. Eng. in Supply Chain Management, Massachusetts Institute of Technology, Supply Chain Management Program, 2017.
Cataloged from PDF version of thesis.
Includes bibliographical references (page 56).
The oil and gas industry is characterized by unpredictable boom and busts cycles. Companies must manage capacity to be able to quickly meet increasing demand during boom cycles and survive when oil prices go down. During this time, companies resort to in-house sourcing ("Make") or buying externally ("Buy") from suppliers, whichever is rational. Since 2014, the oil field services industry has been in a period of recession, and oil prices have dropped significantly. The company's sourcing team asked us to analyze the Make-vs.-Buy scenarios. Our research has two primary objectives. First, to provide a methodical understanding of key Make-vs.-Buy decision factors for optimized capacity management during an upturn. Second, to develop a 2x2 assessment model that can assist in making the Make-vs.-Buy decision once the recession is over and prices have returned to a normal index. We interviewed research company personnel to get a better sense of their hypotheses: first, quantities ordered vary with boom/bust cycles; second, external pricing rises during boom cycles and falls during bust cycles; third, internal sourcing has a unified price that does not change with the boom/bust cycle. We tested the company's hypotheses with a limited set of product data but could not verify them. To better assess the situation, we researched the factors considered by theorists when making a Make-vs.- Buy decision. Based on this research, we identified four assessment criteria -- strategic, technological, market and economic factors -- that are intrinsic as well as extrinsic to the company throughout the entire decision making process. Furthermore, we created a model to test boom and bust circumstances and provide a better testing mechanism for boom and bust cycles.
by Akansha Nidhi and Fady Riad.
M. Eng. in Supply Chain Management
APA, Harvard, Vancouver, ISO, and other styles
2

Ekelund, Martin, and Erik Pettersson. "Make or buy? : Developing a generic framework for make-or-buy decisions at Cardo AB." Thesis, Linköping University, Logistics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-57288.

Full text
Abstract:

Cardo AB is an international corporate group that has performed major organizational changes the last few years. These changes utilize possible synergies that exist in a corporate group. One of the initiatives is that Cardo wants to develop a model for make-or-buy decisions. Therefore, the purpose of this thesis is stated as:

The study’s purpose is to develop a generic model for make-or-buy decisions at Cardo.

To develop the model, a theoretical study was conducted, where four main aspects were identified: core capability, risk, cost and relationship. For each aspect, a tool to define what the aspects consist of was identified. The aspects were combined together into a model, called model version 1. To enhance and adjust the model to suit Cardo’s situation, an empirical study was conducted. In the empirical study, it was investigated how different sites within Cardo are currently working with make-or-buy decisions. Moreover, in the empirical study it was also revealed how Cardo is dealing with each of the aspects identified in theory. The combination of theory and empirical study formed the enhanced model, called model version 2. The last step in the procedure was to let several end-users review the model and suggest improvements. After this step, the final model was formed, called model version 3.The model combines the best practices from Cardo with the latest theoretical aspects. Using this model will help Cardo deal with make-or-buy decisions in a structured way. The model highlights the importance of connecting business strategy with the core capabilities of Cardo and provides a tool to identify this connection. Furthermore, the model highlights risks connected to outsourcing and provides tools to identify these risks. The model also applies a total cost approach. To calculate the different costs, a model is presented that functions as a guide when quantifying costs. Lastly, the model shows the importance of developing a proper relationship with the supplier according to the strategic importance of the product.Cardo AB is an international corporate group that has performed major organizational changes the last few years. These changes utilize possible synergies that exist in a corporate group. One of the initiatives is that Cardo wants to develop a model for make-or-buy decisions. Therefore, the purpose of this thesis is stated as:The study’s purpose is to develop a generic model for make-or-buy decisions at Cardo.To develop the model, a theoretical study was conducted, where four main aspects were identified: core capability, risk, cost and relationship. For each aspect, a tool to define what the aspects consist of was identified. The aspects were combined together into a model, called model version 1. To enhance and adjust the model to suit Cardo’s situation, an empirical study was conducted. In the empirical study, it was investigated how different sites within Cardo are currently working with make-or-buy decisions. Moreover, in the empirical study it was also revealed how Cardo is dealing with each of the aspects identified in theory. The combination of theory and empirical study formed the enhanced model, called model version 2. The last step in the procedure was to let several end-users review the model and suggest improvements. After this step, the final model was formed, called model version 3.The model combines the best practices from Cardo with the latest theoretical aspects. Using this model will help Cardo deal with make-or-buy decisions in a structured way. The model highlights the importance of connecting business strategy with the core capabilities of Cardo and provides a tool to identify this connection. Furthermore, the model highlights risks connected to outsourcing and provides tools to identify these risks. The model also applies a total cost approach. To calculate the different costs, a model is presented that functions as a guide when quantifying costs. Lastly, the model shows the importance of developing a proper relationship with the supplier according to the strategic importance of the product.

APA, Harvard, Vancouver, ISO, and other styles
3

Perrons, Robert K. (Robert Kirby) 1972. "Make-buy decisions in the U.S. aircraft industry." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/10245.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Perrons, Robert Kirby. "Make-buy decisions in the face of radical innovations." Thesis, University of Cambridge, 2004. https://www.repository.cam.ac.uk/handle/1810/236598.

Full text
Abstract:
Some research in the area of make-buy decisions for new technologies suggests that it is a good idea for a company to pursue a fairly rigorous 'make' policy in the early days of a potentially disruptive innovation. Other studies prescribe exactly the opposite, promoting instead a 'buy' strategy. This lack of convergence points to the fact that the scheme of categorization used to analyze make-buy decisions in the face of radical innovations is not yet complete. Accordingly, this thesis builds upon prior work on make-buy decisions and disruptive technologies, and constructs two new hypotheses by introducing evidence from research in the areas of (1) supplier relationships and (2) industry clockspeed. Using a three-phase research design involving both case studies and a survey, this research shows that close relationships between customer firms and principal suppliers that are built on trust and personal relationships do not play an important long-term role in the development of radical innovations. Thus, while previous research in this area underlines the value of these relationships during the day-to-day operations of a business, this evidence draws into question whether they are helpful in the face of a radical innovation. The results also show that an industry's clockspeed has no significant bearing on the success or failure of any particular make-buy strategy for a radical innovation. Because many of the prescriptive frameworks and strategic formulas put forward in the literature for make-buy decisions involving radical innovations are based on observations from fast clockspeed industries, this conclusion effectively broadens the potential applicability of prior research in this area.
APA, Harvard, Vancouver, ISO, and other styles
5

Debbink, Thomas M. "MAKE-BUY DECISION MAKING: A MULTI-THEORETICAL EXAMINATION." University of Cincinnati / OhioLINK, 2001. http://rave.ohiolink.edu/etdc/view?acc_num=ucin997977397.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Goehlich, Robert A. "Make-or-buy decisions in aerospace organizations essays on strategic efficiency improvements." Wiesbaden Gabler, 2008. http://d-nb.info/992136121/04.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Cáñez, Olvera Laura Esther. "Industrial make-or-buy decisions : developing a framework and a practical process." Thesis, University of Cambridge, 2001. https://www.repository.cam.ac.uk/handle/1810/251770.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Brady, Tim. "Software make or buy decisions in the first forty years of business computing." Thesis, University of Sussex, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.363359.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Rother, Steve. "Make-or-Buy-Entscheidungen für die Energiebereitstellung von Industrieunternehmen – ein Bewertungskonzept." Doctoral thesis, Universitätsbibliothek Chemnitz, 2016. http://nbn-resolving.de/urn:nbn:de:bsz:ch1-qucosa-212134.

Full text
Abstract:
Die Entwicklung von Technologien sowie die Veränderung von rechtlichen Rahmenbedingungen haben die Handlungsmöglichkeiten von Industrieunternehmen im Zusammenhang mit der Energiebereitstellung seit der Jahrtausendwende deutlich erhöht: Neben dem klassischen Einkauf, d. h. dem Fremdbezug elektrischer Energie, können Industrieunternehmen eigene Kraftwerkskapazitäten aufbauen, um elektrische Energie selbst zu erzeugen. Ferner schafft die Liberalisierung des Energiemarktes die Voraussetzungen dafür, dass diese Unternehmen ihre selbst erzeugte elektrische Energie auch verkaufen bzw. ins öffentliche Netz einspeisen können. Zukünftig ist außerdem zu erwarten, dass Speichertechnologien eine immer größere Rolle spielen, um die Versorgungssicherheit unabhängig vom öffentlichen Stromnetz zumindest kurzzeitig aufrecht erhalten oder Lastspitzen abfangen zu können. Mit den skizzierten Entwicklungen geht eine zunehmende Komplexität der von Industrieunternehmen im Rahmen der Energiebereitstellung zu treffenden Entscheidungen einher. Die vorliegende Arbeit strukturiert diese Entscheidungen, arbeitet Handlungsalternativen und daraus zu bildende Handlungsbündel systematisch heraus und entwickelt schließlich ein Bewertungskonzept, mit dem auf Basis eines sukzessiven Vorgehens eine unter monetären Gesichtspunkten vorteilhafte Bereitstellungsalternative identifiziert werden kann. Das Bewertungskonzept stützt sich dabei auf Methoden der Investitionsrechnung und erfasst differenziert Produktions- sowie Transaktionskosten der jeweiligen Bereitstellungsalternativen.
APA, Harvard, Vancouver, ISO, and other styles
10

Fernandez, Martinez Pablo Enrique. "THE MAKE-OR-BUY DECISIONS IN ITALCEMENTI PACKING SOLUTIONS : A quantitative approach in the global purchasing strategy context." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-102835.

Full text
Abstract:
Many multinational corporations find themselves frequently in the dichotomous question of whether to make or buy a given component; but when those companies are operating with a global purchasing strategy, oriented to high levels of centralization and dealing simultaneously with the implications of purchasing and producing the same item, the approach to take the decision becomes difficult to find, even with the current literature and practitioners knowledge This master thesis addresses in a comprehensive proposal the way to undertake this kind of make-or-buy decisions. Through the literature review done, regarding global purchasing strategy, purchasing models, supplier selection methods and make-or-buy frameworks; it was found a convenient model to merge those concepts with the empirical experiences of a single case study in the Italcementi Group, one of the largest Cement producers in the world. The model proposed considers both strategic and economic elements and is designed as an iterative algorithm that evaluates several alternatives in order to arrive to the best make-or-buy approach. The methodologies selected and combined to solve the problem are mostly quantitative, but keeping the importance of qualitative elements within the analysis. The outcome of the thesis is a contribution to academicians and practitioners aiming to turn the existing knowledge about make-or-buy decisions into practical solutions for business management.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "MAKE-BUY DECISIONS"

1

Goehlich, Robert A. Make-or-Buy Decisions in Aerospace Organizations. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-9479-0.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Schneider, Dietram. Make-or-Buy-Strategien für F&E: Transaktionskostenorientierte Überlegungen. Wiesbaden: Gabler, 1991.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Scheffen, Oliver. Optionspreistheoretische Fundierung der langfristigen Entscheidung zwischen Eigenerstellung und Fremdbezug. Berlin: Duncker & Humblot, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Walker, Gordon. Supplier competition, uncertainty and make or buy decisions. Cambridge, MA: Sloan School of Management, Massachusetts Institute of Technology, 1986.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Controlling von Make-or-Buy: Konzepte und Möglichkeiten der strategischen Unternehmensführung. Ludwigsburg: Wissenschaft & Praxis, 1993.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Manfred, Weiss. Planung der Fertigungstiefe: Ein hierarchischer Ansatz. Wiesbaden: Deutscher Universitäts Verlag, 1993.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Fremdbezugskalkulation in der Industrierie. Frankfurt am Main: P. Lang, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Hamberger, Rudolf. Strategische Make-or-Buy-Entscheidungen im Produktionsbereich: Langfristige Bereitstellungsplanung in der holzverarbeitenden Industrie. Wien: Österreichischer Kunst- und Kulturverlag, 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Strategic outsourcing: A structured approach to outsourcing decisions and initiatives. New York: AMACOM, 1999.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Borrmann, Christine. Outsourcing: Bedeutung und Chancenpotential für Hamburg. Hamburg: Das Institut, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "MAKE-BUY DECISIONS"

1

Vrat, Prem. "Make or Buy Decisions: Outsourcing Strategy." In Springer Texts in Business and Economics, 303–16. New Delhi: Springer India, 2014. http://dx.doi.org/10.1007/978-81-322-1970-5_17.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Glohr, Carsten, and Henryk Biesiada. "Creating Value with Make-or-Buy Decisions." In Management for Professionals, 145–51. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-40219-7_19.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Goehlich, Robert A. "Introduction." In Make-or-Buy Decisions in Aerospace Organizations, 1–5. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-9479-0_1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Goehlich, Robert A. "Economic Characteristics of Aerospace Organizations." In Make-or-Buy Decisions in Aerospace Organizations, 7–23. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-9479-0_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Goehlich, Robert A. "Outsourcing Strategies in Europe, USA and Japan: A Case of Space Organizations." In Make-or-Buy Decisions in Aerospace Organizations, 25–38. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-9479-0_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Goehlich, Robert A. "Development of a Make-or-Buy Decision-supporting Process." In Make-or-Buy Decisions in Aerospace Organizations, 39–94. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-9479-0_4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Goehlich, Robert A. "Conclusion." In Make-or-Buy Decisions in Aerospace Organizations, 95–98. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-9479-0_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Bigelow, Lyda. "Make-or-Buy Decisions: Applications to Strategy Research." In The Palgrave Encyclopedia of Strategic Management, 1–4. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_427-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Murray, Alex, and Alexandr Kulakov. "Make/buy decisions in international construction industry firms." In Global Construction Data, 149–66. First edition. | Milton Park, Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.1201/9780429435911-9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Bigelow, Lyda. "Make-or-Buy Decisions: Applications to Strategy Research." In The Palgrave Encyclopedia of Strategic Management, 932–35. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_427.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "MAKE-BUY DECISIONS"

1

Gerhard, Daniel, and Kai-Ingo Voigt. "Technology make-or-buy decisions in the german industry: Criteria, methods and organization." In Technology. IEEE, 2009. http://dx.doi.org/10.1109/picmet.2009.5262137.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Zabunov, Georgi. "MAKE OR BUY DECISIONS IN FACILITY MANAGEMENT: OPPORTUNITIES TO USE DATA ENVELPOMENT ANALYSIS (DEA)." In 3rd International Scientific Conference on Economics and Management. Association of Economists and Managers of the Balkans, Belgrade; Faculty of Management Koper; Doba Business School - Maribor; Integrated Business Faculty - Skopje; Faculty of Management - Zajecar, 2019. http://dx.doi.org/10.31410/eman.2019.657.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Dekkers, R. "Theoretical considerations for make-or-buy decisions during ‘product design and engineering’: Three Indian case studies." In 2014 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2014. http://dx.doi.org/10.1109/ieem.2014.7058637.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Karthik, S. G., and Edward B. Magrab. "Product and Factory Modeling for Production Rate Determination." In ASME 1999 Design Engineering Technical Conferences. American Society of Mechanical Engineers, 1999. http://dx.doi.org/10.1115/detc99/dfm-8936.

Full text
Abstract:
Abstract An intelligent graphical user interface that captures a product’s functional and assembly structure and the factory that will make it are described. The results are then used to evaluate a factory’s production rate for the product. The program requires the product to be either a functionally uncoupled or decoupled design. The interface then: (1) implements a visualization of the functionally decomposed product structure; (2) implements an abstraction of a factory; (3) automatically generates candidate primary manufacturing processes and materials that are compatible with each other based on a very small number of attributes; (4) enables the user to make Make/Buy decisions for the components comprising the product; (5) assists the user in the selection of secondary manufacturing processes that are compatible with the primary manufacturing processes and materials for parts made in-house, and specify the vendor and the supply lead time for outsourced parts; (6) enables the specification of alternate materials and manufacturing processes; (7) implements a visual representation of the assembly structure as specified by the user; and (8) partially automates the creation of the assembly structure, and assists in the selection of assembly methods that are compatible with the materials chosen. In addition, the program assists in the design for assembly by: (1) requiring the product development team to think about the assembly process early in the design stage; (2) providing a visualization of the relationship of all components comprising the product to its other components; (3) requiring the specification of the order in which they are to be assembled; and (4) requiring the selection of assembly processes that are compatible with each other and the materials chosen. It also requires the specification of the capabilities of the factory that is going to make one or more of the components of the product, and requires that Make/Buy decisions for the parts comprising the product be made.
APA, Harvard, Vancouver, ISO, and other styles
5

Gould, Elyssa M., and Jennifer Mezick. "Begin at the Beginning: Revamping Collection Development Workflows." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317152.

Full text
Abstract:
“Begin at the beginning,” the King said, very gravely, “and go on till you come to the end: then stop.” This paper describes how two librarians newer to the University of Tennessee Libraries refreshed collection development workflows at the Libraries after a reorganization. This reorganization distributed tasks across departments in a different manner due to the new departmental configurations. In this new matrix environment, more communication was required to achieve desired outcomes, but more buy-in was also needed from constituents such as the subject librarians. This paper describes how a new Collections Committee was formed to make decisions on high-dollar resources; what information was added to the traditional request form to facilitate the committee’s decisions; what information was asked of vendors at the point of trial or initial interest; and how this fed into a new collection development policy. By revamping the workflows to ask for more information up front, the presenters were able to help the new Collections Committee obtain all the information needed for decision-making at the point of decision. The authors share insights into how organizational changes can be used as an opportunity to instigate workflow changes that help libraries acquire resources more nimbly and flexibly.
APA, Harvard, Vancouver, ISO, and other styles
6

Chiu, Ming-Chuan, and Gu¨l E. Okudan. "A Small to Medium-Size Enterprise Oriented Methodology for Optimizing Product and Supply Chain Design Decisions." In ASME 2010 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/detc2010-29095.

Full text
Abstract:
Today supply chain management has become one of the crucial factors for gaining and sustaining a competitive advantage. Enterprises that can more effectively manage their supply chain network have a higher likelihood of success in the marketplace. To this end, companies need not only make the “make” or “buy” decisions but also differentiate across potential suppliers in order to improve operational performance, and hence, supplier selection is one of the key decisions aiding effective supply chain management. Many studies have also pointed out that the integration of product and supply chain is a key factor for profitability and efficiency. However, prior studies mostly address supply chain performance after the creation of a new product; and only a few studies discuss when and how to incorporate supply chain decisions during product design. In the studies that cover product design, product family and product platform concepts are presented as enabling vehicles for mass customization, which require a considerable investment, and hence might be out of reach for small to medium size enterprises (SME). Accordingly, there is a need to develop a methodology that can consider manufacturability and supply chain issues at the product design stage. This paper presents a graph theory based optimization methodology to tackle this problem. The supplier selection issue is considered by evaluating its impact on both engineering (e.g., process planning) and operational performance (e.g., cost and time), which are then aggregated as the supply chain performance at the conceptual design stage. A case study in the bicycle industry demonstrates the advantages of this methodology. The synchronized structure of the supply chain and the product design results in simultaneous optimization of both design and supply chain decisions during the early design stages.
APA, Harvard, Vancouver, ISO, and other styles
7

Sardim, Renan, Juliano Tessaro, and Leandro B. Araujo. "Make-or-Buy as a Competitive Decision Tool for Automotive Industries." In 24th SAE Brasil International Congress and Display. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2015. http://dx.doi.org/10.4271/2015-36-0181.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Hwang, Heung-Suk. "Web-Based Multi-Attribute Analysis Model For Make-or-Buy Decision." In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2005. http://dx.doi.org/10.13033/isahp.y2005.064.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Xu, Suxiu, Qiang Lu, and Xiaoming Hu. "Market information, scope economies, and make-or-buy decision under information asymmetry." In 2011 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2011. http://dx.doi.org/10.1109/ieem.2011.6118113.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Minh, Nguyen Dang. "Empirical make-or-buy decision making model in the Japanese automobile industry." In 2011 Winter Simulation Conference - (WSC 2011). IEEE, 2011. http://dx.doi.org/10.1109/wsc.2011.6147793.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "MAKE-BUY DECISIONS"

1

Raz-Yurovich, Liat. Application of the transaction cost approach to households – the demographics of households’ ‘make or buy’ decisions. Rostock: Max Planck Institute for Demographic Research, August 2012. http://dx.doi.org/10.4054/mpidr-wp-2012-025.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Martindale, Addie, and Ellen McKinney. Make or Buy? The development of a Consumer Decision Process Model for home sewers. Ames: Iowa State University, Digital Repository, 2017. http://dx.doi.org/10.31274/itaa_proceedings-180814-381.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'MAKE-BUY DECISIONS' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography