Relevant bibliographies by topics / Make-or-buy decision

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Academic literature on the topic 'Make-or-buy decision'

Author: Grafiati
Published: 4 June 2021
Last updated: 3 February 2022

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Journal articles on the topic "Make-or-buy decision"

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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.

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Bajec, Patricija, and Igor Jakomin. "A Make-or-buy Decision Process for Outsourcing." PROMET - Traffic&Transportation 22, no. 4 (March 1, 2012): 285–91. http://dx.doi.org/10.7307/ptt.v22i4.193.

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Should firms perform logistics services on their own or should they buy them from a logistics provider? Today’s global competition forces companies to re-evaluate their existing processes, technologies and services in order to focuse on strategic activities. Outsourcing is now increasingly used as a competitive weapon in today’s economy. External parties can often do job quicker, cheaper and better. This has resulted in an increasing awareness of the importance of the make-or-buy decision, the dilemma organisations face when deciding between keeping logistics services in house or purchasing them from an outside logistics provider. This article provides a make-or-buy decision process methodology that any manager can implement – whatever the size or industrial type of the organization. The make-or-buy methodology is one of the most critical strategic decisions within logistics outsourcing and should be taken in a structured and consistent manner. A practical guide to this decision is a step-by-step guide to addressing make-or-buy decision in a consistent and structured manner. The high-level steps are as follows: • evaluate whether outsourcing is right for your company; • determine exactly what functions to outsource and the performance expectations; • use a well-defined professional selection process to evaluate and select which provider(s) are right for the job. KEY WORDS: logistics, logistics outsourcing, make-or-buy decision, outsourcing methodology
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Montgomery, Troy. "COST ESTIMATING – MAKE OR BUY?" Journal of Information Technology Education: Discussion Cases 6 (2017): 03. http://dx.doi.org/10.28945/3649.

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Determining how a corporate real estate organization estimated its project costs was a big decision that impacted budgets, customers, and the bottom line. What recommendations should be made for improvement of cost estimating at our upcoming management meeting?
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KEMİKKIRAN, Nurcan. "CHOOSING GOVERNANCE MECHANISM: “MAKE OR BUY” DECISION." İktisadi ve İdari Bilimler Fakültesi Dergisi 18, no. 1 (June 10, 2016): 15–35. http://dx.doi.org/10.5578/jeas.22113.

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丁, 月霞. "Make-or-Buy Decision in Supply Chain Management." Management Science and Engineering 08, no. 01 (2019): 80–88. http://dx.doi.org/10.12677/mse.2019.81011.

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Bartel, A. P., S. Lach, and N. Sicherman. "Technological Change and the Make-or-Buy Decision." Journal of Law, Economics, and Organization 30, no. 1 (October 24, 2012): 165–92. http://dx.doi.org/10.1093/jleo/ews035.

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Tadelis, Steven. "Complexity, Flexibility, and the Make-or-Buy Decision." American Economic Review 92, no. 2 (April 1, 2002): 433–37. http://dx.doi.org/10.1257/000282802320191750.

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Moses, Anna. "Cross‐functional make or buy decision process ownership." Management Research Review 34, no. 9 (August 9, 2011): 1042–60. http://dx.doi.org/10.1108/01409171111158983.

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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.

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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.
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Greer, Charles R., Stuart A. Youngblood, and David A. Gray. "Human resource management outsourcing: The make or buy decision." Academy of Management Perspectives 13, no. 3 (August 1999): 85–96. http://dx.doi.org/10.5465/ame.1999.2210317.

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Dissertations / Theses on the topic "Make-or-buy decision"

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Hasan, Junaidah. "MAKE OR BUY DECISION AND TECHNOLOGY CHOICE." OpenSIUC, 2018. https://opensiuc.lib.siu.edu/dissertations/1615.

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The make-or-buy decision is a strategic decision that has important implications for the overall firms' performance. This dissertation demonstrates that the strategic considerations can influence firm's sourcing decisions and the choice of supplier's production technology. In the first chapter, we demonstrate that a rival’s reliance on a supplier may prompt a firm to produce input internally rather than to outsource to the same supplier even when the internal production is more costly than outsourcing (to induce the supplier to choose a less advanced technology). The supplier's choice of less advanced technology provides the firm with more competitive advantage. With the less advanced technology, the higher marginal cost of production leads to the higher price of input to the rival. The production industry is inefficient because the least-cost producer of the inputs does not supply the critical inputs in equilibrium. In the second chapter, we introduce government policies to enhance the only efficient firm to produce and the only high technology is used in equilibrium. Two policies (tax and subsidy) are considered simultaneously to affect the choice of supplier's production technology and to maximize social welfare. We demonstrate that different strategic policies may exert different effects on the choice of technology and the correct government policy will induce the firm to switch regime and the monopoly supplier to switch technology. Industry production patterns are efficient because the least-cost producer of the input supplies the input in equilibrium and the economy enjoys the benefits of economies of scale. In the third chapter, we focus on the labor productivity growth - technology growth relationship for ASEAN countries using the bootstrap rolling window approach. The results show that there exists causality links between the series under consideration. The periods of causal links are associated with various significant economic changes. This result indicates that the results from bootstrap rolling tests are not statistical artefacts and correspond to real economic changes. While the positive relationships between labor productivity growth and technology growth were expected, this chapter explained the real economic changes behind the negative relationship between the series.
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Palmgren, Daniella, and Bränneby Linn. "Outsourcing versus in-house production : Development of a make-or-buy decision model at Atlas Copco Rock Drills AB." Thesis, Linköpings universitet, Industriell ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-119496.

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The question regarding whether to produce in-house or to purchase from an external supplier is nowadays commonly highlighted as a central and strategic decision for manufacturing firms. Furthermore, the importance of creating a competitive and consistent make-or-buy strategy that is adapted to the context of the firm as well as to today´s dynamic business environment cannot be underestimated. Today, the division Surface and Exploration Drilling (SED) within Atlas Copco Rock Drills AB in Örebro lack a standardized and holistic process to support this decision making, why this is requested. Consequently, this master thesis aims to, in line with Atlas Copco´s business strategy, develop a decision model in order to facilitate the make-or-buy decision at the SED. In order to be able to fulfill the purpose, a thorough examination of the contemporary academic findings was executed. Furthermore, as the requested make-or-buy decision model should be adapted to the firm’s contextual circumstances, SED´s corporate strategy was analyzed and interviews with concerned employees from different functions were conducted. As a result of this, an initial list of parameters that affect the make-or-buy decision was generated. Thereafter, how to decompose, measure and prioritize this selected parameters were determined. Additionally, if any parameter should be considered as a knockout criterion was established as well. Based on this, the first draft of the decision model was developed and presented. An in depth analysis regarding areas of improvements was thereafter executed, and the first draft of the decision model was updated accordingly. Inputs to this analysis were gained from an empirical investigation. In more detail, interviews at both SED and at external suppliers, a calculative case study where the first draft of the model was tested as well as a workshop at SED were all sources of additional inputs. Based on the outcome of the in depth analysis, modifications of the first draft of the model was made which resulted in the final version of the make-or-buy decision model. The result of this investigation can consequently be described as a corporate adapted make-or-buy decision model. The model is divided into seven steps, namely: Core competence analysis Determination of module characteristics Configuration of the make-or-buy setup Request of quotations to potential supplier Volume flexibility, lead time and total cost analysis Risk evaluation Synthesis of above stated parameters, including the parameters: time flexibility impact on R&D operations acquiring competitive knowledge product flexibility the opportunity to share risks long-term capacity Furthermore, the end-user needs to have an idea of what module and what assembly level that could be of interest and use the decision model in order to investigate whether to reject or proceed with this suggested make-or-buy setup. The model also illustrates the need of a regular re-evaluation of the decision made, in order to cope with the dynamic internal and external business environment. One additional advantage with the decision model is that it takes both quantitative and more qualitative aspects into consideration after which a holistic analysis of these can be made.
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Lammers, Markus. "Sourcing decision making in the banking industry." Berlin Pro Business, 2005. http://deposit.ddb.de/cgi-bin/dokserv?id=2675692&prov=M&dok_var=1&dok_ext=htm.

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Matthee, Thomas Francois. "Make, buy or rent decision for information systems in the heavy engineering industry / Matthee, T.F." Thesis, North-West University, 2011. http://hdl.handle.net/10394/7032.

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The study focuses on the use of information systems in the Heavy Engineering industry in South Africa and the decision to make, buy or rent information systems. Special focus was placed on the factors that influence the decision to make, buy or rent information systems. It is undeniable that changes in the competitive environment, such as technological advances and globalisation, are driving organisations toward new ways of operating. In striving to become flexible, lean, and more competitive, organisations have been increasingly swift to externalise support service functions. Every organisation must adapt to the current economic environment, the technology available in its industry and consider the risk and rewards within the industry framework. Organisations should carefully analyse the impact of their decisions, especially in consideration of the extent to which organisational competencies and competitive advantage could be affected. An extensive literature study was conducted on the factors that influence the decision to make, buy or rent. The literature study portrays the ideal state or methodologies for acquiring information systems and the best practices used in evaluating the best option for the organisation. The literature indicated the criteria for evaluating the decision to make, buy or rent information systems are the business need, in–house experience, project skills, project management and the time frame. These criteria can be broken down into the factors that have an influence on the decision, competitive advantage, security, skills, expertise, available resources, cost, time, implementation, support, maintenance, performance, quality, documentation, vendor issues, size of organisation, expected annual transactions, software control, functionality, productivity and increased turnover. Calculating the benefit that can be achieved from information systems must also include measures to incorporate the total benefit, not only the financial benefit. The balance scorecard approach measures the total return accompanying an investment in information systems, broken down into four sections, the financial perspective that measures the tangible outcomes, the customer perspective that measures customer value (quality, delivery and skill), the internal process perspective that measures the internal processes that add value and have the greatest impact on strategy and finally the learning and growth perspective that measures the intangible assets which focuses on human capital. Information systems form part of the corporate strategy, competitive positioning and must be aligned with the overall strategy of the organisation. A survey was done to determine the opinions about the different options managers/organisations have to consider when seeking to fulfil organisational requirements for information systems. Methodological issues as well as considerations with regard to gathering the data were discussed. A questionnaire was designed to collect data to obtain the information needed to solve the research problem. The internal consistency of the questionnaire was tested and it was found that a moderate to high level of consistency exists. The survey results were then presented in frequency tables and were analysed using descriptive statistics as well as inferring possible trends or conclusions based on relationships between certain responses on specific related questions and referring to the literature study. A framework was compiled from the literature study and empirical study that can be used for the purpose of decision–making in the make, buy or renting of information systems in the heavy engineering environment in South Africa. Benefits from purchasing software from a vendor include competitive advantage, available resources, implementation of the system, support to the system, system performance, documentation and training, and business functionality. Benefits from open source offerings include the size of the organisation and the number of expected annual transactions by the organisation. Benefits from SaaS (Software as a service) include competitive advantage, expertise, system performance and business functionality. Benefits from the outsourcing of development and other IT functions include competitive advantage, security, skills, available resources, implementation of the system, support to the system, system performance, documentation and training, business functionality and technical functionality. Benefits from developing in–house all or part of the effort include competitive advantage, security, skills, expertise, available resources, time, implementation of the system, support to the system, maintenance and upgrades, system performance, quality, documentation and training, business functionality, technical functionality, productivity improvements and increased turnover. Overall the linkage between the literature study and the empirical study concludes
Thesis (MBA)--North-West University, Potchefstroom Campus, 2012.
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Hancock, Rian. "The make-or-and-buy decision for in-house legal department : a concurrent sourcing approach." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59836.

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With massive trends affecting the manner in which legal services are delivered and will frame the way In-house legal departments consider the make-or-buy decision. This study explored the make-or-buy decision considering a comprehensive academic framework, utilising Transaction Cost economics, Neoclassical economics and Capabilities economics to determine the economic drivers of a concurrent sourcing choice where In-house legal departments both make-and-buy legal services. Mixed methodology research included 12 in-depth interviews with Chief Legal Officers/Head of Legal or Head of legal function for qualitative purposes and a questionnaire distributed to all 486 members of the Corporate Counsel Association of South resulting in 32 valid responses, to triangulate and validate the qualitative results. Both interview schedule and the questionnaire were adapted from Parmigiani's (2007) concurrent sourcing academic framework. From the results of interviews, an inherent complexity arose in the distinction between generalised and specialised legal services. The results demonstrated support for the Neoclassical and Capabilities economics, through economies of scale and scope and firm and supplier expertise, over Transaction Cost economics considerations. Institutional knowledge and the mitigation of legal risk were two exogenous factors that arose and which influence the make-or-buy decision for In-house legal departments. This offered a composite interpretation to develop a decision tree model to be considered by In-house legal departments in the make-or-buy decision. The model assists In-house legal departments to consider the choice of legal services provider depending on the type of services required, be that generalised or specialised/Internal or External legal services, resulting in value-adding legal services delivery that helps to deliver the organisations overall goals and objectives.
Mini Dissertation (MBA)--University of Pretoria, 2017.
nk2017
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Mobus, Sandra. "Verticalização e terceirização das atividades logísticas : estudo de casos múltiplos no setor químico." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2012. http://hdl.handle.net/10183/56077.

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A logística permite desenvolver estratégias para a redução de custos e aumento do nível de serviço ofertado ao cliente. A tomada de decisão sobre a empresa executar internamente as atividades logísticas ou terceirizar essas atividades é uma decisão tão importante que na grande maioria das empresas ela é feita em nível de Diretoria ou Gerência. A tendência empresarial de manter o foco no negócio é uma estratégia que vem sendo adotada cada vez mais pelas empresas. Consequentemente, atividades fora do core business estão sendo terceirizadas. No setor de distribuição de produtos químicos verifica-se a presença tanto de empresas que terceirizam suas atividades logísticas quanto de empresas que verticalizam, não havendo uma unanimidade a respeito no setor. Dado este contexto, o objetivo da pesquisa é o de analisar a adoção da verticalização ou da terceirização das atividades logísticas em empresas distribuidoras de produtos químicos. Assim, a questão de pesquisa é: Por que as empresas adotam a estratégia de verticalização ou de terceirização de suas atividades logísticas? A pesquisa é qualitativa descritiva e aplicou o método de estudo de caso, através da investigação de casos múltiplos realizada em empresas distribuidoras de produtos químicos. A pesquisa utilizou como fontes de evidência entrevistas e análise de documentos, sendo inicialmente feitos dois estudos de caso pilotos e após as devidas correções foram feitos mais dois estudos de casos. Os resultados obtidos permitiram a constatação dos seguintes fatores como sendo motivadores da adoção da verticalização das atividades logísticas: reduzir custos, ter maior controle da operação, aumentar os níveis de serviço logístico e focar em logística (competência central) foram determinantes, enquanto dispor de habilidades e recursos e aumentar a proximidade com o cliente foram considerados importantes. O fator atender todos os requisitos logísticos do negócio não foi levado em consideração na adoção da verticalização das empresas. Em relação à terceirização das atividades logísticas, os seguintes fatores foram identificados como motivadores de sua adoção: reduzir investimentos em ativos, reduzir custos e focar no core business foram determinantes, enquanto os fatores expandir mercados e aumentar a flexibilidade da operação foram considerados importantes. Os fatores: ter acesso a competências externas; melhorar as tecnologias de informação utilizadas e aumentar os níveis de serviço logístico não foram fatores considerados pelas empresas quando optam por terceirizar suas atividades logísticas. Assim, a dissertação buscou trazer contribuições para a área de Logística, pois explorou e analisou um tema sempre considerado atual e estratégico que é o da terceirização ou verticalização das atividades logísticas, em um mesmo contexto. Já para a prática gerencial, a principal contribuição pretendida foi a de fornecer subsídios para ajudar os executivos de logística na tomada de decisão terceirizar x verticalizar.
Logistics allow the company to develop strategies for cost reduction and increase the level of the service offered to the client. For the company to make the decision of executing internally the logistics activities or to outsource these activities is such an important one that in most of the companies this decision is made by the directors or managers. The companies’ trend to keep the focus on the business is a strategy which has been adopted more and more. Consequently, activities out of the core business of the companies are being outsourced. In the sector of distribution of chemicals we can observe the presence of companies that outsource their logistics activities and companies that insource, meaning that there is no unanimity about this in the sector. Given this context, the objective of the research is to analyze the adoption of insourcing or outsourcing of logistics activities in chemicals distribution companies. Thus, the research question is: Why do companies adopt the strategy of insourcing or outsourcing their logistics activities? The qualitative research is descriptive and applied the method of case studies, by investigating multiple cases performed in distributors of chemicals. The research used interviews as sources of evidence and analysis of documents and initially two pilot case studies were made and after corrections two more case studies were made. The results led to the finding of the following factors as drivers of the adoption of the vertical integration of logistics activities: reduce costs, greater control of the operation, increase levels of service and focus on logistics (core competency) were determinants, while having skills and resources and increase customer proximity were important. The factor meet all the requirements of the logistics business was not taken into consideration in the adoption of vertical integration of enterprises. Regarding outsourcing logistics activities, the following factors were identified as motivators of the adoption: reduce asset investment, reduce costs and focus on core business were decisive factors while the factors market expansion and increase the flexibility of the operation were considered important. The factors: have access to external expertise, improve the information technology used and increase levels of logistical service were not considered by companies when they choose to outsource their logistics activities.The dissertation sought to bring contributions to the field of logistics, since it explored and analyzed a theme that is always current and strategic, which is the outsourcing or insourcing of logistics activities, in the same context. For the management practice, the main contribution intended was to provide information that can help the logistics executives in the decision to outsource x insource.
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Aceituno, Thiago Karam. "Elaboração de modelo de tomada de decisão "Make or Buy" para empresas do segmento industrial de autopeças /." Guaratinguetá, 2018. http://hdl.handle.net/11449/182590.

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Orientador: Valerio Antonio Pamplona Salomon
Coorientador: Vagner Cavenaghi
Banca: Jorge Muniz Junior
Banca: Antonio Henriques de Araujo Junior
Resumo: Ser competitivo no setor industrial pressupõe, dentre outros fatores, tomar as decisões corretas. Para tal, o melhor uso das informações disponíveis é fundamental. Este estudo tem por objetivo propor a criação de um modelo de auxílio para tomada de decisão, por meio de um estudo de caso, entre produzir internamente ou terceirizar a produção de determinados itens. O trabalho de pesquisa foi baseado no método pesquisa-ação e após revisão da literatura identificou-se fatores econômico-financeiros, operacionais e estratégicos como críticos para a tomada de decisão, sobre produzir ou comprar, e consequente sucesso da organização. Este estudo demonstra como utilizar um modelo de tomada de decisão, onde decide se a produção permanece dentro da organização ou se é terceirizada após minucioso processo de seleção de parceiros em uma empresa multinacional de grande porte, com 30 plantas, presente em 14 países, mais de 15 mil funcionários, do segmento de autopeças, em unidade situada no interior do estado de São Paulo. O estudo se limita a elaborar um modelo de tomada de decisão baseado em uma ferramenta MCDM (Mutiple Criteria Decision Making) sem validá-lo em larga escala. Após pesquisa e breve avaliação sobre alguns dos modelos MCDM mais populares disponíveis, adotou-se o AHP (Analytic Hierarchy Process) por sua interface mais simples e quantitativamente, com maior número de publicações e citações quando relacionados ao tema automotivo, o que demonstra que foi mais estudado. O modelo c... (Resumo completo, clicar acesso eletrônico abaixo)
Abstract: Being competitive in the industrial sector presupposes, among other factors, making the right decisions. To this end, the best use of available information is critical. The purpose of this study is to propose the creation of a decision making model to support the process, through a case study, between producing internally or outsourcing the production of certain items. The research work was based on the research-action method and after reviewing the literature, it has been identified economic-financial, operational and strategic factors as critical for decision-making, producing or buying, and consequent success of the organization. This study demonstrates how to use a decision-making model, driving the decision to wether the production remains within the organization or if it is outsourced after a thorough selection process of partners, in a large multinational company with 30 plants present in 14 countries, of 15 thousand employees, in the auto parts segment, in a unit located in the interior of the state of São Paulo. The study is limited to elaborating a decision-making model based on a MCDM (Mutiple Criteria Decision Making) tool without validating it on a large scale. After research and a brief evaluation of some of the most popular MCDM models available, the AHP (Analytic Hierarchy Process) was adopted for its simpler and quantitative interface, with a greater number of publications and citations when related to the automotive theme, which more studied. The created mod... (Complete abstract click electronic access below)
Mestre
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Åkerström, Björn, and Rasmus Skarphagen. "The role of financial and non-financial goals in the make or buy decision at a family firm : A case study on Väderstad AB." Thesis, Internationella Handelshögskolan, Jönköping University, IHH, Centre of Logistics and Supply Chain Management (CeLS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-48697.

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Background: Make or buy decisions is the most fundamental part in a company’s manufacturing strategy. The decision is complex and involves sacrifices whichever strategy is chosen, and before making the decision the firm should understand and evaluate the trade-offs and comparative costs of manufacturing or outsourcing. The uniqueness of family firms is that they often operate their business with non-financial goals at the centre. This study will investigate the make or buy decisions at Väderstad AB, a family owned firm that deals with decisions of make or buy on a large scale, with many thousands of parts included in their final machines, and decisions made daily whether to make or buy. There is no existing research looking at the qualitative non-financial goals and factors in family firms and how it affects the make or buy decision. Purpose: This master thesis studies the make or buy decision at a family firm. The aim is twofold, namely, to explore the potential uniqueness of family firms within the context of the make or buy decision and then to create a make or buy decision model for a family firm. This aim is explorative, i.e. to generate theory, in the realm of family firm research. Method: This is a qualitative study performed by conducting a single case study methodology. 12 Semi-structured interviews with 14 employees from all parts of the case company and the use of documents from archival records were collected as data.  The data was analyzed with the technique of 1st order concepts, etc. as developed by Gioia. Conclusion: Our analysis showed that in the context of family firms, the primary factors influencing make or buy decisions at the case company were not financial goals. Instead drivers were goodwill for customers, innovation, quality, flexibility and control which are non-financial goals. However, financial goals were not neglected, but rather costs were measured after a decision had been made, proving that it was not in the centre of their operations before and during the decision and thus, it was secondary. As a result, non-financial goals played a larger role than financial goals in the make or buy decision.
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Weber, Deisi Luana Diel. "Sourcing decision: a behavioral perspective, a replication of david hall teses." Universidade do Vale do Rio dos Sinos, 2015. http://www.repositorio.jesuita.org.br/handle/UNISINOS/5224.

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UNISINOS - Universidade do Vale do Rio dos Sinos
This research presents an investigation about the decision-making process regarding Make or Buy, trying to understand which variables most influence this decision to insource some activities, to outsource others, or to better estimate a percentage to combine both. The dependent variable on our research is the behavioral decision-making process, measuring the influence received by cost, quality, and monitoring. Trying to understand if differences between these independent variables influence how managers make their decision in the context of insource or outsource production. In order to test this model empirically, an experiment research was conducted, on the basis of eight different scenarios, which simulate a purchasing decision situation ranging the variables costs, quality, and monitoring of suppliers between High and Low, to understand the relationship of these constructs with the decision-making process of Brazilian managers. It was performed with a sample of 211 students from the Production Engineer course at Universidade do Rio dos Sinos (Unisinos). The data was analyzed using statistical technique ANOVA. The results demonstrate that managers consider cost variation to decide about how much to internalize and how much to outsource. They change their choices when quality is higher in their suppliers than inside the company. They also evaluate manager capability to control costs over their suppliers and on their process inside the company. However, they do not change their sourcing decision due to supplier’s monitoring variation, neither when quality monitoring is considered. This issue was already addressed in Hall’s study (2012) conducted in the United States. Thus, we decided to replicate his in Brazil in order to check if in a different environment, with other economic, politic, social, and regulatory situation, the manager will change their decisions. Nevertheless, after comparing both studies, we realize that the same hypothesis was supported in both studies, what means that even in another context the same variables are considered to base managers sourcing decision.
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Blomkvist, Klas, and Samuel Cervall. "Globala försörjningsbeslut i en industriell kontext." Thesis, Tekniska Högskolan, Högskolan i Jönköping, JTH, Industriell organisation och produktion, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-32257.

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Purpose – The purpose with this study is to investigate which factors that needs to be considered for sourcing decisions to ensure an optimal long-term decision, and which of these factors that can be quantified in a product costing model. To fulfill this purpose two research questions have been proposed: Which factors needs to be considered for a sourcing decision? Which of these factors that needs to be considered can be quantified in a product costing model? Method – A case study was conducted to fulfill the purpose of this study. The case study produced empirical data through interviews and document studies. The empirical data was interpreted and analyzed on the basis of the theoretical framework, created through literature studies. This process produced the result of this study. Findings – Factors to be considered for a sourcing decision have been identified and categorized in four over-arching categories: unit cost, logistical factors, capability factors and risk factors. These factors have been quantified in a product costing model. A preparatory decision model was created to further integrate some risk factors that could not be quantified. Implications – Both the make or buy decision and the manufacturing location decision have been considered in the product costing model presented in this study. The product costing model visualize and take into account hidden costs, rarely considered in sourcing decisions. This further enables optimal long-term sourcing decisions. Limitations – Risk factors remain difficult to quantify. This makes it difficult to determine the cost of risk factors, and as a result of that, to include them in a product costing model. Companies with similar conditions suites the model since the case study was conducted at only one company. Whether the product costing model is true for business in other contexts remain uncertain.
Syfte – Syftet med denna studie är att undersöka vilka faktorer som bör beaktas vid ett försörjningsbeslut för att säkerställa ett långsiktigt korrekt beslut och vilka av dessa som kan kvantifieras i en kalkylmodell. För att uppfylla syftet har följande två frågeställningar formulerats: Vilka faktorer bör beaktas vid ett försörjningsbeslut? Vilka av dessa faktorer som bör beaktas kan kvantifieras i en kalkylmodell? Metod – För att uppfylla studiens syfte genomfördes en fallstudie. Med hjälp av intervjuer och dokumentstudier har fallstudien genererat empirisk data. Utifrån det teoretiska ramverket, som skapats genom litteraturstudier, har data tolkats och analyserats. Detta har gett upphov till studiens resultat. Resultat – Faktorer som bör beaktas vid ett försörjningsbeslut har identifierats och kategoriserats i fyra övergripande kategorier: enhetskostnad, logistikfaktorer, kapabilitetsfaktorer och riskfaktorer. Dessa faktorer har kvantifierats i en kalkylmodell. För vissa riskfaktorer som är svåra att kvantifiera har en förberedande beslutsmodell skapats. Implikationer – Kalkylmodellen som presenteras i denna studie beaktar både tillverka/köp-beslutet och lokaliseringsbeslutet. Kalkylmodellen tar hänsyn till dolda kostnader som sällan beaktas vid dessa typer av beslut. Detta möjliggör ett långsiktigt korrekt försörjningsbeslut. Begränsningar – Riskfaktorer är fortsatt svåra att kvantifiera och därmed kostnadsbestämma. Detta gör det svårt att inkludera dem i en kalkylmodel. Då fallstudien genomfördes på endast ett fallföretag är kalkylmodellen lämpad för företag med liknande förutsättningar. Det är därför svårt att säga hur väl kalkylmodellen stämmer för företag i andra kontexter.
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Books on the topic "Make-or-buy decision"

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

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Lyons, Bruce R. Specialised technology, economies of scale and the make-or-buy decision: Evidence from UK engineering. Norwich: University of East Anglia, School of Economic and Social Studies, 1991.

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

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

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

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

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

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

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

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Organising industrial activities across firm boundaries. London: Routledge, 1998.

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Book chapters on the topic "Make-or-buy decision"

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Van de Velde, Rudi. "The Make or Buy Decision." In Hospital Information Systems — The Next Generation, 78–81. Berlin, Heidelberg: Springer Berlin Heidelberg, 1992. http://dx.doi.org/10.1007/978-3-642-77617-5_8.

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Ackerman, Kenneth B. "Warehousing Alternatives. The Make or Buy Decision." In Practical Handbook of Warehousing, 31–40. Boston, MA: Springer US, 1990. http://dx.doi.org/10.1007/978-1-4757-1194-3_4.

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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.

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Rosyidi, Cucuk Nur. "Make or Buy Decision with Price and Quality Dependent Demand." In Lecture Notes in Mechanical Engineering, 272–77. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-15-0950-6_42.

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Kleinhans, S., B. Vallespir, and G. Doumeingts. "A rule-based support system to Make or Buy decision." In Strategic Management of the Manufacturing Value Chain, 391–400. Boston, MA: Springer US, 1998. http://dx.doi.org/10.1007/978-0-387-35321-0_43.

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Skowron-Grabowska, Beata. "Selection Criteria for Make or Buy Decision Process in Enterprises." In E-Manufacturing: Business Paradigms and Supporting Technologies, 195–202. Boston, MA: Springer US, 2004. http://dx.doi.org/10.1007/978-1-4419-8945-1_20.

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Haktanır, Elif. "Make-or-Buy Decision Using Interval-Valued Intuitionistic Fuzzy COPRAS Method." In Intelligent and Fuzzy Techniques in Big Data Analytics and Decision Making, 634–43. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-23756-1_77.

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Martin, Ludivine. "The Make-or-Buy Decision in ICT Services: Empirical Evidence from Luxembourg." In Internet Econometrics, 234–58. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230364226_11.

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Akomode, O. Joseph. "Improving Make-Or-Buy Decisions and Quality with Risk Evaluation Decision Support for an Enterprise." In Evolution and Challenges in System Development, 505–15. Boston, MA: Springer US, 1999. http://dx.doi.org/10.1007/978-1-4615-4851-5_46.

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Humphreys, P., and R. McIvor. "Knowledge-Based Systems Technology in the Make or Buy Decision in Manufacturing Strategy." In Intelligent Knowledge-Based Systems, 83–109. Boston, MA: Springer US, 2005. http://dx.doi.org/10.1007/978-1-4020-7829-3_4.

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Conference papers on the topic "Make-or-buy decision"

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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.

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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.

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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.

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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.

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Xu, Suxiu, Qiang Lu, and Xiaoming Hu. "Market information, scope economies, and make-or-buy decision under information asymmetry." In 2011 IEEE MTT-S International Microwave Workshop Series on Innovative Wireless Power Transmission: Technologies, Systems, and Applications (IMWS 2011). IEEE, 2011. http://dx.doi.org/10.1109/imws.2011.6115365.

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Li, Xin, and Huan Huang. "The Influences of Innovation on Make-or-buy Decision Under the Dynamic Environment." In Proceedings of the 3rd International Conference on Culture, Education and Economic Development of Modern Society (ICCESE 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iccese-19.2019.385.

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Pratama, Mega Aria, and Cucuk Nur Rosyidi. "Make or buy decision model with multi-stage manufacturing process and supplier imperfect quality." In 3RD INTERNATIONAL MATERIALS, INDUSTRIAL AND MANUFACTURING ENGINEERING CONFERENCE (MIMEC2017). Author(s), 2017. http://dx.doi.org/10.1063/1.5010643.

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Boukadidi, Mounir. "Make or buy decision making for telcos towards an “Intelligent Transaction Cost Economics (TCE) Support System”." In 2015 15th International Conference on Intelligent Systems Design and Applications (ISDA). IEEE, 2015. http://dx.doi.org/10.1109/isda.2015.7489205.

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Rosyidi, Cucuk Nur, Mega Aria Pratama, Wakhid Ahmad Jauhari, Bambang Suhardi, and Kunihiro Hamada. "Make or buy decision model with multi-stage manufacturing process to minimize manufacturing cost and quality loss." In 2015 Joint International Conference on Electric Vehicular Technology and Industrial, Mechanical, Electrical and Chemical Engineering (ICEVT & IMECE). IEEE, 2015. http://dx.doi.org/10.1109/icevtimece.2015.7496662.

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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.

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“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.
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Reports on the topic "Make-or-buy decision"

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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.

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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.

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