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

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Published: 4 June 2021

Last updated: 3 February 2022

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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11

Paul Yoon, K., and G. Naadimuthu. "A Make‐or‐Buy Decision Analysis Involving Imprecise Data." International Journal of Operations & Production Management 14, no. 2 (February 1994): 62–69. http://dx.doi.org/10.1108/01443579410053239.

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12

Channappa, Sudhakar Dasari, Arunachalam Pichukuppan, and Sundararajan Viswanathan. "Make or Buy Decision for Systems - An ESO perspective." INCOSE International Symposium 26, s1 (November 2016): 25–39. http://dx.doi.org/10.1002/j.2334-5837.2016.00312.x.

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13

Garvey, Gerald T., and Rohan Pitchford. "Input Market Competition and the Make-or-Buy Decision." Journal of Economics Management Strategy 4, no. 3 (September 1995): 491–508. http://dx.doi.org/10.1111/j.1430-9134.1995.00491.x.

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14

Moses, Anna, and Pär Åhlström. "Dimensions of change in make or buy decision processes." Strategic Outsourcing: An International Journal 1, no. 3 (September 19, 2008): 230–51. http://dx.doi.org/10.1108/17538290810915290.

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15

Bougherara, Douadia, Gilles Grolleau, and Naoufel Mzoughi. "The ‘make or buy’ decision in private environmental transactions." European Journal of Law and Economics 27, no. 1 (October 31, 2008): 79–99. http://dx.doi.org/10.1007/s10657-008-9080-8.

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16

Montgomery, Troy. "Cost Estimating - Make or Buy?" Muma Case Review 2 (2017): 1–24. http://dx.doi.org/10.28945/3657.

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Determining how a corporate real estate organization estimates its project costs is a big decision that impacts budgets, customers, and the bottom line. Our next management meeting is only a few days away. What recommendations should we make for improvement of cost estimating? Troy Montgomery, a consultant at Humana in April of 2015, was tasked with providing leaders of Humana’s corporate real estate group, Workplace Solutions (WPS), with an answer to how to provide early cost estimates on large construction projects. Should they create a solution internally, outsource development of a solution, or look to an existing solution to provide a “cost calculator”? There was so much variation in the types of projects WPS worked on, not to mention an assortment of internal clients they served. Such complexity made it virtually impossible to come to a straight forward recommendation. Humana was a leading health and well-being company focused on making it easy for people to achieve their best health with clinical excellence through coordinated care. When Humana needed a new or renovated office building, call center, pharmacy, or medical center they engaged the WPS team to manage the start to finish solution. Similar to any other large project, the end user was concerned with three things: time, cost, and quality. The initial questions from WPS internal clients were typically “How long is this project going to take and how much will it cost?” WPS managers believed they provided sufficient cost estimates once all of the planning activities were completed, contracts selected, and construction drawings finalized. However, they were curious if could provide better estimates at the initial onset of a new project, before all of the planning is complete. In late 2014 and early 2015 Montgomery led a small, cross-functional team of WPS associates through process improvement initiatives. The team had only been commissioned for six months and due to their success, WPS leaders challenged the team to identify additional improvement opportunities. Determining a solution to an issue like cost estimating would not only build the credibility of Montgomery’s team, but it would also open up new opportunities for additional improvements in the future. First, the team identified the current methodology for cost estimating within WPS. In parallel they researched cost estimating tools on the market and investigated best practices within the industry. Based on the team’s analysis, WPS leaders recognized they needed a solution in a short period of time. Should they task internal resources, purchase an out-of-the-box IT tool, or commission an external vendor to create a solution?

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17

Probert, D. R., S. W. Jones, and M. J. Gregory. "The Make or Buy Decision in the Context of Manufacturing Strategy Development." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 207, no. 4 (November 1993): 241–50. http://dx.doi.org/10.1243/pime_proc_1993_207_086_02.

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This paper describes an approach to structuring the make or buy decision process, basing it firmly in the context of an overall manufacturing strategy. The work has been carried out jointly by the University of Cambridge Manufacturing Engineering Group and Lucas Industries. A review of the current state of ideas surrounding the linked issues of vertical integration and make or buy decisions is presented. Important features of the approach include identification of core manufacturing capabilities, assessment of the role of technology in manufacturing, the development of a cost model to support make or buy decisions and a review of the strategic implications of varying degrees of vertical integration. Further, the approach has been embodied in a practical methodology that has been applied within Lucas Aerospace. A brief review of this practical application is included.

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18

Teeravaraprug, Jirarat, and Tarathorn Potcharathitikull. "Make or Buy Decision Making with the Consideration of Inventory Cost." International Journal of Engineering & Technology 7, no. 2.28 (May 16, 2018): 29. http://dx.doi.org/10.14419/ijet.v7i2.28.12877.

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Make or buy decision making has recently received substantial theoretical and empirical attention. This paper integrates inventory cost in make or buy decision making. Many practitioners think that inventory cost is low when comparing with other types of costs. Therefore inventory cost seems to be neglect. This paper proposed two mathematical models of total costs in the cases of make and buy with the consideration of inventory costs. Based on the numerical example, it shows that the decision making may be changed with and without considering inventory costs. Further, considering variations of demand and purchase lead time, it is found that high demand variation tends to use buy option whereas high purchase lead time variation tends to use make option.

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19

Silverman, Brian S. "The “Make or Buy” Decision in Political and Nonmarket Strategy." Academy of Management Proceedings 2016, no. 1 (January 2016): 10773. http://dx.doi.org/10.5465/ambpp.2016.10773symposium.

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20

Seyedhosseini, Seyed Mohammad, Faezeh Mohammadipour, and Milad Gorji Ashtiani. "Make or buy strategy decision making in supply quality chain." international journal of industrial engineering computations 3, no. 3 (April 1, 2012): 413–22. http://dx.doi.org/10.5267/j.ijiec.2011.12.005.

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21

Humphreys, P., R. McIvor, and G. Huang. "An expert system for evaluating the make or buy decision." Computers & Industrial Engineering 42, no. 2-4 (April 2002): 567–85. http://dx.doi.org/10.1016/s0360-8352(02)00052-9.

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22

Moses, Anna, and Pär Åhlström. "Nature of functional involvement in make or buy decision processes." International Journal of Operations & Production Management 29, no. 9 (August 21, 2009): 894–920. http://dx.doi.org/10.1108/01443570910986210.

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23

Gardiner, Stanley C., and John H. Blackstone. "The “Theory of Constraints” and the Make-or-Buy Decision." International Journal of Purchasing and Materials Management 27, no. 3 (June 1991): 38–43. http://dx.doi.org/10.1111/j.1745-493x.1991.tb00539.x.

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24

Rosyidi, C. N. "A Framework of Integrated Sustainable Make or Buy Decision Model." IOP Conference Series: Materials Science and Engineering 1096, no. 1 (March 1, 2021): 012004. http://dx.doi.org/10.1088/1757-899x/1096/1/012004.

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25

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.

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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.

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26

Welch, James A., and P. Ranganath Nayak. "Strategic sourcing: a progressive approach to the make-or-buy decision." Academy of Management Perspectives 6, no. 1 (February 1992): 23–31. http://dx.doi.org/10.5465/ame.1992.4274302.

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27

Padillo, JOSE M., and Moustapha Diaby. "A multiple-criteria decision methodology for the make-or-buy problem." International Journal of Production Research 37, no. 14 (September 1999): 3203–29. http://dx.doi.org/10.1080/002075499190248.

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28

Nooteboom, Bart. "Information technology, transaction costs and the decision to 'make or buy'." Technology Analysis & Strategic Management 4, no. 4 (January 1992): 339–50. http://dx.doi.org/10.1080/09537329208524105.

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29

Pittz, Thomas G., and Terry R. Adler. "Entrepreneurial piracy through strategic deception: the 'make, buy, or steal' decision." International Journal of Entrepreneurship and Small Business 22, no. 4 (2014): 466. http://dx.doi.org/10.1504/ijesb.2014.064270.

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30

McIvor, R. T., and P. K. Humphreys. "A case‐based reasoning approach to the make or buy decision." Integrated Manufacturing Systems 11, no. 5 (September 2000): 295–310. http://dx.doi.org/10.1108/09576060010335573.

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31

E. Hegji, Charles. "Fixed cost, marginal cost, and the decision to buy or make." Managerial and Decision Economics 25, no. 3 (March 31, 2004): 137–40. http://dx.doi.org/10.1002/mde.1138.

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32

Moschuris, Socrates John. "Decision-making criteria in tactical make-or-buy issues: an empirical analysis." EuroMed Journal of Business 10, no. 1 (May 5, 2015): 2–20. http://dx.doi.org/10.1108/emjb-02-2014-0010.

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Purpose – The purpose of this paper is to seek to contribute to the assessment of the impact of a number of decision-making criteria in resolving tactical make-or-buy issues in enterprises operating in Greece. Moreover, it sheds light on the relationship between the impact of each criterion and a number of independent variables. Design/methodology/approach – Initially, depth interviews were made with purchasing managers in ten industrial firms operating in Greece. The findings of these interviews and the review of the pertinent literature provided the basis for the questionnaire design. Then, a copy of the questionnaire and a prepaid self-addressed return envelope were mailed to a stratified sample of 300 industrial firms operating in Greece. By the end of this process, 85 questionnaires were received, representing a 28.3 percent response rate. Findings – Cost and quality appear to be the criteria with the most impact, which indicates that companies usually resolve tactical make-or-buy issues in order to achieve short-term cost savings or operational advantage. The emphasis placed upon the other criteria tends to vary with the situation under which the particular make-or-buy issue is resolved. Originality/value – It develops a more precise assessment of the impact of each make-or-buy decision-making criterion and investigates the relationship between this impact and a number of independent variables.

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33

Kim, Sung Il, Ju Young Min, and Jin Yong Park. "퇴직연금 가입자교육에 대한 자원의존 이론적 접근." Journal of Distribution and Logistics 7, no. 4 (December 31, 2020): 97–117. http://dx.doi.org/10.22321/jdl2020070406.

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34

Ediz, Z. Aytan, M. Atilla Öner, Y. Can Erdem, and Nesimi Kaplan. "A Model for Make-or-Buy Decisions in Engineering Design Services Sector: A Case Study from Turkey." International Journal of Innovation and Technology Management 15, no. 04 (July 23, 2018): 1850038. http://dx.doi.org/10.1142/s0219877018500384.

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Make-or-buy decision is an important factor affecting the profitability of the firms in all sectors. The goal of this study is to propose a model for firms in engineering design services sector for make-or-buy decisions. A survey was conducted to determine the importance percentages given in an engineering company in make-or-buy decisions and a model was developed. The results of the case study show intriguing clusters of company personnel. As the lack of consensus among company managers and personnel may inhibit the successful implementation of the developed strategy, we use K-Means Clustering to determine the different perspectives of different groups of employees (managers, senior engineers, junior engineers, technical and administrative support personnel) which may contribute to the understanding of social dynamics of decision making within the company. 4-cluster and 5-cluster analysis results indicate the need for further study on the dynamics of cluster membership.

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35

Kim, Yunhee. "Experience of a Break-Even Point Analysis for Make-or-Buy Decision." Annals of Laboratory Medicine 26, no. 6 (December 1, 2006): 460–64. http://dx.doi.org/10.3343/kjlm.2006.26.6.460.

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36

Xu, Su Xiu, Qiang Lu, George Q. Huang, and Ting Zhang. "Scope economies, market information, and make-or-buy decision under asymmetric information." International Journal of Production Economics 145, no. 1 (September 2013): 339–48. http://dx.doi.org/10.1016/j.ijpe.2013.05.002.

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37

Fill, Chris, and Elke Visser. "The outsourcing dilemma: a composite approach to the make or buy decision." Management Decision 38, no. 1 (February 2000): 43–50. http://dx.doi.org/10.1108/eum0000000005315.

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38

Wicks, John H., James Reardon, and Denny E. McCorkle. "An Examination of the Antecedents of the Consumer Make-Or-Buy Decision." Journal of Marketing Theory and Practice 13, no. 1 (January 2005): 26–39. http://dx.doi.org/10.1080/10696679.2005.11658536.

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39

Arya, Anil, Brian Mittendorf, and Dae-Hee Yoon. "Revisiting the Make-or-Buy Decision: Conveying Information by Outsourcing to Rivals." Accounting Review 89, no. 1 (July 1, 2013): 61–78. http://dx.doi.org/10.2308/accr-50579.

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ABSTRACT The textbook make-or-buy decision is typically described as choosing the cheaper of the two sourcing options. However, research in accounting has consistently demonstrated that strategic and informational considerations often complicate such seemingly straightforward criteria. In a similar vein, this paper shows that when a firm becomes privy to accounting information pertaining to its profitability, its sourcing choice has powerful informational reverberations. This is because input procurement from an outsider serves to convey both profitability information and strategic positioning. Conveying profitability information refers to the fact that the size of the input order provides the supplier a credible signal of the firm's internal accounting information and, thus, its relative ability to compete in the marketplace. Conveying strategic positioning refers to the fact that the upfront placement of the input order also informs the supplier about the firm's chosen strategic choices in the marketplace. We demonstrate that both sources of information conveyance together can point to a firm preferring to buy inputs from a retail rival even when it can make them internally at a lower cost. This penchant for outsourcing to a rival is more pronounced the more accurate the firm's accounting system.

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40

Stojanovic, Djurdjica, Svetlana Nikolicic, and Milica Milicic. "Transport fleet sizing by using make and buy decision-making." Ekonomski anali 56, no. 190 (2011): 77–102. http://dx.doi.org/10.2298/eka1190077s.

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Cost reduction is among the main quoted reasons for logistics outsourcing, while transport capacities and operations are among the most outsourced logistics areas. However, according to transaction costs theory, there is often room for transport insourcing. Furthermore, nowadays many authors stress that mixed solutions can give better results than ?make? or ?buy? alternatives. ?Make or buy? decision-making normative models, methods, and procedures in transport planning are not much explored. Instead, research is rather focused on carrier selection techniques, whereby it is supposed that outsourcing transport capacities is the most suitable solution. The purpose of this paper is to contribute to the body of literature on classical ?makeor-buy? decision-making in transport fleet sizing in a non-logistics enterprise. It goes beyond the basic ?make or buy? decisionmaking, and intermediate solutions (i.e., ?make and buy?) are explored. Practical directions are given according to theoretical principles, and a case study is used to exemplify the main deductions. The research also has practical implications. Many enterprises in transition economies have faced the question of what to do with their in-house transport fleets. The obtained results are of interest to merchants and manufacturing enterprises that already have a private transport fleet and are considering how to rationalize it.

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41

CIEŚLA, Maria. "Outsourcing strategy selection for transportation services based on the Make or Buy decision." Transport Problems 10, no. 2 (2017): 91–98. http://dx.doi.org/10.21307/tp-2015-024.

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42

NuÃ±ez, Imanol. "Outsourcing occupational safety and health: An analysis of the make or buy decision." Human Resource Management 48, no. 6 (November 2009): 941–58. http://dx.doi.org/10.1002/hrm.20323.

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43

McIvor, R. T., P. K. Humphreys, and W. E. McAleer. "A strategic model for the formulation of an effective make or buy decision." Management Decision 35, no. 2 (March 1997): 169–78. http://dx.doi.org/10.1108/00251749710160331.

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44

Gietzmann, Miles B. "Incomplete contracts and the make or buy decision: Governance design and attainable flexibility." Accounting, Organizations and Society 21, no. 6 (August 1996): 611–26. http://dx.doi.org/10.1016/0361-3682(96)00002-5.

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45

de Oliveira, Gustavo Magalhães, and Decio Zylbersztajn. "Make or buy: the case of harvesting mechanization in coffee crop in Brazil." International Food and Agribusiness Management Review 21, no. 7 (September 18, 2018): 895–914. http://dx.doi.org/10.22434/ifamr2017.0085.

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This paper investigates the make-or-buy choice on the harvesting mechanization transaction in Brazilian coffee production. It empirically tests this organization choice following the transaction attributes of asset specificity, uncertainty and path dependence. Using a two-stage probit model conditioned by credit availability in a sample of 105 coffee growers in Brazil, our study evidences that the governance decision follows the efficient alignment argument of the Transaction Cost Economics. The research contributes to the understanding of institutional arrangements in place at coffee grower perspective. An additional descriptive field investigation presented the existence of three different types of arrangement as a solution for coffee harvesting mechanization: total vertical integration (make), outsourcing contracts (buy) and tapped vertical integration. Those results demonstrate a shift from a spot transaction pattern to more sophisticated contractual tools. We present managerial implications by illustrating the determinants of each decision, either make or buy, in the harvesting mechanization transaction in coffee production which can provide support to efficient strategies elaboration by farmers or service providers.

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46

Beard, T. Randolph, George S. Ford, and Thomas M. Koutsky. "Mandated access and the make-or-buy decision: the case of local telecommunications competition." Quarterly Review of Economics and Finance 45, no. 1 (February 2005): 28–47. http://dx.doi.org/10.1016/j.qref.2004.01.001.

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47

Balakrishnan, Jaydeep, and Chun Hung Cheng. "The Theory of Constraints and the Make-or-Buy Decision: An Update and Review." Journal of Supply Chain Management 41, no. 1 (December 2005): 40–47. http://dx.doi.org/10.1111/j.1745-493x.2005.tb00183.x.

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48

Garibi, Alberto. "Applying the “make-or-buy” decision process to sodium hypochlorite in water treatment plants." Journal - American Water Works Association 99, no. 3 (March 2007): 118–24. http://dx.doi.org/10.1002/j.1551-8833.2007.tb07879.x.

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49

Glimstedt, H., D. Bratt, and M. P. Karlsson. "The decision to make or buy a critical technology: semiconductors at Ericsson, 1980-2010." Industrial and Corporate Change 19, no. 2 (March 23, 2010): 431–64. http://dx.doi.org/10.1093/icc/dtq011.

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50

Li, Gang, Feng Feng Huang, T. C. E. Cheng, Quan Zheng, and Ping Ji. "Make-or-buy service capacity decision in a supply chain providing after-sales service." European Journal of Operational Research 239, no. 2 (December 2014): 377–88. http://dx.doi.org/10.1016/j.ejor.2014.05.035.

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