Academic literature on the topic 'Outsourced companies'
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Journal articles on the topic "Outsourced companies"
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Naletina, Dora, Kristina Petljak, and Tomislav Rožić. "Outsourcing as a Challenge for Achieving Competitive Advantage in Road Freight Industry – The Case of Croatia." Promet - Traffic&Transportation 32, no. 1 (February 13, 2020): 127–39. http://dx.doi.org/10.7307/ptt.v32i1.3198.
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The purpose of this study was to explore outsourcing as a possible source of competitive advantage for road freight operators, with the empirical research directed towards the road freight transportation sector. Methodologically, this study drew on the data collected from a sample of Croatian road freight transporters. Because a certain number of transportation companies tend to outsource their resources, the insight into outsourcing activities was gained through analysing (1) the number of hired vehicles in the fleet (outsourced vehicles), and (2) the number of hired drivers (outsourced drivers). A variance inflation test, correlation and multiple regression analysis were conducted to test the model assumptions. The research results confirmed the connection between the externalised resources and the differentiation of services and staff. The main contribution and managerial implications included that the companies with a more significant number of hired vehicles in their fleet should differentiate their services. In contrast, the companies that own the majority of their vehicles should build their competitive advantage through staff differentiation.
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Vaxevanou, Anthi Z., Nikolaos Konstantopoulos, and Damianos P. Sakas. "Outsourcing in the Field of Information Technology in Maritime Companies." Key Engineering Materials 495 (November 2011): 155–58. http://dx.doi.org/10.4028/www.scientific.net/kem.495.155.
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This study aims to examine the application of the outsourcing concept [1], in the field of information systems in maritime companies. With the contribution of personal experience and knowledge of the authors, but also the extensive qualitative research that was carried out, one of the areas of activity of a maritime company outsourced to external collaborators is that of information systems. The lightning-fast pace at which technology and information systems are advancing, has forced maritime companies to outsource the information technology sector to external collaborators, who have the knowledge and the resources.
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Hsiao, Hsin‐I, Ron G. M. Kemp, Jack G. A. J. van der Vorst, and S. W. F. (Onno) Omta. "Logistics outsourcing by Taiwanese and Dutch food processing industries." British Food Journal 113, no. 4 (April 19, 2011): 550–76. http://dx.doi.org/10.1108/00070701111124014.
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PurposeThis paper aims to investigate outsourcing of different types of logistics activities in Taiwanese food industry, and benchmark with practices in The Netherlands.Design/methodology/approachThe outsourcing of four levels of logistics activities is investigated: transportation (level 1), packaging (level 2), transportation management (level 3), and distribution network management (level 4). A structured questionnaire was designed and sent to logistics managers in The Netherlands and Taiwan to evaluate the most commonly outsourced activities and identify specific outsourcing firm's characteristics.FindingsAbout 69 per cent of the companies, in both countries outsource level 1 activities, 16 per cent level 2, and 37 per cent level 3 activities. Only few companies (about 10 per cent) outsource the highest level of activities. In particular, The Netherlands has higher percentages for levels 1 and 3. This might be caused by the fact that most Taiwanese companies emphasise low cost whereas the Dutch companies focus on flexibility in order to deal with higher complexities. When intentions for the future are included, Taiwan is planning to outsource level 2 (40 per cent) and level 4 activities (36 per cent) much more than The Netherlands (respectively 13 and 17 per cent). When zooming in, it was found that outsourcing strategies of companies in the subsectors differ. For instance, the dairy sector outsources more frequently than the meat sector on the first three levels. This might be caused by the fact that meat companies emphasise food quality, whereas dairy companies emphasise flexibility and reliability.Research limitations/implicationsThis study investigated only food processors. The paper suggests further research should include other types of food organisations.Originality/valueThe paper provides valuable insights in outsourcing strategies of food processing companies in Taiwan and The Netherlands for advanced logistics service providers who are looking at the market potential of Taiwan.
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Sokoliuk, K., and A. Lyashenko. "Priority Types of the Enterprise Logistic Activities for Outsourcing." Modern Economics 24, no. 1 (December 16, 2020): 189–93. http://dx.doi.org/10.31521/modecon.v24(2020)-30.
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Annotation. Introduction. The article examines the services of logistic outsourcing from the point of view of Ukrainian manufacturing companies, analyzes the results of the survey, compares them with global trends. It was determined that Ukrainian companies use logistic outsourcing less often than companies in other regions of the world. Also, the most often outsourced fields were identified. Purpose. Analysis of logistics outsourcing services from the viewpoint of Ukrainian manufacturing companies and comparison of survey results based on the survey with global trends. Results. It was found that from the list of enterprise groups classification (micro, small, medium, large) all categories use the services of freight forwarding companies. The following types of logistic processes are most often outsourced: transportation, lease and maintenance of equipment, warehousing, logistic chain optimization. It was found that among other countries in the study of third-party logistics, Ukraine occupies the lowest position in the usage of outsourcing services in logistics. The reasons for outsourcing logistic processes in logistics are significant: lack of own resources and capacity, cost reduction. The relationship between causes and logistic processes has shown that in order to reduce logistic costs in the enterprise it is necessary to outsource transportation. Conclusions. Statistical research has shown a small relationship between the areas of logistic outsourcing and the main causes of outsourcing of logistic activities. Therefore, it is not appropriate to say that some logistical measures should be outsourced and others should not. The mixed system, which combines the usage of own and third-party production facilities, is the most suitable for most Ukrainian manufacturing companies Keywords: logistics, outsourcing, third-party logistics, transport, warehousing, supply chain management, optimization, respondent, survey.
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Mthembu, Zamazulu, Oladimeji Ashade, and Sybert Mutereko. "The Flipside of New Public Management: An Inquiry into the Challenges Facing Outsourced Workers in South Africa." African Journal of Inter/Multidisciplinary Studies 3, no. 1 (2021): 46–60. http://dx.doi.org/10.51415/ajims.v3i1.875.
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Inspired by the new public management (NPM) philosophy, public sector institutions have engaged private companies by outsourcing non-core services for improved service delivery, lowering government expenditure, and creating opportunities for employment. There is evidence suggesting that the public sector has witnessed industrial conflicts occasioned by labour unrest among outsourced workers. This paper explores how the employees of contract companies perceive outsourcing and how outsourcing has affected them. Using a non-probabilistic sampling technique, the study mixes both qualitative and quantitative techniques to show that the outsourced workers do not see outsourcing in good light. The viewpoint of participants revealed that the outsourced workers were not pleased with the condition of work under different management. These findings have significant implications for broadening the understanding of the plight of the outsourced workers in the public sector. This study has raised important questions about the nature of outsourcing in the public sector and aroused the consciousness that the challenge facing outsourced workforce persists despite the premium placed on NPM in literature. The study, therefore, recommends that the condition of service of outsourced workers in South Africa’s public departments be given due attention to forestall undesirable outcomes.
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Edwards, A. G. "OUTSOURCING—A GLOBAL PERSPECTIVE." APPEA Journal 37, no. 1 (1997): 575. http://dx.doi.org/10.1071/aj96036.
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The global business community is experiencing a massive shift towards adoption of outsourced 'back office' transaction services.Called 'strategic outsourcing', it is driven by the desire of global companies to focus on core activities, and to outsource non-core business processes to specialist global service organisations. It is a significant new market for these organisations, expected to be worth US$40 billion globally, by the year 2000.While cost reduction is a major benefit, the outsource service provider offers value-added service by its ability to re-engineer business processes to world best practice, its ability to rapidly transition the client organisation to new technology, and by extracting the efficiencies of shared services processing.The global service organisations see strategic outsourcing as a natural evolution of their service offering.Outsourcing extends beyond the cost reduction strategies of their consulting service projects: downsizing organisation structure, re-engineering to introduce world class business processes, and transition management for introduction of new technology.By evolving from these project based assignments, into provision of on-going outsourced transaction services, the service organisations have the opportunity to establish a different strategic relationship with their clients, and add value that a client organisation cannot achieve by itself.Cost savings come from the operational efficiencies of shared services processing, and the lower operational cost achieved by specialising the processing of non-core, 'back-office' transactions, and sharing overheads between several clients.Additional business benefits result from the partnering relationship, which can produce new industry specialist services3 valuable to other clients within the same industry.It is likely that the role of the service organisation will further develop, from the position of strategic outsource business partner, to that of general contractor, where a client selects one major supplier as the single point of contact for all outsourced services. The general contractor becomes responsible for all outsourced outputs, subcontracts the services of all other outsourcing organisations, and remains solely responsible for their service provision.
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Oliva, José García. "‘How May I Serve You?’: Report on online working." Art & the Public Sphere 9, no. 1-2 (December 1, 2020): 217–23. http://dx.doi.org/10.1386/aps_00043_1.
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Hidden workers behind offshore outsourced online customer services are still suffering significant consequences inherited from colonial systems. The report is based on a review of 158 live-chat conversations between the online audience and two customer service agents based in Pakistan and outsourced by UK companies. This online chat platform was created and designed for the participatory art project ‘How May I Serve You’. Analysis of the conversations demonstrated how outsourced companies survey employees chats and physical behaviours, threaten pay cut or dismissal, and demand that the agents lie about their identity. Further research is needed to identify practical solutions to enhance employees’ working conditions when working in the online customer service industry.
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Nyameboame, Joseph, and Abubaker Haddud. "Exploring the impact of outsourcing on organizational performance." Journal of Global Operations and Strategic Sourcing 10, no. 3 (November 20, 2017): 362–87. http://dx.doi.org/10.1108/jgoss-01-2017-0001.
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Purpose The need for businesses to gain profit through the provision of high-quality services has driven the organizations to outsource business activities and functions that are considered not integral to the core business. The purpose of this paper is to identify key outsourced activities and to explore their influence on the organizational performance of the targeted locally owned oil and gas companies in Ghana. Also, the study explores key benefits and challenges associated with adopting outsourcing strategies. Design/methodology/approach The primary data were collected using a survey from 80 participants working for different oil and gas companies in Ghana. Findings The study revealed that most of the outsourced activities include transport services, information technology (IT) consulting and business consulting services, system infrastructure provision and management and logistical services. Also, key outsourcing reasons were reducing operational costs, avoiding major investment costs in technology, providing consistent and improved service delivery, accessing current technology and expert knowledge and focusing more on core business activities. Outsourcing is significant to enhance the performance of an oil and gas company; however, outsourcing could also result in the conflict of firm culture with outsourced vendors, and inefficient management and loss of innovative capacity are possible negative effects of outsourcing. Research limitations/implications The study targeted mainly locally owned oil and gas companies operating in Greater Accra regions of Ghana and including other areas is recommended in the future. Also, the research sample size was 80 participants for this study, and a larger sample should be used in the future. Originality/value There is a paucity of research in management outsourcing in Ghana’s oil and gas industry. To the best knowledge of the authors, this study presents the first research of its kind and the findings will be valuable for the targeted companies. The results from this study can also be used by other companies operating in similar oil and gas business environments operating in other oil and gas producing countries particularly in Africa and Asia. Also, the result from this study can greatly benefit other companies already adopting, or considering adopting, outsourcing and operate in similar service-providing sectors within Ghana or in other countries with similar business environments.
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Boong, Vicariya Retnowati, and Rena Zefania Ritonga. "ANALISIS PEMAHAMAN PEKERJA KONTRAK OUTSOURCING TERHADAP HAK-HAK PEKERJA YANG TERCANTUM DALAM UNDANG-UNDANG NOMOR 13 TAHUN 2003 TENTANG KETENAGAKERJAAN DI WILAYAH KOTA SURABAYA." Jurnal Panorama Hukum 3, no. 2 (December 3, 2018): 171–88. http://dx.doi.org/10.21067/jph.v3i2.2749.
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The appearance of outsourcing companies shows that the high needs of companies and factories that exist for the use of labor in Indonesia. Security and cleaning service is a type of work that much needed in business world. The legal relationship between a company and an outsourced worker is fixed by a certain time work agreement (PKWT) which is regulated in Law No. 13/2003. The position of the outsourced contract workers is due to this kind of work is a complementary and the contract is only within a certain period. The outsourced contract workers have fundamental rights as stipulated in Law 13/2003, but this creates certain legal issues when in practice there are pros and cons due to differences of opinion between contract workers and companies and law understanding of outsourcing contract workers itself of their rights, whether rights at the end of their contratcs, rights obtained by workers if the agreement expires before the contract period is over, the right to rest and the right to obtain health insurance (BPJS).
Key words : PKWT, outsourced workers, workers rights in Law 13/2003
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Carcello, Joseph V., Dana R. Hermanson, and K. Raghunandan. "Factors Associated with U.S. Public Companies' Investment in Internal Auditing." Accounting Horizons 19, no. 2 (June 1, 2005): 69–84. http://dx.doi.org/10.2308/acch.2005.19.2.69.
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Internal auditing has been the focus of much attention in recent years. This study examines factors associated with U.S. public companies' investment in internal auditing. Data from a survey administered to Chief Audit Executives of midsized U.S. public companies were supplemented with publicly available data. Based on data from 217 companies, the results indicate that total internal audit budgets (inhouse plus outsourced portions) are related to several factors associated with company risk, ability to pay for monitoring, and auditing characteristics. Specifically, we find evidence that internal audit budgets are positively related to company size, leverage, financial, service, and utility industries, relative amount of inventory, operating cash flows, and audit committee review of the internal audit budget. Total internal audit budgets are negatively related to the percentage of internal auditing that is outsourced. This study contributes to our understanding of internal audit services, and it allows companies to benchmark their investment in internal auditing.
Dissertations / Theses on the topic "Outsourced companies"
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Venter, Petrus Albertus. "Change processes related to managing outsourced distribution within a life insurer." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/5541.
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Thesis (MBA (Business Management))--Stellenbosch University, 2008.Financial services and in particular the insurance industry, has been exposed to large-scale pressures and challenges from various fronts. For the past few decades, the life insurance industry has been self-regulated through the Life Offices Association (LOA). The LOA, representing life insurers, however never succeeded in keeping the industry abreast of market, and the needs of the role players' (authors' opinion based on interaction with in the industry and supported by the implementation of consumer-driven legislation). The LOA together with a range of other financial services industry bodies have since been disbanded (2008) and will in future form part of the greater industry body ASISA (Association for savings & investment South Africa) Over the past 10 years the slow transformation caught up with the insurance industry. Life insurers wanting to satisfy their shareholders focussed on the generation of new business, often to the detriment of the consumer. Consumer understanding of what they bought increased at a faster rate than the knowledge of many of the brokers selling these products, partly due to the information era and the free availability of information. Lack of transparency, misrepresentations and bad advice from insurers and brokers have been exposed at an increasing rate since the late 1990s. The South African government decided to correct the wrongs of the past by taking control of the situation, copying the UK model on Financial Services. Government instituted the Financial Services Board and implemented a number of regulations to ensure compliance to set criteria. If compared to the regulatory model and processes applied in the UK (FSA), the insurance industry can expect more regulatory pressures in the immediate future. The increased regulation will increase the cost of doing business for all role-players. A reduction in broker numbers can also be expected. Insurers will have to find new ways of increasing production with a reduced distribution capacity. Insurers need to produce sufficient returns on investment for their shareholders to ensure continued capital. By being creative and partnering existing distribution structures, such as distribution networks, bank brokerages, etc., insurers will be able to lock-in distribution capacity without incurring excessive costs. It is undeniable that insurers will have to revisit their distribution strategies if they are to survive the next few years. At the current cost of distribution, insurers will not survive the changing environment. Distribution through existing internal distribution structures will continue to be under severe cost pressures in servicing brokers with low to average production levels. If the international trends are to filter through into the South African insurance industry, larger number of brokers will join networks merely to limit the impact the changing environment has on their practices. Such a move works in favour of all role players: • Insurers are able to reduce/restructure their costs and lock-in distribution capacity through singular points of entry. • Brokers are less fragmented and so improve their ability of being heard, through a greater unified voice. • Regulators can drive change and compliance through singular points of access to multiple brokers. • The industry is able to retain the knowledge and expertise to deliver their products and improve its overall public image. • Government are assured of a larger part of the population having access to financial services and in particular life insurance. • Clients would experience improved and standardised service levels from the brokers. Insurers unable to lock-in distribution capacity will find it extremely difficult to survive the changing climate. Insurers have been locking-in distribution capacity by means of: • agency forces that write products of the specific insurer • bank-assurance agreements where insurers and banks have cross shareholding • franchise agreements where the sales people are in fact agents of the franchisee • call centres either owned by the insurer or having dedicated seats selling products of the insurer • loyalty programmes aimed at gaining a larger portion of the brokers production • recently the formation of distribution networks provide insurers on the network platform access to affiliated brokers. The formation of networks and distribution networks counteracts the constrictions these structures place on broker independence by providing increased operational freedom to their affiliated brokers. The choice of partnering a distribution network needs to be supported by the following: • The choice of partner • A cost-benefit analysis • The timing of entering the partnership • The resources and supporting structures • The communication of the change • The preparation for the change • An approach in support of the partnership Partnering with a network is a strategic initiative as it involves outsourcing what was previously thought to be a core function of the insurer. This change in approach impacts many of the current structures and various people at all levels of the operation. How to approach partnering and implementing a model to support outsourcing to external distribution networks is dealt with in this study. The success of partnering with external distributors is reliant upon eight identified critical factors. These relate to: • fit, management, formalities and relationships of the partnership • systems, processes and support structures in support of the partnership • management of risk, control and growth within the partnership. The changing business environment will continue to increase the attractiveness of distribution networks to brokers. A shift in distribution capacity demographics towards distribution networks can thus be expected. In order to maximise their distribution capacity life insurers will need to embrace the change and adapt their approach towards the partnership. Without understanding, managing and finding solutions to each of the critical success factors (CSFs) an insurer will find it extremely difficult competing and increasing market share within the distribution network. The findings indicate a realistic probability that insurers are able to adapt to the changing environment. This however requires a change in style of management from one of control towards one of influence. Effectively, each partner should be treated as partners.
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Du, Toit David. "“For better or worse” : domestic work and outsourced housecleaning services in Stellenbosch." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019/7701.
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Thesis (MA)--Stellenbosch University, 2012.ENGLISH ABSTRACT: In the domestic work sector, the employment relationship between employer and domestic worker has undergone various transitions over the years. The first transition saw the transformation of a characteristically abusive master-servant employment relationship into a madam-maid employment relationship. During this transition, domestic servants moved out of masters’ houses and opt for live-out and part-time working arrangements. However, this transformation did not improve domestic work much, as the employment relationship was maternalistic in nature. Various authors documented how the personal maternalistic employment was not only emotionally draining to both maid and madam, but also that maids were still prone to exploitation by madams, as domestic work was not regulated by law. This resulted in a second transition, where outsourced housecleaning service companies transformed this personal maternalistic employment relationship into a triangular employment relationship between manager, domestic employee (former domestic servant/maid/domestic worker) and client (former master/madam/employer). The triangular employment relationship creates distance between clients and domestic employees as domestic employees are under the authority and supervision of a third person (the manager/owner of housecleaning service company). In this study, these general trends are analysed with reference to the evolution of domestic work in South Africa. While there have been many studies focusing on domestic work, few studies have documented whether this transition has transformed domestic work ‘for better or worse’ with reference to the growth in housecleaning service companies in South Africa. This study attempts to fill this void by analysing managers’, domestic employees’ and clients’ perspectives of two housecleaning service companies in the Stellenbosch area. Throughout this study, every transition is discussed in terms of nature of employment, employment relationship, working conditions and benefits for both client and domestic employee. The final chapter tries to answer the question whether housecleaning service companies are ‘for better or worse’ on both micro and macro level and the need for future research in this field of academic endeavour is spelt out.
AFRIKAANSE OPSOMMING: Die diensverhouding tussen werkgewer en huishulp het verskeie veranderinge oor die jare ondergaan. Die eerste oorgang sien die transformasie van 'n kenmerkende beledigende meester-dienaar in ʼn Mevrou-bediende diensverhouding. Gedurende hierdie oorgang, het bediendes uit die huise van die meesters beweeg na ʼn leef-uit en deeltydse werk reëling. Hierdie transformasie het egter nie huishoudelike werk verbeter nie, omdat die diensverhouding maternalisties in aard is. Verskeie outeurs dokumenteer hoe die persoonlike maternalistiese indiensneming nie slegs emosioneel dreineerend vir beide die Mevrou en bediende is nie, maar ook dat bediendes uitgebuit is deur hul werkgewers, omdat huishoudelike werk nie deur die wet gereguleer is nie. Dit het gelei tot 'n tweede oorgang, waar uitgekontrakteerde huisskoonmaakdienste die persoonlike maternalistiese diensverhouding in ʼn driehoekige diensverhouding tussen die bestuurder, werknemer (voormalige dienaar/bediende) en die kliënt (voormalige Meester/Mevrou/werkgewer) verander. Die driehoekige werksverhouding skep afstand tussen kliënte en werknemers, omdat werknemers onder die gesag en toesig van 'n derde persoon (die bestuurder) is. In hierdie studie, word hierdie algemene tendense met betrekking tot die evolusie van betaalde huiswerk in Suid-Afrika geanaliseer. Alhoewel daar ʼn aantal hoeveelheid studies oor betaalde huiswerk gedoen is, fokus min studies of hierdie oorgang, huishoudelike werk "vir beter of slegter" verander het in terme van die groei in huisskoonmaakdienste in Suid-Afrika. Hierdie studie poog om hierdie leemte te vul deur die ontleding van bestuurders, huishoudelike werknemers en kliënte se perspektiewe van twee huisskoonmaakdienste in die Stellenboschomgewing te analiseer. Deurgaans in hierdie studie, word elke oorgang bespreek in terme van die aard van indiensneming, die diensverhouding, die werksomstandighede en voordele vir beide die kliënt en die werknemer. Die finale hoofstuk probeer die vraag antwoord of huisskoonmaakdienste huishoudelike werk "vir beter of slegter” verander het op beide die mikro en makro-vlak en die noodsaaklikheid vir toekomstige navorsing in hierdie veld van akademiese strewe word uitgespel.
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Oliveira, Neófita Maria de. "Formação profissional e mercado de trabalho: um estudo da Petrobrás por meio das empresas prestadoras de serviços da cidade de Mossoró (RN)." Pontifícia Universidade Católica de São Paulo, 2011. http://tede2.pucsp.br/handle/handle/2248.
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Previous issue date: 2011-06-09Conselho Nacional de Desenvolvimento Científico e Tecnológico
We have seen gradually from the 1980s, replacing the model of organization of work processes based on mass production (Taylorismo / Fordismo) through model for flexible manufacturing (Toyota). Due to these changes, there is a strong demand for innovative enterprises by workers with a professional attitude associated with sensitivity to the visionary eye and natural predisposition towards their learning. Understanding this reality is our intention in this study, having as the problematic inclusion of youth in the labor market in the city of Mossoró (RN), seeking to understand if the professional training and technology of youngsters, egress from IFRN and SENAI meet market requirements work, leading them to compete vigorously and with chances of employment within various geographic locations. One segment that stood out in the productive process of Mossoró (RN) and the region was the increasing oil activity, which has become a raw material of major importance to the economic development of Brazil and local, ensuring the facilities of oil exploration, natural gas and has contributed significantly to oil exploration companies and services provided to Petrobrás were installed in Mossoró, including multinationals such as Schlumberger and Halliburton that are companies seeking highly qualified professionals to act on them. These facilities collaborated to create new businesses in the region and expanded the conditions for insertion in the employment of young graduates of IFRN and SENAI. The analysis of this problem will be effective to a study consisting of semi-structured interviews with the public that belong in the list of employees graduates in the IFRN and SENAI, students, teachers and principals of the selected companies. We hope reaffirm our hypothesis and to progress on further study of the Work Sociology in the field of professional qualification in the globalized labor world. We will have in the studies developed by Marx, Braverman, Coriat, Friedmann, Naville and Zarifian the theoretical basis of our investigations. Besides studies of national authors who have developed significant research on the proposed theme
Assistimos gradativamente, a partir dos anos de 1980, a substituição do modelo de organização dos processos de trabalho com base na produção em massa (taylorismo/fordismo) pelo modelo de produção flexível (toyotismo). Em decorrência dessas transformações, surge uma forte exigência das empresas inovadoras por trabalhadores com uma postura profissional associada à sensibilidade, ao olhar visionário e natural pré-disposição para com a sua aprendizagem. Compreender essa realidade é a nossa intensão nesse estudo, tendo como problemática a inserção dos jovens no mercado de trabalho na cidade de Mossoró (RN), procurando entender se a formação profissional e tecnológica dos jovens, egressos do IFRN e SENAI atendem as exigências do mercado de trabalho, levando-os a competir acirradamente e com changes de empregabilidade nas diversas localidades geográficas. Um dos segmentos que se destacaram no processo produtivo de Mossoró (RN) e região foi a crescente atividade petrolífera, que tornou-se uma matéria-prima de relevante importância para o desenvolvimento econômico do Brasil e local e possibilitou as instalações de exploração de petróleo e gás natural, além de ter e contribuído significativamente para que empresas de exploração petrolífera e de serviços prestados a Petrobrás fossem instaladas em Mossoró. Esse cenário colaborou para criação de novos ramos de negócios na região e ampliou as condições de inserção no mercado de emprego dos jovens egressos do IFRN e SENAI. A análise dessa problemática foi efetivada com um estudo composto por entrevistas semi-estruturadas com o público pertencente ao quadro de trabalhadores egressos do IFRN e SENAI, alunos, professores e diretores das empresas selecionadas
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Favreau, Michael Kenyon. "An Evaluation of American Companies that Outsource Manufacturing to China: Decision-Making and Performance." BYU ScholarsArchive, 2007. https://scholarsarchive.byu.edu/etd/1052.
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The topic of outsourcing ranks at the top of business issues for a wide variety of companies (Wery, 2004; Ezrati, 2004). The majority of American companies believe that offshore-related matters rank as the most strategic decisions that management is expected to make in the next 12 months (Wery, 2004). “Outsourcing in China can help many companies save money, but it can be very frustrating if not done right" (Ting, 2004). The perceived benefits of outsourcing production to China are tremendously enticing, but a lack of understanding of the total costs involved lures many companies into outsourcing when it is not necessarily the best decision. The question then arises and becomes the purpose of this study: How does a company decide if offshore outsourcing is the right decision and, if so, how do they do it properly? The purpose of this research is to search for generally applicable information that can be utilized by American companies in deciding whether to outsource their production to China. The information regarding outsourcing overseas was collected from 22 American firms and 24 Chinese manufacturers to evaluate and provide insight into outsourcing arrangements. In the final chapter of this thesis, a summary is presented of the important findings regarding the purpose of the thesis study.
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Hoffman, Josef. "A guide for computer aided design students who seek to establish a successful business serving those companies who wish to outsource or contract out CAD and design work." Online version, 2002. http://www.uwstout.edu/lib/thesis/2002/2002hoffmanj.pdf.
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Nhi, Nguyen-Thuy-Hoai, and 阮瑞懷兒. "A Research on Factors Affecting Client’s Satisfaction:A Case Study on Outsource Training in Vietnamese Companies." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/38v2ud.
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碩士中原大學
國際商學碩士學位學程
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The demands for training are increasingly high in some developing countries, such as Vietnam. Almost all Vietnamese companies use outside vendors to support their training needs. However, the firms usually change the vendors after they finish training course, and the relationships between the firms (client) and the firms provide training (vendor) become obstructive with the reasons which are not transparent. So, this study builds on the human resources outsourcing literature in learning the factors that affect client satisfaction and how to maintain outsourcing relationship in training in Vietnam. Participants were 14 Vietnamese companies, of which 7 were client companies and 7 were vendor companies. They identified credibility, practical, performance of training, contractual specificity, reputation, trust, relationship tenure are important factors to make client’ satisfaction, while credibility, reputation, communication behavior, personal relationship, cultural understanding, performance of training, manager’s expectation all are crucial elements for maintaining relationships. My research also found out the difference between client’s perception and vendor’s perception in outsourcing relationship.
Books on the topic "Outsourced companies"
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Petrovici, Norbert, Codruța Mare, and Darie Moldovan. The Economy of Cluj. Cluj-Napoca and the Cluj Metropolitan Area: The development of the Local Economy in the 2008-2018 decade. Presa Universitară Clujeană, 2021. http://dx.doi.org/10.52257/9786063710445.
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Over the last decade, globalization processes have intensified, and as such, global organizations relocated their secondary processes to new spaces specialized in operations (Peck 2018; Oshri, Kotlarsky, and Willcocks 2015). Most of the processes that are being externalized are Business Process Outsourcing (BPO) and Information Technology Outsourcing (ITO) (Oshri, Kotlarsky, and Willcocks 2015). The global outsourcing hotspots are India, China and the Philippines, that concentrate over 80% of outsourced processes. At European level, Central and Eastern Europe has capitalized most of the outsourcing in the West, particularly in regards to German capital (Marin 2018; Dustmann et al. 2014). Almost half (45.4%) of the total foreign investments of German companies is outsourced to Central and Eastern Europe. In Romania 63.7% of the German foreign investments are processes that were outsourced to our country (Marin, Schymik, and Tarasov 2018). As Peck (2018) points out, the logic behind the process is finding the cheapest labor force pools. Initially, outsourcing was focused on industrialized labor, however, now it is mostly skilled and highly skilled workforce that is being outsourced (Pavlínek 2019). Even if it is work performed by white collars, it has a high level of repetitiveness; however, in sectors such as IT there are also R&D operations (Oshri, Kotlarsky, and Willcocks 2015). Cluj is an example of a city whose local economy and workforce composition changed dramatically after the 2008-2010 financial crisis. The city is one of the Central and Eastern European hubs that benefited from the globalization of outsourcing operations. In particular, Cluj-Napoca excels in four transnational fields: Information & Communications Technology, Business Support Services, Engineering, Research & Development and Financial Services. In 2018, Cluj-Napoca was one of the most developed cities in the European Union in the GDP per capita group 19.000 – 27.000 at Purchasing Power Parity, cities that made a credible commitment at European level to promote knowledge, culture and creativity. In particular, participation in global production chains has generated the emergence of two types of internal markets: An internal market for the well-paid labor force employed in internationalized sectors that consumes a series of dedicated products and services: hospitality (restaurants, cafes, bars), food stuffs (meat products, pastries, premium alcoholic products), lifestyle services (hair salons , spas, gyms), cultural services (festivals, theatres, operas), location services (real estate services, interior design services, furniture manufacturing services). A set of markets that serve the global capital in reproducing their location (cleaning services, security, construction of type A office buildings, human resources). Both domestic and internationalized markets are responsible for the impressive development of the city between 2008 and 2018. The GDP of the Cluj Metropolitan Area and the private revenues of companies have doubled in the last decade.
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Employment, Info Tech. IT Jobs - IT Prospects [2006] Companies-Contacts-Links - U.S. IT Staffing Firms - U.S. Based IT Outsourcers - Get Hired Now by Companies Winning New Business and Requiring New Personnel. Info Tech Employment, 2006.
Find full textBook chapters on the topic "Outsourced companies"
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Silva, Kelson, Eduardo Guerra, and Jorge Melegati. "An Approach for Software-Intensive Business Innovation Based on Experimentation in Non-software-Intensive Companies." In Agile Processes in Software Engineering and Extreme Programming – Workshops, 9–17. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58858-8_1.
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Abstract Several companies whose businesses are not centered on technology might fail to innovate and get advantages over their competitors. For them, meaningful innovations are not necessarily related to the usage of new technologies but the optimization of some business process. In the literature, experimentation is described as an essential aspect of the innovation process. Although software engineering studies have explored experimentation, none has focused on software-intensive innovative projects in non-software-intensive companies, which consists of a contrast between the fast-changing environment in software-intensive to rigid structures in consolidated businesses. This paper proposes an experiment-oriented process to identify and implement innovation in this kind of company, including the roles involved in such processes. It has steps to identify business bottlenecks, search for solution alternatives, implement a fast and functional software proof of concept, create a plan for evolution, and migrate to a regular project to continue that idea. This paper also presents an evaluation of this process in a company focused on outsourced services, such as cleaning and maintenance. As a result, several internal procedures in a year were improved and received software support.
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Nadkarni, Asha. "Neoliberal Multiculturalism, Outsourced." In The Routledge Companion to Global Television, 214–23. New York, NY : Routledge, 2020. |: Routledge, 2019. http://dx.doi.org/10.4324/9781315192468-22.
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Gielink, Dirk, Maarten Buitenhuis, and René Moelker. "No Contractors on the Battlefield: The Dutch Military’s Reluctance to Outsource." In Private Military and Security Companies, 149–64. Wiesbaden: VS Verlag für Sozialwissenschaften, 2007. http://dx.doi.org/10.1007/978-3-531-90313-2_10.
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Tonisson, Liina, and Lutz Maicher. "Clean Technology Industry." In Advances in Environmental Engineering and Green Technologies, 263–86. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8222-1.ch011.
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Many clean technology transfer barriers have been associated to Intellectual Property (IP) rights. The objective of this chapter is to give insights to the types of IP rights services the clean technology industry needs to overcome. By conducting in-depth qualitative interviews with a convenience sample of 25 clean technology companies in 2012, most outsourced intellectual property-related services were discovered. The clean technology companies specified the following top three IP services required from service providers: legal services for IP protection, legal services for IP transactions, and IP consultancy (i.e. IP portfolio analyses). The companies investigated outsource IP-related processes to service providers. That leads to the conclusion that outsourcing patent-related activities is an efficient management decision for the clean technology industry. Outsourcing tasks to competent service providers who are familiar with foreign technology and legal markets were found to be especially useful against infringement threats from developing countries.
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Chen, Edward. "Making Agile Development and Offshoring Practice Successful on Global Software Development Project." In Cultural and Technological Influences on Global Business, 107–19. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-3966-9.ch007.
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Two significant trends have been gaining momentum in software development: the utilization of Agile development methodologies, and the continuing trend of companies to outsource development work offshore. These two trends have changed the way companies develop software and business applications. This chapter seeks to evaluate how a company can successfully manage both trends in conjunction with each other on global business. The primary question addressed is whether the benefits derived from Agile development methodologies and the savings from outsourced software development efforts cancel each other out when applied together, or whether they create a synergy greater than the sum of the parts. In order to answer this question, this chapter intends to examine several relevant business practices and industry experiences. From lessons learned, we identify factors which seem to influence a successful combination of Agile methodology and offshoring in global software development projects.
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Chen, Edward T. "Making Agile Development and Offshoring Practice Successful on Global Software Development Project." In Cross-Cultural Interaction, 1197–209. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4979-8.ch068.
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Two significant trends have been gaining momentum in software development: the utilization of Agile development methodologies, and the continuing trend of companies to outsource development work offshore. These two trends have changed the way companies develop software and business applications. This chapter seeks to evaluate how a company can successfully manage both trends in conjunction with each other on global business. The primary question addressed is whether the benefits derived from Agile development methodologies and the savings from outsourced software development efforts cancel each other out when applied together, or whether they create a synergy greater than the sum of the parts. In order to answer this question, this chapter intends to examine several relevant business practices and industry experiences. From lessons learned, we identify factors which seem to influence a successful combination of Agile methodology and offshoring in global software development projects.
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Liu, Hin-Yan. "The Involvement of Private Security Companies in Multinational Military Operations." In The 'Legal Pluriverse' Surrounding Multinational Military Operations, 406–23. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198842965.003.0021.
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The chapter examines the involvement of private security companies in multinational military operations. It is quite common that various tasks that are relevant to a mission’s mandate are ‘outsourced’ to private military companies and security providers. This involvement of private security providers further adds to the (legal) complexity of the mission because it brings in the legal dimension of the contracting state, the home state, and the territorial state, as well as an additional private actor. The specific focus of this chapter is on the question of how rules (and soft-law standards) applicable to private security providers interact with the legal framework and rules applicable to the mission as a whole.
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Guilloux, Veronique, and Michel Kalika. "Human Resources Outsourcing Strategies." In IT Outsourcing, 1199–205. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-770-6.ch073.
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Often, organizations externalize work activities and use employment intermediaries (consulting firms, temporary help agencies, contract companies (Nesheim, Olsen, & Kalleberg 2007). At a functional level, firms tend to externalize business as well so that boundaries of firms are extended. Historically production function, catering, cleaning, security, IT functions have been outsourced for several years. HR outsourcing is far more recent. Several elements will be discussed: HR outsourcing definition, typology, process management, and research perspectives on performance.
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Guilloux, Veronique, and Michel Kalika. "Human Resources Outsourcing Strategies." In Encyclopedia of Human Resources Information Systems, 477–81. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch070.
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Often, organizations externalize work activities and use employment intermediaries (consulting firms, temporary help agencies, contract companies (Nesheim, Olsen, & Kalleberg 2007). At a functional level, firms tend to externalize business as well so that boundaries of firms are extended. Historically production function, catering, cleaning, security, IT functions have been outsourced for several years. HR outsourcing is far more recent. Several elements will be discussed: HR outsourcing definition, typology, process management, and research perspectives on performance.
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Sanchez-Ruiz, Lidia, Beatriz Blanco, Carlos A. Perez-Labajos, and Alberto Porras. "Process Management as a Means to Analyze the Effectiveness of a Company in Global Markets." In Advances in Business Strategy and Competitive Advantage, 263–86. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-5784-5.ch012.
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Companies need to ensure the effectiveness of all their processes. The case of the shipbuilding sector is exactly the same. From a management perspective, two important points should be highlighted. In order to face the continuous demand fluctuations, many shipyards, especially the smaller ones, have reduced their staff. This fact allows shipyards to be more flexible and to reduce their fixed costs in order to survive in low activity periods. On the other side, when there are peaks of workload, they outsource many activities. In fact, outsourcing has become one of the main and most important processes in shipyards. The level of outsourced activities is so high that shipyards are considered to be synthesis industries. Therefore, it is very important to ensure that the outsourcing process is correctly managed. Thus, the aim of this study is to show how process management can be used as a means to guarantee the effectiveness of a process. Specifically, the case of a small shipyard applying process management in its outsourcing process will be described.
Conference papers on the topic "Outsourced companies"
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Palm, William J., and Daniel E. Whitney. "Exploring the Meaning of Success in Outsourced Product Development." In ASME 2010 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/detc2010-29147.
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Research on outsourced product development has focused primarily on the motives behind firms’ decisions to outsource, with less attention paid to the outcomes of those decisions. The few existing academic studies have reported high failure rates, but there is little consensus as to what is meant by “project success” and “failure” and some do not define success at all. Such ambiguity makes comparisons difficult and hinders explanation of observed variation in project outcomes. This paper explores the many meanings of project success in outsourced product development, based on in-depth interviews of thirty design consultants and clients. After reviewing the merits and limitations of each metric, we propose that the client’s willingness to recommend the consultant may be a suitable outcome variable for assessing project outcomes and comparing success rates across diverse projects, companies, and industries. We present preliminary data that suggests client willingness to recommend varies widely and is multimodal in distribution. Finally, we identify several commonly encountered failure modes, i.e., sequences of events that generate discrepancies between client expectations and project deliverables, thereby producing client dissatisfaction.
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Palm, William J., and Daniel E. Whitney. "Prioritizing the Many Measures of Success in Outsourced Design." In ASME 2013 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/detc2013-13232.
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Companies that develop new products increasingly outsource design, a trend that has prompted much concern but little prescription on how best to manage such projects. One challenge is the lack of understanding of what constitutes success in outsourced design. To provide clarity, this paper identifies academic and practical perspectives on success from the literature as well as our own interviews with design consultants and consulting clients, organizes the perspectives into a typology featuring seven distinct dimensions of success, and then prioritizes the key success measures using a survey of 194 additional practitioners. The results suggest that past research has generally focused on the wrong success measures, overstating the impact of problems during development and the relative importance of return on investment, and omitting key measures such as working relationship quality, project value, and client satisfaction. Not all success measures are well correlated; a project may do very well on some but poorly on others. While each measure has it merits, client satisfaction appears to be a promising summary measure.
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Hildmann, Thomas, and Jörg Barholdt. "Managing trust between collaborating companies using outsourced role based access control." In the fourth ACM workshop. New York, New York, USA: ACM Press, 1999. http://dx.doi.org/10.1145/319171.319181.
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de Vasconcelos, Tarsila Rani Soares, Marcele Elisa Fontana, and Jose Leao. "Group Decision Model for Logistic Performance Analysis: a parallel between contracting and outsourced companies." In 2020 International Conference on Decision Aid Sciences and Application (DASA). IEEE, 2020. http://dx.doi.org/10.1109/dasa51403.2020.9317126.
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Duggal, Sudesh, and Carl Simkonis. "Offshore Outsourcing: New Spin Or Same Old Business." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3087.
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America has been, historically, the leading edge of much of the world’s engineering and IT innovations. However, with the current trends of Offshore Outsourcing high tech and high paying employment, the questions arise: why go into these fields at all. Why involve yourself with the rigorous academic requirements demanded of these disciplines; especially when one considers the real possibility of being outsourced out of a job to offshore companies. As more and more high paying American jobs are outsourced to foreign markets, we must start to recalculate the bene-fit/cost ratios of no holes barred free trade practices. The current economic expansion, we are currently experiencing, is a unique one. It has not created jobs; nor has it added to real wage growth. This has not added to the overall American standard of economic life. The benefits of the expansion have been skewed very favorably to corporate American.
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Filho, Angelo Ferreira, Valério Antonio Pamplona Salomon, and Fernando Augusto Silva Marins. "Development of a model to measure the efficiency of outsourced companies in the process of aircraft spare parts technical publications." In 2008 SAE Brasil Congress and Exhibit. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2008. http://dx.doi.org/10.4271/2008-36-0092.
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Dudė, Ugnė, and Rima Žitkienė. "Examination of factors leading expansion of outsourcing and its arrangements in service sec-tor." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.063.
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Purpose – the purpose of this article is to identify factors that influence the spread of outsourcing practice in service sec-tors, classified by WTO and investigate links between factors which lead service sector firms to adopt outsourcing and outsourcing relationship type. Research methodology – the authors conducted a comprehensive review of the literature in the service sector and out-sourcing practices researches to achieve a thorough understanding of the issues involved and identifying the problematic aspects and crucial factors groups affecting the outsourcing using in the service sector. The structured interview with general managers in each service sector group was held in order to explore the factors determining the outsourcing in separate service sector companies and revealed what relationship are used to maintain outsourcing arrangements. Collect-ed data were analysed using the statistical method. Findings – the range of factors that contribute to the expansion of outsourcing in the service sector is distinctive and sig-nificantly narrower than those identified in the scientific literature. The significance of factors that lead service sector firms to adopt outsourcing varies according to what kind of activities – core or non-core are outsourced. Outsourcing re-lationships are based on short- and long-term contracts preferred domestic outsourcing. Research limitations – although the main factors affecting the expansion of outsourcing in the service sector were re-vealed, the compatibility of expert opinions was weak. Therefore, more in-depth research could be carried out in each of the service sector groups and its sub-domains. Practical implications – the practical implication should explain how the results of the research could be used in practice. Originality/Value – while most studies of factors motivating outsourcing where based on manufacturing sector or sepa-rate service sector companies’ groups (hotels, hospitals, etc.), this is empirical study focusing at all service sector groups distinguished by WTO.
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Kotlars, Aleksandrs, and Valerijs Skribans. "Third party logistics companies’ activities and selection methods." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.09.
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The purpose of a study is to compare and assess 3PL companies’ selection methods by researching evaluation criteria of 3PL companies and approaches of these criteria’s classification used by companies who outsource logistics and transportation services to third parties. Objective of a study is, foremost, to investigate 3PL companies’ selection methods proposed by leading specialists in field of logistics. Additionally, investigate operational activities, integration levels and core services provided by logistics companies in Europe with an emphasis on 3PL companies. The key finding of a study is that Multiple-criteria decision-making analyses are widely used in order to support strategic decision making in selection of 3PL companies.
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Birznieks, Janis, and Lasma Licite-Kurbe. "Analysis of the Introduction of Business Intelligence and Data Warehousing into Businesses in Latvia." In 22nd International Scientific Conference. “Economic Science for Rural Development 2021”. Latvia University of Life Sciences and Technologies. Faculty of Economics and Social Development, 2021. http://dx.doi.org/10.22616/esrd.2021.55.028.
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The market of global business intelligence technologies reached EUR 18.3 billion in 2017 and is expected to reach EUR 22.8 billion in the near future, as such technologies provide companies with a number of benefits: new information for business decision-making, real-time financial reporting and manual work automation. Nevertheless, many companies around the world do not achieve the desired results of applying business intelligence and data warehousing technologies. The research aims to develop scenarios for applying business intelligence and data warehousing tools in entrepreneurship in Latvia based on an examination of the tools. The research has found that the companies examined in the case study have introduced business intelligence along with data warehousing; however, there are differences in applying the business intelligence and the level of its advancement. Overall, a business intelligence system makes core and support operations and processes faster, as well as reduces costs and requires less human resources. However, problems were identified concerning a lack of motivation in employees to learn new technologies. The scenario analysis concluded that large companies should perform as many administrative and technological processes related to the mentioned technologies as possible themselves rather than outsource them, which allows them to save funds on the development of such technologies and improve the company’s data culture.
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Fischer Beckert, Suelí, and Renan Ednan Flôres. "Calibration and measurement capability (CMC) and customer technical qualification." In 19th International Congress of Metrology (CIM2019), edited by Sandrine Gazal. Les Ulis, France: EDP Sciences, 2019. http://dx.doi.org/10.1051/metrology/201904001.
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In the context of metrological confirmation, calibration is an essential process in all quality assurance efforts. Several organizations choose to outsource this activity to accredited laboratories in accordance with the requirements set forth in ISO/IEC 17025: 2017. Companies understand that accredited laboratory has formal recognition of its technical competence to perform the services within its scope of accreditation. The document ILAC P14: 2013 sets out guidelines for the presentation of Calibration and Measurement Capability (CMC). However, when analysing the scope of accredited laboratories in some national calibration bodies, it is possible to observe that, for the same instrument and the same measuring range, different values are attributed to CMC. If the CMC should result from normal calibration operations on the best existing device, what causes this dispersion? How can the customer make effective use of the information contained in accreditation scopes? In order to further standardize the presentation of CMC in accreditation scopes, calibration methods adopted by laboratories should be required to meet the maximum permissible errors established by manufacturers or normative documents. Companies can outsource calibration activities. But the selection of service provider and the interpretation of the results remains a customer assignment. The paper presents an analysis of accreditation scopes of different national calibration bodies and discusses the qualification of those in charge of metrology management, regarding the knowledge and skills required for activity.