Products related to Outsourcing:
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Managing Information Technology Outsourcing
For decades, outsourcing has been a major international phenomenon in business.The areas of Technology, Information Technology and Management represent a unique case for outsourcing both in terms of benefits and potential interorganisational problems. This fully updated text has been brought up to date with this new landscape, including discussion of Robotic Process Automation, Internet of Things, cloud computing, low code and DevOps and agile.With a range of new global case studies in manufacturing, logistics, chemical industry and cloud services, this textbook offers a strong grounding in real-world industrial experience that effectively combines theory with practice.Uniquely, this book focuses on both sides of the outsourcing relationship, providing a balanced exploration of the ways in which these partnerships can be managed successfully. Accessible and cutting-edge, the third edition of Managing Information Technology Outsourcing provides an in-depth, practical perspective on this important and far-reaching challenge in information technology management.It is an ideal text for students, academics and practitioners alike.
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The Future of Outsourcing : Strategic Outsourcing Controls and the Backsourcing Evolution
This book provides a new evolutionary perspective on outsourcing.The traditional prioritization of continuous outsourcing has resulted in increased hidden costs that have sabotaged business profits.As a result of undisciplined outsourcing, businesses have lost a defining characteristic of their success: decision control.In contrast, the ability to combine outsourcing with backsourcing is a winning strategy for business leaders across a broad range of industries.In this book, the author traces the essence of the outsourcing industry as it has evolved over the past two centuries.With compelling case studies from the pharmaceutical, aviation, insurance, and cookware industries, this book moves beyond theorizing.It highlights key insights from some of the leading outsourcing pioneers who helped to define the industry.The case studies demonstrate the evolution of outsourcing, from a past marked by a costly outsourcing approach to a future fueled by the diversification of sourcing for optimal business success.Through the provision of decision models and best practices, this book provides academics and practitioners with tangible steps to implement successful outsourcing and backsourcing strategies.
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Outsourcing of financial operations
Outsourcing in the banking sector is a way of refocusing on the core business while achieving a significant turnover.In the case of the People's Bank, outsourcing has advantages but also disadvantages that have direct repercussions on the customer.The fact of opting for an outsourcing strategy is a strategic vision which must be followed in a continuous way in order to remedy the anomalies so as not to have bad repercussions.The present projectallowedme, as a future laureate of the National School of Commerce and Management of Tangier, to know better the banking world and to have a more precise vision on the stakes of outsourcing and a better evaluation on the relevance of the measures and procedures implemented to remain competitive, to focus on the core business and to remain attentive to customers.In order to make the decision to outsource, a careful study must be conducted.This study takes into account the market, customer demand, compatibility with the vision of the general management and especially an optimal cost.
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OLM50 Overview : Outsourcing Success by Design
OLM50Outsourcing Success by DesignUse structured, repeatable and optimized processes to design, deliver and manage your outsourcing.Outsourcing success is determined by two things - outcomes achieved and effectiveness and satisfaction with the journey to achieve these outcomes. One without the other has proven time and again to be insufficient.OLM50 is founded on this wisdom. It delivers a practical framework that guides you through every phase of the outsourcing life cycle, from initial contemplation of outsourcing through final implementation and ongoing contract execution and governance.Whether you are a client or provider of outsourced services, seeking to:* Procure or deliver optimized services; * Enhance your relationship with your client or service provider; or* Improve business outcomes, win new business or find creative ways to be more successful together ...OLM50 provides an essential guide to outsourcing. It promotes client self-sufficiency and ownership of outcomes, enabling clients to efficiently and effectively design, procure and manage their outsourcing and it supports service providers in delivering winning proposals to client solicitations. From establishing strategies and vision, defining service requirements and scope, establishing roles and responsibilities, detailing service levels, setting pricing frameworks, and soliciting and evaluating service providers and offerings, OLM50 delivers support for your journey and improves your opportunity for long-term success.OLM50 is elaborated in a three-book series.* Book 1 - OLM50 Overview introduces OLM50 and its components including the five (5) governance dimensions, the fifty (50) governance disciplines and the ten (10) lifecycle phases.* Book 2 - OLM50 Governance explores in more detail and elaborates on the five (5) dimensions and fifty (50) disciplines of the OLM50 governance model. * Book 3 - OLM50 Lifecycle explores in more detail and elaborates on the ten (10) lifecycle phases of OLM50 and the more than 100 deliverables produced in these phases.
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What does outsourcing mean?
Outsourcing is the practice of contracting out certain business functions or processes to external third-party vendors or service providers. This is done to reduce costs, improve efficiency, and focus on core business activities. Outsourcing can involve various functions such as customer service, IT services, manufacturing, and more. It allows companies to access specialized skills and resources that may not be available in-house.
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What does outsourcing and insourcing mean?
Outsourcing refers to the practice of contracting out certain business functions or processes to external vendors or third-party service providers. This is often done to reduce costs, access specialized skills, or focus on core business activities. Insourcing, on the other hand, involves bringing in-house certain functions or processes that were previously outsourced. This can be done to improve control, quality, or security, or to better align with the organization's strategic objectives. Both outsourcing and insourcing are strategic decisions that organizations make to optimize their operations and resources.
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Can this be considered as outsourcing?
Yes, this can be considered as outsourcing. Outsourcing is the practice of contracting out certain business functions or processes to third-party providers. In this case, the company is contracting out the development of its software to an external development team, which fits the definition of outsourcing. By doing so, the company can benefit from the expertise and resources of the external team, while focusing on its core business activities.
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Which well-known companies engage in outsourcing?
Many well-known companies engage in outsourcing to reduce costs and focus on their core competencies. Some examples include Apple, which outsources the manufacturing of its products to companies like Foxconn; Nike, which outsources the production of its shoes to factories in countries like China and Vietnam; and IBM, which outsources IT services to companies like Accenture. Outsourcing allows these companies to benefit from specialized expertise and resources while streamlining their operations.
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Organizational Outsourcing Readiness : Empirically Investigating the Role of Client’s IT Capability, Knowledge, and Alignment for Outsourcing Success
How can prospective outsourcing clients prepare their internal organizational workflows to meet the challenges associated with an outsourcing venture with little penalty in time, cost, and effort?Along this guiding question, the author empirically investigates the ways in which several factors of the client company's internal organizational context affect the outcomes of their outsourcing efforts.The investigated factors represent the client's IT capability, the explicit knowledge in form of business process documentation available within the company, and the level of alignment between the client's IT and business domains.Based on qualitative and quantitative empirical data, S.F. Martin demonstrates that each of these client-specific factors has a significant inter-organizational impact, affecting the quality of the relationship between client and provider, the vendor’s performance, and outsourcing success.
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Outsourcing Us Intelligence : Contractors and Government Accountability
In the 21st century, more than any other time, US agencies have relied on contractors to conduct core intelligence functions.This book charts the swell of intelligence outsourcing in the context of American political culture and considers what this means for the relationship between the state, its national security apparatus and accountability within a liberal democracy.Through analysis of a series of case studies, recently declassified documents and exclusive interviews with national security experts in the public and private sectors, the book provides an in-depth and illuminating appraisal of the evolving accountability regime for intelligence contractors.
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Outsourcing Management for Supply Chain Operations and Logistics Services
Outsourcing Management for Supply Chain Operations and Logistics Services is concentrated on the key players of the outsourcing paradigm; the organizations that provide logistics services, the Third Party Logistics (3PL’s), as well as their clients, presenting and promoting the lessons learned by their cooperation.Specifically, this publication presents studies which are relevant to practitioners, researchers, students, and clients of the application of the Outsourcing practice on the Logistics and Supply Chain Management services giving emphasis to 3PL’s.
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Outsourcing Empire : How Company-States Made the Modern World
How chartered company-states spearheaded European expansion and helped create the world’s first genuinely global orderFrom Spanish conquistadors to British colonialists, the prevailing story of European empire-building has focused on the rival ambitions of competing states.But as Outsourcing Empire shows, from the seventeenth to the twentieth centuries, company-states—not sovereign states—drove European expansion, building the world’s first genuinely international system.Company-states were hybrid ventures: pioneering multinational trading firms run for profit, with founding charters that granted them sovereign powers of war, peace, and rule.Those like the English and Dutch East India Companies carved out corporate empires in Asia, while other company-states pushed forward European expansion through North America, Africa, and the South Pacific.In this comparative exploration, Andrew Phillips and J.C. Sharman explain the rise and fall of company-states, why some succeeded while others failed, and their role as vanguards of capitalism and imperialism. In dealing with alien civilizations to the East and West, Europeans relied primarily on company-states to mediate geographic and cultural distances in trade and diplomacy.Emerging as improvised solutions to bridge the gap between European rulers’ expansive geopolitical ambitions and their scarce means, company-states succeeded best where they could balance the twin imperatives of power and profit.Yet as European states strengthened from the late eighteenth century onward, and a sense of separate public and private spheres grew, the company-states lost their usefulness and legitimacy. Bringing a fresh understanding to the ways cross-cultural relations were handled across the oceans, Outsourcing Empire examines the significance of company-states as key progenitors of the globalized world.
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What is outsourcing in the context of globalization?
Outsourcing in the context of globalization refers to the practice of a company contracting out certain business functions or processes to external service providers, often located in different countries. This can include tasks such as manufacturing, customer service, IT support, and back-office operations. Globalization has facilitated outsourcing by enabling companies to access a larger pool of skilled labor and lower-cost production facilities in other countries. While outsourcing can lead to cost savings and efficiency improvements for companies, it also raises concerns about job displacement in the home country and ethical considerations related to labor standards and working conditions in the outsourced locations.
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What is the difference between outsourcing and offshoring?
Outsourcing refers to the practice of contracting out certain business functions or processes to a third-party provider, which can be either domestic or international. Offshoring, on the other hand, specifically involves relocating business processes or services to a different country, typically to take advantage of lower labor costs or other benefits. While outsourcing can involve both domestic and international providers, offshoring specifically involves moving operations overseas.
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What is better: in-house production or outsourcing?
The decision between in-house production and outsourcing depends on various factors such as cost, expertise, and control. In-house production allows for greater control over the production process and quality, but it can be more expensive and require significant resources. On the other hand, outsourcing can be cost-effective and provide access to specialized expertise, but it may result in less control over the production process. Ultimately, the best approach depends on the specific needs and resources of the business.
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Is there a significant difference between outsourcing and offshoring?
Yes, there is a significant difference between outsourcing and offshoring. Outsourcing refers to contracting out certain business functions or processes to a third-party provider, which can be either domestic or international. On the other hand, offshoring specifically involves relocating business processes or services to a different country, often to take advantage of lower labor costs or other benefits. While both strategies involve delegating work to external parties, offshoring typically involves a more substantial relocation of operations to a different geographic location.
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