M.B.A. / Outsourcing is fast becoming a fixture in the organizational models of the 21st century. At first confined to nonstrategic business activities such as cleaning, security or legal services, outsourcing now encompasses functions that are closer to the core. As suppliers become more tightly integrated into the fabric of a company's basic business operations, the risks attending these failures escalate. In fact, as Booz Allen Hamilton (2001) state, the very viability ofthe company can be threatened. To many companies, logistics outsourcing has become an attractive option in order to take advantage of various opportunities, and to focus on the core activities of the company. It is perceived that South African businesses are adopting the same principles that many European countries, the United States of America and other mainly first world countries have, in embarking on outsourcing. The purpose of this dissertation therefore is to determine the status of outsourcing in South Africa. This research gives insight into the reasons why some companies have embarked on outsourcing. The research also attempts to present a theoretical framework for the outsourcing of logistics as a guideline. Another feature of this research is the identification of the criteria that companies apply in the selection of an outsource service provider. The methodology employed in this research was empirical research, which entailed a qualitative study. A process of non-probability sampling was applied. Questionnaires were distributed to the decision makers in industry with the focus on senior managers in order to obtain the data required for the analysis and interpretation. A thorough review of applicable literature was also undertaken...

Managing the movement of components and products from suppliers to customers and ultimately to end-users is undergoing rapid changes. Supply chain management has increasingly gained attention as companies have sought to reduce costs and improve service performance in a quest for gaining an advantage on the competition.

Thesis (Ph. D.)--Ohio State University, 2006. / Title from first page of PDF file. Includes bibliographical references (p. 113-123).

Over the past decade, outsourcing has emerged as an imperative for competitive success in modern organizations. Yet, the high failure rate of outsourcing initiatives suggests that despite the significant opportunities available through outsourcing, several organizations remain unprepared for the transformation that it brings. My dissertation, “Essays on the Organization and Value of Outsourcing Relationships,” identifies governance strategies that maximize the strategic value of outsourcing investments and estimates the size of governance effects by analyzing the contribution of efficient governance to an increase in shareholder value of the outsourcing firm. The first two essays, “An Empirical Analysis of the Impact of Information Capabilities Design on Business Process Outsourcing (BPO) Performance” and “An Empirical Analysis of the Contractual and Information Structures of Business Process Outsourcing (BPO) Relationships,” focus on business process outsourcing (BPO), the fastest growing segment of the outsourcing market. In particular, the first essay emphasizes the information intensive nature of BPO to posit that performance heterogeneity across BPO relationships is a function of the fit between the information requirements and information capabilities of the relationship. The design of information capabilities extends contract design that addresses incentive conflicts to include design of the information structure comprising relational processes and technologies that address cognitive conflict between the participant firms. The second essay demonstrates complementarities between the contractual and information structures to emphasize that their joint assessment is necessary to enhance the explanatory power of extant theories of organization. These results have important implications for how BPO relationships must be designed and managed to realize strategic value. The third essay in my dissertation, “Outsourcing Discount or Paradox? A Comparative Analysis of the Long-Term Abnormal Stock Returns and Operational Performance Gains across Outsourcing Contracts,” estimates the extent of this strategic value by assessing the longterm abnormal stock returns to the hundred largest outsourcing initiatives implemented between 1996 and 2005. I find that transaction cost economizing outsourcing decisions yield significantly higher abnormal returns. The results imply the need to exercise caution in initiating outsourcing initiatives and emphasize that value chain scoping and management are important sources of comparative advantage in the modern firm. / text

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2018. / South Africa for more than three decades has been described as the economic capital of Africa because of its level of industrialization, production, interactions and business transactions with other companies locally, nationally, regionally and globally. This situation goes hand in hand with the continual emergence in South Africa of business organizations, notably major international groups or their subsidiaries, other foreign or national large corporations, as well as small and medium enterprises (SMEs). The SME sector has significantly emerged in industries such as retail and manufacturing that produce a wide variety of consumer goods and related services. They produce services and goods that are destined for both local and international consumption. Similarly, they are also sourcing goods and services from local or international suppliers. Consequently, SMEs are involved in a complex supply chain management challenges and are exposed to the chain’s intense logistics activities. The main objective of this study was to determine how outsourcing can improve effectively the logistics performance of wine producing SMEs in the manufacturing sector. The findings from the interviews conducted with 16 personnel responsible for logistics performance from selected small and medium wine producers in Constantia, Stellenbosch, and Paarl, offer support for the assumption that outsourcing is a key to logistics performance in SMEs. The general outcome of the study suggests that logistics performance of SMEs is dependent on their ability to manage outsourcing of logistics services. Thus, knowing beforehand the “what for” of outsourcing is very important determinant for driving logistics performance, especially defining, assessing and measuring the performance objectives the SMEs expect from outsourcing and choosing logistics partners that can meet these objectives.

在實踐中，越來越多製造企業採用外包物流给专业的第三方物流供应商的方式來降低物流成本。然而，在學術研究領域，大部分現有的物流外包研究主要以描述性和規範性的研究為主，缺乏解釋性或預測性的研究。本文嘗試整合交易成本經濟學、基於資源觀和制度理論，來驗證和解釋物流外包的驅動因素及績效影響。本研究從大陸及香港的200家上市母公司中收取了250家的子公司作為研究樣本，並採用了結構方程模型、層次回歸、路徑分析的統計方法來檢驗相關的理論假設， 研究的結果表明： / 在研究一中，本研究結果發現內部生產資源和能力，例如物流基礎設施、物流資訊系統、內部物流技術，沒有直接影響物流外包。但是，介面性質的資源或能力，例如管理第三方物流供應商的能力和其他職能系統的使用，與物流外包的水準呈正相關。最後，研究還表明內部生產資源和能力通過介面性質的能力，例如管理第三方物流供應商的能力，影響著外包。 / 在研究二中，本研究發現，基於頻率和特質的模仿壓力正向地影響物流外包，基於結果的模仿壓力對物流外包沒有顯著的影響。當製造商對他們內部物流需求不確定，基於頻率的模仿壓力對物流外包的影響將會降低。同時，過高的外部市場不確定性將增加基於結果的模仿壓力對外包物流採用的影響。 / 在研究三，本研究將物流活動分類為基於資產的物流活動和基於非資產的物流活動，然後建立物流外包-運營績效-財務績效的實證模型。實證結果表明基於資產的物流活動外包顯著影響著交付績效和財務績效，但是不影響成本和柔性績效。然而，基於非資產物流活動外包直接顯著影響著成本和柔性績效，但不影響交付績效和財務績效。總而言之，基於資產的物流活動外包直接影響財務績效，但有限影響著運營績效，而基於非資產的物流活動外包通過運營績效來影響財務績效。 / 本文對物流外包和運營管理領域有如下貢獻。首先，本文提出及驗證了資源-能力-外包的理論模型，拓展了傳統資源觀的應用。其次，本研究通過驗證宏觀制度壓力對內部物流運作的影響將制度理論擴展到物流和運營管理領域。最後，本研究通過對基於資產及非資產物流業務外包影響的研究，對運營及財務績效的提升提供了新的啟示。 / An increasing number of manufacturers outsource their inbound and outbound logistics activities to Third-Party-Logistics (3PL) providers to reduce logistics cost. Most previous studies on logistics outsourcing are descriptive and prescriptive in nature, and thus devoid of explanatory or predictive orientation. This dissertation will investigate and explore the antecedents and consequents of logistics outsourcing by integrating transaction cost economics, resource-based view, and institutional theory. Several key hypotheses are tested using structural equation modeling (SEM), hierarchical multiple regression (HMR) and path analysis (PA) based on data collected from 250 subsidiaries of 200 publicly listed manufacturing companies in Mainland China and HK. / In study 1, the results show that internal production resources and capabilities, such as, logistics infrastructure, logistics information systems, internal logistics skill, do not exert a direct influence on logistics outsourcing. Interface resources or capabilities, however, such as 3PL management capabilities and the usage of other functional systems, are positively associated with the degree of logistics outsourcing. At last, the findings also indicate that internal production resources and capabilities influence outsourcing through interface capability, such as 3PL management capability. / In Study 2, this research reveals that frequency-based and trait-based imitative pressures are related with degree of logistics outsourcing, while outcome-based imitative pressures are not. The influence of frequency-based imitative pressure on logistics outsourcing will be decreased when manufacturers are more uncertain about their internal logistics requirements and demand. On the other hand, high external market uncertainty will increase the effect of outcome-based imitative pressure on logistics outsourcing. / In Study 3, the research classifies logistics activities into asset-based logistics activities and non-asset logistics activities and then builds outsourcing-operational performance-financial performance model. Empirical results show that asset-based logistics outsourcing significantly impacts both delivery performance and financial performance, but not cost and flexibility performance. However, non-asset-based logistics outsourcing significantly influences both cost performance and flexibility performance directly, but not delivery and financial performance. In summary, asset-based logistics outsourcing effects financial performance directly, but slightly influences operational performance, while non-asset-based logistics outsourcing influences financial performance mainly through operational performance. / This dissertation makes several contributions to logistics outsourcing & operations management. First, this dissertation proposes and empirically tests a model of resource-capability-outsourcing and thus extends the traditional resource-based view model. Second, this dissertation extends institutional theory into logistics and operations management area by linking macro-institutional pressures to internal logistics operations. Third, this study provides insights on the effects of logistics outsourcing on operational and financial performance by examining the effects of asset-based and non-asset based logistics outsourcing. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Zhuang, Bochao. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2012. / Includes bibliographical references (leaves 117-137). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract also in Chinese; appendix 5 in Chinese. / ABSTRACT --- p.I / ABSTRACT (CHINESE) --- p.III / ACKNOWLEDGEMENTS --- p.V / LIST OF FIGURES --- p.IX / LIST OF TABLES --- p.X / LIST OF APPENDICES --- p.XI / Chapter Chapter 1 --- Introduction --- p.1 / Chapter 1.1 --- Research Motivation --- p.1 / Chapter 1.2 --- Research Objectives --- p.2 / Chapter 1.3 --- Research Methods and Framework of this Dissertation --- p.3 / Chapter Chapter 2 --- Theoretical Background --- p.5 / Chapter 2.1 --- Transaction Cost Economics and Outsourcing --- p.5 / Chapter 2.2 --- Resource-based View and Outsourcing --- p.9 / Chapter 2.2.1 --- RBV and New Streams in RBV --- p.9 / Chapter 2.2.2 --- Resources& Capabilities Classification & Empirical Model in RBV --- p.11 / Chapter 2.2.3 --- Conceptual Work Linking RBV with Outsourcing --- p.13 / Chapter 2.3 --- Institutional Theory and Outsourcing --- p.14 / Chapter 2.4 --- Multi-Theoretical Frameworks from TCE, RBV and IT --- p.16 / Chapter Chapter 3 --- The Effects of Organizational Resources and Capabilities on Logistics Outsourcing --- p.21 / Chapter 3.1 --- Introduction --- p.21 / Chapter 3.2 --- Theoretical Background and Hypotheses --- p.22 / Chapter 3.2.1 --- Infrastructure and Outsourcing --- p.22 / Chapter 3.2.2 --- Capabilities and Outsourcing --- p.24 / Chapter 3.2.3 --- Infrastructure-Capabilities-Outsourcing --- p.25 / Chapter 3.3 --- Research Methodology --- p.28 / Chapter 3.3.1 --- Questionnaire Design and Measures --- p.28 / Chapter 3.3.2 --- Sampling and Data Collection --- p.30 / Chapter 3.3.2 --- Measurement Quality --- p.33 / Chapter 3.4 --- Hypotheses Tests and Results --- p.35 / Chapter 3.5 --- Discussion --- p.37 / Chapter 3.6 --- Conclusion and Limitations --- p.42 / Chapter Chapter 4 --- The Effects of Imitation and Uncertainty on Logistics Outsourcing --- p.44 / Chapter 4.1 --- Introduction --- p.44 / Chapter 4.2 --- Theoretical Background and Hypotheses --- p.44 / Chapter 4.2.1 --- Imitative Pressures and Outsourcing --- p.45 / Chapter 4.2.2 --- Uncertainty, Imitative Pressure and Outsourcing --- p.50 / Chapter 4.3 --- Research Methodology --- p.54 / Chapter 4.3.1 --- Questionnaire Design and Measures --- p.54 / Chapter 4.3.2 --- Sampling and Data Collection --- p.56 / Chapter 4.3.3 --- Measurement Quality --- p.56 / Chapter 4.4 --- Hypotheses Tests and Results --- p.59 / Chapter 4.5 --- Discussion --- p.61 / Chapter 4.6 --- Conclusion and Limitations --- p.69 / Chapter Chapter 5 --- The Effect of Logistics Outsourcing on Operational and Financial Performance --- p.71 / Chapter 5.1 --- Introduction --- p.71 / Chapter 5.2 --- Theoretical Background and Hypotheses --- p.72 / Chapter 5.2.1 --- Literature Review on Outsourcing-Performance --- p.72 / Chapter 5.2.2 --- Outsourcing Types and Operational Performance --- p.74 / Chapter 5.3 --- Research Methodology --- p.79 / Chapter 5.3.1 --- Questionnaire Design and Measures --- p.79 / Chapter 5.3.2 --- Sampling and Data Collection --- p.81 / Chapter 5.3.3 --- Measurement Quality --- p.81 / Chapter 5.4 --- Hypotheses Tests and Results --- p.84 / Chapter 5.5 --- Discussion --- p.85 / Chapter 5.6 --- Conclusion and Limitations --- p.91 / Chapter Chapter 6 --- Overall Conclusions and Future Research --- p.93 / APPENDICES --- p.96 / References --- p.117