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

The need for labor in the construction sector is today greater than the supply. As a result, several companies use foreign labor, which constitutes challenges. Previous studies highlight that problems can arise mainly in the categories of cultural differences, communication, security, quality and time. The purpose of this study is to investigate issues of foreign labor from the perspective of managers. Furthermore, the study aims to highlight positive effects with insourcing, a difference to previous research where the workforce has been external. The study is conducted through qualitative methodology where review of existing literature has highlighted apparent issues to handle. In addition, semistructured interviews where conducted with the case company management team to investigate experienced issues as well as the impact of the insourcing strategy. The analysis and discussion of the interviews results in a list of improvement suggestions for companies using foreign labor. A general conclusion is that insourcing is beneficial to construction companies using foreign labor, as it provides continuity and improved opportunity for development and guidance. Furthermore, the education and development of the workers is easier to follow up.

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

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

Bakgrund och problem: Under många år har företag valt att outsourca delar av sin verksamhet. Motreaktioner på strategin har vuxit fram och insourcing har blivit en aktuell alternativ strategi. Flera forskare nämner att processen att ta hem produktion är mindre beforskat och i behov av vidare forskning. Tidigare forskning visar svar på fördelar respektive nackdelar med insourcing men inte hur hinder och utmaningar bör styras för att genomföra en lyckad insourcingprocess.Syfte: Fallstudiens syfte är att beskriva hur en insourcingprocess styrs. Studien ska identifiera och analysera eventuella utmaningar Kinnarps upplevt under sina insourcingprocesser. Likväl hur styrningen görs för att ta sig an utmaningarna. Fallstudien är tänkt att vara ett stöd vid beslutsfattande åt företag vilka planerar att insourca verksamheten. Metod: Metoden utgår ifrån en kvalitativ ansats med forskningsmetoden fallstudie. Empiriinsamling görs genom semistrukturerade intervjuer. Två icke-sannolikhetsurval har använts, kriterieurval och snöbollsurval. Slutsats: Fallstudiens har resulterat i sju slutsatser. Den första är att inte välja sourcingstrategi utifrån en trend. Den andra är behovet av olika analyser utifrån situation. Den tredje är förstudiens viktiga betydelse för att skapa beslutsunderlag. Den fjärde är vikten av att kontrollera avtal. Den femte är att om förstudien är välarbetad krävs endast situationsanpassning i projektets vidare faser för en lyckad insourcingprocess. Den sjätte är attföretag behöver ta lärdom av andra verksamheter alternativt egna tidigare insourcingprocesser. Slutligen är den sjunde slutsatsen att anpassa styrningen utifrån situation samt att vara öppen för förändringar i strategin utifrån uppkomna utmaningar.

Projektarbetet utförs på uppdrag av Virtual Manufacturing AB (VM) där frågor gällande make or buy av specialtillverkade komponenter har undersökts och besvarats. VM tillverkar och säljer Lean Manufacturing Products, vilket är produktionshjälpmedel, som används inom en rad olika industrier. Idag tillverkas detaljer till deras produkter av andra företag både inom och utom Sverige och arbetet går ut på att undersöka om det skulle vara lönsamt för VM att själva börja producera detaljer in-house. Nuläget sammanställdes för att undersöka hur VM arbetar idag och vilka kostnader som finns kopplat till outsourcing. Inköpskostnaderna förspecialkomponenterna samlades in och sorterades utefter tillverkningsteknik. Därefter sammanställdes kostnader för in-housetillverkning så som investeringskostnader och tillverkningskostnader för kalkylering av lönsamheten i att investera i tillverkningsmaskiner för utförandet av förädling av specialkomponenter in-house. Utifrån de lönsamhetsanalyser som utfördes för de inköpta detaljerna valdes laserskärning, CNC-fräsning och 3-D Printing som de tillverkningstekniker som skulle undersökas. Slutsatsen från lönsamhetsanalyserna av laserskärning och CNC-fräsning visar att det ej är lönsamt för Virtual Manufacturing att köpa in maskiner och börja tillverka in-house. Då VM redan har 3D-printers visar lönsamhetsanalysen att kostnaden att producera är likvärdig med att köpa in färdiga detaljer. Detta innebär att Virtual Manufacturing kan välja att fortsätta tillverka in-house eller att outsourca tillverkningen. / The project work is carried out on behalf of Virtual Manufacturing AB (VM), where questions regarding the make or buy decision for special components were to be investigated and answered. VM manufactures and sells Lean Manufacturing Products, which are production aids used in various industries. Currently, the details for their products are manufactured by other companies both within and outside of Sweden. The aim of the work is to examine whether it would be profitable for VM to start producing details in-house. The current situation was compiled to investigate how VM operates today and what costs are associated with outsourcing. The procurement costs for the special components were collected and sorted by manufacturing technology. Subsequently, costs for in-house production were compiled, including investment costs and manufacturing costs, to assess the profitability of investing in manufacturing machines for in-house processing of the special components. The manufacturing technologies chosen to be examined in the work are laser cutting, CNC milling, and 3D printing. The conclusion from the profitability analyses of laser cutting and CNC milling shows that it is not profitable for Virtual Manufacturing to purchase machines and manufacture special components in-house. Since Virtual Manufacturing already has 3D printers, the profitability analysis made for 3D-printing shows that the cost of production in-house is equivalent to purchasing specialcomponents. This means that VM can choose to continue manufacturing in-house or outsource the production.

Bakgrund: Det har uppstått ett skifte som inneburit att företag vill börja hantera sina processer internt som tidigare outsourcas. Många företag har upplevt att insourcing genererat samma eller förbättrade resultat som bidragit till ökad konkurrenskraft. Marknadens oförutsägbarhet är en faktor som har resulterat i en tillväxt av insourcing för att effektivisera hela företagets försörjningskedja. Fortsättningsvis är även ett omfattande hot mot en mer hållbar försörjningskedja marknadens oförutsägbarhet. Därav leder det till ett forskningsgap om information gällande insoucings inverkan på ett företags Triple Bottom Line samt inre effektivitet. Syfte: Studien syftar till att presentera motiv och risker vid insourcing hos tillverkande företag jämfört med outsourcing i relation till Triple Bottom Line. Vidare kommer studien även analysera och beräkna om möjlig inre effektivisering av ett logistikflöde kan uppnås via insourcing av målniningsprocessen för instegspaneler på Scania. Metod: Den egna empiriska datainsamlingen har tillämpats genom intervjuer och observationer på Scania och deras leverantörer. Teoretiska källor har främst använts i form av relevanta vetenskapliga artiklar som ska besvara respektive frågeställning. Resultat: För respektive frågeställning framgick det att både en insourcad och outsourcad process innebär ett risktagande. Den sociala, ekonomiska och miljömässiga hållbarheten, det vill säga Triple Bottom Line, är sammankopplad på flera vis. Även vid fokus på en av hållbarhetsdimensionerna tenderar resterande att tillkomma på längre sikt, men i olika omfattningar. Däremot har det framkommit att en prioritet inom tillverkningsindustrin är att arbeta med miljömässiga hållbarhetsmål. I den andra frågeställningen presenteras både värdeadderande och icke-värdeadderande faktorer med insourcing. För att Scania ska få en inre effektiv process på längre sikt behöver de insourca. Detta eftersom en risk med att fortsätta med outsourcing är att leverantörerna inte kan följa förändringstakten på efterfrågan. / Context: A shift within the industry has caused companies to transfer previous outsourced processes in-house. Many companies have experienced that insourcing has produced equivalent or improved results that have contributed to an increase in a company’s competitiveness. An additional factor to the growth of insourcing is the unpredictable nature of the market, which has led to insourcing being used as a strategy to make the company’s supply chain more efficient. Furthermore the unpredictable nature of the market is also an extensive threat for a sustainable supply chain. This therefore creates a research gap about insourcing´s effect on a company’s Triple Bottom Line and efficiency. Purpose: The purpose of this study is to illustrate the risks and motives of insourcing compared to outsourcing in relation to Triple Bottom Line. Additionally, the study will analyze and calculate if a more efficient logistical flow can be achieved through insourcing of the painting process for side panels at Scania. Method: The empirical information has been applied by interviews and observations at Scania and their suppliers. The theoretical information has primarily been gathered from relevant scientific sources in order to answer both research questions. Results: In both research questions it became clear that both insourced and outsourced processes involved risk-taking. Also, the social, economic, and environmental sustainability in the Triple Bottom Line is interconnected in several ways. Even when working towards one sustainability dimension, the remaining ones tend to also be achieved long term, but to different extents. Furthermore, it was discovered that a priority within the manufacturing industry is to work with environmental sustainability. In the second question it appears that value adding and non-value adding factors of insourcing were presented. In order for Scania to achieve an effective internal process long-term it is crucial to invest in an insourcing strategy. This is due to the risk of outsourcing being inefficient when it comes to the demands rate of change.

Bakgrund: Att flytta hem tidigare outsourcad produktion har blivit allt mer förekommande bland svenska företag. Insourcing har även anammats av små och medelstora företag vilket ter sig särskilt förvånande då de bland annat besitter begränsade resurser, både finansiella och kunskapsmässiga. Varför denna form av strategiska förändring har skett i denna typ av företag är fortfarande relativt outforskat. I denna studie kommer därför de motiv som finns till insourcingbeslut men även vilka beslutsunderlag som ligger till grund för beslutet i SMEs att identifieras. Genom detta skapas en ökad förståelse för vilka grunder ett insourcingbeslut tas i SMEs. Syfte: Studien syftar till att identifiera vilka motiv som ligger till grund för insourcingbeslut i SMEs samt att förklara varför motiven har uppkommit. Vidare syftar studien till att beskriva vilka beslutsunderlag som används vid ett insourcingbeslut i SMEs samt huruvida de identifierade motiven påverkar beslutsunderlagens innehåll. Metod: Metodvalet för studien är en kvalitativ intervjustudie på fem svenska företag inom SME-definitionen som verkar i olika branscher. Slutsats: I studien har ett antal olika motiv till insourcingbeslut i SMEs identifierats där även en förklaring kring motivens uppkomst har gjorts. Två nya insourcingmotiv har identifierats: bredda sin kompetens och reducera lagerkostnader. Det som även var utmärkande gällande insourcingmotiv i SMEs är att de mest förekommande motiven går att relatera till att företagen vill genomföra någon form av strategisk förändring i verksamheten. Vi har även konstaterat att resursanalyser i form av totalkostnad samt kompetens- och investeringsbehov som det viktigaste underlaget som SMEs använder sig av vid ett insourcingbeslut. Det kan även konstateras att SMEs prioriterar beslutsunderlag som kan kopplas till de motiv som beslutet har tagits på, varför vi genom denna studie har kunnat identifiera ett nytt underlag: beslutsunderlag relaterade till specifika motiv. Motivbilden väger även tyngre än de ekonomiska analyserna vid ett beslut i SMEs. / Background: It has become more frequent among Swedish companies to transfer back previously outsourced production. Insourcing has also been accommodated in small and medium sized enterprises. This can seem surprising since they possess limited resources, both financially and logically. Why this strategic transformation has occurred in this kind of company is still relatively unexplored. This thesis will identify not only the incentives for insourcing, but also what kind of decision making constitutes the basis for insourcing in SMEs. By doing this, an increased level of knowledge for insourcing decisions in SMEs will be achieved. Purpose: The purpose of this thesis is to identify the incentives for insourcing in SMEs and to explain why they occurred. Further, the purpose of the thesis is to describe the decision making that creates the basis for insourcing in SMEs, and whether the incentives of insourcing effects the basis for decision making. Method: The method of the thesis is a qualitative interview study of five Swedish companies in different lines of business. Conclusion: Several different incentives for insourcing in SMEs have been identified and a description regarding the origin of the incentives is presented. We have identified two new incentives for insourcing: broaden their knowledge and reduce warehousing cost. Regarding insourcing incentives, it was found that the most frequent incentives are related to the fact that the companies want to implement some kind of strategic change within their organization. We have also identified resource analysis in terms of total cost and requirement of skills, to be the most important basis of decision making used by SMEs. It can also be noted that SMEs prioritize the basis of decision making that can be connected to the incentives. When making the insourcing decision in SMEs, the incentives for insourcing are of higher importance than the financial analysis. Method: The method of the thesis is a qualitative interview study of five Swedish companies in different lines of business.

Background: The rapid improvement of technological infrastructure over the past three decades have led to increased connectivity and communication possibilities. This has allowed firms to develop sophisticated firm-specific governance structures with the use of different sourcing strategies. The main objectives have been to cut costs and gain competitive advantages by outsourcing activities offshore to developing countries or third-party vendors. The decision to outsource has its roots in the classical transaction cost theory and resource-based view. Some outsourcing partnerships have resulted in failures while others in success stories. The stories are evident in the software industry as the industry is highly susceptible to sourcing strategies, hence outsourcing is often used in global software development (GSD) projects. Firms engage in GSD with the ultimate goal of producing products faster, at a low-cost, and of high quality. In spite of this, GSD projects face huge challenges in terms of geographical-, temporal-, and cultural distances while the added complexity and issues associated with different sourcing strategies amplifies these challenges. The use of different sourcing strategies in GSD projects has not received as much attention as the debate about whether co-located or distributed teams perform better. Objective: The objective of this thesis is to explore how outsourcing, insourcing, and the combination of both in a co-located and distributed development setting relates to the software development project performance measured in terms of quality and productivity. The aim is to enrich and add to the scarce literature of global software development project performance in relation to sourcing strategies and when these are combined in projects. Method: In this thesis, we employed a case study at a software firm which engages in large-scale global software development projects. A total of 64 projects were selected for the study and data was collected primarily from archival documents where we made use of management documents and code databases. The data analysis was conducted using statistical tests in SPSS to investigate relationships and differences in quality and productivity for the four strategies. Results: The results revealed a statistically significant difference in quality among the sourcing strategies. Insourcing projects are associated with the highest quality followed by outsourcing projects and co-located mixed sourcing projects. Distributed mixed sourcing projects are generating the lowest quality. Although not statistically significant, distributed mixed sourcing projects are the most productive strategy followed by outsourcing projects, insourcing projects and lastly co-located mixed sourcing projects Conclusions: The recent trends in GSD which indicate that many companies turn back to insourcing after outsourcing is justified in our results as insourcing projects displays the highest quality. While outsourcing projects have been associated with poor quality and productivity, our findings suggest they are very competitive in terms of both. The mix of internal employees and third-party consultants in a co-located and distributed setting is associated with lower quality while poor productivity is only attributed to the co-located case. / Bakgrund: Teknikens framfart över de tre senaste decenierna har lett till ökade anslutnings- och kommunikationsmöjligheter. Detta har möjliggjort för företag att utveckla sofistikerade företagsspecifika stryelsestrukturer med använding av olika sourcing strategier. Det huvudsakliga målet med att outsourca olika aktiviteter till utvecklingsländer eller tredjepartsleverantörer har varit att minska kostnader och att erhålla konkrurrensfördelar. Belsutet om att outsourca aktiviteter i ett företag är resursbaserat och grundar sig i den klassiska transaktionskostnadsteorin och resursbaserade teorin (resource-based view). Somliga partnerskap har resulterat i misslyckanden, andra i framgångssagor. Många av dessa har åstadkommits inom mjukvaruindustrin då industrin är mottaglig för olika sourcing strategier, bland annat används outsourcing mycket i globala mjukvaruutvecklingsprojekt. IT-företagen bedriver globala mjukvaruprojekt med de slutgiltliga målet att producera snabbare till ett lägre pris och en högre produktkvalitet. Trots detta uppstår ofta utmaningar när de gäller geografiska, tidsmässiga eller kulturella avstånd där nyttjandet av sourcing strategier adderar ytterligare ett lager av komplexitet. Majoriteten av uppmärksamhet har riktats mot hur samlokaliserade eller distrubuerade projekt presterar medan nyttjandet av sourcingstrategier i globala mjukvaruutvecklingsprojekt har fått mindre uppmärksamhet.      Syfte: Syftet är att undersöka hur outsourcing, insourcing och en kombination av de två i en samlokaliserad eller distrubuerad miljö relaterar till mjukvaruutvecklingsprojkets prestanda i termer om produktivitet och kvalitet. Målet är att berika och addera kunskap till en knapp litteratur om prestanda för globala mjukvaruutvecklingsprojekt med avseende på sourcing strategier när dessa tillämpas i en kombination. Metod. En fallstudie har bedrivits på ett mjukvaruutvecklingsföretag som arbetar med globala storskaliga mjukvaruutvecklingsprojekt. Totalt har 64 projekts blivit utvalda, analyserade och grupperade i fyra olika sourcing strategier. Sekundärdata samlades primärt in från interna företagsarkiv såsom företagets interna databaser och projektledarverktyg. Intervjuer har också genomförts med två projektledare för att få en mer djupgående förståelse av projekten och för att välja ut projekten baserat på våra krav. Dataanalysen genomfördes via statistiska tester i SPSS. Resultat: Resultatet visade en signifikant skilland i kvalitet mellan sourcing strategierna. Insourcingprojekt visade sig bidra med högst kvalitet följt av outsourcing och mixad samlokaliserad sourcing projekt. Signifikat lägst kvalitet hade mixad distrubuerad sourcing. Trots icke-signifikanta resultat, visade det sig att produktiviteten var som högst i mixad distribuerad sourcing projekt följt av outsourcing, mixad samlokaliserade sourcing och insourcing projekt. Slutsats: De senaste trenderna inom global mjukvaruutveckling indikerar på att många företag återvänder till insourcing efter outsourcing är motiverade i vårt resultat eftersom insourcing projekt resulterar i högre kvalitet. Trots att outsourcingprojekt har förknippats med låg kvalitet och produktivitet tyder våra resultat på att de är mycket konkurrenskraftiga. Slutligen är mixen av internanställda och tredje part konsulter i en samlokaliserad och distrubuerad miljö förknippad med en sämre kvalitet, och i de samlokaliserade fallet även sämre produktivitet.

Syftet med arbetet är att ge industriellt producerande företag som står inför ett köpa eller tillverka beslut en fördjupad kunskap om möjligheter och problematik rörande denna typ av frågor. Frågan som ska besvaras är vilka aspekter och parametrar som bör beaktas och övervägas vid köpa/tillverka beslut inom små och medelstora industriellt producerande företag. Målet är att leverera ett ekonomiskt underlag för ett köpa/tillverka beslut på ett fallföretag och använda det empiriska underlaget för att ta fram aspekter och parametrar. Resultat och analys redovisas genom en uppdelning av legotillverkning, egentillverkning samt en ekonomisk jämförelse mellan dem. Utifrån resultatet så har ett antal faktorer som påverkar ett köpa/tillverka beslut tagits fram.