published_or_final_version / Housing Management / Master / Master of Housing Management

Thesis (M.Hous.M.)--University of Hong Kong, 1998. / Includes bibliographical references. Also available in print.

Submitted in fulfillment of the requirement for the degree of Master of Information and Communications Technology, Durban University of Technology, Durban, South Africa, 2017. / The selection of an appropriate vendor from a set of competing vendors in information technology outsourcing is an essential decision for the effective and efficient management of supply chain management in a fiercely competitive environment. Given the growing and intensive applications of information technology resources to improve process efficiency, achieve growth, foster innovation and transform service delivery, the need arises to outsource the major information technology operations of an organisation, as a strategy for organisations to concentrate on their core businesses. Information technology outsourcing is an important constituent in supply chain management, because it demands effective selection of an appropriate vendor, based on multiple conflicting criteria. Supply chain management places strong emphasis on effective evaluation and selection of vendors against usually conflicting multiple criteria, rather than on cost as a single criterion upon which to base a decision. Multiple criteria generally include both qualitative and quantitative attributes, some of which can be fuzzy in nature. The overarching purpose of this research is to screen the most important criteria of information technology outsourcing for vendor selection based on expert opinions. The experts are from institutions of higher education, health, inspection and testing, property, shipping, state own enterprise, local government and transportation, who share their views regarding criteria that influence their vendor selection decision. Since the vendor selection decision is characterised by a high degree of subjectivity, interdependency and conflicting criteria, the analytic hierarchy process is applied to determine the weights of the identified criteria, evaluate and rank the potential vendors that provide information technology outsourcing services to the sampled institutions. The sample size for this research comprises 16 respondents and the 11 criteria which are cost, quality, commitment, additional resources, additional expertise, prior work, contract terms, confidentiality, location, on supplier database and black economic empowerment. Results show that quality of product is the most important attribute for vendor selection in information technology outsourcing. In addition, the study found that the sampled institutions can categorise their information technology outsourcing vendors more effectively and select a more effective supply chain partner. Moreover, the sampled institutions can provide unsatisfactory vendors with valuable feedback that will help them improve and become good partners in the future. / M

published_or_final_version / Housing Management / Master / Master of Housing Management

Public administration scholars have raised serious concerns about loss of democratic accountability when government services are outsourced to private forprofit businesses because of the very different values and missions of the two sectors. Particular concern for democratic accountability arises when administrative discretion is delegated to governments' private sector agents. Furthermore, if contractors may adversely impact individual rights or interests, or may adversely impact vulnerable populations, special democratic responsibilities arise. It is these three features of outsourcing transactions that constitute the elements of the proposed framework used in this research in order to assess need for heightened attention to democratic accountability. Some scholars argue for application of constitutional and administrative law norms to some government contractors. / Public service ethics and transparency requirements found in administrative law are heavily value-laden and mission-driven. If applied to certain government contractors, they can help to bridge the sectors' mission and value differences, thus enhancing democratic accountability for the services performed by governments' private sector agents. This research offers an analytical framework for identifying features of outsourcing transactions that call for enhanced democratic accountability measures such as ethics and transparency requirements, and explores the application of ethics and transparency requirements to governments' contractors. Contracts and laws governing three Florida local government service categories were subjected to close systematic textual and legal analysis: residential trash collection, building code inspection, and inmate health care. / The analysis revealed circumstances calling for greater attention to democratic accountability in that the selected outsourcing transactions delegated to contractors the authority to exercise police power, make public policy, and commit expenditures of public funds. Contracts and laws haphazardly required contractors to abide by public service ethics and transparency requirements, thus beginning to adapt the mission and value system of their private sector agents to those of government. / Rebecca L. Keeler. / Thesis (Ph.D.)--Florida Atlantic University, 2010. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2010. Mode of access: World Wide Web.

by Yu, Lawrence Kwok Cheung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 46-47). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / ACKNOWLEDGMENT --- p.vii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Benefits of Outsourcing --- p.1 / Strategic Benefits --- p.1 / Financial Benefits --- p.2 / Operational Benefits --- p.3 / Human Resources Benefits --- p.3 / Risks of Outsourcing --- p.4 / Strategic Risks --- p.4 / Financial Risks --- p.4 / Operational Risks --- p.5 / Human Resources Risks --- p.6 / Outsourcing Issues --- p.7 / Feasibility and Planning --- p.7 / Outsourcing Candidate Identification --- p.8 / Outsourcing Engagement --- p.10 / Managing the Outsourcing Contract --- p.12 / Human Resources Development --- p.14 / Outsourcing Post-mortem Analysis --- p.14 / Other Important Findings --- p.15 / Outsourcing Trends --- p.16 / Chapter II. --- MOTOROLA SPS CONSUMER SYSTEMS GROUP --- p.19 / Background --- p.19 / CSG Needs --- p.20 / Analyzing Outsourcing to Cadence --- p.21 / Chapter III. --- REVIEW OF CADENCE DESIGN SYSTEMS --- p.22 / Company Background --- p.22 / Cadence Design Services --- p.23 / Multimedia Design Services --- p.26 / Recent Cadence Design Services News --- p.27 / Chapter IV. --- MOTOROLA SPS AND CADENCE --- p.28 / Past Cadence Outsourcing Projects --- p.28 / Views of Colleagues on Past Cadence Outsourcing Projects --- p.30 / Views of Colleagues on Outsourcing Design Work to Cadence --- p.32 / Chapter V. --- ANALYSIS --- p.35 / Technical Issues --- p.35 / Economic Issues --- p.36 / Legal Issues --- p.37 / Operational Issues --- p.37 / Sensitivity Issues --- p.38 / Other Analyses --- p.39 / Chapter VI. --- RECOMMENDATIONS AND CONCLUSIONS --- p.41 / Other Recommendations --- p.42 / Conclusions --- p.43 / APPENDIX --- p.44 / BIBLIOGRAPHY --- p.46

published_or_final_version / Housing Management / Master / Master of Housing Management

In the past two decades, the prison population has increased considerably in many industrialized countries. In the United States, for example, the prison population has more than quadrupled since 1980. As a response to the considerable incarceration costs, the number of private prisons and the number of prisoners working for private corporations have increased significantly. Proponents of private sector involvement in prison industries argue that inmate labour can reduce the incarceration costs and contribute to rehabilitation of prisoners. / The question of private sector involvement in prison facilities raises significant concerns as regards to international labour standards. Opponents of private sector involvement argue that private hiring of prison labour can involve exploitation. They also argue that the authority for punishment is a core governmental function that cannot be delegated to the private sector. Furthermore, in most cases, labour and social security laws are not applied to inmates. Therefore, prison labour can constitute unfair competition with free labour or even go as far as to replace free labour.

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“Outsourcing has been touted as the ideal way for organisations to reduce cost, focus on core business processes, improve services, enhance skills, reduce time-to-market and increase overall competitive advantage,” (Power, Bonifazi and Desouza, 2004). A pertinent question is therefore ‘Can South African companies in the pharmaceutical industry remain competitive by outsourcing, what is driving these companies to outsource and how effective has the initiative been?’ The purpose of the study is to identify the extent to which various key factors play an influential role in motivating pharmaceutical companies in SA to outsource. South African pharmaceutical companies as part of the global arena, have to continually assess the feasibility of manufacturing their products in-house or allowing contract manufacturers to manufacturer and or pack on their behalf. The research questions posed in this research were: why are companies outsourcing, what is outsourcing and what is happening amongst the South African pharmaceutical companies? The results of this qualitative rich study have shown that outsourcing in SA is not just about cost savings or reduction in product costs but that this process is able to afford the contract giver the ability to tap into additional capabilities (facilities, technology and skill) of their outsourcing partner. Outsourcing has enabled the contract manufacturers in SA to assist the contract givers in numerous areas such as cost reduction, cost saving, reduction in capital investment, increased flexibility and allowed the contract givers to focus on their core competencies. The implementation of off shoring may result in South African contract givers incurring additional ‘hidden costs’ which may be attributed to quality problems, reduced flexibility of transport, product write-offs (due to large volumes ordered), currency fluctuations and additional resources that may required (technology transfer, documentation review, and validation). The responses from the research questionnaires indicate that the key drivers of outsourcing in South African are aligned with those identified in global ii marketplace by Jiang and Qureshi; Copestake and Lau and Zhang (2006). The main drivers being profitability increase (cost reduction, cost saving and capital reduction), strategic considerations (focus on core competence, increased flexibility and to facilitate market penetration) and access to knowledge and skills. The key for the South African outsourcing service providers lies in ensuring that their clients are kept satisfied so that they can minimise the threat of offshore providers. The results of the study are line with Momme and Hvolby (2001) suggestions in which they advocate that organisations only outsource when suppliers have a comparative advantage and that an organisation proactively have a stronger focus on its internal core business areas. In SA governmental changes in regulations/ laws such as those addressing parallel importation, patents, foreign investors and trade would impact on the countries national competitive advantage. However although outsourcing is highly beneficial, organisations need to carefully manage the process, identify hidden costs, risks and initiate preventative measures to ensure success. This study was the first step towards conceptualising the impact of the key drivers, decision making and strategic issues on the South African pharmaceutical manufacturing industry. / Graduate School of Business Leadership / MBL