Thesis (M.S. in Management of Technology)--Vanderbilt University, Dec. 2005. / Title from title screen. Includes bibliographical references.

Thesis (M.A.) in Communication--University of Maine, 2005. / Includes vita. Includes bibliographical references (leaves 121-130).

Magister Commercii - MCom / Privatization has become a central feature of the economic policies of nations in the developed and developing world. Eritrea has also embarked on a privatisation program for the state-owned enterprises. It privatised 39 manufacturing enterprises from 1997-2001 in the hope that the enterprises might be restructured into more efficient, profitable, competent and value creating private enterprises. This thesis assessed the impact of privatisation on the operating efficiency, profitability, employment, wages and tax payment of the Eritrean newly privatised manufacturing enterprises. / South Africa

M.B.A. / The South African public Higher Education environment has been going through changes during the past five years. Thirty six institutions have been merged and consolidated into twenty three institutions. There is considerable financial pressure on these institutions, and this have an impact on the provision and maintenance of a world class technology environment. This study examines the extent of outsourcing in the public Higher Education environment in South Africa, and determines if the environment is unique. It also looks at the aspect of improving service delivery through outsourcing or co-sourcing. The research was conducted by means of a survey, consisting of two parts, sent to all twenty three institutions. A 70% response was received on the questionnaire. The research survey determined the technology environment, the attitude towards, and the extent of outsourcing within the environment, as provided by the Chief Information Officers / Information Technology directors. The findings indicate that there is an element of uniqueness within the higher education environment, and that the institutions face challenges, specifically with relation to skill shortages. Furthermore, it finds that there are areas where co-sourcing can provide a benefit and assist in alleviating the challenges. The study also identifies various areas of further study.

M.Phil. / The relationship between the Mining House / Owner and Project House can be spectacularly successful for both partners (and has resulted in the emergence of a few successful new project houses and plant operation companies all over the world), but can also be disastrous for both parties, if managed incorrectly. The main requirement for a successful relationship between a Mining- and Project House is that there must be something in it for both parties. This is not only measured in customer perception of value for money (Mining House) and profits by the Project House, but is also affected by mutual respect, the working relationship and the perception that both can profit from the relationship by the following activities: • Procurement of goods and services. • Providing assistance in absorbing and adopting process technologies. • Addressing environmental concerns like Environment Impact Assessment, HAZOP studies as well as disaster management plans. • A project management team who can ensure proper control and timely reporting to the financial institutions, ensuring there are no cost and time overruns. • Provide due diligence in order to assign proper value to the assets, business portfolios, brand equity, technology/product, etc. • For retrofits, revamps, technical/ energy audits, upgrading the processes / quality of product through minimal investment routes. • In ensuring all aspects of quality management right from the concept to commissioning stage, involving corporate commitment to the quality management process enabling the companies to follow good manufacturing practices. • To provide knowledge management services i.e. depth of knowledge rather than the breadth. Until recently, most Mining Houses locked outsourcing in the back room - using it to pass off unimportant functions and processes to competent specialists so that managers could focus on more critical activities and core business. This is all changing as outsourcing is increasingly making its way into executives' strategic toolkits. In other research studies [5; C; K; N] three types of outsourcing relationships have been identified namely conventional, collaborative and (business) transformational outsourcing. Mining Houses can use conventional outsourcing to generate cost efficiencies in support processes. Collaborative outsourcing is used both to upgrade business processes and to provide flexibility to respond to changing business needs. Business transformation outsourcing holds a higher standard and is a comprehensive approach to create both new capabilities and to use them to achieve a clear strategic objective.

The outsourcing market for information technology services has been transformed over the last few years. Outsourcing, once inspired primarily by cost reductions, now forms part of overall company strategies in order to improve focus. Intent: The purpose of this research project is to conduct a critical analysis of the outsourcing of information technology infrastructure. In particular, this paper will focus on the process followed and on adherence to good corporate governance and business ethics. This dissertation addresses (i) the strategic reasons for outsourcing, (ii) reasons for not outsourcing, (iii) the different types of models available, (iv) the outsourcing process to follow, and (v) the risks associated with outsourcing. These five aspects were all empirically tested in Trans Hex. Findings: The main findings were that (i) no recognized formal process had been followed; (ii) the risk profile of the outsourcing company changed and (iii) a post-outsourcing review is required to determine whether the process is working as planned and to identify opportunities for improvement. Conclusion: A new approach is needed to improve the viability and success of outsourcing information technology infrastructure. Based on the present findings it is argued that a holistic approach to information technology infrastructure outsourcing should be adopted which combines several outsourcing processes into a company-specific outsourcing process framework.

Outsourcing in the cold supply chain can assist the fresh fruit industry to attain competitive advantage through its role in cost reductions and customer service enhancement. The South African fruit industry depends mainly on export markets to earn revenue. It should thus be reckon that the South African fresh fruit travel long distances to reach these markets as South Africa is remotely situated from its major markets. However, the products have to be in good quality on arrival, and also be on time. The challenge therefore is for the fresh fruit industry to ensure that the cold supply chain is maintained through to international destinations. The primary objective of the dissertation is to perform an analysis of the cold supply chain of the South African avocado for export – ‘charter the movement of the South African avocado from production areas to international markets, paying special attention to the outsourcing possibilities in the cold supply chain’. In order to fulfill this purpose, the study covers the following main aspects: • Developments in the fruit industry focusing specifically on the avocado fresh fruit industry. • Detailed analysis of the cold supply chain and costs associated with operating and managing the chain. • Outsourcing as a strategy for achieving the cold supply chain competitive advantage: assisting the avocado industry to compete effectively with other supplying countries. The dissertation has outlined a number of strategies relevant to deal with the challenges of cold supply chain, such strategies concern themselves with delivering the right product at the right time to the right customer at the right condition and at the right price. It is evident from the discussions in the study that the South African avocado supply chain is long, complex and involves interaction of various processes and role-players. The post-harvest cold supply chain processes involves temperature controlled storage and transportation. Every link in the supply chain must be analysed to identify weaknesses, as there should be no breakage in the chain so that quality of fruit is not compromised and profitability is achieved. Currently storage and transportation are outsourced to a number of service providers. As far as the chain is concerned there are minimal problems regarding temperature management in the chain. Few avocado fruits have in the past failed PPECB quality tests for export. The main challenge (amongst others) that the avocado chain is facing is effective information sharing to ensure a coordinated and well-aligned supply chain that will play a role in reducing costs and enhancing customer service. Lack of, for example accurate crop harvest estimate information and real-time communication and information sharing creates problems for the supply chain to function as a single entity with shared objectives. Based on the above, a number of conclusions about, and recommendations for, outsourcing in the cold supply chain of South African avocado for export are made, a summary of which is provided by the following statements: • A reliable relationship is important for both producers and service providers • Joint responsibility: farmers should play their part in the cold supply chain management • Ensuring cold supply chain best practices • Creation of supply chain vision • Ensuring of supply chain visibility • Adoption of total cost approach • Integrating and coordinating the supply chain Charting the movement of the South African avocados from production areas to international markets requires that short, medium and long-term decisions about outsourcing be thoroughly made. / Prof. J.H. Du Plessis

Most privatization literature, of which outsourcing/contracting out is a sub-set, discusses: 1) localized anecdotes of how organizations privatized; 2) privatization's history; 3) its types; and/or 4) its pros and cons. What is missing is a methodologically defensible, comprehensive, macro-view of whether or not outsourcing has saved money and/or improved service quality. Using the vote-counting analytical procedure, this dissertation provides one comprehensive view by analyzing and combining the findings of 40 sources covering 222 outsourced services at all levels of US government. The author found that contracting out resulted in cost savings 79% of the time, but improved service quality only 48% of the time. The author also found that outsourcing savings and improved service quality declined as the level of government got smaller. This phenomenon could be an artifact of the federal requirement that a private contractor must show savings of at least 10% or $10 million before any outsourcing occurs. The lower levels of improved service can generally be explained by surveys which show that government managers treat service quality improvement as an afterthought. The findings of this study are consistent with other authors (e.g., Hodge, Savas, Dehoog, Moore) and led the author to the following insights: 1) Outsourcing continues to grow. 2) The amount of evidence regarding outsourcing effectiveness is minimal, confusing, and highly subjective. 3) Outsourcing saves money, but at the expense of quality or at least without improving it. 4) Contracting out can be a solution, but is not the only solution to government funding and service quality shortfalls. 5) Successful outsourcing has been implemented in certain ways. 6) Outsourcing does not spell the end of public administration. / Ph. D.

published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Public Administration / Master / Master of Public Administration