Thesis (M.P.A.)--University of Hong Kong, 2003. / Includes bibliographical references. Also available in print.

Thesis (M.P.A.)--University of Hong Kong, 2004. / Also available in print.

Thesis (M.Soc.Sc.)--University of Hong Kong, 2000. / Includes bibliographical references (leaves 82-90) Also available in print.

Thesis (M. Phil.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

Thesis (M.A.)--City University of Hong Kong, 2006. / "A capstone project submitted in partial fulfillment of the requirements for the Master of Arts in Public Policy and Management at City University of Hong Kong." Title from title screen (viewed on Oct. 26, 2006) Includes bibliographical references.

Thesis (M. P. A.)--Texas State University-San Marcos, 2006. / "Spring 2006." Includes bibliographical references (leaves 52-54).

Thesis (M. Sc.)--University of Hong Kong, 2006.

Orientador: Mischel Carmen Neyra Belderrain / Dissertação (mestrado profissional) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecânica / Made available in DSpace on 2018-08-18T23:08:36Z (GMT). No. of bitstreams: 1 Cruz_MarcosHenglerda_M.pdf: 2006141 bytes, checksum: eda85da87d9018b04356a9e2f1d5e15e (MD5) Previous issue date: 2011 / Resumo: O presente trabalho teve por objetivo propor uma metodologia para analisar a viabilidade de terceirização de uma linha de montagem de Bombas d.água dentro de uma empresa metalúrgica. A metodologia proposta foi dividida em três etapas: 1. Identificação e Estruturação do problema, onde será utilizada a ferramenta de Mapa Cognitivo; 2. Estruturação do modelo multicritério através do Analytic Hierarchy Process (AHP) com as abordagens de Decisão em Grupo Aggregating Individual Priorities (AIP) e Aggregating Individual Judgements (AIJ) e; 3. Avaliação das ações potencias diante dos resultados obtidos / Abstract: This study aim to propose a methodology for analyzing the feasibility of outsourcing an assembly line of water pumps. This methodology consist on three stages, 1. Problem Structuring, using cognitive map; 2. Multicriteria Decision Making Model using Analytic Hierarchy Process (AHP) with Group Decision Aggregating Individual Priorities (AIP) e Aggregating Individual Judgements (AIJ) approaches and; 3. Potentials Actions evaluations from the results / Mestrado / Manufatura / Mestre em Engenharia Automobilistica

M.B.A. / In the current decade, "whole of IT" outsourcing appears to be losing ground, and other options are being considered and sought, such as selective outsourcing. Every product, service, or technology has a life cycle, and although the outsourcing industry is at its maturity level, at the same time it is also going through various growth stages and still evolving with best practices. Wholesale or comprehensive outsourcing clearly seems to be on the decline. Highlights of this analysis are as follows: The whole of IT" outsourcing can be seen as a contract service agreement in which an organisation hands over the majority of IT responsibilities to an external company. These contracts are long-term agreements designed to give higher control and transparency on costs, generally with a fixed price arrangement. In the selective outsourcing model, organisations may choose to outsource part of their IT. For example, the IT infrastructure could be broken down into separate agreements for the IT network, desktop, applications, and help desk. Depending upon the spread and competencies of internal resources, the organisation may choose to outsource one or all of the components. Outsourcing has become one of today’s most powerful, organization shaping management tools and also more so in South Africa. Chapter Two covers the fact that companies experience growth based on specialization, expertise and excellence. It is growth based on focusing on those areas that most directly contribute to a company’s success. Outsourcing has become the new frontier for the modern business. When a decision is made to outsource, the company needs to decide which of the activities or services currently done in-house can be defined as being non-core to the business. It is very important that the management of these non-core functions is not outsourced. “The decision to outsource the IT function is primarily based on the need to get rid of an operational problem. IT can become a very expensive cost centre with all the difficulties associated with managing a technology intensive infrastructure” says Rose (1999:24). Outsourcing provides the opportunity to redesign the IT function, and the potential to access highly specialized skills to extend capability. The purpose of this research is to address the following problem statement: What percentage of the budget in the South African IT market by sector is spent on the specific mentioned selective outsourcing services? The author looks at this problem statement and uses available literature to do an in depth study to reach an understanding of the researched subject. In Chapter three, an appropriate research approach that is inductive has been followed. The telephone interview was chosen for data collection as the most suitable and cost effective method. A questionnaire was designed with undisguised questions to ensure consistency and relevance of the responses. The question construction that followed took into consideration question content, question wording, response structure, and question sequence. Finally, pre-testing of the measurement tool was done to ensure validity and reliability, thereby ensuring that a foundation was laid for Chapter Four in which presentation and analysis of the results are given. Chapter four presents the analyses and interprets the results of the study as supplied by respondents through the questionnaire. The results are presented in tables showing percentage figures and numbers for individual response categories, totals and averages to present a clear picture. Finally there is the analysis and interpretation of each section as presented in the tables. The researcher applies the literature discussed in Chapter Two to support and justify the use of the questions asked, and the application thereof to the concepts of the outsourcing and the specified selective outsourcing services business in South Africa. The research was conducted to address the problem and subproblems discussed in Chapter One. In conclusion in response to these problems, the investigated selective IT services which are mentioned in detail in chapter one model has emerged as an attractive alternative to the single-vendor approach. Essentially, a selective approach involves choosing best-of-breed vendors to administer various business services or business functions, leading to either a total or limited solution. However, although selective outsourcing may indeed address some longstanding outsourcing challenges, it also presents some new management issues.

M.Com. (Business Management) / Logistics Service Providers are becoming increasingly involved within their client’s businesses. Beyond just providing vehicles and buildings, logistics service providers are now also becoming involved with the knowledge-type work that is connected to the traditional services provided. LSPs are also becoming better integrators of supply chain functions and are offering an increasingly vast basket of services to clients that can be configured in a way that adds value to the client. The research presented in this paper looks at the theoretical impact that converged planning and execution functions have on business success as well as a view of how selected IMPERIAL Logistics client organisations perceive the impact of increased integration of IMPERIAL Logistics within their businesses. The research viewed the integration of planning and execution in two ways:  The impact of a supply chain partner integrating their business functions with that of the client organisation.  The integration of the tasks of planning and execution under a single arrangement. The impact of integrated planning and execution functions for the client organisation was found to be improved long term commitment and alignment in terms of business operations and relationships, better communication, more integrated planning and decision making, better usage of systems to streamline the process as well as a focus on core business whilst supply chain experts handle their core business, which is planning and executing supply chain functions.