Thesis (M.P.A.)--University of Hong Kong, 1992.

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

Thesis (M.P.A.)--University of Hong Kong, 1992. / Also available in print.

The Naval Construction Force (NCF) performs construction projects in all areas of the world during both peacetime and war. While some of these projects occur in populated areas where project materials are readily available, many of these projects occur in remote areas or war zones, where project materials must be procured from the United States or elsewhere and shipped to the unit performing the construction. The construction scopes also vary from projects as small as concrete sidewalks to projects as large as full utility system installations, or complete facility and base construction. As a result of the diverse locations and project types that the Naval Construction Force experiences, the logistics of providing project material and construction equipment to multiple global locations is a major challenge. The Naval Construction Force still experiences delays and inefficiencies in supplying construction materials to its various projects and units deployed throughout the world, which in turn reduces the overall productivity of the deployed Construction Battalions. This research explores the current supply chain that the NCF has in place for obtaining construction project materials. It also explores the latest initiatives in information technology and construction supply chain management that are being applied in the commercial sector. The two systems are compared to determine what private practices and technologies can be applied to the Navy system to make it more efficient. Since the Navy is restricted by Federal Acquisition Regulations, and has unique funding streams authorized by Congress, it will not have the ability to fully operate as a private construction company, and these restrictions are addressed. The issue of outsourcing and privatization is also studied, and the feasibility of outsourcing the entire construction material process is considered.

Commercial tyre maintenance outsourcing is a creative and innovative service offering to the road freight industry in South Africa. It allows fleet operators to focus on their core business aspects, leaving the management and control of the tyres in their fleet to professional service providers with the necessary technical expertise and experience in this field. Currently tyre maintenance outsourcing service providers are under increasing pressure mainly due to price wars in the marketplace between the major tyre manufacturers fighting to maintain or increase their market share. The road freight industry in South Africa is also unique in that there is a hand full of major players, dominating more than fifty percent of the market, thereby leaving tyre suppliers and service providers doing everything in their power to retain the business they do have, and aiming to increase their share of the market at any cost. The main objective and purpose of this study has therefore been to conduct an investigation into commercial tyre maintenance outsourcing practises in South Africa. The following aspects were covered in this study: ! Defining the concept of outsourcing and more specifically tyre maintenance outsourcing. ! An overview of the tyre maintenance services currently available in the South African market and possible alternatives that may appear in the future. ! The current state of the commercial tyre industry in South Africa, focusing on the main role players and the services and products they offer to the market. ! The current state of the road freight industry in South Africa, focusing on the market shares the main role players hold, and other relevant transport statistics. ! The factors that play a role in the calculation of cost per kilometre rates, as well as the aspects which contribute to the success of a tyre maintenance outsourcing contract. ! An evaluation of the implications of technological advances on tyre maintenance outsourcing. Synopsis - ii Based on the above, a number of recommendations were made firstly (i) for companies that are current or potential users of tyre maintenance outsourcing, and secondly (ii) for companies that are current or potential providers of tyre maintenance outsourcing. (i) Recommendations for tyre maintenance outsourcing users 1. Companies need to identify their core and non-core activities. 2. Potential outsourcing users need to identify the most appropriate service provider not on pricing alone, but should also consider the overall long term business relationship, as well as the total service package on offer. 3. Companies need to realise that outsourcing is not a short-term solution to control costs, but a long-term project where the true benefits will take time to materialize. 4. Companies need to ensure that a clear tyre policy is agreed upon with the service provider at the inception of the contract. 5. Companies need to ensure that a service level agreement with measurable key performance indicators (KPI’s) is agreed upon with the service provider at the inception of the contract. 6. Companies need to understand the full cost of all the different items associated with the contract they are entering into. (ii) Recommendations for tyre maintenance outsourcing service providers 1. Companies need to build excellent relationships with their clients as to increase communication and flow of information. 2. Companies need to analyse the service they currently provide and determine which factors must be improved upon as to increase their service levels and competitiveness in the marketplace. 3. Companies need to carefully verify all the information they receive from fleet operators upon quoting for a new contract. 4. Companies need to understand the needs of the market they operate in, as to adapt their service offerings around these needs. / Prof. J.H. du Plessis

by Chung, Sui Lun Lewis. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / Chapter / Chapter 1 --- INTRODUCTION --- p.1 / Outsourcing --- p.1 / Performance Issues in Outsourcing --- p.1 / Group Motivation and Vendor Management in --- p.2 / Outsourcing / The Behavioral Science Approach --- p.2 / Types of Outsourcing Studied --- p.3 / Chapter 2 --- SUGGESTED MANAGEMENT PRACTICES IN MOTIVATING VENDORS --- p.4 / Background --- p.4 / Alignment of Organizational Goals --- p.5 / Communicating the Goals to the Vendor --- p.6 / Translate the Goals to Measurable Performance Targets and Provide Regular Feedback to the Vendor on Performance --- p.6 / Reinforce Good Performance with Recognition --- p.7 / Contact Vendor Senior Management Regularly --- p.8 / Installing Job Satisfaction in Outsourcing --- p.8 / Outsource Works in Challenging Package --- p.9 / Be Result Oriented and Avoid Micro-Managing the Vendor --- p.10 / Provide an Equalized Working Environment to Vendor --- p.10 / Partnering with Vendor --- p.11 / Select Vendor with Compatible Organizational Culture --- p.12 / Ensure Vendor Outsource Manager has the Leadership Quality --- p.13 / Manage the Constituents within the Employer Organization --- p.13 / Nurture the Partnership by Top Management over Time --- p.14 / Summary of the Suggested Management Practice --- p.15 / Chapter 3 --- CASE STUDY 1: MASS TRANSIT RAILWAY CORPORATION AND DESIGN SERVICES OUTSOURCING --- p.16 / Introduction of Mass Transit Railway Corporation --- p.16 / Principle Business of MTRC --- p.16 / New Railway Extensions --- p.17 / The Role of Outsourcing in New Railway Extension --- p.17 / The Airport Railway Design Outsourcing Experience --- p.18 / Vendor Management Improvements --- p.18 / Tseung Kwan O Extension Design Outsourcing Strategy --- p.19 / Chapter 4 --- CASE STUDY 2: HONG KONG MONETARY AUTHORITY AND INFORMATION SYSTEM OUTSOURCING --- p.20 / Introduction of Hong Kong Monetary Authority --- p.20 / Organization of HKMA --- p.21 / Information Technology Division --- p.21 / Outsourcing by IT Division --- p.22 / Outsource Management at HKMA --- p.23 / Motivating Factors to Vendor Top Management --- p.23 / Motivating Factors to Vendor Staffs --- p.24 / Chapter 5 --- ANALYSIS FROM CASE STUDIES --- p.25 / Alignment of Organizational Goals --- p.25 / Communicating the Goals to the Vendor --- p.25 / Translate the Goals to Measurable Performance Targets and Provide Regular Feedback to the Vendor on Performance --- p.25 / Reinforce Good Performance with Recognition --- p.26 / Contact Vendor Senior Management Regularly --- p.26 / Installing Job Satisfaction in Outsourcing --- p.27 / Outsource Works in Challenging Package --- p.27 / Be Result Oriented and Avoid Micro-Managing the Vendor --- p.28 / Provide an Equalized Working Environment to Vendor --- p.28 / Partnering with Vendor --- p.29 / Select Vendor with Compatible Organizational Culture --- p.29 / Ensure Vendor Outsource Manager has the Leadership Quality --- p.30 / Manage the Constituents within the Employer Organization --- p.30 / Nurture the Partnership by Top Management over Time --- p.32 / Chapter 6 --- CONCLUSION AND FURTHER RESEARCH --- p.33 / Conclusion --- p.33 / Further Research --- p.34 / REFERENCES --- p.35 / APPENDIX 1 FAILED AND REALIZED OUTSOURCING EXPECTATIONS --- p.Appendix 1/1 / APPENDIX 2 OECD OUTSOURCING BEST PRACTICE GUIDELINES --- p.Appendix 2/1 / APPENDIX 3 TECHNIQUES IN MAINTAINING COMPATIBILITY OF ORGANIZATIONAL CULTURE --- p.Appendix 3/1 / APPENDIX 4 MANAGING THE CONSTITUENCY WITHIN THE EMPLOYER ORGANIZATION --- p.Appendix 4/1 / APPENDIX 5 INTERVIEWS --- p.Appendix 5/1 / BIBLIOGRAPHY Bibliography/ --- p.1

Thesis (M.S. in Business Administration)--Naval Postgraduate School, December 2009. / Thesis Advisor(s): Summers, Don ; San Miguel, Joseph. "December 2009." Description based on title screen as viewed on January 27, 2010. Author(s) subject terms: PPP, public-private partnership, defense contracting, defense contracting, finance, Singapore, U.S., UK, Australia, off-balance sheet Includes bibliographical references (p. 53-61). Also available in print.

published_or_final_version / Public Administration / Master / Master of Public Administration

Despite the amount of literature on the antecedents and outcomes of IT outsourcing, the vast majority of this research has focused on factors at the firm level. Environmental factors such as industry and country characteristics have received little attention. Environmental factors should be taken into account in IT outsourcing research because firms are open systems and their behaviors are significantly influenced by material-resource and institutional environments. Moreover, previous research at the firm level has not evaluated the effectiveness of IT outsourcing and insourcing in terms of how they create value for firms. To address the paucity of macro-level research in IT outsourcing as well as to augment our knowledge at the firm level, this thesis investigates IT outsourcing issues at three levels, namely, at the firm, industry, and country level. More specifically, I expand firm-level research by jointly examining the impacts of IT outsourcing and insourcing on IT-enabled organizational capabilities and firm performance (Essay #1). I also investigate the roles of industry-level factors such as munificence, dynamism, concentration, and capital intensity (Essay #2) and country-level variables such as the maturity of the IT-related legal system, generalized trust, uncertainty avoidance, Internet penetration, and the maturity of the IT outsourcing market of a country (Essay #3) in the diffusion of IT outsourcing practice.

For an organisation that outsources its purchasing function to a specialist purchasing organisation the benefits are mostly relate to the peace of mind the organisation has in knowing that there is sufficient focus and attention being given to the purchasing function along with the relevant procedures and controls to ensure that the purchasing function is being done to ensure maximum benefit for the organisation. The result of the additional attention along with the other advantages such as the buying power of the OPSP is that there are significant savings to be achieved through outsourced purchasing. There are also issues of concern that need to be taken into consideration when outsourcing the purchasing function. These include issues such as organisational inertia, co-ordination difficulties and lack of plant specific knowledge within the specialist purchasing organisation. The impact of these can however be overcome through co-operation and the commitment of both parties to the long term success of the relationship. The results achieved by organisations outsourcing their purchasing have been varied, and it is the factors that have an impact on the success of the venture that are of interest. The most significant of these factors were found to be the availability of information from the organisation, the expertise and buying power of the outsourced purchasing service provider (OPSP) and the flexibility and support from the end-users and management of the organisation. In order to maximise the benefits that can be achieved through outsourcing, the organisation needs to ensure that the information required by the OPSP in order to effectively purchase for the organisation is available. This includes information such as complete and correct specifications on all commodities, annual usages and price histories. The organisation must also ensure that the OPSP it selects has the buying power and purchasing expertise required to ensure maximum benefit. Additionally the organisation must ensure that all staff involved and effected by the purchasing function are made aware of the potential problems and more importantly the benefits for the organisation so that the staff support the process. Should these steps be taken the organisation would stand to reap more benefits out of outsourced purchasing. The percentage saving on the cost of stock commodities over the first 3 months that purchasing was outsourced was taken as an indication of the success of outsourced purchasing and was measured for 3 organisations, PG Bison, Dunlop Industrial Products and Assmang. PG Bison achieved the highest percentage saving (10.7%), followed by Dunlop Industrial Products (7.4%) and Assmang (3.7%). All 3 of the above organisations were analysed to determine the presence of the factors influencing the success of outsourced purchasing and it was found that PG Bison had the most in its favour and it would therefore be expected to get the most benefits out of outsourcing its purchasing, which in reality it appeared to have done. Based on the results of the analysis Assmang would have been expected to achieve better results than Dunlop, which in practice was not the case. The percentage saving achieved by Dunlop was well above that of Assmang. The rating scale developed therefore failed to accurately predict the extent to which each client would benefit from outsourced purchasing. There could be a number of reasons for this. The use of the percentage savings on stock commodities as a measure of the success of outsourced purchasing can be debated, but it is the only factor which can be accurately measured and it is a direct result of a number of the advantages of outsourcing identified. It is most probable that the discrepancy in the analysis arises in the process used to calculate the outsourcing rating for each of the organisations. The process used to determine the impact that each of the factors identified has on the savings could be further refined in a number of ways. The distribution of the questionnaire could be increased to include more staff from the organisations concerned. The analysis could be expanded to include other organisations and the results analysed to identify common factors and varying factors in an attempt to identify how variations in factors impact on the savings achieved. / Thesis (MBA)-University of Natal, 2003.