Thesis (M. P. A.)--Texas State University-San Marcos, 2009. / "Spring 2009." Includes bibliographical references (leaves 128-134).

Thesis (Ph. D.)--University of Texas at Austin, 2003. / Supervisor: Alison Davis-Blake. Vita. Includes bibliographical references. Available also from UMI Company.

Not available / text

published_or_final_version / Public Administration / Master / Master of Public Administration

The world today consists of a global economy, with highly competitive markets in every country. In this arena companies are faced with continually declining profit margins, having to keep costs to a minimal, as well as continually developing Information Systems and Technology. All of these factors have a snowball effect on every other country in the world, providing challenges where there were none before. Companies start to focus on their core competencies, striving to be a benchmark in their industries. All their energies, resources and capital need to be channeled in this direction if they are to succeed. This then begs the question: Who will focus on these companies' non-core functions? The answer is a simpler one - a company whose core business it is to perform another company's non-core functions. One only needs to choose the third party service provider best suited to the company, and outsource your non-core functions to them. These third party service providers can easily incorporate a company's functions into their supply chains, and perform them more efficiently than the outsourcing company. But why focus on outsourcing of the logistics function (which entails transportation, warehousing and 10gisticaIIT)? Internationally this function has been the starting point of outsourcing, and is really only in its infant stages in South Africa. The research will show that even today only some of the areas of this function are being outsourced, whilst the others are still kept in-house. This study will show if there are underlying factors influencing the decision of companies to either outsource or retain their logistics function in-house. The perceived benefits of these two options are also discussed. This study is a formal one. Stated hypotheses will be statistically tested using parametric as well as non-parametric measures. Primary data will be collected through a questionnaire. All relevant literature will be examined and discussed in detail to provide the necessary background. Lastly, the results and findings of the study will be discussed, and recommendations will be made as to viable options in the outsourcing arena. These recommendations should be attempted if South Africa is to catch up with trends in the international outsourcing arena. / Thesis (MBA)-University of Natal, Durban, 2004.

The aim of this study is to evaluate the strategic outsourcing of the laboratory at Blendcor. The organization and the relevant theory have been introduced in the introductory chapter. This also,formulated the problem statement and the objectives of the study. The structure of the study is summarized in this section. The second chapter builds the theory and the model to analyse the strategic problem at hand. This chapter start by defining the key success factors in the hope of identifying the organizational resources that excel on these, thus become core competences. In the light of this, a discrepancy is identified as a shortfall of company resources. This calls for the need of outsourcing the activity; the theory of contracting is thus discussed. The theoretical review closes off with the organizational culture, which is mostly affected by changes brought to the company by outsourcing. The strategy evaluation model is then developed. The third chapter takes advantage of the secondary data available, and a case study is formulated on these. The major portion is made from the company magazines and data from a consultant's study. However, observations were included to some extent. Chapter four evaluates the laboratory outsourcing strategy using the model developed in chapter two. The case study serves as a source of data. The theory from chapter two provides most of the tools used. The last chapter concludes by giving the possible solutions to the objectives of the study. The outsourcing of the laboratory is disapproved. The poor performance can be attributed to the inefficiencies in the value chain activities and poor organizational culture that does not support strategy implementation. It is thus suggested that turnaround-oriented strategies are implemented and cultural transformation is effected. / Thesis (MBA)- University of Natal, 2003.

The aim of the study is to assess whether or not the outsourcing of production at the Lever Ponds Maydon Wharf factory has been successful from a financial and operational perspective. Chapter one gives a background as to why outsourcing has been essential at the Maydon Wharf factory. The chapter also outlines what potential dangers Lever Ponds may be exposed to as a result of outsourcing production to outsourcing companies. Chapter two is a literature review of studies that have been undertaken in instances where production has been outsourced. Chapter three outlines the research methodology of the study. Chapter four gives a numerical breakdown and a brief overview of the findings. Chapter five is a detailed discussion of the findings. Chapter six sets out the recommendations of the study and provides a conclusion to the study. / Thesis (MBA)-University of Natal, Durban, 2003.

Thesis (MProjMgmt)--University of South Australia, 2000

Thesis (Ph. D.)--University of New South Wales, 2004. / Also available online.

Thesis (Ph.D)--Management, Georgia Institute of Technology, 2008. / Committee Chair: Wu, D.J.; Committee Member: Keskinocak, Pinar; Committee Member: Narasimhan, Sridhar; Committee Member: Toktay, Beril; Committee Member: Zhang, Han.