<p><strong>Background:</strong></p><p>According to experts logistics outsourcing is a process and companies should develop their understanding about it as a process. Literature suggests a systematic and strategic approach for this process and also presents different models and aspects to improve logistics outsourcing as a process. But some scholars reveal a gap in literature regarding logistics outsourcing process in SMEs. They suggest in the discussion regarding logistics outsourcing as a process SMEs are totally ignored and there is a need to conduct research on this topic with perspective of SMEs. They also suggest the practices of SMEs in logistics outsourcing process are different from suggested process in literature.</p><p><strong>Research Questions:</strong><strong> </strong></p><p><em>Q.1: According to the literature, how should companies develop and perform logistics outsourcing process?</em></p><p><em>Q.2: How does the logistics outsourcing process in SMEs differ from the process suggested in the literature?</em></p><p><em>Q.3: Why do the practices of SMEs regarding logistics outsourcing process differ from the process suggested in the literature?</em></p><p><strong>Purpose of the Study: </strong></p><p>The purpose of this study is to reduce the gap in literature regarding logistics outsourcing in SMEs by studying their logistics outsourcing process to identify and understand the differences in their practices as compare to suggested process in literature.</p><p><strong>Methodology</strong>:</p><p>This thesis is written from a positivistic perspective with a deductive approach. For this thesis multiple-case studies are employed by using qualitative research method. For empirical data collection semi-structured interviews are used and pattern matching is used as analysis method.</p><p><strong>Conclusion: </strong></p><p>Taiwanese SMEs do not have very structured and systematic process for logistics outsourcing which is exactly opposite to the suggested process by literature.  These SMEs are also performing some suggested aspects of logistics outsourcing process but not as recommended in literature and these aspects are also not integrated as a process. According to our findings, lack of understanding about logistics outsourcing as a process, limitation of resources and lack of interest of top management are main reasons for these differences in the practices of SMEs regarding logistics outsourcing process from the suggested process in literature. We also find that the reviewed literature and suggested models of logistics outsourcing process are focusing on strategic partnership between 3PLs and companies but the partnership between SMEs and their logistics services providers is more tactical in nature. This is also a possible reason of this difference.</p>

Background: According to experts logistics outsourcing is a process and companies should develop their understanding about it as a process. Literature suggests a systematic and strategic approach for this process and also presents different models and aspects to improve logistics outsourcing as a process. But some scholars reveal a gap in literature regarding logistics outsourcing process in SMEs. They suggest in the discussion regarding logistics outsourcing as a process SMEs are totally ignored and there is a need to conduct research on this topic with perspective of SMEs. They also suggest the practices of SMEs in logistics outsourcing process are different from suggested process in literature. Research Questions: Q.1: According to the literature, how should companies develop and perform logistics outsourcing process? Q.2: How does the logistics outsourcing process in SMEs differ from the process suggested in the literature? Q.3: Why do the practices of SMEs regarding logistics outsourcing process differ from the process suggested in the literature? Purpose of the Study: The purpose of this study is to reduce the gap in literature regarding logistics outsourcing in SMEs by studying their logistics outsourcing process to identify and understand the differences in their practices as compare to suggested process in literature. Methodology: This thesis is written from a positivistic perspective with a deductive approach. For this thesis multiple-case studies are employed by using qualitative research method. For empirical data collection semi-structured interviews are used and pattern matching is used as analysis method. Conclusion: Taiwanese SMEs do not have very structured and systematic process for logistics outsourcing which is exactly opposite to the suggested process by literature.  These SMEs are also performing some suggested aspects of logistics outsourcing process but not as recommended in literature and these aspects are also not integrated as a process. According to our findings, lack of understanding about logistics outsourcing as a process, limitation of resources and lack of interest of top management are main reasons for these differences in the practices of SMEs regarding logistics outsourcing process from the suggested process in literature. We also find that the reviewed literature and suggested models of logistics outsourcing process are focusing on strategic partnership between 3PLs and companies but the partnership between SMEs and their logistics services providers is more tactical in nature. This is also a possible reason of this difference.

This study aims to investigate the outsourced design management implementations along the alliances that are established between firms and design consultancies in Turkey, which have been analysed in a limited sense in the past. Within this context / information on, &lsquo / why and how design is outsourced&rsquo / and &lsquo / how the design process is managed&rsquo / are derived through semi-structured interviews in conjunction with structured questionnaire conducted with managers from a sample selection of design and manufacturing firms with the aim of comparing the expectations and offerings of the parties that engaged the alliances in Turkey. The findings of the field study indicate that design management implementations in their current form of application exhibit several issues to discuss. Context of outsourced design service, corporate level strategic utilization of the design expertise, evaluation of final outputs, business initiation practices and design process management practices are important factors to consider in management of design alliances.

The main purpose of this thesis is to develop a new model which helps the decision maker to rationalize outsourcing decisions based on Life Cycle Cost (LCC) analysis and select the appropriate supplier. The model developed consists of four main phases, as well as a pre-evaluating step, which investigate the organization needs and circumstances. Phase I is an evaluation and calculation phase, it assess whether outsourcing is the right policy to be adopted as a competitive advantage from two perspectives; the strategic evaluation of the outsourcing decision, and the cost savings through the life time of the outsourcing process using LCC. Phase II is supplier's selection; it aims to select the preferred supplier using Multiple Criteria Decision Making (MCDM), as well as identifies performance measures to monitor supplier performance. Phase III is maintain and monitor phase, it aims to keep the process and the supplier under continuous revision and assessment. Phase IV is review phase, it aims to identify if a specified monitored parameter is out of control or at critical levels, and identify the causes. This model contribute in covering the lack in the literature by considering LCC in the outsourcing decision making, as well as providing a structured model that concern about the whole process starting by understanding the organizations need and ends by monitoring and review the outsourcing process. The model was validated at one Swedish company, i.e. Kalmar Industries in Ljungby assembly unit, in particular, within the maintenance department. The results of the model validation shows that using LCCA, and risk benefits associated, the preferred alternative is to outsource all the maintenance activities related to ventilation system, these activates involve maintenance personnel, spare parts, and third party to monitor and report the process to authorities. Furthermore, based on LCCA and other suggested criteria and using MCDM, ABB Supplier got the lowest score in MCDM i.e. 36.70% (the lowest LCC along with fulfillment of the qualitative criteria). The main result is that; it is possible to employ LCCA in the maintenance outsourcing process to achieve a strategic model valid for decisions taking over the life length of the process. Consequently, the main recommendation for the case company is to outsource these activities and to transfer it to ABB service supplier.

<p>The main purpose of this thesis is to develop a new model which helps the decision maker to rationalize outsourcing decisions based on Life Cycle Cost (LCC) analysis and select the appropriate supplier. The model developed consists of four main phases, as well as a pre-evaluating step, which investigate the organization needs and circumstances. Phase I is an evaluation and calculation phase, it assess whether outsourcing is the right policy to be adopted as a competitive advantage from two perspectives; the strategic evaluation of the outsourcing decision, and the cost savings through the life time of the outsourcing process using LCC. Phase II is supplier's selection; it aims to select the preferred supplier using Multiple Criteria Decision Making (MCDM), as well as identifies performance measures to monitor supplier performance. Phase III is maintain and monitor phase, it aims to keep the process and the supplier under continuous revision and assessment. Phase IV is review phase, it aims to identify if a specified monitored parameter is out of control or at critical levels, and identify the causes. This model contribute in covering the lack in the literature by considering LCC in the outsourcing decision making, as well as providing a structured model that concern about the whole process starting by understanding the organizations need and ends by monitoring and review the outsourcing process.</p><p>The model was validated at one Swedish company, i.e. Kalmar Industries in Ljungby assembly unit, in particular, within the maintenance department. The results of the model validation shows that using LCCA, and risk benefits associated, the preferred alternative is to outsource all the maintenance activities related to ventilation system, these activates involve maintenance personnel, spare parts, and third party to monitor and report the process to authorities. Furthermore, based on LCCA and other suggested criteria and using MCDM, ABB Supplier got the lowest score in MCDM i.e. 36.70% (the lowest LCC along with fulfillment of the qualitative criteria).</p><p>The main result is that; it is possible to employ LCCA in the maintenance outsourcing process to achieve a strategic model valid for decisions taking over the life length of the process. Consequently, the main recommendation for the case company is to outsource these activities and to transfer it to ABB service supplier.</p>

<p>This thesis has its point of departure in the identified knowledge gap, which includes the importance of the information systems (IS) outsourcing relationship for studying the success of IS outsourcing. This research study, therefore, is structured with the belief that the disregard of the client-IS supplier relationship when studying IS outsourcing is paradoxical. Paradoxical since the impact of the relationship on the overall IS outsourcing can make the difference between success, less success and even failure. In contrast to the majority of prior research, which has focused IS outsourcing in its entirety, this research study percieves IS outsourcing as a process. Because prior research shows that the success or failure of IS outsourcing is connected to its implementation, this thesis focuses the post-contract stage of the IS outsourcing.</p><p>The purpose chosen and addressed is to develop a conceptual framework for describing and explaining the degree of successful outcome of the IS outsourcing process using a relationship perspective. To approach this purpose, a literature review study is conducted. The literature review study includes the integration of three theoretical fields: IS, interorganisational business relationships and IS outsourcing. The knowledge domains of particular interest are 'strategies, approaches and frameworks for the IS life cycle', 'the interaction approach' and 'IS outsourcing success'.</p><p>The purpose is focused through the identification of key conditions, dimensions and interrelations among dimensions. These identified elements, constituting the core elements of the conceptual framework, are a result of the conducted literature review study. The key conditions are identified according to their influence on the degree of successful outcome of the IS outsourcing process from a relationship perspective. Due to the large amount of key conditions identified, they are categorised into nine dimensions: Atmosphere, Behaviour, Contract, Environment, Interatction, IS, Management, Organisation and Outcome. The identified interrelations among these dimensions are fruitful since they provide insights and a favourable point of departure for studying the degree of successful outcome of IS outsourcing processes.</p><p>The main contribution of this thesis is the conceptual framework for the IS outsourcing process. The key conditions, dimensions and interrelations constitute the conceptual framework as a result of their potential for describing and explaining the degree of successful outcome of the IS outsourcing process from a relationship perspective. The application of the conceptual framework provides managers with core elements to be considered during IS outsourcing decision-making and subsequent design of IS outsourcing. Its usage, moreover, is believed to support managers during the operationalisation of the post-contract stage of IS outsourcing processes. Finally, the conceptual framework is a fruitful 'tool' for future empirical research. Fruitful in the sense that it can provide useful and important insights into how different key conditions infuence the degree of successful outcome of IS outsourcing processes and how these key conditions are interrelated.</p>

Made available in DSpace on 2014-12-17T13:53:21Z (GMT). No. of bitstreams: 1 BrunoCM.pdf: 928688 bytes, checksum: b02d256b18c5f6d1a99ccbdaddd099ca (MD5) Previous issue date: 2009-09-18 / The change in the economic world and the emergence of Internet as a tool for communication and integration among the markets have forced organizations to adopt a different structure, process-oriented with a focus on information management. Thus, information technology has gained prominence in the organizational context, increasing its complexity and range of services provided by this function. Moreover, outsourcing has become an important model for flexible corporate structure, helping organizations to achieve better results when carrying out their activities and processes and be more competitive. To make the IT outsourcing, it is necessary to follow certain steps that range from strategic assessment to the management of outsourced service. Such steps can influence the form of contracting services, varying the types of service providers and contractors. Thus, the study aimed to identify how this IT outsourcing process influences the use of models for contracting services. For this, a study was conducted in multiple cases study involving two companies in Rio Grande do Norte State, specifically the health sector. Data collection was carried out with the CIOs of the companies surveyed through semi-structured interviews. According to the results obtained, it was found that the outsourcing process more structured influences the use of a more advanced contracting model. However, there are features found in these steps carrying more clearly this influence, as the goals pursued by outsourcing, the criteria used in selecting the supplier, a contract negotiation, how to transition services and the use of methods management, but can vary depending on the level of maturity in the relationship of the companies examined. Moreover, it was found that the use of contracting model may also influence how it is developed the IT outsourcing process, requiring or not its more formalized and organization / A mudan?a no contexto econ?mico mundial e o surgimento da internet como ferramenta de comunica??o e integra??o entre os mercados for?aram as organiza??es a adotarem uma estrutura diferente, orientada a processos com foco na gest?o da informa??o. Sendo assim, a tecnologia da informa??o ganhou relev?ncia no contexto organizacional, aumentando a sua complexidade e o leque de servi?os prestados por esta fun??o. E a terceiriza??o se tornou um modelo importante para flexibilizar a estrutura corporativa, ajudando a organiza??o a ter melhores resultados na realiza??o de suas atividades e processos e a ser mais competitiva. Para realizar a terceiriza??o de TI, ? necess?rio seguir algumas etapas que v?o desde a avalia??o estrat?gica at? o gerenciamento do servi?o terceirizado. Tais etapas podem influenciar na forma de contrata??o de servi?os, podendo variar os tipos de servi?os e fornecedores contratados. Deste modo, o estudo teve como objetivo identificar como este processo de terceiriza??o de TI influencia na utiliza??o dos modelos de contrata??o de servi?os. Para isso, foi realizado um estudo de casos m?ltiplos envolvendo duas empresas do Rio Grande do Norte, especificamente do setor de sa?de. A coleta de dados foi realizada com os gerentes de TI das empresas pesquisadas, atrav?s de entrevistas semi-estruturadas. De acordo com os resultados obtidos, verificou-se que o processo de terceiriza??o de TI mais bem estruturado influencia na utiliza??o de um modelo de contrata??o mais avan?ado. No entanto, existem caracter?sticas encontradas nessas etapas que exercem de forma mais clara esta influ?ncia, como os objetivos buscados atrav?s da terceiriza??o, os crit?rios utilizados na escolha do fornecedor, a forma de negocia??o dos contratos, a forma de transi??o dos servi?os e a utiliza??o dos m?todos de gerenciamento, mas que podem variar, dependendo do n?vel de maturidade nas rela??es das empresas analisadas. Al?m disso, foi constatado que a utiliza??o do modelo de contrata??o tamb?m pode influenciar a forma como ? desenvolvido o processo de terceiriza??o de TI, exigindo ou n?o sua maior formaliza??o e organiza??o

This thesis has its point of departure in the identified knowledge gap, which includes the importance of the information systems (IS) outsourcing relationship for studying the success of IS outsourcing. This research study, therefore, is structured with the belief that the disregard of the client-IS supplier relationship when studying IS outsourcing is paradoxical. Paradoxical since the impact of the relationship on the overall IS outsourcing can make the difference between success, less success and even failure. In contrast to the majority of prior research, which has focused IS outsourcing in its entirety, this research study percieves IS outsourcing as a process. Because prior research shows that the success or failure of IS outsourcing is connected to its implementation, this thesis focuses the post-contract stage of the IS outsourcing. The purpose chosen and addressed is to develop a conceptual framework for describing and explaining the degree of successful outcome of the IS outsourcing process using a relationship perspective. To approach this purpose, a literature review study is conducted. The literature review study includes the integration of three theoretical fields: IS, interorganisational business relationships and IS outsourcing. The knowledge domains of particular interest are 'strategies, approaches and frameworks for the IS life cycle', 'the interaction approach' and 'IS outsourcing success'. The purpose is focused through the identification of key conditions, dimensions and interrelations among dimensions. These identified elements, constituting the core elements of the conceptual framework, are a result of the conducted literature review study. The key conditions are identified according to their influence on the degree of successful outcome of the IS outsourcing process from a relationship perspective. Due to the large amount of key conditions identified, they are categorised into nine dimensions: Atmosphere, Behaviour, Contract, Environment, Interatction, IS, Management, Organisation and Outcome. The identified interrelations among these dimensions are fruitful since they provide insights and a favourable point of departure for studying the degree of successful outcome of IS outsourcing processes. The main contribution of this thesis is the conceptual framework for the IS outsourcing process. The key conditions, dimensions and interrelations constitute the conceptual framework as a result of their potential for describing and explaining the degree of successful outcome of the IS outsourcing process from a relationship perspective. The application of the conceptual framework provides managers with core elements to be considered during IS outsourcing decision-making and subsequent design of IS outsourcing. Its usage, moreover, is believed to support managers during the operationalisation of the post-contract stage of IS outsourcing processes. Finally, the conceptual framework is a fruitful 'tool' for future empirical research. Fruitful in the sense that it can provide useful and important insights into how different key conditions infuence the degree of successful outcome of IS outsourcing processes and how these key conditions are interrelated.