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Revised paper from October 6, 1999

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Det blir allt vanligare att västerländska företag försöker finna utvecklingsmöjligheter för sin verksamhet med hjälp av andra företag utanför de nationella gränserna. Detta innebär att globalt samarbete blir allt vanligare för att införa ny kompetens och teknik till verksamheten. Den ökande efterfrågan på teknikutveckling gör Indien till ett attraktivt val. Landets ingenjörer har en bred kunskap och skapar möjligheter för företag att få större perspektiv och en god kunskapsöverföring. I ett outsourcing samarbete möter företaget skillnader i kultur, kommunikation och organisation. För att möjliggöra ett lyckat resultat med det internationella samarbetet, kommer det att medföra förändringar och utmaningar för företaget. Att lägga ut funktioner av sin verksamhet till ett avlägset land som skiljer sig i språk, kultur och synsätt kräver mycket engagemang samt en god kommunikation för en bra samverkan mellan de parter som ingår i outsourcingprocessen. Vi har undersökt de kulturella skillnadernas betydelse och vilka kommunikativa utmaningar företag kan komma att möta när de väljer att outsourca IT-funktioner till Indien. I den teoretiska delen har vi lyft fram vad tidigare forskning säger om outsourcing till Indien, samt de aspekter som är av betydelse i denna samarbetsform. I den empiriska delen har vi undersökt hur ett indiskt IT-leverantörsföretag samt externa personer med kunskap inom ämnesområdet ser på outsourcing till Indien samt vilken betydelse de anser att kultur, kommunikation, ledarskap och kunskapsöverföring har i dessa sammanhang. Analysen sammankopplar det empiriska materialet med teori för att se ett samband mellan de betydande faktorerna och dess för- och nackdelar. I ett tidigt stadie i utvecklingsprojektet bör kommunikation mellan parterna vara god och arbetsbeskrivning vara preciserad för att tjänsten skall utvecklas på önskat vis. Andra faktorer som anses avgörande i en outsourcingprocess är kunskap i ledarskap och kulturella skillnader, dessa faktorer möjliggör för företag som väljer att outsourca att resurser samt kompetens utnyttjas effektivt. Slutsatsen visar att IT-outsourcing till Indien kräver förberedelser och kunskap redan innan man går in i samarbetet. Genom att lägga vikt på kulturella skillnader kan företag åstadkomma en lönsamhet samt skapa en god och långsiktig relation mellan parterna. / It has become more common for western companies to try to find development opportunities for their business beyond national borders. This means that global collaboration is introducing new skills and integrating new technology to companies. The increasing demand for technology makes India an attractive choice. The country's engineers have a broad knowledge and create opportunities for companies to gain greater perspective and innovation. Outsourcing to India often entails new challenges, such as differences in culture, communication and organization.  Companies that choose to outsource functions of its business to a distant country that differ in language and culture, often require a lot of dedication and a good communication for a good collaboration between the parties involved in the process. We have investigated differences in culture and what influence it has on the outsourcing process and what challenges in communication companies may face when they choose to outsource IT functions to India.  In the theoretical part we describe what the past researchers says about outsourcing to India, and the subjects that are important in this form of cooperation. In the empirical part we have investigated how an Indian IT- company, as well as external people with knowledge in the subject area, looks at outsourcing to India and the importance of culture, communication, leadership and knowledge in these contexts. The analysis connects the empirical material and theory to see a correlation between the significant factors and its advantages and disadvantages. At an early stage the communication between the parties should be good and the job description should be precise to develop the outsourcing project in right direction. Other factors that are considered essential in an outsourcing process are knowledge in leadership and cultural differences. These factors are used to enable the companies who choose to outsource, to use the resources and expertise in an efficient way. The conclusion shows that IT outsourcing to India requires preparation and knowledge before you go into cooperation. By adding weight to cultural differences, companies can achieve profitability and a good and long term relationship between the parties.

<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>