چارچوب برون سپاری: تحقیق عملی در بخش صنایع سنگین

Recent literature suggests that outsourcing, properly understood and managed as an integral part of strategy, can aid competitiveness. This paper examines the process of outsourcing manufacturing to understand its role in the new strategic agenda. A system model which indicates the critical workflow interfaces between the production system and internal support functions is proposed. The model helps determine the cross-functional interdependencies of the outsourcing process. A four-phase model of strategic outsourcing is then developed. The model serves both as an internal management tool and as an external marketing tool. This leads to synthesis of a practical framework that links six generic phases of outsourcing to strategic planning. The framework includes key activities with built-in performance measures and expected output for each of the phases. The research methodology combines theory study with case study and action research in Aalborg Industries, which operates in the heavy industry. Hence, the research pursues both academic and industrial application.

Entering the third millennium, most industrial sectors face intensified conditions both in the marketplace and within the corporate boundaries. On the one hand, customers are putting higher demands and constraints on their upstream linkages. Previously, customers focused mainly on low total systems cost, high quality and good delivery performance. Now they also expect short product life cycles and time-to-market, innovativeness and customisation (Kotha, 1995; Sanchez, 1997). On the other hand, companies and their suppliers are experiencing the emergence of a global economy and rapidly changing markets. At the same time, the complexity of products and technologies is increasing and their functionalities are expanding (Dussauge et al., 1992; Christopher, 1998). In consequence of these internal and external conditions, companies must be able to change their organisation, operations, product portfolios, customer segments, etc. rapidly and efficiently as well as on a continual basis. This involves a new approach to the strategic planning process. Hence, the frequently used term “paradigm shift” is highly legitimate at present, not only for the industry, but also for the problem addressed in this research.