مدل C18 برای ایجاد یک سازمندی برون سپاری

The purpose of this paper is to identify the factors that contribute to a successful long-term outsourcing arrangement, particularly in the facilities management area. Organisations expect to achieve many benefits from outsourcing, despite the fact that there are significant risks associated with unsuccessful outsourcing. The paper analyses a successful multiple activity outsourcing case study. Six managers and team leaders, who have initiated and managed the sixteen outsourced activities during an eight year period, were interviewed. In order to complement and confirm the interviews, the observation of four monthly performance review meetings was conducted. Eighteen key success factors for a long-term outsourcing arrangement have been identified and approved by the interviewees. They have been used to construct the 18C's model.

In the search for organisational competitiveness, outsourcing has become a widespread management strategy. As a result, outsourcing has been and remains a popular subject for academic research, as can be seen in the reviews (Hätönen and Eriksson, 2009 and Kremic et al., 2006), much of which have concentrated on the type of functions that should be outsourced (Hafeez et al., 2007 and Wu and Park, 2009), how to select a service provider (Chen and Chen, 2006, Lasch and Janker, 2005, Rese, 2006 and Tseng and Lin, 2005), where to outsource (Bunyaratavej et al., 2007, Bunyaratavej et al., 2008, Doh et al., 2009, Graf and Mudambi, 2005, Hätönen, 2009 and Zaheer et al., 2009), and the benefits and risks associated with outsourcing (Di Gregorio et al., 2009, Harland et al., 2005, Hoecht and Trott, 2006a, Hoecht and Trott, 2006b, Jennings, 2002 and Kremic et al., 2006). All these subjects are related to the initial stage of an outsourcing process. As outsourcing has evolved in a more strategic way, cooperation, collaboration and co-development are required in order to achieve a mutual goal. Therefore, a close and long-term relationship is needed to achieve a sustainable competitive advantage (Franceschini et al., 2003, Handley and Benton, 2009, Helper and Sako, 1995, Lee and Kim, 1999, McHugh et al., 2003 and Nistorescu and Barbu, 2009). It has been recognised that management of an outsourcing relationship is essential to ensure long-term success, but often organisations lack the skills and expertise to do this (Harland et al., 2005, Power et al., 2004, Robinson et al., 2008 and Spekman and Caraway, 2006). For example, the Danish company Lego outsourced most of its manufacturing activity in 2006 to Flextronics and brought it back in house in 2008. The specificity of the machines prevented significant economies of scale from being achieved (Barthélemy, 2011). Coordination and control of the production were more complicated than in house, and was exacerbated by divergences and misalignments between the two companies (Larsen, Pedersen, & Slepniov, 2010). After the terrorist attack of the 9/11/2001, Boeing decided to outsource most of its manufacturing activities to over 50 suppliers. In 2009, the 787 Dreamliner's production was two years behind schedule and Boeing decided to bring back in house their major production lines. The main reason was that Boeing lost control over its multiple suppliers (Barthélemy, 2011). The aim of this paper is to avoid outsourcing failures by building a robust framework to ensure a successful and sustainable long-term arrangement. Outsourcing, when performed well, can result in the client organisation receiving benefits that they would have otherwise been unable to achieve by performing the activity in house. However, these benefits are not guaranteed, and there are furthermore large risks involved if an outsourcing arrangement is not successful. Therefore, it is important to determine the factors that contribute to ensuring a positive outcome and not only in the short term.

A long-term relationship between client and supplier creates an atmosphere of trust and commitment, which promotes performance. However long-term arrangements are difficult to implement and maintain. Through a detailed qualitative contextual analysis, supported by a literature review, we have identified simultaneously, for the first time, 18 key success factors leading to the 18C's outsourcing model. An important message of this article is that every company needs to give serious and continuous attention to outsourcing arrangements. The developed 18C's outsourcing model has substantial managerial implications (links with the 18C's factors below in italic). Some outsourcing processes are doomed to fail even before the relationship has actually started. When the client company does not have clear aims and objectives, selects an unsuitable (incompetent or culturally dissimilar) or low calibre service provider, and writes a poor or inflexible contract, they cannot expect a long-term relationship. The implementation of the 18C's outsourcing model is time consuming, costly and requires changes in the organisation. The studied company has set up a department to conduct, control, learn and capitalise expertise from each outsourcing experience. These in house talents have been more valuable than outside consultants, because they understand better the company's specific needs. Even when the outsourcing activities are fully operational and boundaries have dissolved, permanent teams working on both sides are needed to maintain and fortify the relationship. As the company becomes increasingly virtual, expertise about outsourcing and service provider management will be more and more crucial. Personal contacts and open communication must be established between both companies at three levels: