Outsourcing became fashionable in the 1980s, came of age in the
1990s and is now part of everyday corporate life. We are all
familiar with the principles that underlie it - a focus on core
competencies, cost analysis, and total quality management. But
these relate to the buying organisation. And there are at least two
organisations in any outsourcing decision.
Despite increased literature on outsourcing, there is little
recognition of the supplier's role in developing and implementing
an outsourcing arrangement. What, for a buying organisation, is a
strategic decision involving benefits, risks and change, is for the
supplier a strategic opportunity, with a related but different
pattern of benefits, risks and organisational implications.
Drawing on research from Copenhagen Business School
strengthened by a balance of case studies and contributions from
participating companies, "Outsourcing-Insourcing" offers insights
on strategy and implementation for buyers and suppliers. Both will
discover a wealth of new outsourcing opportunities, along with
practical advice for leveraging them to maximise profits.
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