Performance measures and metrics in outsourcing decisions: a review for research and applications
By Angappa Gunasekaran, Zahir Irani, King Lun Choy, Lionel Filippi, Thanos Papadopoulos. 2015
195 citations recorded by the source corpus.
Outsourcing, an operations strategy that influences the performance of a supply chain, has become an important component of global operations management. An effective global sourcing strategy helps companies to manage the flow of parts and finished products in meeting the needs of overseas and domestic markets. Outsourcing reduces the cost of assets, facilitates core competencies to reduce production costs, leads to strategic flexibility and reduces administrative and overhead costs. Some of the reasons why companies are against outsourcing include integration challenges, sacrificing their competitive base, opportunistic behaviour, rising transaction and coordination costs, limited innovation, and higher procurement costs. Despite these shortcomings, outsourcing will continue to play an important role in enhancing organizational competitiveness. Therefore, an attempt has been made to review the literature on outsourcing with particular reference to Performance Measures and Metrics (PMMs) used in arriving at outsourcing decisions. The main objective of this paper is to present a taxonomy (classification) of PMMs in outsourcing decisions at the pre-outsourcing, during-outsourcing, and post-outsourcing stages. Also, based on the literature review and analysis, an attempt is made to determine a list of specific tools and techniques for PMMs in outsourcing. Finally, the limitations of the paper and future research directions are presented.
Subfields: Management Information Systems, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/6b4230418e0e52e26ca503fc5fd9bd4aad922782
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In Management Information Systems
In Strategy and Management
Citations in the corpus
- Big data analytics in logistics and supply chain management: Certain investigations for research and applications (2016, unknown): “The process for developing such frameworks could involve the steps suggested by Gunasekaran et al. (2015), that is, (i) identify the area (strategy or operations or both); (ii) choose, adapt, and put into practice methodologies and tools for BDBA; and (iii) include a feedback mechanism to inform…”
- Information technology for competitive advantage within logistics and supply chains: A review (2017, methodology): “Our approach is in consistent with other previous reviews (Gunasekaran and Ngai, 2004; Gunasekaran et al., 2006; Gunasekaran et al., 2015), as well”