SOURCING STRATEGY
‘Defining sourcing strategy for ‘operations’’
SOURCING STRATEGY
‘Factors that play a role in defining the sourcing strategy from an operations management view’
Master thesis Business Administration, Change Management
University of Groningen
Faculty of Management and Organization
Master Change Management
In association with
G.M. Brink
Student number: 1503952
Rhonestraat 45
8226 MJ Lelystad
06-52652816; 0320-844663 gbrink@chello.nl; G.M.Brink@student.rug.nl
Internal supevisor:
B. Emans
KPMG
P. Damen ; M. Kooper
Burgemeester Rijnderslaan 10-20
1185 MC Amstelveen
020-656 7890
G.M. Brink, August, 2006
‘Defining sourcing strategy for ‘operations’’
DEFINING SOURCING STRATEGY: ABSTRACT
Sourcing, which is one of the latest trends in organizational strategy, can generate lower costs and higher quality.
However, realizing that, good configuration and coordination too choose between the different sourcing options; offshoring, outsourcing and shared service centers (SSC), is necessary. Next to that, sourcing of ‘operations’ plays a much larger role in sourcing issues than in previous years. It will therefore be investigated; ‘how a sourcing strategy for ‘operations’ is defined and which factors play a role when formulating this strategy’. According to the three interviews and respondents of two questionnaires, it can be determined that internal process characteristics, external factors and change management implications, which all three are used for the research-concept, indeed play a role in the sourcing strategy for ‘operations’. The process characteristic ‘volume’ is the largest internal roleplaying factor and determines the reasons for a choice between a SSC and outsourcing. Next to that, the external factors, ‘legislation’ and ‘technology’ determine the reasons for the same choice. Offshoring is conversely a sourcing option that is not well known yet. Therefore more research is still necessary. Furthermore it showed
SOURCING STRATEGY
‘Factors that play a role in defining the sourcing strategy from an operations management view’
Master thesis Business Administration, Change Management
University of Groningen
Faculty of Management and Organization
Master Change Management
In association with
G.M. Brink
Student number: 1503952
Rhonestraat 45
8226 MJ Lelystad
06-52652816; 0320-844663 gbrink@chello.nl; G.M.Brink@student.rug.nl
Internal supevisor:
B. Emans
KPMG
P. Damen ; M. Kooper
Burgemeester Rijnderslaan 10-20
1185 MC Amstelveen
020-656 7890
G.M. Brink, August, 2006
‘Defining sourcing strategy for ‘operations’’
DEFINING SOURCING STRATEGY: ABSTRACT
Sourcing, which is one of the latest trends in organizational strategy, can generate lower costs and higher quality.
However, realizing that, good configuration and coordination too choose between the different sourcing options; offshoring, outsourcing and shared service centers (SSC), is necessary. Next to that, sourcing of ‘operations’ plays a much larger role in sourcing issues than in previous years. It will therefore be investigated; ‘how a sourcing strategy for ‘operations’ is defined and which factors play a role when formulating this strategy’. According to the three interviews and respondents of two questionnaires, it can be determined that internal process characteristics, external factors and change management implications, which all three are used for the research-concept, indeed play a role in the sourcing strategy for ‘operations’. The process characteristic ‘volume’ is the largest internal roleplaying factor and determines the reasons for a choice between a SSC and outsourcing. Next to that, the external factors, ‘legislation’ and ‘technology’ determine the reasons for the same choice. Offshoring is conversely a sourcing option that is not well known yet. Therefore more research is still necessary. Furthermore it showed