Vertical Integration vs. Outsourcing “Following the Crowd”

Only available on StudyMode
  • Download(s): 103
  • Published: October 9, 2008
Read full document
Text Preview
Vertical Integration vs. Outsourcing
“Following the Crowd”

Collaboration issues in an SCM context

Table of Content

1. Thesis and Introduction
1.3Introduction into the topic

2. Logical Problems and Sub-questions

3. Methodology and Justification of Sections

4. Literature Review
4.1Literature Concerning the Terminology
4.2Literature Concerning the Main Theories of Outsourcing and Vertical Integration and the Examples of Carnegie Steel Company and Nike 4.2.1 Literature Concerning Vertical Integration and
Carnegie Steel Company
4.2.2Literature Concerning Outsourcing and Nike

5. Vertical Integration
5.1The Concept
5.1.1 Introduction into the Concept
5.1.2Advantages, Reasons, Goals
5.1.3 Disadvantages and Deficiencies
The Example of Carnegie Steel Company

6.1The Concept
6.1.1 Introduction into the Concept
6.1.2Advantages, Reasons, Goals
6.1.3 Disadvantages and Deficiencies
6.2The Example of Nike

7.Antagonism in the Goal of Improved Cooperation
and Production flow
7.1Conflicts in an Integrated Supply Chain
7.1.1In-house Collaboration vs. B2B- Collaboration
7.1.2The Reliability of Third-World Suppliers
and Quality Considerations
7.2Giving up Profit Margin Advantages

8.Conclusion and Outlook

9. References

1. Thesis and Introduction

(1.1) Thesis

The concept of vertical integration has evolved at the end of the 19th century and from then on succeeded throughout decades, helping blue chip companies to gain large profits and to gain market shares that are unimaginable today. In the 1980ies however, after the first two decades of intensive research in strategic management had passed the time of outsourcing as the new “promise of heaven and earth” began, caused by the widely perceived need to delegate non-core operations from internal processes (especially production) to external companies and by the...
tracking img