Outsourcing strategies for manufacturers facing reputation oriented consumers

2020 ◽  
Author(s):  
Chuang Liu
Keyword(s):  
Outsourcing Strategies

OUTSOURCING PRACTICES IN HOSPITALITY INDUSTRY

2017 ◽  
pp. 01-09
Keyword(s):  
Literature Review ◽  
Management Strategy ◽  
Hospitality Industry ◽  
Statistical Software ◽  
Core Business ◽  
Hotel Managers ◽  
Outsourcing Strategies

Outsourcing is a management strategy that is often preferred by businesses operating in the hospitality industry. Outsourcing can provide the accommodation businesses the chance of giving more attention to their core business activities. In this study, the perceptions of four and five-star hotel managers about the outsourcing strategies of upper grade accommodation facilities operating in Konya and Ankara are going to be investigated. Findings of the research questionnaire which is structured by means of literature review on the previous studies carried out will be analyzed. Valid and reliable responses are going to be analyzed by means of statistical software, SPSS. The relationships between determined factors within the scope of study which are considered as effective on the adoption of outsourcing activities and hotel managers’ evaluations on outsourcing activities are examined and interpreted.

scholarly journals Capturing the Risk-Pooling Effect through Inventory Planning and Demand Switching

2018 ◽  
Vol 10 (11) ◽  
pp. 4104 ◽  
Author(s):  
Hsun Chuan Cho ◽  
Ying Jiun Hsieh ◽  
Lan Ying Huang
Keyword(s):  
Demand Uncertainty ◽  
Competitive Bidding ◽  
Lead Times ◽  
Inventory Planning ◽  
Switching Rate ◽  
Risk Pooling ◽  
Numerical Examples ◽  
Inventory Costs ◽  
Present Context ◽  
Outsourcing Strategies

This paper demonstrates how firms can deal with demand uncertainty through inventory planning and demand switching, which take advantage of the risk-pooling effect and contribute to supply-chain sustainability. Considering two types of products and two outsourcing strategies (competitive bidding, and consignment stock under the (Q, R) inventory policy with variable lead times), the study helps determine the appropriate outsourcing strategy when a firm practices demand switching. Under certain conditions, the study further identifies the proper demand-switching direction and optimum switching-rate to achieve the minimum total purchase and inventory costs in association with outsourcing. Prior research generally implies that demand switching increases costs or profit benefits. This implication, however, does not hold true in the present context. The study presents numerical examples to illustrate the derived models. The findings enrich the extant literature by incorporating demand switching into the outsourcing practices, which is beneficial to both practitioners and scholars.

Outsourcing strategies in the security sector

2017 ◽  
Vol 6 (4) ◽  
pp. 297
Author(s):  
Jouni Juntunen ◽  
Mari Juntunen ◽  
Vesa Autere ◽  
Pekka Kess
Keyword(s):  
Security Sector ◽  
Outsourcing Strategies

Logistics outsourcing by Taiwanese and Dutch food processing industries

2011 ◽  
Vol 113 (4) ◽  
pp. 550-576 ◽  
Author(s):  
Hsin‐I Hsiao ◽  
Ron G.M. Kemp ◽  
Jack G.A.J. van der Vorst ◽  
S.W.F. (Onno) Omta
Keyword(s):  
The Netherlands ◽  
Food Processing ◽  
Market Potential ◽  
Content Type ◽  
Management Level ◽  
Level 3 ◽  
Cent Level ◽  
Level 1 ◽  
Outsourcing Strategies ◽  
Level 2

PurposeThis paper aims to investigate outsourcing of different types of logistics activities in Taiwanese food industry, and benchmark with practices in The Netherlands.Design/methodology/approachThe outsourcing of four levels of logistics activities is investigated: transportation (level 1), packaging (level 2), transportation management (level 3), and distribution network management (level 4). A structured questionnaire was designed and sent to logistics managers in The Netherlands and Taiwan to evaluate the most commonly outsourced activities and identify specific outsourcing firm's characteristics.FindingsAbout 69 per cent of the companies, in both countries outsource level 1 activities, 16 per cent level 2, and 37 per cent level 3 activities. Only few companies (about 10 per cent) outsource the highest level of activities. In particular, The Netherlands has higher percentages for levels 1 and 3. This might be caused by the fact that most Taiwanese companies emphasise low cost whereas the Dutch companies focus on flexibility in order to deal with higher complexities. When intentions for the future are included, Taiwan is planning to outsource level 2 (40 per cent) and level 4 activities (36 per cent) much more than The Netherlands (respectively 13 and 17 per cent). When zooming in, it was found that outsourcing strategies of companies in the subsectors differ. For instance, the dairy sector outsources more frequently than the meat sector on the first three levels. This might be caused by the fact that meat companies emphasise food quality, whereas dairy companies emphasise flexibility and reliability.Research limitations/implicationsThis study investigated only food processors. The paper suggests further research should include other types of food organisations.Originality/valueThe paper provides valuable insights in outsourcing strategies of food processing companies in Taiwan and The Netherlands for advanced logistics service providers who are looking at the market potential of Taiwan.

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