Abstract
Any decision related to ‘optimal sourcing’ of business processes or IT functions is complex enough to arrive at and more so to implement successfully. This is because of the sheer multitude of options available — from in-sourcing to co-sourcing to outsourcing — and equally wide ranging objective and subjective factors that go into decision making and successful implementation of a sourcing decision — from strategic, tactical and operational to economic, political and competitive factors. Offshore sourcing (‘offshoring’) of business processes and IT functions adds several more layers of complexity and hence risks to the sourcing lifecycle (Figure 2.1), while, as one would expect, also offering significant potential competitive advantages if implemented correctly.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Notes
M.F. Greaver, II, Strategic Outsourcing: A Structure Approach to Outsourcing Decisions and Initiatives (New York: American Management Association, 1999).
Rob Aalders, The IT Outsourcing Guide (Chichester, UK: John Wiley and Sons, 2001).
Daniel Minoli (1995) Analyzing Outsourcing — Reengineering Information and Communication Systems (New York: McGraw Hill Inc., 1995).
S. Elliott, (ed.), Outsourcing: A Strategic Framework (A Productivity Quality Center — APQC — Publication, 1997).
M.F. Corbett, ‘Corbett’s Core Competencies Test’, retrieved on September 3, 2001 from http://www.firmbuilder.com.
C.K. Prahlad and G. Hamel (1990) ‘The Core Competence of the Corporation’, Harvard Business Review, 68 (3) (1990) 79–91.
Queensland Government, Australia, ‘The Queensland Government Guide to Best Practice in IT Outsourcing’, Government Information and Communication Technology, June, 1997. Retrieved on January 7, 2004 from http://www.iie.qld.gov.au.
Bierce and Kenerson, P.C., ‘What and when you should not outsource’, retrieved on August 11, 2003 from http://www.outsourcing-law.com/articles/what-should-not-be-outsourced.asp.
Customer Operations Performance Center, ‘Release 3.3 — COPC-2000 CSP Gold Standard’, retrieved on February 7, 2004 from http://www.copc.com.
The IT Services Qualification Center, ‘The eSourcing Capability Model for Service Providers eSourcing Capability Model (eSCM-SP) v2’, School of Computer Science, Carnegie Mellon University, retrieved on July 27, 2004 from http://itsqc.cs.cmu.edu.
T.L. Saaty, ‘Multicriteria Decision Making — The Analytic Hierarchy Process’ (Pittsburgh: RWS Publications, 1992).
T.L. Saaty, ‘Decision Making for Leaders’ (Pittsburgh: RWS Publications, 1992).
W. Edwards, ‘How to use Multiattribute Utility Theory for Social Decision Making’, IEEE Trans. Systems Man, Cybern. 7 (1997) 326–340.
R. Kamenetzky, ‘The Relationship Between the Analytic Hierarchy Process and the Additive Value Function’, Decision Sciences, 13 (1982) 702–716.
D. von Winterfeldt and W. Edwards, ‘Decision Analysis and Behavioral Research’ (Cambridge: Cambridge University Press, 1986).
Excerpt from Sourcing Interest Group research report, 2003, ‘Best Practices in Procurement Outsourcing’, retrieved on October 2, 2003 from http://www.sourcinginterests.org.
Editor information
Editors and Affiliations
Copyright information
© 2005 Dan (B.D.) Bhide
About this chapter
Cite this chapter
Bhide, D.B.D. (2005). Strategic Offshoring: Decision Analysis, Best Practices, and Emerging Trends. In: Brudenall, P. (eds) Technology and Offshore Outsourcing Strategies. Palgrave Macmillan, London. https://doi.org/10.1057/9780230518568_3
Download citation
DOI: https://doi.org/10.1057/9780230518568_3
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-52343-6
Online ISBN: 978-0-230-51856-8
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)