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A Study Of Performance Measurement In The Outsourcing Decision [electronic resource].

By: Contributor(s): Material type: Computer fileComputer filePublisher number: 9781856176804Publication details: Burlington : Elsevier Science, 2009.ISBN:
  • 9781856178570
Subject(s): Genre/Form: Additional physical formats: Print version:: A Study Of Performance Measurement In The Outsourcing DecisionDDC classification:
  • 658.4058
LOC classification:
  • HD2365
Online resources:
Contents:
Front Cover; A Study of Performance Measurement in the Outsourcing Decision; Copyright Page; Contents; Executive Summary; Acknowledgement; Chapter 1. Introduction; Chapter 2. Literature Review; 2.1 The development of outsourcing; 2.1.1 Developments in information and communication technologies; 2.1.2 Business process perspective; 2.1.3 Globalisation; 2.1.4 Public sector reforms; 2.2 The benefits of outsourcing; 2.2.1 Cost reduction; 2.2.2 Performance improvement; 2.2.3 Flexibility; 2.2.4 Specialisation; 2.2.5 Access to innovation; 2.3 The risks of outsourcing; 2.3.1 Cost increases
2.3.2 Supply market risk2.3.3 Loss of skills; 2.3.4 Organisational change implications; 2.4 Key motivations for outsourcing; 2.4.1 Cost efficiencies; 2.4.2 Focusing on core competencies; 2.4.3 Enhanced reliability and quality; 2.5 Types of outsourcing arrangements; 2.5.1 Local in-house sourcing; 2.5.2 Outsourcing to local service providers; 2.5.3 Sourcing from foreign subsidiaries; 2.5.4 Outsourcing to foreign service providers; 2.6 Outsourcing and performance measurement; 2.7 Management accounting and outsourcing; 2.7.1 Economic value added; 2.8 Problems with the outsourcing process
2.8.1 No formal outsourcing process2.8.2 Misapplication of the core competence concept; 2.8.3 Lack of emphasis on performance measurement in outsourcing; 2.9 Requirements for an outsourcing framework; 2.9.1 Performance measurement; 2.9.2 The resource-based view; 2.9.3 The strategic context; 2.10 Business services perspective; Chapter 3. Background to the Development of the Outsourcing Framework; 3.1 Relative capability position in the process; 3.2 Importance of the process to competitive advantage; Chapter 4. Practical Application of the Outsourcing Framework
5.2.5 Illustration: The experiences of the FSO with benchmarking in the outsourcing process5.3 Stage 3: Selecting the sourcing strategy; 5.3.1 An overview of the sourcing strategies; 5.3.2 Illustration: Invest to perform internally - the case of mortgages; 5.3.3 Illustration: Outsourcing cheque clearing at the FSO; 5.4 Stage 4: Implementing and managing the outsourcing arrangement; 5.4.1 Contracting issues; 5.4.2 Illustration: Implementing and managing the outsourcing of cheque clearing; 5.4.3 Managing the relationship; 5.4.4 Illustration: Managing the cheque clearing relationship
Chapter 5. The Outsourcing Framework in Action at the Financial Services Organisation5.1 Stage 1: Process importance analysis; 5.1.1 The CSF method; 5.1.2 Illustration: CSFs in action at the FSO; 5.1.3 Using the CSFs to determine process importance; 5.1.4 Illustration: Using CSFs to determine process importance at the FSO; 5.2 Stage 2: Assessing process capability; 5.2.1 Illustration: Process cost analysis in action at the FSO; 5.2.2 Process benchmarking; 5.2.3 Integrating benchmarking into the outsourcing process; 5.2.4 Illustration: Process analysis in action at the FSO
Chapter 6. Evaluation of the Outsourcing Framework
Summary: Outsourcing is a key issue for many organisations having moved from the contracting out of peripheral activities such as cleaning to more critical areas such as design and marketing. This report is for managers and people in finance and accounting functions and takes a practical approach in developing a framework and then applying this framework in an actual organisation which makes it easier for practitioners to understand. This report provides a framework which incorporates both qualitative and quantitative performance measures that can be used in the outsourcing process This r
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Enhanced descriptions from Syndetics:

Description based upon print version of record.

Front Cover; A Study of Performance Measurement in the Outsourcing Decision; Copyright Page; Contents; Executive Summary; Acknowledgement; Chapter 1. Introduction; Chapter 2. Literature Review; 2.1 The development of outsourcing; 2.1.1 Developments in information and communication technologies; 2.1.2 Business process perspective; 2.1.3 Globalisation; 2.1.4 Public sector reforms; 2.2 The benefits of outsourcing; 2.2.1 Cost reduction; 2.2.2 Performance improvement; 2.2.3 Flexibility; 2.2.4 Specialisation; 2.2.5 Access to innovation; 2.3 The risks of outsourcing; 2.3.1 Cost increases

2.3.2 Supply market risk2.3.3 Loss of skills; 2.3.4 Organisational change implications; 2.4 Key motivations for outsourcing; 2.4.1 Cost efficiencies; 2.4.2 Focusing on core competencies; 2.4.3 Enhanced reliability and quality; 2.5 Types of outsourcing arrangements; 2.5.1 Local in-house sourcing; 2.5.2 Outsourcing to local service providers; 2.5.3 Sourcing from foreign subsidiaries; 2.5.4 Outsourcing to foreign service providers; 2.6 Outsourcing and performance measurement; 2.7 Management accounting and outsourcing; 2.7.1 Economic value added; 2.8 Problems with the outsourcing process

2.8.1 No formal outsourcing process2.8.2 Misapplication of the core competence concept; 2.8.3 Lack of emphasis on performance measurement in outsourcing; 2.9 Requirements for an outsourcing framework; 2.9.1 Performance measurement; 2.9.2 The resource-based view; 2.9.3 The strategic context; 2.10 Business services perspective; Chapter 3. Background to the Development of the Outsourcing Framework; 3.1 Relative capability position in the process; 3.2 Importance of the process to competitive advantage; Chapter 4. Practical Application of the Outsourcing Framework

5.2.5 Illustration: The experiences of the FSO with benchmarking in the outsourcing process5.3 Stage 3: Selecting the sourcing strategy; 5.3.1 An overview of the sourcing strategies; 5.3.2 Illustration: Invest to perform internally - the case of mortgages; 5.3.3 Illustration: Outsourcing cheque clearing at the FSO; 5.4 Stage 4: Implementing and managing the outsourcing arrangement; 5.4.1 Contracting issues; 5.4.2 Illustration: Implementing and managing the outsourcing of cheque clearing; 5.4.3 Managing the relationship; 5.4.4 Illustration: Managing the cheque clearing relationship

Chapter 5. The Outsourcing Framework in Action at the Financial Services Organisation5.1 Stage 1: Process importance analysis; 5.1.1 The CSF method; 5.1.2 Illustration: CSFs in action at the FSO; 5.1.3 Using the CSFs to determine process importance; 5.1.4 Illustration: Using CSFs to determine process importance at the FSO; 5.2 Stage 2: Assessing process capability; 5.2.1 Illustration: Process cost analysis in action at the FSO; 5.2.2 Process benchmarking; 5.2.3 Integrating benchmarking into the outsourcing process; 5.2.4 Illustration: Process analysis in action at the FSO

Chapter 6. Evaluation of the Outsourcing Framework

Outsourcing is a key issue for many organisations having moved from the contracting out of peripheral activities such as cleaning to more critical areas such as design and marketing. This report is for managers and people in finance and accounting functions and takes a practical approach in developing a framework and then applying this framework in an actual organisation which makes it easier for practitioners to understand. This report provides a framework which incorporates both qualitative and quantitative performance measures that can be used in the outsourcing process This r