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2020 | z. 144 | 137--146
Tytuł artykułu

Make and Buy Strategy as a Result of an Insourcing Project

Autorzy
Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The aim of the article is to develop a formalized model which explains the decision to use the 'make and buy' strategy. Design/methodology/approach: The article presents a review of the latest literature on the 'make and buy' strategy for a selected component or service, together with a case study of the use of the 'make and buy' strategy resulting from the implementation of an insourcing project in a manufacturing company. The model was built using mathematical analysis. Findings: The formalized model of the 'make and buy' strategy presented in the article is focused on factors related to cost savings. It uses analytical verification to determine whether the savings associated with insourcing the process of manufacturing the analysed product outweigh the costs associated with its launch in-house (with the size of demand determined on the basis of historical data). Practical implications: In the context of this article, 'make and buy' consists of simultaneously producing and purchasing the same product or service by the organization, which in the literature is sometimes referred to as dual-sourcing, concurrent sourcing, bisourcing, plural sourcing or partial integration. The use of the proposed model may be useful for entrepreneurs from the point of view of optimising the costs of their business. Originality/value: Proposal of a formalized model which explains the decision to use the 'make and buy' strategy. (original abstract)
Rocznik
Numer
Strony
137--146
Opis fizyczny
Twórcy
  • Maria Curie-Skłodowska University, Lublin, Poland
Bibliografia
  • 1. Adelman, M.A. (1949). The large firm and its suppliers. The Review of Economics and Statistics, 113-118.
  • 2. Arvanitis, S., Lokshin, B., Mohnen, P., & Wörter, M. (2015). Impact of external knowledge acquisition strategies on innovation: A comparative study based on Dutch and Swiss panel data. Review of Industrial Organization, 46(4), 359-382. DOI: 10.1007/s11151-015-9450-7.
  • 3. Beladi, H., & Mukherjee, A. (2012). Market structure and strategic bi-sourcing. Journal of Economic Behavior & Organization, 82(1), 210-219. DOI: 10.1016/j.jebo.2012.01.004.
  • 4. Cyfert, S. (2012). Granice organizacji. Wydawnictwo Uniwersytetu Ekonomicznego.
  • 5. Du, J., Lu, Y., & Tao, Z. (2006). Why do firms conduct bi-sourcing? Economics Letters, 92(2), 245-249. DOI: 10.1016/j.econlet.2006.02.005.
  • 6. Du, J., Lu, Y., & Tao, Z. (2009). Bi-sourcing in the global economy. Journal of International Economics, 77(2), 215-222. DOI: 10.1016/j.jinteco.2009.01.005.
  • 7. Espino-Rodríguez, T.F., & Ramírez-Fierro, J.C. (2018). Managers' attitudes toward hotel outsourcing in a tourist destination. An approach from the benefits and risks perspective. Tourism management perspectives, 26. DOI: 10.1016/j.tmp.2017.10.003.
  • 8. Galvin, P., & Tywoniak, S. (2019). How organizational boundary choices impact capability development. Construction Management and Economics, 1-15. DOI: 10.1080/ 01446193.2019.1582789.
  • 9. Gulbrandsen, B., Lambe, C.J., & Sandvik, K. (2017). Firm boundaries and transaction costs: The complementary role of capabilities. Journal of Business Research, 78, 193-203. DOI: 10.1016/j.jbusres.2016.12.015.
  • 10. Gunasekaran, A., Irani, Z., Choy, K.L., Filippi, L., & Papadopoulos, T. (2015). Performance measures and metrics in outsourcing decisions: A review for research and applications. International Journal of Production Economics, 161, 153-166. DOI: 10.1016/ j.ijpe.2014.12.021.
  • 11. Hartman, P.L., Ogden, J.A., & Hazen, B.T. (2017). Bring it back? An examination of the insourcing decision. International Journal of Physical Distribution & Logistics Management, 47(2/3), 198-221. DOI: 10.1108/IJPDLM-09-2015-0220.
  • 12. Heide, J.B. (2003). Plural governance in industrial purchasing. Journal of Marketing, 67(4), 18-29. DOI: 10.1509/mkg.67.4.18.18689.
  • 13. Krzeminska, A., Hoetker, G., & Mellewigt, T. (2013). Reconceptualizing plural sourcing. Strategic Management Journal, 34(13), 1614-1627. DOI: 10.1002/smj.2062.
  • 14. Loertscher, S., & Riordan, M.H. (2019). Make and Buy: Outsourcing, Vertical Integration, and Cost Reduction. American Economic Journal: Microeconomics, 11(1), 105-23. DOI: 10.1257/mic.20160347.
  • 15. Mols, N.P. (2019). The internal competitor: buyer motives and marketing strategies. Journal of Strategic Marketing, 27(5), 405-416. DOI: 10.1080/0965254X.2018.1430053.
  • 16. Neghab, M.P., & Poormoaied, S. (2011, December). Optimum quantities of make and buy in multi-item manufacturing firms with restriction in production capacity. In 2011 IEEE International Conference on Industrial Engineering and Engineering Management (pp. 313-317). IEEE. DOI: 10.1109/IEEM.2011.6117929.
  • 17. Quélin, B., & Duhamel, F. (2003). Bringing together strategic outsourcing and corporate strategy: Outsourcing motives and risks. European Management Journal, 21(5), 647-661. DOI: 10.1016/S0263-2373(03)00113-0.
  • 18. Rosenberg Hansen, J., Mols, N.P., & Villadsen, A.R. (2011). Make and buy - An alternative to make or buy? An investigation of four theoretical explanations in Danish municipalities. International Journal of Public Administration, 34(8), 539-552. DOI: 10.1080/01900692.2011.582624.
  • 19. Sako, M., Chondrakis, G., & Vaaler, P.M. (2016). How do plural-sourcing firms make and buy? The impact of supplier portfolio design. Organization Science, 27(5), 1161-1182. DOI: 1161-1182. 10.1287/orsc.2016.1079.
  • 20. Stenbacka, R., & Tombak, M. (2012). Make and buy: Balancing bargaining power. Journal of economic behaviour & organization, 81(2), 391-402. DOI: 10.1016/j.jebo.2011.12.001.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171594701

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