Merchant operations is an approach to manage commodity and energy conversion assets modeled as real options. Firms operate networks of such assets, e.g., multiple wind or solar farms that generate electricity at different geographical locations, may be coupled with local grid-level energy storage facilities, and are connected to various wholesale power markets via capacitated transmission lines. The corresponding models are typically intractable. This work describes methods to compute approximate operating policies and assess their optimality gaps for such models. These approximations extend techniques developed for models of single commodity and energy conversion assets.
{"title":"Approximations for High Dimensional Commodity and Energy Merchant Operations Models","authors":"N. Secomandi","doi":"10.1561/0200000080","DOIUrl":"https://doi.org/10.1561/0200000080","url":null,"abstract":"Merchant operations is an approach to manage commodity and energy conversion assets modeled as real options. Firms operate networks of such assets, e.g., multiple wind or solar farms that generate electricity at different geographical locations, may be coupled with local grid-level energy storage facilities, and are connected to various wholesale power markets via capacitated transmission lines. The corresponding models are typically intractable. This work describes methods to compute approximate operating policies and assess their optimality gaps for such models. These approximations extend techniques developed for models of single commodity and energy conversion assets.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"23 1","pages":"144-164"},"PeriodicalIF":0.0,"publicationDate":"2017-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84091495","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Designing Effective Supply Chains in Strategic Alignment with Demand Characteristics and Market Requirements
根据需求特征和市场需求设计有效的供应链
{"title":"Designing Effective Supply Chains in Strategic Alignment with Demand Characteristics and Market Requirements","authors":"M. Mahdavi, T. Olsen","doi":"10.1561/0200000049","DOIUrl":"https://doi.org/10.1561/0200000049","url":null,"abstract":"Designing Effective Supply Chains in Strategic Alignment with Demand Characteristics and Market Requirements","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"297 1","pages":"89-208"},"PeriodicalIF":0.0,"publicationDate":"2017-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72925435","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
S. Lim, E. Rabinovich, D. Rogers, Timothy M. Laseter
This monograph develops a configuration-based typology that describes last-mile supply network (LMSN) distribution configurations in omni-channel retailing. The goal is to integrate relevant terms that have been used disjointedly with fragmented bodies of theory to describe the various forms of LMSN. A review of the academic and practice literature was conducted and complemented with secondary observations to identify the key configuration dimensions. Established guidelines for typology and theory building (e.g., Doty and Glick, 1994) were employed to develop the typology. The proposed typology comprises four ideal archetypes: Simple LMSN, Hyperlocal LMSN, One-Stop LMSN, and Protean LMSN. The four are described along the dimensions of: (1) network structure, (2) network flow, (3) relationship governance, and (4) service architecture. Referred to here as the SHOP typology in LMSN, each archetype is associated with one or more core logistics capabilities elaborated upon in a capability profile for each archetype. The typology identifies useful LMSN patterns and enables scholars to develop models and theories based on the four configurations and relate their findings to a specific configuration or across them, rather than expanding efforts on separate and unconnected studies. Notwithstanding, it incorporates elements of the omni-channel context that updates the previous “chain†centric typology developed by Boyer and Hult (2005), and serves as a stepping-stone toward improved insights on what drives, facilitates and inhibits “fit†potential of LMSN configuration. The research output enhances managers’ understanding of the various forms of LMSN distribution configurations and assists in the identification of possible routes to establish configuration footprints across different LMSN forms to support their omni-channel retailing strategies. Further study can identify the critical contingency factors influencing configuration choices.
{"title":"Last-mile Supply Network Distribution in Omnichannel Retailing: A Configuration-Based Typology","authors":"S. Lim, E. Rabinovich, D. Rogers, Timothy M. Laseter","doi":"10.1561/0200000045","DOIUrl":"https://doi.org/10.1561/0200000045","url":null,"abstract":"This monograph develops a configuration-based typology that describes last-mile supply network (LMSN) distribution configurations in omni-channel retailing. The goal is to integrate relevant terms that have been used disjointedly with fragmented bodies of theory to describe the various forms of LMSN. A review of the academic and practice literature was conducted and complemented with secondary observations to identify the key configuration dimensions. Established guidelines for typology and theory building (e.g., Doty and Glick, 1994) were employed to develop the typology. The proposed typology comprises four ideal archetypes: Simple LMSN, Hyperlocal LMSN, One-Stop LMSN, and Protean LMSN. The four are described along the dimensions of: (1) network structure, (2) network flow, (3) relationship governance, and (4) service architecture. Referred to here as the SHOP typology in LMSN, each archetype is associated with one or more core logistics capabilities elaborated upon in a capability profile for each archetype. The typology identifies useful LMSN patterns and enables scholars to develop models and theories based on the four configurations and relate their findings to a specific configuration or across them, rather than expanding efforts on separate and unconnected studies. Notwithstanding, it incorporates elements of the omni-channel context that updates the previous “chain†centric typology developed by Boyer and Hult (2005), and serves as a stepping-stone toward improved insights on what drives, facilitates and inhibits “fit†potential of LMSN configuration. The research output enhances managers’ understanding of the various forms of LMSN distribution configurations and assists in the identification of possible routes to establish configuration footprints across different LMSN forms to support their omni-channel retailing strategies. Further study can identify the critical contingency factors influencing configuration choices.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"117 1","pages":"1-87"},"PeriodicalIF":0.0,"publicationDate":"2016-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76250176","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Performance improvement is an important organizational capability that is essential for health care organizations to achieve excellence on the three components of the Triple Aim: patient experience, health, and cost. In this monograph, we present a framework for performance improvement in health care organizations: the Model of Transformational Performance Improvement. This model takes a system-level approach to performance improvement and comprises six key components: (1) determining and communicating a system-level goal; (2) developing and using system-level performance measures; (3) understanding and managing interdependencies; (4) selecting a portfolio of projects aligned with system-level goals; (5) creating an organizational engine for improvement; and (6) implementing, spreading, and sustaining improvements. In addition to presenting this model, we review the operations management literature on performance improvement with a special focus on operations management tools and principles that may help with successful implementation of these six components. Though work has already been done in these areas, much remains unknown and many opportunities for future research exist. This monograph seeks to inform the research of operations management scholars and to equip clinicians and health care leaders with techniques that may be leveraged to improve performance in health care organizations.
{"title":"Performance Improvement in Health Care Organizations","authors":"Hummy Song, Anita L. Tucker","doi":"10.1561/0200000039","DOIUrl":"https://doi.org/10.1561/0200000039","url":null,"abstract":"Performance improvement is an important organizational capability that is essential for health care organizations to achieve excellence on the three components of the Triple Aim: patient experience, health, and cost. In this monograph, we present a framework for performance improvement in health care organizations: the Model of Transformational Performance Improvement. This model takes a system-level approach to performance improvement and comprises six key components: (1) determining and communicating a system-level goal; (2) developing and using system-level performance measures; (3) understanding and managing interdependencies; (4) selecting a portfolio of projects aligned with system-level goals; (5) creating an organizational engine for improvement; and (6) implementing, spreading, and sustaining improvements. In addition to presenting this model, we review the operations management literature on performance improvement with a special focus on operations management tools and principles that may help with successful implementation of these six components. Though work has already been done in these areas, much remains unknown and many opportunities for future research exist. This monograph seeks to inform the research of operations management scholars and to equip clinicians and health care leaders with techniques that may be leveraged to improve performance in health care organizations.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"27 1","pages":"153-309"},"PeriodicalIF":0.0,"publicationDate":"2016-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81915439","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Delivery of products and services relies on well-managed operations. In designing large-scaled supply chain and service systems, locations of key facilities are a critical decision, as these facilities form the backbone of operations of these systems. For example, a key to effective supply chain management is the deployment of a structurally well-designed facility network, consisting of plants, warehouses, retail stores, etc. The aim of the study of facility location is to develop analytical methodologies to inform the planning decisions for evaluating and selecting siting plans for these facilities that ensure both convenient provision of (or access to) products and services by customers and users, as well as efficient operations (i.e., low operating costs). design.
{"title":"Integrated Modeling for Location Analysis","authors":"Ho‐Yin Mak, Z. Shen","doi":"10.1561/0200000037","DOIUrl":"https://doi.org/10.1561/0200000037","url":null,"abstract":"Delivery of products and services relies on well-managed operations. In designing large-scaled supply chain and service systems, locations of key facilities are a critical decision, as these facilities form the backbone of operations of these systems. For example, a key to effective supply chain management is the deployment of a structurally well-designed facility network, consisting of plants, warehouses, retail stores, etc. The aim of the study of facility location is to develop analytical methodologies to inform the planning decisions for evaluating and selecting siting plans for these facilities that ensure both convenient provision of (or access to) products and services by customers and users, as well as efficient operations (i.e., low operating costs). design.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"44 1","pages":"1-152"},"PeriodicalIF":0.0,"publicationDate":"2016-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89679514","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Hospitals are nearly synonymous with the idea of a healthcare delivery system. They provide three main types of services: surgical services, emergency services, and inpatient services. In addition, some hospitals have outpatient clinics and facilities in which specialist consults and surgical services are provided on an outpatient basis. What challenges do hospital managers face in matching supply and demand for hospital services while maintaining service quality and keeping costs low? To what extent and how has the Operations Management (OM) literature contributed to addressing these challenges? What are emerging trends in practice? What opportunities and additional challenges do they pose for the OM researchers? This monograph is the authors’ attempt to address the questions posed above. Although service capacity could very well be defined in terms of the numerical count of physical and human resources, we have chosen to focus on the three main types of services that hospitals provide. In doing so, we expose the interconnectedness of these services and the challenges that arise due to the cascading effects of mismatches in any one area on all other hospital operations. Our goal is to expose key issues from practitioner perspectives, use representative data to highlight problems that are amenable to modeling using operations management tools, summarize state of the art in modeling such problems, and identify opportunities for future research. The monograph underscores several important observations. First, hospital administrators need to consider forces affecting demand and supply for services both inside and outside the hospital walls. Specifically, the option to shape and smooth demand for services, which is often underutilized, may provide significant new opportunities to lower the cost of matching demand and supply. Second, hospitals need both careful advance planning, based on patterns observed in historical data, as well as dynamic response strategies to unfolding reality that forces inevitable deviations from plans. Effective dynamic response may require administrators to invest in building alliances with other hospitals and flexibility (e.g. contingent staff). Third, the role of hospitals is changing. Innovations in payment mechanisms that bundle payment to hospitals and doctors, and offer incentives for lowering costs, are creating the need to design and implement effective gainsharing plans. These same forces have also increased the importance for hospital administrators of choosing the right number and specialization of salaried physicians, and building alliances with both upstream (e.g. primary care clinics) and downstream (e.g. skilled nursing facilities) service providers. OM researchers have addressed some of these topics, but significant new opportunities abound.
{"title":"Matching Supply and Demand for Hospital Services","authors":"D. Gupta, S. Potthoff","doi":"10.1561/0200000036","DOIUrl":"https://doi.org/10.1561/0200000036","url":null,"abstract":"Hospitals are nearly synonymous with the idea of a healthcare delivery system. They provide three main types of services: surgical services, emergency services, and inpatient services. In addition, some hospitals have outpatient clinics and facilities in which specialist consults and surgical services are provided on an outpatient basis. What challenges do hospital managers face in matching supply and demand for hospital services while maintaining service quality and keeping costs low? To what extent and how has the Operations Management (OM) literature contributed to addressing these challenges? What are emerging trends in practice? What opportunities and additional challenges do they pose for the OM researchers? This monograph is the authors’ attempt to address the questions posed above. Although service capacity could very well be defined in terms of the numerical count of physical and human resources, we have chosen to focus on the three main types of services that hospitals provide. In doing so, we expose the interconnectedness of these services and the challenges that arise due to the cascading effects of mismatches in any one area on all other hospital operations. Our goal is to expose key issues from practitioner perspectives, use representative data to highlight problems that are amenable to modeling using operations management tools, summarize state of the art in modeling such problems, and identify opportunities for future research. The monograph underscores several important observations. First, hospital administrators need to consider forces affecting demand and supply for services both inside and outside the hospital walls. Specifically, the option to shape and smooth demand for services, which is often underutilized, may provide significant new opportunities to lower the cost of matching demand and supply. Second, hospitals need both careful advance planning, based on patterns observed in historical data, as well as dynamic response strategies to unfolding reality that forces inevitable deviations from plans. Effective dynamic response may require administrators to invest in building alliances with other hospitals and flexibility (e.g. contingent staff). Third, the role of hospitals is changing. Innovations in payment mechanisms that bundle payment to hospitals and doctors, and offer incentives for lowering costs, are creating the need to design and implement effective gainsharing plans. These same forces have also increased the importance for hospital administrators of choosing the right number and specialization of salaried physicians, and building alliances with both upstream (e.g. primary care clinics) and downstream (e.g. skilled nursing facilities) service providers. OM researchers have addressed some of these topics, but significant new opportunities abound.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"30 5 1","pages":"131-274"},"PeriodicalIF":0.0,"publicationDate":"2016-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73650430","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Management systems standards have become ubiquitous, adopted by millions of organizations around the world. The ISO 9000 and ISO 14000 quality and environmental management systems standards are the most well-known, but standards exist or are emerging for many other aspects of management too. Such a widespread phenomenon invites many questions. Key among those are why organizations adopt these standards, what effect they have on organizations, and how the standards themselves are managed. Although the literature investigating these standards is vast, it is scattered across many disciplines, and largely disjointed. This monograph provides a comprehensive overview of the empirical research on ISO 9000, ISO 14000, and other management standards, revolving around the three key questions above.
{"title":"Management Systems Standards: Diffusion, Impact and Governance of ISO 9000, ISO 14000, and Other Management Standards","authors":"Pavel Castka, C. Corbett","doi":"10.1561/0200000042","DOIUrl":"https://doi.org/10.1561/0200000042","url":null,"abstract":"Management systems standards have become ubiquitous, adopted by millions of organizations around the world. The ISO 9000 and ISO 14000 quality and environmental management systems standards are the most well-known, but standards exist or are emerging for many other aspects of management too. Such a widespread phenomenon invites many questions. Key among those are why organizations adopt these standards, what effect they have on organizations, and how the standards themselves are managed. Although the literature investigating these standards is vast, it is scattered across many disciplines, and largely disjointed. This monograph provides a comprehensive overview of the empirical research on ISO 9000, ISO 14000, and other management standards, revolving around the three key questions above.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"37 1","pages":"161-379"},"PeriodicalIF":0.0,"publicationDate":"2015-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82305014","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Sellers commonly provide price discounts for large orders; in fact, quantity discounts have existed as ubiquitous tools of commerce for hundreds of years. In some industries today, quantity discounts are more common than not in business-to-business transactions. For example, large discount retailers demand price breaks from their suppliers, and they typically then pass on a portion of the savings to final consumers. Practitioners face the issue from two sides. For sellers, what form of quantity discounts makes the most sense, and how should the discounts be priced? What role should quantity discounts play in the larger contract negotiation scheme? For buyers, how many units should be ordered when faced with a quantity discount schedule? And under what conditions should a buyer take the lead and attempt to negotiate a discount schedule from its supplier?
{"title":"Quantity Discounts: An Overview and Practical Guide for Buyers and Sellers","authors":"Charles L. Munson, Jonathan E. Jackson","doi":"10.1561/0200000041","DOIUrl":"https://doi.org/10.1561/0200000041","url":null,"abstract":"Sellers commonly provide price discounts for large orders; in fact, quantity discounts have existed as ubiquitous tools of commerce for hundreds of years. In some industries today, quantity discounts are more common than not in business-to-business transactions. For example, large discount retailers demand price breaks from their suppliers, and they typically then pass on a portion of the savings to final consumers. Practitioners face the issue from two sides. For sellers, what form of quantity discounts makes the most sense, and how should the discounts be priced? What role should quantity discounts play in the larger contract negotiation scheme? For buyers, how many units should be ordered when faced with a quantity discount schedule? And under what conditions should a buyer take the lead and attempt to negotiate a discount schedule from its supplier?","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"2 1","pages":"1-130"},"PeriodicalIF":0.0,"publicationDate":"2015-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81142982","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We develop and analyze a dynamic stochastic model of a self-financed firm that optimizes its expected present value of dividends, profits, or a mixture of both. Each period the firm chooses how much to produce, to invest in capacity expansion, to distribute as a dividend, and to retain as liquidity subject to constraints from existing capacity and capital. Product-market prices and yields of capacity-enhancing investments are Markov-modulated. We show that linearity assumptions regarding investment yield and production cost imply that the value function has an affine structure. This leads to a complete characterization of an optimal policy and a linear program that exorcises the curse of dimensionality. We clarify the linkage between capacity and capital in a dynamic framework and provide real option interpretations. We prove that profit maximization induces a more aggressive investment attitude than does maximization of dividends.
{"title":"Production, Capacity, and Liquidity of a Self-Financed Firm","authors":"Jie Ning","doi":"10.1561/0200000069","DOIUrl":"https://doi.org/10.1561/0200000069","url":null,"abstract":"We develop and analyze a dynamic stochastic model of a self-financed firm that optimizes its expected present value of dividends, profits, or a mixture of both. Each period the firm chooses how much to produce, to invest in capacity expansion, to distribute as a dividend, and to retain as liquidity subject to constraints from existing capacity and capital. Product-market prices and yields of capacity-enhancing investments are Markov-modulated. We show that linearity assumptions regarding investment yield and production cost imply that the value function has an affine structure. This leads to a complete characterization of an optimal policy and a linear program that exorcises the curse of dimensionality. We clarify the linkage between capacity and capital in a dynamic framework and provide real option interpretations. We prove that profit maximization induces a more aggressive investment attitude than does maximization of dividends.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"25 1","pages":"372-387"},"PeriodicalIF":0.0,"publicationDate":"2015-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84455522","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
All organizations outsource. They differ only in the scope and extent of what they procure as goods and services from outside entities. These choices drive an organization's financial performance and long-term competitive viability, and establish the tenor of day-to-day operations. Outsourcing can solve many problems, but is also fraught with hidden costs and risks. This monograph examines outsourcing from a lifecycle perspective. This means tracing the full arc from the germination of the idea to outsource, to the assessment of options, to the installation of control mechanisms, to grappling with conflicts that inevitably arise over time, all the way to the sunset of the chosen strategy. The analysis is highly attentive to the details of operational execution, especially regarding how human resources participate in these decision processes and are impacted by the choices made. The lifecycle discussion applies regardless of the type of business process considered for outsourcing. This has standalone value, but also serves as a preamble to the topic from which this monograph derives its title: outsourcing in the endeavor of stewarding a product from concept to market and then operating the resulting supply chain. Specifically, this monograph looks deeply at the outsourcing of manufacturing, product design, materials procurement, and logistics. This monograph also presents the phenomenon of offshoring in order to dispel the common confusion between outsourcing and offshoring. Both can be pursued simultaneously ("offshore outsourcing"), and this monograph makes clear which benefits and risks are due to offshoring and which are due to outsourcing. This monograph targets scholars and practitioners at once, guided by a belief that both communities will benefit from a treatment of outsourcing that ties together ideas from theory and extensive industrial evidence. Highlights include extended case studies featuring Amazon, Apple, Boeing, Cisco, Foxconn, Menu Foods, Nike, and Toysrus.com, with significant supporting appearances by more than fifty other firms from diverse industries and countries.
{"title":"Designing and Controlling the Outsourced Supply Chain","authors":"A. Tsay","doi":"10.1561/0200000030","DOIUrl":"https://doi.org/10.1561/0200000030","url":null,"abstract":"All organizations outsource. They differ only in the scope and extent of what they procure as goods and services from outside entities. These choices drive an organization's financial performance and long-term competitive viability, and establish the tenor of day-to-day operations. Outsourcing can solve many problems, but is also fraught with hidden costs and risks. This monograph examines outsourcing from a lifecycle perspective. This means tracing the full arc from the germination of the idea to outsource, to the assessment of options, to the installation of control mechanisms, to grappling with conflicts that inevitably arise over time, all the way to the sunset of the chosen strategy. The analysis is highly attentive to the details of operational execution, especially regarding how human resources participate in these decision processes and are impacted by the choices made. The lifecycle discussion applies regardless of the type of business process considered for outsourcing. This has standalone value, but also serves as a preamble to the topic from which this monograph derives its title: outsourcing in the endeavor of stewarding a product from concept to market and then operating the resulting supply chain. Specifically, this monograph looks deeply at the outsourcing of manufacturing, product design, materials procurement, and logistics. This monograph also presents the phenomenon of offshoring in order to dispel the common confusion between outsourcing and offshoring. Both can be pursued simultaneously (\"offshore outsourcing\"), and this monograph makes clear which benefits and risks are due to offshoring and which are due to outsourcing. This monograph targets scholars and practitioners at once, guided by a belief that both communities will benefit from a treatment of outsourcing that ties together ideas from theory and extensive industrial evidence. Highlights include extended case studies featuring Amazon, Apple, Boeing, Cisco, Foxconn, Menu Foods, Nike, and Toysrus.com, with significant supporting appearances by more than fifty other firms from diverse industries and countries.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"38 1","pages":"1-160"},"PeriodicalIF":0.0,"publicationDate":"2014-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89528684","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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