Rethinking IT Sourcing and Supplier Management for the Digital Age

In the new era of digital transformation, the role of IT sourcing is becoming more strategic. A recent global outsourcing survey showed 53% of respondents outsource elements of their IT function and that continued growth in outsourcing is expected for the foreseeable future. Due to dependency on external partners, there is an increase in both the potential opportunities and the risks involved. Organizations can benefit from integrating third party capabilities, and accommodating ‘outside in’ innovation that leverages the considerable knowledge base of supply partners and creates synergies among other business ecosystem participants. Despite these opportunities, sourcing organizations have many challenges to contend with, such as sustainable supply chain governance, end-to-end traceability, legal and regulatory global compliance, data privacy, and tolerance for risk in service level agreements and contracts. New outsourcing models such as cloudsourcing, microsourcing, crowdsourcing, impact sourcing and rural sourcing have evolved, and many of these new models require behavioural and managerial type shifts. In order to address these challenges, organizations and their suppliers need strong complementary capabilities to build successful relationships. Both contractual and relational governance are important, and organizations additionally need to maintain a strategy of agility and adaptability in order to mitigate the lock-in and dependency risks associated with outsourcing. This paper presents a review of pertinent literature, and discusses core learnings in relation to impacts on sourcing and supplier management in a digital business landscape. Based on an analysis of the literature and insights gained from engaging with industry and academic experts, the paper proposes a model that can be used to develop a capability to support effective sourcing and supplier management. This model provides a basis for further development in an industry/academia collaborative research project and aims to provide practical guidance to organizations in facing key challenges and optimizing the opportunities of IT sourcing and supplier management in the era of digital transformation

Rethinking IT Sourcing and Supplier Management for the Digital Age

In the new era of digital transformation, the role of IT sourcing is becoming more strategic. A recent global outsourcing survey showed 53% of respondents outsource elements of their IT function and that continued growth in outsourcing is expected for the foreseeable future. Due to dependency on external partners, there is an increase in both the potential opportunities and the risks involved. Organizations can benefit from integrating third party capabilities, and accommodating ‘outside in’ innovation that leverages the considerable knowledge base of supply partners and creates synergies among other business ecosystem participants. Despite these opportunities, sourcing organizations have many challenges to contend with, such as sustainable supply chain governance, end-to-end traceability, legal and regulatory global compliance, data privacy, and tolerance for risk in service level agreements and contracts. New outsourcing models such as cloudsourcing, microsourcing, crowdsourcing, impact sourcing and rural sourcing have evolved, and many of these new models require behavioural and managerial type shifts. In order to address these challenges, organizations and their suppliers need strong complementary capabilities to build successful relationships. Both contractual and relational governance are important, and organizations additionally need to maintain a strategy of agility and adaptability in order to mitigate the lock-in and dependency risks associated with outsourcing. This paper presents a review of pertinent literature, and discusses core learnings in relation to impacts on sourcing and supplier management in a digital business landscape. Based on an analysis of the literature and insights gained from engaging with industry and academic experts, the paper proposes a model that can be used to develop a capability to support effective sourcing and supplier management. This model provides a basis for further development in an industry/academia collaborative research project and aims to provide practical guidance to organizations in facing key challenges and optimizing the opportunities of IT sourcing and supplier management in the era of digital transformation

Relationship Between Firm's Performance and Factors Involved in the Selection of Innovation Providers

Innovation is the backbone of the product development in present era for the survival of the corporate organization in the respective market. Changing trends in every passing day are making the product development more competitive and innovative. This paper investigates the relationship between firm’s performance with respect to outsourcing innovations and factors affecting the selection of contract research organizations or innovation providers. The research is conducted by a self-designed instrument in the form of a survey form on 112 respondents internationally in 17 countries. The paper will give empirical relationship among firm’s performance, outsourcing innovations and six major factors, which play a vital role in the selection of CROs. Proposed hypotheses in this article are based on empirical relationship, which is validated by SPSS 24. The findings support the conceptual model and offer many managerial implications, which are described in detail at the end of the paper

Different Models of Career Reinvention and Retooling in The Post-Pandemic Era

To contribute to human capital development in readiness for the Post-pandemic era, this paper discusses different models of reinvention/retooling as a resilience strategy in the face of vulnerabilities in the labour market. Using a critical literature review (CLR), this paper discusses different models of career reinvention/retooling, including the imperatives in the Post-pandemic era. At the end of the CLR, three insights emerged. First, the twelve (12) different models of career reinvention/retooling in readiness for the Post-pandemic era are task, position, knowledge, occupation, expertise, technical skills, attitude, brand/value, conceptual skills, competencies, managerial skills and entrepreneurial skills. Second, the different models of career reinvention/retooling are imperative because of environmental factors such as economic recession, pandemic/epidemic organisational downsizing, outsourcing, change management, mergers & acquisitions, the emergence of new technologies, globalisation waves, demographic shifts, climate change, migration, and disruptive business models in the labour market, among others. Third, career reinvention/retooling requires tripartite collaboration from critical stakeholders, particularly governments, employees, and business organisations. The paper concludes with policy, managerial and theoretical implications, and suggestions for future research

Security governance and the private military industry in Europe and North America

Even before Iraq the growing use of private military contractors has been widely discussed in the academic and public literature. However, the reasons for this proliferation of private military companies and its implications are frequently generalized due to a lack of suitable theoretical approaches for the analysis of private means of violence in contemporary security. As a consequence, this article contends, the analysis of the growth of the private military industry typically conflates two separate developments: the failure of some developing states to provide for their national security and the privatisation of military services in industrialized nations in Europe and North America. This article focuses on the latter and argues that the concept of security governance can be used as a theoretical framework for understanding the distinct development, problems and solutions for the governance of the private military industry in developed countries.The United States Institute of Peace and the German Academic Exchange Service

A Study On Influencing Factors And Performance Of Logistics Outsourcing Practices Among Electrical And Electronics Firms In Malaysia

Penyumberluaran aktiviti logistik telah menjadi strategi popular bagi kebanyakan organisasi dalam memburu kecemerlangan operasi di era persaingan sengit pasaran global. Logistics outsourcing has been growing as a popular strategy for many organizations in pursuit of operational excellence despite the fierce competitive market globally

The Global Networked Value Circle: A new model for best-in-class manufacturing

As companies face deflation, slowing production and declining prices, they will need to assess their entire value chain as they look for ways to keep costs low and improve efficiencies while continuing to innovate. To help address this challenge, this report reflects fresh research undertaken by Capgemini in collaboration with the University of Edinburgh into the ?Best-in-Class Global Manufacturing Value Chain?

Working conditions in South Africa since the end of apartheid a comparison between the agricultural, forestry and mining sectors

International audienc

Comparing Chinese and the Indian Software MNCs: Domestic and Export Market Strategies and Their Interplay

China and India are emerging as major new entrants in the international software industry. Both are rapidly learning through outsourcing with multinational enterprises from advanced nations. Yet, their paths to this dynamic sector are very different. Chinese software firms have focused on their domestic market by working with foreign MNCs, while they move cautiously abroad. Indian firms, despite already being large, continue to expand overseas as well as to climb the value chain. We show that a macro perspective on the global movement of work can be gained by utilizing concepts from different approaches to the MNC. At the same time, the innovation systems perspective is necessary to explain the foundations of the industry. The paper provides hypotheses and performs an initial validation of them. It concludes that the internationalization and learning processes are somewhat different in the Chinese and Indian MNCs, and provides explanations for the different patterns.outsourcing, software industry, industrial development, MNCs, MNEs, multinational enterprise, China, India

"The Economics of Outsourcing: How Should Policy Respond?"

According to Research Associate Thomas A. Palley, global outsourcing represents a new economic challenge that calls for a new set of institutions. In this brief, he expands upon the problems of offshore outsourcing as outlined in Public Policy Brief no. 86 and focuses on the microeconomic foundations. He argues that outsourcing is a central element of globalization that is best understood as a new form of competition. Palley urges policymakers to understand the economic basis of outsourcing in order to develop effective policies, and suggests that they focus on enhancing national competitiveness and establishing new rules that govern the nature of global competition.