The Trade-Off Between Make or Buy Strategy and Their Relationship With Firm Performance

Purpose: The question of whether to make or acquire something is a crucial conundrum that many companies must solve. A crucial step in the operation of a business is determining whether it is more cost effective to develop and manufacture components or services in-house or to purchase them from outside vendors. In order to provide managers in the General Company for Electrical and Electronic industries (GCEEI) in Iraq with assistance in evaluating sourcing choices, the purpose of this study is to address this subject by bringing the conventional make-or-buy literature up to date by adding fresh academic insights.   Theoretical framework: the most prominent ideas and methods for deciding whether to produce something oneself or purchase it are explored, along with a literature analysis of relevant material. The phrases "make-or-buy" and "insourcing" and "outsourcing" were used to search for relevant articles in scholarly databases.   Design/methodology/approach: We analyzed the data for the year (2022) that is collected through visits and meetings with the Managers, in the (GCEEI) by using two approaches: a. economic analysis and b. break-even analysis to help managers evaluate sourcing decisions.   Findings: According break-even analysis for this case, the quantity should be manufactured is more than 4000 Unit so that the manufacturing costs are more than the purchase costs, then the company should go for buy if less than 4000 Unit. According to the results of the economic analysis, the manufacturing decision is the best in the three models because manufacturing costs are lower than purchasing cost.   Research, Practical & Social implications: The findings recommend forming interdisciplinary teams consisting of professionals from many fields (buyers, R&D staff, quality representatives, etc.) to prevent making make-or-buy judgments under circumstances of faulty and inadequate data.   Originality/value: Both professional and unskilled workers contribute to the company's success, and when decision-making and procurement become routine, a company's long-tenured employees may ease the burden of these recurring tasks.

Evaluating The Performance of People in the Central Bank of Iraq (Cbi) According to the European Excellence Model

Purpose: This research seeks to measure the possibility of applying People Standards (enabling factors) and people results in Standard (results) in the Central Bank of Iraq (CBI), by the EFQM Excellence Model.   Theoretical framework: The purpose of applying the EFQM Excellence Model standard in this investigation is to present a self-evaluation framework, allowing strength determination for each organization and establishing those areas where additional enhancements need to be made. Many recommendations are found in the literature concerning the application of the EFQM Excellence Model standard to identify and resolve issues and problem areas within organizational management.   Design/methodology/approach: We analysed the data for the year (2021) checklist that is collected through visits and meetings with the Total Quality Management Department in the bank, where the bank is working to implement standards for evaluating institutional performance in the bank’s departments, in accordance with international standards and experiences, including the (EFQM) model, and is also working to develop standards for evaluating individual performance.   Findings: The volume of research has been increasing over the past nineteen years, although there are only a few authors, institutions and reference journals contributing to the topic’s consolidation and the countries conducting the most joint research in co-authoring EFQM for the largest volume of publications, authors and impact journals.   Research, Practical & Social implications:  We used the suggested model to evaluate people's performance and to investigate the existing gaps between the desired and current situation of human resources within the Central Bank of Iraq. Within the People axis, two of the derived scores met EFQM standards as very excellent. Researchers found that the People Results axis had the lowest score, which indicates that the distance between these regions and the ideal condition is considerable.   Originality/value:  The results confirm the People Standard who got (86%) to be superior to that of the People results Standard who got (36%). The People Standard will contribute in the same way to improving people results; therefore, a balanced approach to developing the people results criterion will allow for the CBI to achieve the best competitive advantage from the EFQM Excellence Model