人力资源管理外包的供应商选择模型研究

人力资源外包中供应商的选择对控制外包风险有着至关重要的作用。本文在相关文献研究基础上，构建了人力资源外包商评价关键指标体系，并运用AHP层次分析法，对备选外包商进行计算评价，选择最优的人力资源外包商。     

基于AHP的培训外包供应商优选决策研究

培训外包有助于企业借助外部资源在降低培训成本的同时获得专业的培训服务,在日益激烈的市场环境中谋取竞争优势,因此越来越多的企业开始选择将培训业务外包给外部专业机构(称之为外包供应商)。然而企业与外包供应商的合作存在风险,选择合适的外包供应商就成为企业成功地实现培训外包的关键所在。认为企业可以选择一定的评价标准,运用层次分析法进行培训外包供应商的优选决策,选择满意的供应商来保证培训外包目标的顺利实现。     

企业人力资源外包服务商选择评价指标体系的构建

外包服务商的选择,对人力资源管理外包的成败起着关键性作用。对外包服务商进行科学评价,是减少外包风险的重要环节。本文结合人力资源外包调查的结论,通过运用德尔菲法来确定服务商选择的指标、权重,构建了科学的外包服务商选择评价指标体系。反映了处于初级阶段的中国外包市场中企业对服务商的实际需求,并提出了比较详细的选择服务商的步骤与过程,对目前人力资源外包服务商的选择有一定的借鉴意义。     

我国企业人力资源管理外包策略分析

人力资源管理外包是随着外包加工贸易的发展而逐步发展起来的。人力资源管理外包具有双重性,可以提高企业效率,同时也会带来风险。当前,我国企业人力资源管理外包内容单一,供应商素质差异性大,人力资源管理职能不完善,人才引进机制不合理。企业在实施人力资源外包前应该做好必要性和可行性分析,根据企业实际情况,制定出外包的具体内容和计划,对外包内容进行排序,在企业实施人力资源外包计划时,一定要遵循正确的流程。企业人力资源外包风险管理主要做好由于信息不对称,责任不对等,激励不相容,契约不完全等造成的风险。     

基于模糊层次分析法的第三方物流服务商选择

如何选择合适的第三方物流供应商成为企业业务外包成败的关键。本文在建立供应商评价指标体系的基础上,建立了模糊层次分析法的供应商评价模型,并将其应用于实践。     

人力资源项目外包的企业间战略伙伴关系研究

本文结合人力资源外包和供应链管理的相关理论,提出了人力资源项目外包的供应链模型,分析了人力资源管理项目外包供应商战略伙伴关系的特点,说明了这种战略伙伴关系对于合作企业和供应链运作的重要作用,并阐述了如何构建人力资源项目外包的企业间战略伙伴关系。     

经济新常态下青岛中小企业人力资源外包实证研究

随着经济的发展,企业竞争日趋激烈。青岛地区许多中小企业尝试人力资源外包,但在业务外包过程中存在诸多尚待完善之处。根据青岛地区中小企业人力资源外包普遍存在的问题,探索经济新常态下人力资源业务外包路径,以增强企业核心竞争力。基于落实组织战略,选择人力资源外包内容;基于生命周期,选择人力资源外包模块;基于互补双赢,选择人力资源外包商;基于深度融合,加强与人力资源外包商有效对接;基于风险管控,加强人力资源外包商监测。     

企业人力资源管理外包风险评估体系研究

目前,对人力资源管理外包风险进行定量评估的研究还很少。因此,结合人力资源管理外包的特点,对其风险进行评估并在公式中引入风险阶段调整系数,以体现评估的动态性。按照外包流程每一阶段构建评估指标体系,并采用灰色模糊综合评价方法对评估模型进行计算,对其进行量化处理,以便与企业自身情况确定的风险承受度相比较。     

人力资源外包的动因及流程

人力资源外包在世界范围内日益兴起，渐成风潮。它是企业将非核心的部分或全部的人力资源管理职能交给外部的专业化供应商来完成，从而使管理者集中精力于战略性人力资源管理以及核心业务，并能获取外部专业化的人力资源服务，使企业降低运营成本和风险、提升核心竞争力。本文从人力资源外包定义及动因入手，详细分析了人力资源外包现状，最后提出人力资源外包策略及相关案例。     

基于层次分析法的服务外包供应商选择模型与方法

影响服务外包合作双方协同工作的因素是多方面的,供应商的选择是一个非常复杂的问题。发包企业在进行伙伴企业选择时,必须多方面权衡各种因素,全面考察潜在的供应商,从中做出最优化的选择。从企业能力出发,基于AHP(层次分析方法)建立服务外包供应商选择的模型,使发包企业做出准确合理的选择,使外包达到理想的效果。     

Matching governance mechanisms with transaction-specific investment types and supplier roles: An empirical study of cross-border outsourcing relationships

Drawing from transaction cost economics (TCE) and relational view (RV), we develop a contingency framework that matches governance mechanisms with different types of supplier transaction specific investments (TSIs) in cross-border outsourcing relationships. We further examine the three-way interaction effects between governance mechanisms, TSI types, and supplier roles in cross-border outsourcing relationships. Using data collected from 324 managers of local suppliers in China and 162 managers working for international buyers located in 15 different OECD countries, we find that while relational governance is more effective at safeguarding supplier human TSIs, it is not an effective solution for safeguarding supplier physical TSIs. In contrast, formal contracts help safeguard supplier physical TSIs against international buyer opportunism, but they are ineffective at safeguarding local supplier human TSIs. Moreover, we find that the interaction effect between formal contracts and supplier physical TSIs is stronger for original equipment manufacturers (OEMs) than for original design manufacturers (ODMs), whereas the interaction effect between relational governance and supplier human TSIs is stronger for ODMs than for OEMs. Theoretical and managerial implications of the findings follow.     

Outsourcing in Edinburgh and the Lothians

The findings of a survey into the outsourcing activities of large organisations in the Edinburgh and Lothian region of Scotland are reported in this paper. The aim was to carry out a study of outsourcing activity against a theoretical framework of practice and problems derived from the literature. It was found that 70% of the organisations outsourced at least one activity, with cleaning, maintenance, catering, security, and manufacturing/operations being the most common areas, the principal motivation being to improve the quality and cost of the activity outsourced. The criteria used for selecting outsourcing contractors were mainly reputation, cost, previous contacts and technical capability. The main benefits of outsourcing were reduced costs, improved quality of service, increased management focus on core activities, and access to new capabilities. The main problems with outsourcing were loss of control, poor supplier management and problems with confidentiality and opportunist exploitation by supplier. This research was supported by Lothian and Edinburgh Enterprise Ltd.     

第三方物流及其风险分析

第三方物流 ,即物流外包 ,是一种创新的物流管理模式 ,是未来物流发展的方向。第三方物流的实质是企业和物流服务商之间的一种“委托—代理”关系。由于委托方和代理方之间存在着信息不对称、信息扭曲 ,以及市场环境变化的不确定性 ,导致企业在实施物流外包过程中存在种种风险 ,研究第三方物流的风险 ,制定企业进行物流外包相应的政策     

Opportunity‐Based Strategic Orientation,Knowledge Acquisition,and Entrepreneurial Alertness: The Perspective of the Global Sourcing Suppliers in China

Taking the perspective of global sourcing suppliers in China, this paper investigates how the supplier firms acquire market and technical knowledge from the outsourcing partnerships differently based on their strategic orientations regarding the exploitation of opportunities versus resources. We find that suppliers whose strategy formulation is driven by the aggressive pursuit of valuable opportunities tend to be able to learn more from the outsourcing partners. Our results also show that market and technical knowledge acquisition of the supplier firms has a positive effect on employees’ alertness to opportunities. In addition, organizational innovativeness plays an important role in determining how effectively knowledge can be utilized by employees to identify novel opportunities.     

Outsourcing: Current and future trends

Highlighted are two reasons for outsourcing: cost and focus on the core competencies of the enterprise. Surveying U.S., U.K., and Continental Europe companies concerning current and future outsourcing trends positions outsourcing as a prominent strategic lever. Achieving “best‐of‐breed” practice is predicted to occur through new technology. Also, human resources and IT outsourcing will become more prominent. The results strongly indicate that partnership alliances and performance‐driven contracts will become as important as the current preferred, trusted supplier relationship. Keiretsulike, horizontal linkages will be required to realize scale and competency advantages from future outsourcing arrangements. © 2005 Wiley Periodicals, Inc.     

Strategic Outsourcing: Lessons from a Systems Integrator

This article explores the question of how outsourcing works in practice. 'Telequip', a telecoms equipment supplier, adopted a core competency strategy under which activities outside its 'core business' of order fulfilment were to be outsourced. Detailed research on three of the outsourcing decisions which flowed from this strategy, including attending meetings between Telequip and its suppliers, led the author to conclude that in practice it wasn't all as neat as that. He argues that Telequip used its core competency strategy to get rid of problem-ridden business activities and that outsourcing risks loss of key skills.     

The Decentralisation of Airbus Production and Services

Airbus has been multisourcing production since the first rollouts in the late 1970s, spawning clusters of suppliers around its locations in Bristol, Hamburg, Madrid and Toulouse. Moreover, both the A380 project and globalisation of the aircraft market pointed up the need and value of outsourcing. This paper analyses the outlook for supplier clusters in Toulouse and elsewhere based on Airbus thinking and practices before identifying the ingredients of successful outsourcing.     

Bi-sourcing in the global economy

In organizing production, many firms conduct bi-sourcing, i.e., acquiring the same set of inputs both by buying from external suppliers (outsourcing) and carrying out in-house production (insourcing). We show that, by adopting the bi-sourcing strategy, firms can use the payoff from one supplier as a backup option in negotiating with the other supplier (the cross-threat effect). When firms conduct bi-sourcing in the global economy consisting of the high-waged North and low-waged South, they need to make the location choice for both insourcing and outsourcing. We find that the low wage in the South can encourage investment by component suppliers (the cost effect). However, firms may achieve a better cross-threat effect by relocating overly strong component supplier from the cost-advantageous South to the cost-disadvantageous North (the balancing effect). The optimal bi-sourcing strategy is determined by the interplay of the cost effect and the balancing effect.     

Coping With Dependence: A Logistics Strategy Based on Interorganizational Learning for Managing Buyer–Supplier Relations

The rise of outsourcing has heightened interest in the role of logistics managers in coping with dependence in buyer–supplier relations. Buying firm dependence on a supplier potentially reduces supplier performance to expectations because the buying firm cannot leverage power to capture value in the relationship. Drawing from interorganizational learning theory, we advance a logistics strategy that consists of supplier cost analysis and supplier integration as a means to create value and thereby mitigate the negative effects of dependence. By facilitating the acquisition and use of knowledge, supplier cost analysis and supplier integration enable buying firms to identify improvement opportunities while engaging in collaborative supplier relations. Using survey responses from 222 buying firms, we find that while buyer dependence decreases the buyer's perceived supplier performance, supplier integration suppresses these negative effects. Furthermore, we show that supplier cost analysis is a valuable knowledge acquisition tool that logistics managers can use to enable supplier integration as a relational form of governance. As such, we provide new insights into interorganizational learning theory and suggest to logistics managers the important role supplier cost analysis plays in managing buyer–supplier relationships.     

Critical success factors in relationship management for services outsourcing

This study examines the relationship between outsourcing motives, supplier–customer relationship and perceived customer value in non-core services outsourcing. 1,757 companies were randomly selected. 234 valid questionnaires were returned (13.4 % response rate). The structural equation method was used to obtain the best fit model. The most significant contribution of this study is that ‘relationship interaction’ (communication, cooperation, coordination, collaboration, conflict resolution and integration activities) has a greater impact on customer perceived value than ‘relationship quality’ (loyalty and trust) in services outsourcing. The perceived customer value is reflected in improved services quality, reliability and agility rather than the expected cost savings.