book

Strategic Outsourcing, Innovation and Global Supply Chains

Name: Strategic Outsourcing, Innovation and Global Supply Chains
ISBN: 9781000862348

by Luigi Cantone, Pierpaolo Testa, Giuseppe Fabio Cantone

May 2023

Intermediate to advanced

244 pages

7h 41m

English

Routledge

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Cover
Half Title
Title
Copyright
Dedication
Contents
List of Figures and Tables
Foreword
Introduction
1. Outsourcing in times of disruption
1.1. Introduction1.2. In search of a supply chain in times of disruption1.2.1. Disruption from digital technologies1.2.2. Disruption from social and environmental sustainability1.2.3. Disruption from the Covid-19 pandemic and the war in Ukraine1.3. The Gruppo Schiano case study: How shifts in customer behaviour drive innovation in the bicycle industry manufacturing paradigm and supply chain1.3.1. Introduction1.3.2. Highlights of the bicycle market1.3.3. The history of the bicycle industry1.3.4. The company profile1.3.5. From mass production to mass customization1.3.6. Conclusions and implications for management

2. Theories of the firm and implications for outsourcing
2.1. Introduction2.2. Transaction Cost Economics Theory (TCET)2.3. Resource-Based Theory (RBT)2.4. Competence-Based Competition Theory (CBCT)2.5. Strategic Assets Theory (SAT)2.6. Dynamic Capability Theory (DCT)2.7. Knowledge-Based Theory (KBT)2.8. Open Innovation Theory (OIT)2.9. Network Theory (NT) and Supply-Chain Network Theory (SCNT)
3. A review of existing models in the strategic outsourcing literature
3.1. Outsourcing decision-making and types of outsourcing3.2. Kraljic’s portfolio-purchasing model3.3. Quinn’s model3.4. Baden-Fuller et al. model3.5. Sislian and Satir’s model3.6. McIvor’s model3.7. Becker and Zirpoli’s model
4. A case study. The Boeing 787 Dreamliner programme: leveraging the capabilities of the global and collaborative supply-partner network through technological disruption in the aircraft industry
4.1. Introduction4.2. Methodology4.2.1. Empirical research based on case study4.2.2. The sample of companies involved in the case study4.3. The perspective of the OEM: the rationale behind the launch of the B787-8 programme4.3.1. Difficulties and delays in the B787-8 programme4.3.2. The mitigation strategy for solving difficulties along the supply chain4.4. The “Small prime” contractor’s perspective: Leonardo and the rationale behind the decision to join the B787-8 programme4.4.1. How Leonardo exploited and explored new core competencies through the B787-8 Dreamliner programme4.4.2. Leonardo’s perspective on supply chain management in the B787-8 programme4.5. The tier-2 perspective: Dema and the rationale behind the decision to join the B787-8 programme4.5.1. A new approach to supply-chain management for the Boeing 787-9 programme4.5.2. Exploiting Dema’s new competencies through the B787-8 programme4.6. The tier-2 Geven perspective: the rationale behind the decision to join the B787-8 programme4.7. Discussion points4.8. Findings4.9. Conclusions and implications for management
5. Proposing a conceptual decision-making model for outsourcing new product development
5.1. Research questions, research propositions, and decision-making model5.2. The Boeing 787 Dreamliner: a case of technological disruption in the aircraft industry5.3. The conceptual decision-making model applied to the Boeing 787-8 Dreamliner programme5.4. Management implications, limits and future directions
Afterword – The supply chain in the aviation industry: an insider’s perspective
References
Index

Content preview from Strategic Outsourcing, Innovation and Global Supply Chains

Chapter 3 A REVIEW OF EXISTING MODELS IN THE STRATEGIC OUTSOURCING LITERATURE

SUMMARY:

3.1. Outsourcing decision-making and types of outsourcing. – 3.2. Kraljic’s portfolio-purchasing model. – 3.3. Quinn’s model. – 3.4. Baden-Fuller et al. model. – 3.5. Sislian and Satir’s model. – 3.6. McIvor’s model. – 3.7. Becker and Zirpoli’s model.

3.1. Outsourcing decision-making and types of outsourcing

Decision-making involves analysing a finite set of alternatives described in terms of evaluative criteria. It helps to rank alternatives and/or select the best when all the criteria are considered simultaneously, together with their inter-related influences (Triantaphyllou and Evangelos, 2000). Therefore, a decision-making model has two distinctive ...

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