Аутсорсинг

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* приняли целый ряд подходов, включая теорию игр,<ref>Aron, R., S. Bandyopadhyay, S. Jayanty and P. Pathak (2008), “Monitoring Process Quality in Off-shore Outsourcing: A Model and Findings from Multi-country Survey,” ''Journal of Operations Management'', 26 (2), 303-321.</ref> статистический анализ первичных и вторичных данных,<ref name=Anderson1988>Anderson, E. (1988), “Transaction Costs as a Determinants of Opportunism in Integrated and Independent Sales Forces,” ''Journal of Economic Behavior and Organization'', 9 (3), 247-264.</ref> experimental design,<ref>Powell Mantell, S., M. Tatikonda and Y. (2006), “A Behavioral Study of Supply Manager Decision-making: Factors Influencing the Make versus Buy Evaluation,” ''Journal of Operations Management'', 24 (6), 822-838.</ref> анализ кейсов,<ref> Ellram, Lisa M., Wendy L. Tate, Corey Billington (2008), “Offshore Outsourcing of Professional Services: A Transaction Cost Economics Perspective,” ''Journal of Operations Management'', 26 (2), 148-163.</ref> и экономическое моделирование;<ref> Carlton, D.W. (1979), “Vertical Integration in Competitive Markets under Uncertainty,” ''Journal of Industrial Economics'', 27 (3), 189-209.</ref>;
* приняли целый ряд подходов, включая теорию игр,<ref>Aron, R., S. Bandyopadhyay, S. Jayanty and P. Pathak (2008), “Monitoring Process Quality in Off-shore Outsourcing: A Model and Findings from Multi-country Survey,” ''Journal of Operations Management'', 26 (2), 303-321.</ref> статистический анализ первичных и вторичных данных,<ref name=Anderson1988>Anderson, E. (1988), “Transaction Costs as a Determinants of Opportunism in Integrated and Independent Sales Forces,” ''Journal of Economic Behavior and Organization'', 9 (3), 247-264.</ref> experimental design,<ref>Powell Mantell, S., M. Tatikonda and Y. (2006), “A Behavioral Study of Supply Manager Decision-making: Factors Influencing the Make versus Buy Evaluation,” ''Journal of Operations Management'', 24 (6), 822-838.</ref> анализ кейсов,<ref> Ellram, Lisa M., Wendy L. Tate, Corey Billington (2008), “Offshore Outsourcing of Professional Services: A Transaction Cost Economics Perspective,” ''Journal of Operations Management'', 26 (2), 148-163.</ref> и экономическое моделирование;<ref> Carlton, D.W. (1979), “Vertical Integration in Competitive Markets under Uncertainty,” ''Journal of Industrial Economics'', 27 (3), 189-209.</ref>;
-
* использовали, главным образом, одну из двух парадигм: экономическую теорию трансакционных затрат (transaction costs economics, TCE);<ref> Coase, R. (1937), “The Nature of the Firm,” ''Economica'' N.S., 4, 386-405.</ref><ref name=Williamson1975></ref> и, уже относительно недавно, ресурсный подход в теории фирмы (resource-based view, RBV).<ref name=Wernerfelt1984>Wernerfelt, B. (1984), “A Resource-based View of the Firm,” ''Strategic Management Journal'', 5 (2), 62-73.</ref><ref name=Barney1991>Barney, J.B. (1991), “Firm Resources and Sustained Competitive Advantage,” ''Journal of Management'', 17 (1), 99-120.</ref>
+
* использовали, главным образом, одну из двух парадигм: экономическую теорию трансакционных затрат<ref> Coase, R. (1937), “The Nature of the Firm,” ''Economica'' N.S., 4, 386-405.</ref><ref name=Williamson1975></ref> и, уже относительно недавно, ресурсный подход в теории фирмы (resource-based view, RBV).<ref name=Wernerfelt1984>Wernerfelt, B. (1984), “A Resource-based View of the Firm,” ''Strategic Management Journal'', 5 (2), 62-73.</ref><ref name=Barney1991>Barney, J.B. (1991), “Firm Resources and Sustained Competitive Advantage,” ''Journal of Management'', 17 (1), 99-120.</ref>
==Экономическая теория трансационных затрат==
==Экономическая теория трансационных затрат==
-
TCE  
+
Экономическая теория трансакционных затрат (transaction costs economics, TCE) занимается объяснением и предсказанием того, насколько эффективно различные функции (напр., разработка продукта, складское хранение) выполняются различными организационными формами - от рынка (покупка) до иерархии (производство).<ref name=Williamson1975></ref> Данная теория опирается на два предположения о поведении человека и три характеристики трансакции.
 +
* Предположения о поведении:
 +
** Ограниченная рациональность (bounded rationality) означает неспособность тех, кто принимает решения, формулировать абсолютно просчитанные решения благодаря ограниченным способностям обработки информации. Асимметрия информации между покупателем и продавцом может создавать дополнительные трудности.
 +
** Оппортунизм (opportunism) означает приспособление своего поведения для извлечения выгоды из сложившейся ситуации. Здесь часто используется термин "вероломство" (guile), который обозначает введение в заблуждение партнера по сделке. Например, неполный контракт между покупателем и продавцом может привести к тому, что продавец будет каким-либо образом увеличивать свою прибыль в ущерб духу соглашения об обмене.
 +
 
 +
 
 +
* Характеристики трансакции:
 +
** Неопределенность (uncertainty) означает неспособность предсказать будущие состояния мира. В общем, неопределенность существует на уровне спроса, в различных производственных процессах, управлении цепями поставок, маркетинге и в самих продуктах благодаря как изменениям в предпочтениях потребителей, так и в инновациях, проистекающих из появления новых продуктов.
 +
** Частота (frequency) означает повторяемость сделки во времени.
 +
** Специфичность активов (asset specificity) означает степень, в которой предмет трансакции предназначен именно для этой трансакции (или повторяющихся трансакций с данным партнером). Например, производитель сыра использует контейнеры с охлаждением для транспортировки своего продукта. Эти контейнеры могут быть использованы для транспортировки любого другого молочного продукта, а также свежей продукции или упакованного мяса. Специфичность "контейнера с охлаждением" является низкой, так как данный актив может быть использован для перевозки других продуктов в сделках с другими партнерами. И наоборот, активы, используемые для разгрузки угля на электростанции могут быть специально разработаны для повторяющихся сделок между электростанцией и конкретным поставщиком. В данном случае эти активы будут иметь небольшую ценность вне данной трансакции и, следовательно, специфичность активов является высокой. Специфичность активов может принимать три формы: 1) физическая специфичность (напр., оборудование), 2) специфичность человеческого капитала (напр., особые знания по продаже одного продукта могут не пригодиться при продаже других продуктов), 3) специфичность местоположения (связана с географическими преимуществами).
-
TCE is primarily concerned with explaining and predicting where various functions (e.g., product design, warehousing) will be conducted on the market (buy) – hierarchy (make) continuum.<ref name=Williamson1975></ref> The theory is reliant on two behavioral assumptions and three transaction traits.
 
-
* Behavioral assumptions:
 
-
** Bounded rationality refers of the inability of decision makers to fashion fully reasoned decisions due to limited information processing capability. Information asymmetry between a buyer and seller may create additional rationality problems.
 
-
** Opportunism refers to adapting one’s behavior to take advantage of a specific set of circumstances. The term “guile” is often used in relation to opportunism. This refers to crafty or artful deception. For instance, an incomplete contract between a buyer and a seller may lead the seller to behave in a fashion that leads to a goal (e.g., higher profit), but is detrimental to the spirit of the exchange relationship.
 
-
* Transaction trait variables:
 
-
** Uncertainty refers to an inability to anticipate future states of the world. In general, uncertainty exists in the level of demand, in various processes related to production, supply chain management, and marketing, and in products themselves due to both changing consumer preferences and to innovations resulting from new product development.
 
-
** Frequency is straightforward and refers to repetitive volume.
 
-
** Asset specificity refers to the extent to which items used in a transaction are dedicated solely to that transaction (or repetitive transactions with the same customer or supplier). For example, a manufacturer of cheese will require refrigerated containers for shipping purposes. These containers, however, may be used to ship other dairy products as well as fresh produce and packaged meat. Specificity of the “refrigerated container” asset would thus be low as the assets may be applied to different products and buyer-seller pairs. In contrast, the assets used to unload coal at an electric utility may be dedicated to the repeated transactions between the utility and a specific vendor. In this case, the assets have little value outside of the transaction and asset specificity is therefore high. Asset specificity comes in three forms: (1) physical (as in machinery); (2) human (as in a specialized selling knowledge that cannot be applied to other products and hence customers); and (3) site specificity (related to a geographical advantage).
 
The variables and assumptions about behavior form a complex web of concepts that explain and predict the make-versus-buy decision and relations between companies. For example, when product uncertainty is high (i.e., product churning), supplier contracts quickly lose validity due to changing component part specifications. The cost of rewriting contracts to reflect changing requirements may be excessive and detrimental to the “buy” option.<ref name=McIvor2009></ref> Outsourcing the production of component parts may lead to opportunism and the “hold-up” problem if production machinery asset specificity is high. The general tenet of TCE is that low asset specificity, uncertainty, and frequency associate with a greater likelihood of the transaction being governed by market exchange (the “buy” option) as opposed to hierarchical exchange (the “make” option, or vertical integration). Williamson<ref name=Williamson1975></ref> indicated that asset specificity should dominate uncertainty and frequency as the primary factor predicting vertical integration. Research has borne this sentiment out. Asset specificity associates with:
The variables and assumptions about behavior form a complex web of concepts that explain and predict the make-versus-buy decision and relations between companies. For example, when product uncertainty is high (i.e., product churning), supplier contracts quickly lose validity due to changing component part specifications. The cost of rewriting contracts to reflect changing requirements may be excessive and detrimental to the “buy” option.<ref name=McIvor2009></ref> Outsourcing the production of component parts may lead to opportunism and the “hold-up” problem if production machinery asset specificity is high. The general tenet of TCE is that low asset specificity, uncertainty, and frequency associate with a greater likelihood of the transaction being governed by market exchange (the “buy” option) as opposed to hierarchical exchange (the “make” option, or vertical integration). Williamson<ref name=Williamson1975></ref> indicated that asset specificity should dominate uncertainty and frequency as the primary factor predicting vertical integration. Research has borne this sentiment out. Asset specificity associates with:

Версия 13:20, 19 августа 2011

English: Outsourcing

Хотя общемировой статистики по поводу масштабов аутсорсинга найти довольно трудно, согласно консалтинговому отчету фирмы Frost&Sullivan в 2005 г. глобальный рынок аутсорсинга для компаний из списка Fortune 500 оценивался примерно в 648 млрд долл. в 2004, но должен был вырасти до 920 млрд долл. в 2007 г.[1] "Реальный" глобальный рынок для аутсорсинга в настоящее время может быть гораздо больше благодаря росту, а также благодаря более полному определению того, что мы называем аутсорсингом, и учета деятельности более мелких компаний. Ни один обзор аутсоринга не может пройти мимо проблемы определения данного понятия. Распространенное определение аутсоринга связывает его с выполнением операций вне фримы, которые ранее осуществлялись или обычно осуществляются внутри фирмы.[2] Проблема данного определения заключается в том, что в нем нет четкой связи с решением "производить или покупать" (make-or-buy). Данное решение очень похоже на принятие решения о продаже функционального подразделения (functional spin-off) или о вертикальной интеграции. Решение "производить или покупать" связано с выбором способа управления трансакциями в диапазоне от рынка на одном полюсе и до иерархии (вертикальной интеграции) на другом полюсе,[3] а также различными гибридными или альянсными формами между данными полюсами. Продажа функционального подразделения представляет собой маркетинговый термин, который можно определить как передачу на внешний подряд маркетиговой функции каким-либо посредникам в канале или за его пределами.[4] Продажа функционального подразделения третьей стороне по сути эквивалентна варианту "покупки" в дилемме "производить или покупать". Другой проблемой распространенного определения аутсорсинга является представление о том, что инновации в коммуникациях, информационных и производственных технологиях, продуктах и компонентах, транспортных систем и система хранения изменяют глубинную структуру затрат, увеличивая (или уменьшая) таким образом привлекательность различных альтернатив в дилемме "производить или покупать". Далее, эти инновации побуждают к появлению новых типов поведения, новых практик и, что более важно, новых функций и процессов, которые фирма должна оценить и разметить либо внутри своих границ (интегрироваться вертикально) или передать на аутсорсинг (либо на какой-либо рынок, либо в какую-либо гибридную форму обмена). Хорошим примером этого является проникновение электроники в автомобили - в какой-то момент времени производителям пришлось выбирать, кто должен осуществлять разработку, производство, сборку и распространение новых инноваций, о которых ранее никто и не мечтал. В поисках экономичности и результативности компании постоянно вынуждены выбирать между разными альтернативами, которые расширяют или сокращают границы фирмы. Исследования в области аутсорсинга, вертикальной интеграции и границ фирмы:

  • рассматривали множество различных отраслей, включая обрабатывающую промышленность,[5] здравоохранение,[6] сельское хозяйство,[7] транспорт,[8] и сети ресторанов[9];
  • рассматривали множество различных функций, включая бухгалтерский учет,[10] информационные технологии,[11] управление цепями поставок,[12][13] сборку продукта,[14] производство отдельных компонентов,[15] и маркетинг;[16]
  • приняли целый ряд подходов, включая теорию игр,[17] статистический анализ первичных и вторичных данных,[18] experimental design,[19] анализ кейсов,[20] и экономическое моделирование;[21];
  • использовали, главным образом, одну из двух парадигм: экономическую теорию трансакционных затрат[22][3] и, уже относительно недавно, ресурсный подход в теории фирмы (resource-based view, RBV).[23][24]

Содержание

Экономическая теория трансационных затрат

Экономическая теория трансакционных затрат (transaction costs economics, TCE) занимается объяснением и предсказанием того, насколько эффективно различные функции (напр., разработка продукта, складское хранение) выполняются различными организационными формами - от рынка (покупка) до иерархии (производство).[3] Данная теория опирается на два предположения о поведении человека и три характеристики трансакции.

  • Предположения о поведении:
    • Ограниченная рациональность (bounded rationality) означает неспособность тех, кто принимает решения, формулировать абсолютно просчитанные решения благодаря ограниченным способностям обработки информации. Асимметрия информации между покупателем и продавцом может создавать дополнительные трудности.
    • Оппортунизм (opportunism) означает приспособление своего поведения для извлечения выгоды из сложившейся ситуации. Здесь часто используется термин "вероломство" (guile), который обозначает введение в заблуждение партнера по сделке. Например, неполный контракт между покупателем и продавцом может привести к тому, что продавец будет каким-либо образом увеличивать свою прибыль в ущерб духу соглашения об обмене.


  • Характеристики трансакции:
    • Неопределенность (uncertainty) означает неспособность предсказать будущие состояния мира. В общем, неопределенность существует на уровне спроса, в различных производственных процессах, управлении цепями поставок, маркетинге и в самих продуктах благодаря как изменениям в предпочтениях потребителей, так и в инновациях, проистекающих из появления новых продуктов.
    • Частота (frequency) означает повторяемость сделки во времени.
    • Специфичность активов (asset specificity) означает степень, в которой предмет трансакции предназначен именно для этой трансакции (или повторяющихся трансакций с данным партнером). Например, производитель сыра использует контейнеры с охлаждением для транспортировки своего продукта. Эти контейнеры могут быть использованы для транспортировки любого другого молочного продукта, а также свежей продукции или упакованного мяса. Специфичность "контейнера с охлаждением" является низкой, так как данный актив может быть использован для перевозки других продуктов в сделках с другими партнерами. И наоборот, активы, используемые для разгрузки угля на электростанции могут быть специально разработаны для повторяющихся сделок между электростанцией и конкретным поставщиком. В данном случае эти активы будут иметь небольшую ценность вне данной трансакции и, следовательно, специфичность активов является высокой. Специфичность активов может принимать три формы: 1) физическая специфичность (напр., оборудование), 2) специфичность человеческого капитала (напр., особые знания по продаже одного продукта могут не пригодиться при продаже других продуктов), 3) специфичность местоположения (связана с географическими преимуществами).


The variables and assumptions about behavior form a complex web of concepts that explain and predict the make-versus-buy decision and relations between companies. For example, when product uncertainty is high (i.e., product churning), supplier contracts quickly lose validity due to changing component part specifications. The cost of rewriting contracts to reflect changing requirements may be excessive and detrimental to the “buy” option.[2] Outsourcing the production of component parts may lead to opportunism and the “hold-up” problem if production machinery asset specificity is high. The general tenet of TCE is that low asset specificity, uncertainty, and frequency associate with a greater likelihood of the transaction being governed by market exchange (the “buy” option) as opposed to hierarchical exchange (the “make” option, or vertical integration). Williamson[3] indicated that asset specificity should dominate uncertainty and frequency as the primary factor predicting vertical integration. Research has borne this sentiment out. Asset specificity associates with:

  • Internal product production;[25][26][27][28]
  • A vertically integrated export channel;[29][30]
  • Integration into private trucking and private warehousing;[31][32]
  • Internal integration of computer services;[33]
  • Vertical integration through the use of an in-house sales force;[16][34]
  • And a vertically integrated channel of distribution.[35]
  • Asset specificity has been found to interact with environmental uncertainty in predicting vertical integration[29]

A number of other research studies have been undertaken that examine other elements of the TCE framework. Asset specificity is correlated positively with sales force opportunism,[18] contract complexity[36] and length,[37] time horizon alliance length,[38] and supplier continuity expectation.[39] Vertical integration is more likely when the fraction of total cost represented by a specific input[40] and product complexity[6] are high.

Resource-based View (RBV)

The RBV aspires to explain and competitive advantage through analysis firm resources. Wernerfelt defined a resource as “anything which could be thought of a strength or weakness of a given firm.”[23] Barney built upon this, stating that a resource “includes all assets, capabilities, organizational processes, firm attributes, information knowledge, etc., controlled by a firm that enable the firm to conceive of and implement strategies that improve its efficiency and effectiveness.”[24] Specifically:

  • A competitive advantage is derived when a firm implements a value enhancing strategy not implemented by competitors;
  • A sustained competitive advantage is derived when a value enhancing strategy is not implemented by competitors and when competitors are unable to copy the strategy’s benefits;
  • A major assumption is that firm resources within an industry may be heterogeneous and immobile;
  • Four resource traits drive the ability to generate a sustained competitive advantage:
    • Valuable: A resource may lead to a competitive advantage if it is valuable. The firm must be able to apply the resource to take advantage of an opportunity or to thwart a threat;
    • Rarity: A resource should be rare in that if all firms in an industry possess a valuable resource, then the ability to create a sustained advantage is limited;
    • Imperfectly imitable: A resource should be difficult to copy. Three forces drive this imperfection: (1) long term historical conditions specific to the firm (2) the connection between the competitive advantage and the resource is fuzzy and not well understood (causal ambiguity); and (3) the resource is highly complex from a social perspective;
    • Substitutability: there exist no substitute resources that act as proxies for the original resource.[24]

The application of the RBV to the make-versus-buy decision is more recent and limited relative to the application of TCE. Idiosyncratic investments by the firm in the form of shared knowledge routines with suppliers and customers[41] and relationship building,[42] both of which are treated as resources, may positively affect the performance of outsourcing efforts. Performance, in terms of product quality, improved continually when component design and production was retained in-house. Firms that outsourced the same process immediately reaped the rewards of partnering with leading outsourcers, however quality performance remained flat across time. The explanation is in-house work allowed adaptive, feedback behaviors and knowledge acquisition (resource), while outsourced work tapped the extant knowledge of the partner, but never allowed the client firm to acquire knowledge itself.[43] Pharmaceutical businesses are more likely to outsource clinical trials when the purpose is the production data from and they are less likely to outsource clinical trials when the purpose is the production of knowledge (a resource).[44] The effective adoption of fleet monitoring technology (a resource) associates with shippers integrating into private carriage[8]

Practical Implications

According to Chopra and Mendl,[45] outsourcing is feasible if the supply chain surplus can be increased without affecting risk for the client company. The supply chain surplus equals the difference between the value of the product to the end-user and all supply chain costs. The supply chain surplus thus equals the supply chain profit. In general, a third party (or contractor) can increase the supply chain surplus if they can combine activities or processes across customers (or clients) such that the scale of the contractor efforts and their size provide benefits that exceed what the client firm is capable of by itself. Combining activities and processes across potential clients may be accomplished through a combination one or more of the following functions:

  • Combining Production Capacity: A contractor can generate economies of scale in production by combining small scale requirements of indvividual clients into significantly larger facilities.
  • Combining Transportation Assets: A contractor may combine the transportation asset and management requirements of a large number of clients, thereby creating sigificant scale and learning effects. Examples include DHL, UPS, and Deutsche Bahn Mobility Logistics.
  • Combining Warehouse Assets: Again, the assets needs of clients may be aggregated by a contractor to a higher level thereby creating scale effects.
  • Combining Knowledge and Learning: A contractor may offer specialized services and combine the service requirements across clients. Potential clients lack the scale required to invest and generate a return on these specialized services. Examples include customs brokerage, inventory management services, and network design services.

The largest outsourcing contractors offer a wide variety of services to potential clients and create customized packages. The ability of a contractor to take advantage of the supply chain surplus and the reduction of risk by the client follow from the three critical transaction variables identified by TCE and from RBV insights:

  • Asset Specificity: A high level of asset specificty on the part of a specific client reduces the ability of the outsourcing contractor to combine the functions, activities, and processes with other clients. This reduces the ability of the contractor to create scale effects. Furthermore, client risk may increase due to the potential for opportunistic behavior by the contractor. The large body of research supporting the connection between asset specifcity and the lack of vertical integration and/or outsourcing empirically supports the difficultes in outsourcing when asset specifcity is high.
  • Frequency and Scale: Although higher transaction frequency and certainty on the part of the client would seem to reduce the ability of a contractor to create supply chain surplus and thus favor vertical integration, TCE research does not provide consistent support. In practice, we can identify large clients that outsource a signifcant part of their supply chain operations: e.g., HP with UPS Supply Chain Solutions. The supply chain asset specificity of these large clients is typically low.
  • The decision to outsource is frequently couched in terms of whether a process or function represents a core capability. The RBV would advocate that the critical factor is whether the resources behind a function or process lead to a long term sustained competitive advantage. If so, then the firm should put let of an emphsasis on outsourcing.

While a nubmber of benefits are assicated with outsourcing, risks and problems may be present.

  • Several industry experts have advocated that outsourcing a broken or ill-conceived process does not solve the problem. Rather, the broken process is simply outsourced and may be more difficult to manage from a remote distance.
  • Contracting is critical to the succes of an outsourcing arrangement. As mentioned before, contracts seem to behave as respoitories of knowledge, however, they are much more in terms of setting expectations, controlling opportunistic behavior, and regulating price and volume. A senior manager at UPS Supply Chain Solutions has said that "the most important elements of a contract are the performance measures."[46] Shared and detailed performance metrics allow the parties to create a common knowledge base and shared expectations (thereby building trust) while simultanesouly reducing opportunism.
  • Outsourcing may result in the contractor increasing and improving their knowledge base relative to that of the client, whose knowledge base may remain static. There are several fashions in which knowledge (a resource) may be impacted by outsourcing. A contractor may take over specific marketing functions and thus the client's knowledge about certain aspects of the market is not direct, but filtered through the contractor. A contractor may provide immediate access to frontier knowledge in product design, however, across time the client fails to build additional product resources that might lead to a long term sustained competitive advantage.
  • Despite effective contracts, outsourcing may associate with higher than expected coordination costs. This is a fundamental TCE concept. Market, hybrid, and vertcial integation modes all consume coordination costs. The issue is how these costs for each of the contractor and client are balanced against the risks and the increase in the supply chain surplus.
  • A 2008 Deloitte Consulting report[47] on the results of a survey of 300 businesses found that:
    • 39% of respondents had, at some during their career, cancelled an outsourcing contract and shifted to another vendor.
    • Functions had been in-sourced 50% of the time when managers were disatisfied with an outsourcing arrangement. These same dissatified managers realized that more time should have been spent on vendor evaluation (55%) and that more time should have been spend on defining key performance measures (49%).
    • Outsouring problem resolution had been pushed up to senior management 61% of the time during the first year of an outsourcing contract, although this percentage diminished across time.
    • Despite these problems, the majority stated that ROI goals had been met.

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