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The Cause and After Effects Outsource Production.

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Submitted By jrpatrick
Words 1982
Pages 8
Webster University

Abstract

Recently there has been a great deal of discussion as to whether companies should continue producing in-house or outsource their manufacturing needs. Great motivation towards outsourcing is directly linked to the cost advantages that such a factor will provide. The cost advantages, as well as quality measures of continued in-house production or outsourcing is determined by the best interest of the company. This paper examines causes and after effects of outsourcing manufacturing activities. Firms that have made a reputation of producing products in-house often consider cost reducing manufacturing firms in terms of outsourcing projects. Often when companies choose to move forward in outsourcing a manufacturing need, they too have to consider how this will affect the quantity and wellbeing of its employees. Closing a plant and/or deciding whether to offer any severance packages or job placement aid for the soon to be displaced employees need be of high priority.

Background

Why Companies are Outsourcing their Production Needs
Outsourcing has become an increasing trend amongst many manufacturing companies searching for advantages over their competition. Steadily looking for ways to offer the lowest possible prices to the price demands of their customers, is the motivation behind the search. The American company population found outsourcing was a viable option twenty years ago and to this date it still reigns. Outsourcing however to other countries has since had a bandwagon effect, where not every company model requires to outsourcing but simply because their competitors are doing so. Companies across the globe today choose to outsource for many reasons. Below are a few reasons that may be of consideration: * Gaining operational and/or financial efficiencies * Increasing management focus on core business competencies * Refocusing limited internal resources on core competencies * Expanding or creating specialized expertise * Increasing availability of services * Accelerating delivery of products * Conserving capital for other business ventures * Minimizing overhead cost * Controlling manpower cost
There are multiple reasons that indicate companies will benefit from outsourcing, however at the same time there some downfalls as well. For example it often eliminates direct communication between a company and its customer base. Thus, preventing a company from building/maintaining solid relationships with customers; leading to dissatisfactions on both sides of the spectrum. In few cases it’s determined that the downsides compare little to the benefits. Nevertheless, likely shortcomings arm customers with reasons not to outsource.

What is Outsourcing.
Outsourcing is the decision to relinquish the previously in-house functions to another company. In theory the functions transfers can be of wide variety and span across all industries. In this case the manufacturing industry’s form of outsourcing is defined as transferring production of products to a contracted supplier. The term outsourcing however is not a direct indicator of whether or not the shift is domestic or international. In the manufacturing industry both domestic and foreign outsourcing takes place. U.S. employees of manufacturing companies hold reservations to the industry being outsourced to a foreign company considering the job loss factor. According to research data, more than 400,000 U.S. jobs had moved abroad and the total is estimated to hit 3.3 million by 2015. Due to global outsourcing that’s just over 200,000 jobs every year (Saleem 2008). The manufacturing industry is consistently changing across America as well as the globe.

Benefits to Outsourcing
Outsourcing in some cases can be the driveway to disaster as some companies just are not equipped for the challenge; nevertheless it has proven to be just what some need to become stable as well as increase product offerings. Outsourcing is the strategy that can aid companies to reduce cost and produce a competitive edge at a short or long term cost. As with any corporate structure tradeoffs exist in the strategy. Every company is different as is their supplier relationship. All things need be considered (benefits and shortcomings), when contemplating the idea of outsourcing to a supplier. The plausible benefits of the risk include increases savings, capital growth, and competitive advantages, however this risk needed not be taken lightly; it could the making or breaking point to a company.

Manpower Savings
Manufacturing companies have increasingly taken advantage of reducing their labor cost. All companies want to produce and equal amount of product for at reduced rates. Often times these companies are approached by suppliers that state claim on doing just that. However, it should be pointed out that labor is such a small percentage of total cost for any products that it should not be the only deciding factor in outsourcing (Tonkin, 1999).Many companies are allowing reduced labor cost alone blindly drive their production decisions. Despite the bandwagon effect companies that have examined their financial structure and noticed that outsourcing production needs is evident to survive. This strategy allows a company to reduce its labor force and provide more benefits thus boosting productivity and increasing employee morale.

Overhead Savings
In every sense of outsourcing a company should be eliminating the overhead cost linked to their manufacturing process. Such savings cost as utilities (gas, electricity, water), maintenance of outsourced production line direct/indirect labor are noticed (Ting, 2004). A company’s overhead cost are reduced with outsourcing, it relieves the company of the normal demands associated with producing a project. When companies embark on a relationship with a manufacturing supplier noticeable reductions in overhead are produced and production rates can easily be amped up for higher success rates. Outsourcing is a great option in preventing a company from having to bear the burden of a capital investment, as the company is only limited by the terms and stipulations of their signed contract. The company’s reputation however is continually determined by the performance of the company selected as a supplier.

Possible After Effects of Outsourcing
As in any life choice there after effects that contain disadvantages proven to be harmful to the company’s health. The choice to outsource entails more decisions that a simple cost benefit analysis of the production teams cost can show. A deeper view of the hidden cost and possible setbacks such as (Ineffective management, reputation risk, and loss of intellectual property) need be examined sooner than later. The often overlooked drawbacks of outsourcing can take several years before their effects are brought to sight when production activities are transferred.

Reputation Risk
The risk of a company’s reputation is often underestimated. It is a collection of perceptions and opinions about an organization which is constantly evaluated by its stakeholders A company’s reputation influences investors to hold its shares; consumers to buy from it; suppliers willingness to contract with it; and gives existing employee’s motivation to stay. For example a thriving local pump housing company has prided itself on producing quality pump housings in-house for 30 years. Its customers have come to expect nothing less of this company; however a suppliers quoted that if contracted they could offer just the same for a reduced rate. Keep in mind that local pump housing company has about 20 employees producing the housings, and if they accept the bid to contract a supplier those employees have to be terminated. A company of this nature not only has to consider the risk of the supplier but also the risk that comes with terminating those employees. Given that this is a local community company, citizens are not going to take very kindly to the business closing just to save money in overhead cost considering its financial landscape. If the contract is followed through this just might lower existing employee’s morale because it becomes evident that employees are not valued as much. Furthermore, businesses in the community just might take their business elsewhere because of the betrayal factor. So not that the company has accepted the contract, closed it production factory, and terminated the production team. The contracted supplier seems to be following through on its promises, only one year since the original contract the company starts producing cheap quality products. This is happening unknown to the pump housing company, just around the time of their largest project. Worst case scenario the supplier fills that order and it’s a complete disaster. Up until this point the stockholders were content, now the intrinsic value has dropped and the stakeholder’s value in the company has become doubtful. Any event or circumstance that adversely impacts the organization’s reputation is a RISK.

Ineffective Management
A company usually notices this form of risk when complaints are raised from clients concerning the quality of orders, or when the production rate is less than what’s expected of the suppliers Firms might be outsourcing their production needs because their orders are more than the company can sufficiently handle in-house. In searching for a supplier handle their problem it requested that the supplier be able to handle the production rate as well as any increase that arises. When a company starts receiving complaints as to order fulfillment it then contacts the supplier to make sure that the developed statement of work agreement is being abided by. The company needs to assess what the problem is and decide on what further actions need by taken. Allowing such problems to continue puts the company in a reputation risk, it loses capital and production time. Ultimately decisions will need to be made as to whether there should be continued use of the supplier.

Loss of Intellectual Property
When a company is contemplating the idea of outsourcing a product or service it’s advised not to share certain intellectual property such as recipes, diagrams, or formulas with a company that it will not fully comply with the laws on privacy protection. Companies are not very eager to comply with the ever changing privacy protection laws. It is best to create and rely on a non-disclosure agreement for keeping such vital business information confidential. Such agreements can provide comprehensive protection and in the grand scheme of things it is of low cost in regards to the protection of such sensitive information. “Companies should not use a Non-Disclosure Agreement too often. The best way to keep a secret will always be: don't tell anyone. If a secret really must be shared, tell as little as necessary to achieve the commercial objective; sometimes a general outline is all that is needed, although for a technical appraisal the full detail of the knowhow will need to be passed over for review (Irish 2003).”

Closing Remarks
In conclusion a company that desires to outsource it services or products should properly examine the forefront of their company. In examining and assessing the needs of the firm, there will be a direct indication as to how the company should move forward. Loosely deciding to outsource production needs or other services simply because the company desires to reduce overhead cost is a not a great reason to move forward in outsourcing. If a company does decide to outsource, objectives should be clearly displayed and agreed upon before any orders are processed. Also the company that is outsourcing should make an ample effort to monitor the results of products every so often to check quality and the overall health of the agreement. Overall outsourcing is not always the savior for a business nor is it the conclusion, such a strategy requires a monitoring eye and an open mind in regards to whether or not it is worth continuing.

References

Irish, V. (2003, September). Disclosing confidential information [Web log message]. Retrieved from http://www.wipo.int/sme/en/documents/disclosing_inf.htm
Saleem, H. (2008, September 16). How outsourcing affects the U.S. economy! [Web log message]. Retrieved from http://www.dirjournal.com/business-journal/how-outsourcing-affects-the-us-economy/
Ting, A. (2004). Outsourcing in china: why would you do it? how would you do it?. Industrial Engineer, 36(12), 46-51.
Tonkin, L. (1999). Outsourcing: A Tool, Not a Solution. AME [On-line]. http://www.ame.org/data/Target/articles/99Q2U1.pdf

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