СУЩНОСТЬ И МЕХАНИЗМ АУТСОРСИНГОВОЙ МОДЕЛИ БИЗНЕСА
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| Názov: | СУЩНОСТЬ И МЕХАНИЗМ АУТСОРСИНГОВОЙ МОДЕЛИ БИЗНЕСА |
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| Zdroj: | Бизнес. Образование. Право. |
| Informácie o vydavateľovi: | Individual entrepreneur Elena Anatolievna Kumeyko, 2020. |
| Rok vydania: | 2020 |
| Predmety: | outsourcing business model, механизм аутсорсинга. outsourcing, outsourcing efficiency, этапы аутсорсинга, матрица аутсорсинга, недостатки аутсорсинга, outsourcing stages, outsourcing features, 12. Responsible consumption, эффективность аутсорсинга, outsourcing advantages, outsourcing matrix, аутсорсинговая модель бизнеса, outsourcing disadvantages, outsourcing mechanism, аутсорсинг, инсорсинг, 8. Economic growth, особенности аутсорсинга, преимущества аутсорсинга, insourcing |
| Popis: | Статья посвящена актуальному в настоящее время вопросу разработки и реализации аутсорсинговой модели бизнеса, обеспечивающей предприятие устойчивыми конкурентными преимуществами и инструментами снижения затрат, увеличения доходности. В статье рассмотрены и определены основные преимущества аутсорсинга, какие цели могут быть достигнуты при передаче функции поставщику услуг, а также недостатки аутсорсинга и причины отказа от него. Рассмотрены различные классификации аутсорсинга в зависимости от разнообразных критериев, возможности и риски использования механизма аутсорсинга. Сегодня стратегия аутсорсинга широко распространена среди компаний. Но, несмотря на это, до сих пор существует путаница при использовании близких по содержанию понятий, которые отражали бы формы производственных взаимоотношений среди компаний. К таковым можно отнести: аутсорсинг, инсорсинг, субподряд, субконтрактинг и пр. В статье показаны достоинства и недостатки аутсорсинга, общее и особенное от других близких понятий. Также описаны этапы принятия решения о реализации модели аутсорсинга, изучены и рассмотрены различные подходы к разработке и реализации стратегии аутсорсинга. Проведена сравнительная характеристика данных подходов, выявлены особенности, преимущества и недостатки. Изучен процесс экономического обоснования аутсорсинга. В статье освещены методы оценки эффективности аутсорсинга: использование референтных моделей, метод расчета затрат по процессам, концепция цепочки ценности М. Портера, рассмотрены отдельные индикаторы эффективности аутсорсинга (коэффициент экономической целесообразности аутсорсинга, показатели сервисности, качества обслуживания клиентов, показатель социально-деловой активности). This article is devoted to the current issue of developing and implementing an outsourcing business model that provides the company with sustainable competitive advantage and tools to reduce costs and increase profitability. The article examines and determines the main advantages of outsourcing, what goals can be achieved when transferring functions to a service provider, as well as the disadvantages of outsourcing and the reasons for rejecting it. Various outsourcing classifications are considered depending on various criteria, the possibilities and risks of using the outsourcing mechanism. Today, an outsourcing strategy is widespread among companies. But, despite that, there is still confusion when using close-in-content concepts that would reflect the forms of production relationships among companies. These include outsourcing, insourcing, subcontracting, etc. The article shows the advantages and disadvantages of outsourcing, general and special from other related concepts. The stages of decision making on the implementation of the outsourcing model were also described, various approaches to the development and implementation of an outsourcing strategy were studied and considered. A comparative characteristic of these approaches is carried out features, advantages and disadvantages are revealed. The process of research of outsourcing economic feasibility has been studied. The article highlights the methods of assessing the effectiveness of outsourcing: the use of reference models, the method of calculating costs by processes, the concept of the value chain of M. Porter, the individual indicators of the effectiveness of outsourcing (the economic feasibility of outsourcing, indicators of serviceability, quality of customer service, an indicator of social and business activity) are considered. This article is devoted to the current issue of developing and implementing an outsourcing business model that provides the company with sustainable competitive advantage and tools to reduce costs and increase profitability. The article examines and determines the main advantages of outsourcing, what goals can be achieved when transferring functions to a service provider, as well as the disadvantages of outsourcing and the reasons for rejecting it. Various outsourcing classifications are considered depending on various criteria, the possibilities and risks of using the outsourcing mechanism. Today, an outsourcing strategy is widespread among companies. But, despite that, there is still confusion when using close-in-content concepts that would reflect the forms of production relationships among companies. These include outsourcing, insourcing, subcontracting, etc. The article shows the advantages and disadvantages of outsourcing, general and special from other related concepts. The stages of decision making on the implementation of the outsourcing model were also described, various approaches to the development and implementation of an outsourcing strategy were studied and considered. A comparative characteristic of these approaches is carried out features, advantages and disadvantages are revealed. The process of research of outsourcing economic feasibility has been studied. The article highlights the methods of assessing the effectiveness of outsourcing: the use of reference models, the method of calculating costs by processes, the concept of the value chain of M. Porter, the individual indicators of the effectiveness of outsourcing (the economic feasibility of outsourcing, indicators of serviceability, quality of customer service, an indicator of social and business activity) are considered. |
| Druh dokumentu: | Article |
| Jazyk: | Russian |
| ISSN: | 1990-536X |
| DOI: | 10.25683/volbi.2020.51.258 |
| Prístupové číslo: | edsair.doi...........9917de7b43f53efadc910b58d0496709 |
| Databáza: | OpenAIRE |
Nájsť tento článok vo Web of Science | Abstrakt: | Статья посвящена актуальному в настоящее время вопросу разработки и реализации аутсорсинговой модели бизнеса, обеспечивающей предприятие устойчивыми конкурентными преимуществами и инструментами снижения затрат, увеличения доходности. В статье рассмотрены и определены основные преимущества аутсорсинга, какие цели могут быть достигнуты при передаче функции поставщику услуг, а также недостатки аутсорсинга и причины отказа от него. Рассмотрены различные классификации аутсорсинга в зависимости от разнообразных критериев, возможности и риски использования механизма аутсорсинга. Сегодня стратегия аутсорсинга широко распространена среди компаний. Но, несмотря на это, до сих пор существует путаница при использовании близких по содержанию понятий, которые отражали бы формы производственных взаимоотношений среди компаний. К таковым можно отнести: аутсорсинг, инсорсинг, субподряд, субконтрактинг и пр. В статье показаны достоинства и недостатки аутсорсинга, общее и особенное от других близких понятий. Также описаны этапы принятия решения о реализации модели аутсорсинга, изучены и рассмотрены различные подходы к разработке и реализации стратегии аутсорсинга. Проведена сравнительная характеристика данных подходов, выявлены особенности, преимущества и недостатки. Изучен процесс экономического обоснования аутсорсинга. В статье освещены методы оценки эффективности аутсорсинга: использование референтных моделей, метод расчета затрат по процессам, концепция цепочки ценности М. Портера, рассмотрены отдельные индикаторы эффективности аутсорсинга (коэффициент экономической целесообразности аутсорсинга, показатели сервисности, качества обслуживания клиентов, показатель социально-деловой активности). This article is devoted to the current issue of developing and implementing an outsourcing business model that provides the company with sustainable competitive advantage and tools to reduce costs and increase profitability. The article examines and determines the main advantages of outsourcing, what goals can be achieved when transferring functions to a service provider, as well as the disadvantages of outsourcing and the reasons for rejecting it. Various outsourcing classifications are considered depending on various criteria, the possibilities and risks of using the outsourcing mechanism. Today, an outsourcing strategy is widespread among companies. But, despite that, there is still confusion when using close-in-content concepts that would reflect the forms of production relationships among companies. These include outsourcing, insourcing, subcontracting, etc. The article shows the advantages and disadvantages of outsourcing, general and special from other related concepts. The stages of decision making on the implementation of the outsourcing model were also described, various approaches to the development and implementation of an outsourcing strategy were studied and considered. A comparative characteristic of these approaches is carried out features, advantages and disadvantages are revealed. The process of research of outsourcing economic feasibility has been studied. The article highlights the methods of assessing the effectiveness of outsourcing: the use of reference models, the method of calculating costs by processes, the concept of the value chain of M. Porter, the individual indicators of the effectiveness of outsourcing (the economic feasibility of outsourcing, indicators of serviceability, quality of customer service, an indicator of social and business activity) are considered. This article is devoted to the current issue of developing and implementing an outsourcing business model that provides the company with sustainable competitive advantage and tools to reduce costs and increase profitability. The article examines and determines the main advantages of outsourcing, what goals can be achieved when transferring functions to a service provider, as well as the disadvantages of outsourcing and the reasons for rejecting it. Various outsourcing classifications are considered depending on various criteria, the possibilities and risks of using the outsourcing mechanism. Today, an outsourcing strategy is widespread among companies. But, despite that, there is still confusion when using close-in-content concepts that would reflect the forms of production relationships among companies. These include outsourcing, insourcing, subcontracting, etc. The article shows the advantages and disadvantages of outsourcing, general and special from other related concepts. The stages of decision making on the implementation of the outsourcing model were also described, various approaches to the development and implementation of an outsourcing strategy were studied and considered. A comparative characteristic of these approaches is carried out features, advantages and disadvantages are revealed. The process of research of outsourcing economic feasibility has been studied. The article highlights the methods of assessing the effectiveness of outsourcing: the use of reference models, the method of calculating costs by processes, the concept of the value chain of M. Porter, the individual indicators of the effectiveness of outsourcing (the economic feasibility of outsourcing, indicators of serviceability, quality of customer service, an indicator of social and business activity) are considered. |
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| ISSN: | 1990536X |
| DOI: | 10.25683/volbi.2020.51.258 |