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Evaluating and Selecting the Best Outsourcing Service Country in East and Southeast Asia: An AHP Approach

机译:评估和选择东亚和东南亚最佳外包服务国家:AHP方法

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Over the last two decades, outsourcing has been considered a key component for business performance through which firms can narrow their business operations and focus on core competencies. Before doing that, it is vital to evaluate and determine the best outsourcing destination. Unfortunately, only a few studies have been done to help firms make decisions in relation to evaluating a potential outsourcing partner. In addition, most existing studies only emphasized a specific field at the company level, so a complete framework in this field has never been done before. This study therefore attempts to address this research gap by constructing an outsourcing hierarchy model with four levels, namely overall goal, criteria, sub-criteria, and alternative for the use of the AHP approach. In here, criteria would include the most important attributes, which are (1) cost competiveness, (2) human resources, (3) business environment, and (4) government policies. Each criterion itself also consists of several-sub criteria. With respect to these criteria, seven typical outsourcing countries in the East and South East Asia (China, Indonesia, Malaysia, The Philippines, Singapore, Thailand, and Vietnam) were selected to serve as alternatives. As a result, the weight of the higher priority, the more important the criterion or the alternative will be. The results show that cost competiveness is the most important factor in the second level of the hierarchy and it results in the dominance of employee salary, taxes, freight prices, and real estate costs respectively in the third level. Corresponding with this, China is the best outsourcing destination. Additionally, the Philippines, Vietnam, and Thailand are emerging as three attractive countries due to the positive change of government policies as well as the improvements of human resources and national infrastructure. Generally, this study not only enriches the existing literature, but also provides readers and decision-makers a comprehensive view toward the given field.
机译:在过去的二十年里,外包一直被认为是业务绩效的关键组成部分,企业可以通过外包来缩小业务范围并专注于核心竞争力。在此之前,至关重要的是评估和确定最佳外包目的地。不幸的是,仅进行了很少的研究来帮助企业做出与评估潜在外包合作伙伴有关的决策。另外,大多数现有研究仅强调公司级别的特定领域,因此以前从未完成过该领域的完整框架。因此,本研究试图通过构建具有四个层次的外包层次模型来解决这一研究空白,即总体目标,标准,子标准和使用AHP方法的替代方案。在这里,标准将包括最重要的属性,即(1)成本竞争力,(2)人力资源,(3)商业环境和(4)政府政策。每个条件本身也包含几个子条件。根据这些标准,选择了东亚和东南亚的七个典型外包国家(中国,印度尼西亚,马来西亚,菲律宾,新加坡,泰国和越南)作为替代方案。结果,优先级越高,标准或替代方案就越重要。结果表明,成本竞争力是第二层次中最重要的因素,它导致第三层次的员工工资,税金,货运价格和房地产成本占主导地位。与此相应,中国是最好的外包目的地。此外,由于政府政策的积极变化以及人力资源和国家基础设施的改善,菲律宾,越南和泰国正成为三个有吸引力的国家。通常,这项研究不仅丰富了现有文献,而且还为读者和决策者提供了对特定领域的全面了解。

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