A legal analysis of outsourcing within the framework of Section 197 of the Labour Relations Act
- Authors: Govender, Lisa
- Date: 2020
- Subjects: Contracting out , South Africa. Labour Relations Act (1995) , Labor laws and legislation - South Africa , Commercial law - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/475300 , uj:42871
- Description: Abstract: Section 197 of the Labour Relations Act 66 of 1995 (“the LRA”) involves the transfer of a contract of employment, between an old employer and a new employer. The LRA defines many important concepts, however in this dissertation, the most important concepts to consider are the following: “business”, which “includes the whole or part of any business, trade, undertaking or service”, and “transfer”, which means “the transfer of a business by one employer to another employer as a going concern”... , LL.M. (Commercial Law)
- Full Text:
- Authors: Govender, Lisa
- Date: 2020
- Subjects: Contracting out , South Africa. Labour Relations Act (1995) , Labor laws and legislation - South Africa , Commercial law - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/475300 , uj:42871
- Description: Abstract: Section 197 of the Labour Relations Act 66 of 1995 (“the LRA”) involves the transfer of a contract of employment, between an old employer and a new employer. The LRA defines many important concepts, however in this dissertation, the most important concepts to consider are the following: “business”, which “includes the whole or part of any business, trade, undertaking or service”, and “transfer”, which means “the transfer of a business by one employer to another employer as a going concern”... , LL.M. (Commercial Law)
- Full Text:
The adoption of IT governance for outsourcing and virtual team management in IT projects
- Authors: Kachi, Sylvester
- Date: 2018
- Subjects: Information technology - Management , Contracting out , Virtual work teams - Management , Information technology projects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/403173 , uj:33771
- Description: Abstract : IT governance is an important factor in the success of Information Technology systems and implementation. The adoption of IT governance and its effectiveness is not clear or documented. The purpose of this study is to understand the adoption and effectiveness of IT governance in South African organisations as they conduct Information Technology projects both internally and externally. This study is explorative in nature as it seeks to understand the effectiveness of IT governance using the questionnaire as an instrument for collecting data. The research methodology of this study is quantitative. The target sample is IT (Information Technology) employees that work in various South African organisations both private and public. The sample size is 164 employees. The findings of this study show that South African organisations make extensive use of IT governance. There is data indicating that IT governance is applied locally on their dayto- day IT projects. The study found that there is management support and deliberate effort to monitor and measure the effectiveness of IT governance. The study further shows that there is strong adoption of IT governance in external IT projects such as outsourced IT projects. Finally, it shows a strong use of virtual teams in IT projects in South African organisations, and also a relatively high application of IT governance principles in virtual teamwork. , M.Com. (Information Technology Management)
- Full Text:
- Authors: Kachi, Sylvester
- Date: 2018
- Subjects: Information technology - Management , Contracting out , Virtual work teams - Management , Information technology projects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/403173 , uj:33771
- Description: Abstract : IT governance is an important factor in the success of Information Technology systems and implementation. The adoption of IT governance and its effectiveness is not clear or documented. The purpose of this study is to understand the adoption and effectiveness of IT governance in South African organisations as they conduct Information Technology projects both internally and externally. This study is explorative in nature as it seeks to understand the effectiveness of IT governance using the questionnaire as an instrument for collecting data. The research methodology of this study is quantitative. The target sample is IT (Information Technology) employees that work in various South African organisations both private and public. The sample size is 164 employees. The findings of this study show that South African organisations make extensive use of IT governance. There is data indicating that IT governance is applied locally on their dayto- day IT projects. The study found that there is management support and deliberate effort to monitor and measure the effectiveness of IT governance. The study further shows that there is strong adoption of IT governance in external IT projects such as outsourced IT projects. Finally, it shows a strong use of virtual teams in IT projects in South African organisations, and also a relatively high application of IT governance principles in virtual teamwork. , M.Com. (Information Technology Management)
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Determining the cost effectiveness and efficiency of outsourcing academic services
- Authors: Ojini, Chizoba Monulikpe
- Date: 2016
- Subjects: Contracting out , Universities and colleges - Services for - Contracting out , University of Johannesburg. Faculty of Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/225888 , uj:22825
- Description: M.Com. (Business Management) , Abstract: The commercial sustainability of an institution of higher learning depends on the number of students that enrol each year, the quality and quantity of research output and the institution’s ability to produce excellent academic standards. Institutions must compete for students and still remain financially buoyant, since the amount of funding received from government depends on the enrolment capacity and the research output. The financial support, which has reduced over the years, made these universities to seek other ways to reduce operational costs. It is for this reason that the institutions have increasingly adopted an outsourcing strategy to save costs and maintain quality. The trend is that institutions of higher learning have embraced outsourcing in recent years and the rate seems high. Although outsourcing is widely accepted, the question is whether outsourcing academic services plays any role in maintaining greater services, reduced costs and better academic qualifications or whether higher education is on the path to ruin due to outsourcing. Therefore this study aims at investigating the cost savings and service delivery standards achieved through outsourcing of academic services while an attempt is also made to determine whether outsourcing affects the quality of academic qualifications and the loyalty of the full-time employed staff at the Faculty of Management, University of Johannesburg. This research employs a qualitative case study strategy, an empirically explanatory study that investigates the extent and the effect on cost effectiveness, quality and integrity of outsourced academic services in the Faculty. The research evaluates the claim that an external outsourcing strategy achieves a cost reduction compared to using internal resources. The heads of the eight departments in the faculty and the executive dean were selected for interviews, and although only six out of the eight heads responded, their knowledge and experience in the outsourcing process within the faculty were explored. Qualitative data analysis includes four steps: compiling, disassembling, reassembling and interpreting before concluding. These steps are described in chapter 3. Qualitative data was collected using in-depth interviews, documentation...
- Full Text:
- Authors: Ojini, Chizoba Monulikpe
- Date: 2016
- Subjects: Contracting out , Universities and colleges - Services for - Contracting out , University of Johannesburg. Faculty of Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/225888 , uj:22825
- Description: M.Com. (Business Management) , Abstract: The commercial sustainability of an institution of higher learning depends on the number of students that enrol each year, the quality and quantity of research output and the institution’s ability to produce excellent academic standards. Institutions must compete for students and still remain financially buoyant, since the amount of funding received from government depends on the enrolment capacity and the research output. The financial support, which has reduced over the years, made these universities to seek other ways to reduce operational costs. It is for this reason that the institutions have increasingly adopted an outsourcing strategy to save costs and maintain quality. The trend is that institutions of higher learning have embraced outsourcing in recent years and the rate seems high. Although outsourcing is widely accepted, the question is whether outsourcing academic services plays any role in maintaining greater services, reduced costs and better academic qualifications or whether higher education is on the path to ruin due to outsourcing. Therefore this study aims at investigating the cost savings and service delivery standards achieved through outsourcing of academic services while an attempt is also made to determine whether outsourcing affects the quality of academic qualifications and the loyalty of the full-time employed staff at the Faculty of Management, University of Johannesburg. This research employs a qualitative case study strategy, an empirically explanatory study that investigates the extent and the effect on cost effectiveness, quality and integrity of outsourced academic services in the Faculty. The research evaluates the claim that an external outsourcing strategy achieves a cost reduction compared to using internal resources. The heads of the eight departments in the faculty and the executive dean were selected for interviews, and although only six out of the eight heads responded, their knowledge and experience in the outsourcing process within the faculty were explored. Qualitative data analysis includes four steps: compiling, disassembling, reassembling and interpreting before concluding. These steps are described in chapter 3. Qualitative data was collected using in-depth interviews, documentation...
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An engagement model for collaborative outsourcing relationships
- Delport, Reinet, Mkhwanazi, Sipho
- Authors: Delport, Reinet , Mkhwanazi, Sipho
- Date: 2015
- Subjects: Logistics - Management , Contracting out , Industrial management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/55463 , uj:16294
- Description: Abstract: The modern world represents a turbulent and ever-changing environment. Business organisations strive to achieve efficient and effective logistics management processes within the value chain and increasingly appreciate the need for logistics specialists or expert partners to support their value chain or supply chain activities. Thus, the consideration of outsourcing non-core activities in the value chain has become paramount to organisations, with the ambition to optimise organisational structure towards sustainable competitive advantage. This is a business need which Logistics Service Providers (LSPs) have grasped over the years, and resultantly, have expanded their service offering in supply chain activities. Simultaneously, collaborative relationships between LSPs and their clients have become vital to achieve successful delivery of supply chain activities. The rationale of the study was to provide guidance on how collaborative relationships in an outsourced logistics function can be achieved both strategically and operationally. The aim of the study was to determine the foundation - associated key elements which enable optimal value from relationships between an LSP and its clients. The study was conducted on Imperial Logistics (IL), a division of Imperial Group (Proprietary) Limited. The key objectives of the study were to: i) provide guidance on an optimal strategic engagement model for a collaborative relationship in outsourcing, including suggesting a suitable performance measurement tool to measure such a relationship, and ii) to consider how well the current operational status quo in IL aligns to the engagement model. The study was conducted using a mixed-method approach; quantitative data , M.Com. (Business Management)
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- Authors: Delport, Reinet , Mkhwanazi, Sipho
- Date: 2015
- Subjects: Logistics - Management , Contracting out , Industrial management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/55463 , uj:16294
- Description: Abstract: The modern world represents a turbulent and ever-changing environment. Business organisations strive to achieve efficient and effective logistics management processes within the value chain and increasingly appreciate the need for logistics specialists or expert partners to support their value chain or supply chain activities. Thus, the consideration of outsourcing non-core activities in the value chain has become paramount to organisations, with the ambition to optimise organisational structure towards sustainable competitive advantage. This is a business need which Logistics Service Providers (LSPs) have grasped over the years, and resultantly, have expanded their service offering in supply chain activities. Simultaneously, collaborative relationships between LSPs and their clients have become vital to achieve successful delivery of supply chain activities. The rationale of the study was to provide guidance on how collaborative relationships in an outsourced logistics function can be achieved both strategically and operationally. The aim of the study was to determine the foundation - associated key elements which enable optimal value from relationships between an LSP and its clients. The study was conducted on Imperial Logistics (IL), a division of Imperial Group (Proprietary) Limited. The key objectives of the study were to: i) provide guidance on an optimal strategic engagement model for a collaborative relationship in outsourcing, including suggesting a suitable performance measurement tool to measure such a relationship, and ii) to consider how well the current operational status quo in IL aligns to the engagement model. The study was conducted using a mixed-method approach; quantitative data , M.Com. (Business Management)
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Convergence of logistics planning, execution and measurement on outsourcing
- D'Amato, Antonia Angela, Kgoedi, Matlake Sipho, Swanepoel, Grant
- Authors: D'Amato, Antonia Angela , Kgoedi, Matlake Sipho , Swanepoel, Grant
- Date: 2014-07-23
- Subjects: Contracting out
- Type: Thesis
- Identifier: uj:11745 , http://hdl.handle.net/10210/11471
- Description: M.Com. (Business Management) , Logistics Service Providers are becoming increasingly involved within their client’s businesses. Beyond just providing vehicles and buildings, logistics service providers are now also becoming involved with the knowledge-type work that is connected to the traditional services provided. LSPs are also becoming better integrators of supply chain functions and are offering an increasingly vast basket of services to clients that can be configured in a way that adds value to the client. The research presented in this paper looks at the theoretical impact that converged planning and execution functions have on business success as well as a view of how selected IMPERIAL Logistics client organisations perceive the impact of increased integration of IMPERIAL Logistics within their businesses. The research viewed the integration of planning and execution in two ways: The impact of a supply chain partner integrating their business functions with that of the client organisation. The integration of the tasks of planning and execution under a single arrangement. The impact of integrated planning and execution functions for the client organisation was found to be improved long term commitment and alignment in terms of business operations and relationships, better communication, more integrated planning and decision making, better usage of systems to streamline the process as well as a focus on core business whilst supply chain experts handle their core business, which is planning and executing supply chain functions.
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- Authors: D'Amato, Antonia Angela , Kgoedi, Matlake Sipho , Swanepoel, Grant
- Date: 2014-07-23
- Subjects: Contracting out
- Type: Thesis
- Identifier: uj:11745 , http://hdl.handle.net/10210/11471
- Description: M.Com. (Business Management) , Logistics Service Providers are becoming increasingly involved within their client’s businesses. Beyond just providing vehicles and buildings, logistics service providers are now also becoming involved with the knowledge-type work that is connected to the traditional services provided. LSPs are also becoming better integrators of supply chain functions and are offering an increasingly vast basket of services to clients that can be configured in a way that adds value to the client. The research presented in this paper looks at the theoretical impact that converged planning and execution functions have on business success as well as a view of how selected IMPERIAL Logistics client organisations perceive the impact of increased integration of IMPERIAL Logistics within their businesses. The research viewed the integration of planning and execution in two ways: The impact of a supply chain partner integrating their business functions with that of the client organisation. The integration of the tasks of planning and execution under a single arrangement. The impact of integrated planning and execution functions for the client organisation was found to be improved long term commitment and alignment in terms of business operations and relationships, better communication, more integrated planning and decision making, better usage of systems to streamline the process as well as a focus on core business whilst supply chain experts handle their core business, which is planning and executing supply chain functions.
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Convergence of logistics planning, execution and measurement on outsourcing
- D’Amato, A.A., Kgoedi, S., Swanepoel, G.
- Authors: D’Amato, A.A. , Kgoedi, S. , Swanepoel, G.
- Date: 2014-05-05
- Subjects: Business logistics , Contracting out
- Type: Thesis
- Identifier: uj:10915 , http://hdl.handle.net/10210/10489
- Description: M.Com. (Business Management) , Logistics Service Providers are becoming increasingly involved within their client’s businesses. Beyond just providing vehicles and buildings, logistics service providers are now also becoming involved with the knowledge-type work that is connected to the traditional services provided. LSPs are also becoming better integrators of supply chain functions and are offering an increasingly vast basket of services to clients that can be configured in a way that adds value to the client. The research presented in this paper looks at the theoretical impact that converged planning and execution functions have on business success as well as a view of how selected IMPERIAL Logistics client organisations perceive the impact of increased integration of IMPERIAL Logistics within their businesses. The research viewed the integration of planning and execution in two ways: The impact of a supply chain partner integrating their business functions with that of the client organisation. The integration of the tasks of planning and execution under a single arrangement. The impact of integrated planning and execution functions for the client organisation was found to be improved long term commitment and alignment in terms of business operations and relationships, better communication, more integrated planning and decision making, better usage of systems to streamline the process as well as a focus on core business whilst supply chain experts handle their core business, which is planning and executing supply chain functions.
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- Authors: D’Amato, A.A. , Kgoedi, S. , Swanepoel, G.
- Date: 2014-05-05
- Subjects: Business logistics , Contracting out
- Type: Thesis
- Identifier: uj:10915 , http://hdl.handle.net/10210/10489
- Description: M.Com. (Business Management) , Logistics Service Providers are becoming increasingly involved within their client’s businesses. Beyond just providing vehicles and buildings, logistics service providers are now also becoming involved with the knowledge-type work that is connected to the traditional services provided. LSPs are also becoming better integrators of supply chain functions and are offering an increasingly vast basket of services to clients that can be configured in a way that adds value to the client. The research presented in this paper looks at the theoretical impact that converged planning and execution functions have on business success as well as a view of how selected IMPERIAL Logistics client organisations perceive the impact of increased integration of IMPERIAL Logistics within their businesses. The research viewed the integration of planning and execution in two ways: The impact of a supply chain partner integrating their business functions with that of the client organisation. The integration of the tasks of planning and execution under a single arrangement. The impact of integrated planning and execution functions for the client organisation was found to be improved long term commitment and alignment in terms of business operations and relationships, better communication, more integrated planning and decision making, better usage of systems to streamline the process as well as a focus on core business whilst supply chain experts handle their core business, which is planning and executing supply chain functions.
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The merits for small businesses to consider outsourcing as a business tool
- Monaisa, Keitheng Elizabeth Gertrude
- Authors: Monaisa, Keitheng Elizabeth Gertrude
- Date: 2014-04-02
- Subjects: Small business - Management , Contracting out
- Type: Thesis
- Identifier: uj:4582 , http://hdl.handle.net/10210/9929
- Description: M.Com. (Business Management) , The global economy has over the past decades undergone radical changes. The South African economy has not been immune to the changes taking place globally. The pressures on competitiveness add urgency to the search for greater effectiveness. Most managers know that few decisions, such as operational strategy, problem solving and performing core competencies are more critical decisions than the selection of the customers to be served. In today's competitive world, successful outsourcing is a powerful tool for organizations of different sizes to be cost-efficient, increase flexibility, services and productivity, to focus on core competencies and rely on outsourcing vendors/partners to supply the non-competencies, to gain monetary benefits, add value and gain competitive advantage over rivals. Therefore outsourcing Is one of many business tools that may also be available and applicable to small businesses to gain a competitive advantage over rivals. The primary motivation for this study stems from the relevancy of outsourcing as a management tool, and whether outsourcing could also be applied in small business management, and hence this study attempts to examine the possible merits for small businesses to consider outsourcing as a management tool. Further, the researcher hopes to show in this study the principles on which good outsourcing decisions may be taken to benefit the small businesses and the Involved parties in the outsourcing arrangement. Hence the primary objective of the study is to determine the merits of the small business sector to utilise outsourcing as a business tool, and the supporting secondary objectives are to research the concept of outsourcing: to explain the rationale in outsourcing and all its manifestations, to research the concept of the small business sector, its major needs, challenges and threats, and to deduce from the results achieved In the above mentioned areas, possible merits for small businesses to consider outsourcing as a management tool.
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- Authors: Monaisa, Keitheng Elizabeth Gertrude
- Date: 2014-04-02
- Subjects: Small business - Management , Contracting out
- Type: Thesis
- Identifier: uj:4582 , http://hdl.handle.net/10210/9929
- Description: M.Com. (Business Management) , The global economy has over the past decades undergone radical changes. The South African economy has not been immune to the changes taking place globally. The pressures on competitiveness add urgency to the search for greater effectiveness. Most managers know that few decisions, such as operational strategy, problem solving and performing core competencies are more critical decisions than the selection of the customers to be served. In today's competitive world, successful outsourcing is a powerful tool for organizations of different sizes to be cost-efficient, increase flexibility, services and productivity, to focus on core competencies and rely on outsourcing vendors/partners to supply the non-competencies, to gain monetary benefits, add value and gain competitive advantage over rivals. Therefore outsourcing Is one of many business tools that may also be available and applicable to small businesses to gain a competitive advantage over rivals. The primary motivation for this study stems from the relevancy of outsourcing as a management tool, and whether outsourcing could also be applied in small business management, and hence this study attempts to examine the possible merits for small businesses to consider outsourcing as a management tool. Further, the researcher hopes to show in this study the principles on which good outsourcing decisions may be taken to benefit the small businesses and the Involved parties in the outsourcing arrangement. Hence the primary objective of the study is to determine the merits of the small business sector to utilise outsourcing as a business tool, and the supporting secondary objectives are to research the concept of outsourcing: to explain the rationale in outsourcing and all its manifestations, to research the concept of the small business sector, its major needs, challenges and threats, and to deduce from the results achieved In the above mentioned areas, possible merits for small businesses to consider outsourcing as a management tool.
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Successful outsourcing of maintenance in the mining industry : methods and principles
- Visagie, Christoffel Johannes
- Authors: Visagie, Christoffel Johannes
- Date: 2012-08-27
- Subjects: Contracting out , Maintenance , Mineral industries
- Type: Mini-Dissertation
- Identifier: uj:3197 , http://hdl.handle.net/10210/6610
- Description: M.Phil. , Production uptime and plant availability is the primary aim of present-day maintenance strategy making. In the past, this was accomplished by building in redundancies and excess production capacity, or by following an aggressive schedule to rebuild or overhaul critical systems. Both approaches are inherently inefficient. Redundant systems and excess capacity tie up scarce capital that could otherwise be deployed in a producing activity. Today we live in a world where change is not only common, but also inevitable. Mining companies and their people are all exposed to the massive scientific and technological explosion occurring and will need to adapt to be competitive or be doomed to oblivion. The mining businesses that are not prepared to change, will very quickly find that they have priced themselves out of the market and will be relegated to being dinosaurs from the past. Maintenance has undergone a metamorphosis in the past few decades and is now entrenched as a vital part of the industry. The availability, reliability and operability of assets have become imperative, demanding that maintenance methods and strategies become even more sophisticated. Excessive downtime and breakdowns of assets have become critical factors to the point of being totally unacceptable. Maintenance thus needs to become more efficient, contributing maximally to the profitability of the industry by coordinating operational readiness with production demand. The purpose of this study is to investigate the successful use of outsourced maintenance methods, principles as a way of achieving this efficiency. It furthermore seeks to identify the benefits of such an outsourcing approach to the mining industry. While a mining business can take advantage of transformational outsourcing at any point in its life cycle, "once a business leader has decided change is required, (whether, as a course correction or in response to economic cycles), outsourcing becomes a viable alternative business strategy to enable that transformation more rapidly, with less risk and with more flexibility" according to Jay Ward, from the outsourcing institute. Outsourcing delivers value beyond cost reduction. During the outsourcing process, the maintenance organisation of a mine is really looking for results such as improvement of its profit margin, by such things as inventory reduction, increased maintenance service efficiency, reduced cycle times, reduced meantime between failures, improved operating performance, and the availability of expert skills and cutting edge technologies. The question that this dissertation seeks to answer is: "how does the maintenance outsourcing process work in the new maintenance world, and what and how much maintenance should the mine management outsource?" The study focuses on the changing world of maintenance, maintenance policy making and World Class best practice maintenance strategies. It looks for ways of closing the gaps that exist in present maintenance practice in mining organisations, through maintenance outsourcing as one of the "best practice" drivers through which such organisations can position themselves for present economic realities. It thus serves to guide the individual mining business to be able to chart its own course to achieve flexibility and accelerate its business in ways that consistently minimise risk while delivering value to stakeholders.
- Full Text:
- Authors: Visagie, Christoffel Johannes
- Date: 2012-08-27
- Subjects: Contracting out , Maintenance , Mineral industries
- Type: Mini-Dissertation
- Identifier: uj:3197 , http://hdl.handle.net/10210/6610
- Description: M.Phil. , Production uptime and plant availability is the primary aim of present-day maintenance strategy making. In the past, this was accomplished by building in redundancies and excess production capacity, or by following an aggressive schedule to rebuild or overhaul critical systems. Both approaches are inherently inefficient. Redundant systems and excess capacity tie up scarce capital that could otherwise be deployed in a producing activity. Today we live in a world where change is not only common, but also inevitable. Mining companies and their people are all exposed to the massive scientific and technological explosion occurring and will need to adapt to be competitive or be doomed to oblivion. The mining businesses that are not prepared to change, will very quickly find that they have priced themselves out of the market and will be relegated to being dinosaurs from the past. Maintenance has undergone a metamorphosis in the past few decades and is now entrenched as a vital part of the industry. The availability, reliability and operability of assets have become imperative, demanding that maintenance methods and strategies become even more sophisticated. Excessive downtime and breakdowns of assets have become critical factors to the point of being totally unacceptable. Maintenance thus needs to become more efficient, contributing maximally to the profitability of the industry by coordinating operational readiness with production demand. The purpose of this study is to investigate the successful use of outsourced maintenance methods, principles as a way of achieving this efficiency. It furthermore seeks to identify the benefits of such an outsourcing approach to the mining industry. While a mining business can take advantage of transformational outsourcing at any point in its life cycle, "once a business leader has decided change is required, (whether, as a course correction or in response to economic cycles), outsourcing becomes a viable alternative business strategy to enable that transformation more rapidly, with less risk and with more flexibility" according to Jay Ward, from the outsourcing institute. Outsourcing delivers value beyond cost reduction. During the outsourcing process, the maintenance organisation of a mine is really looking for results such as improvement of its profit margin, by such things as inventory reduction, increased maintenance service efficiency, reduced cycle times, reduced meantime between failures, improved operating performance, and the availability of expert skills and cutting edge technologies. The question that this dissertation seeks to answer is: "how does the maintenance outsourcing process work in the new maintenance world, and what and how much maintenance should the mine management outsource?" The study focuses on the changing world of maintenance, maintenance policy making and World Class best practice maintenance strategies. It looks for ways of closing the gaps that exist in present maintenance practice in mining organisations, through maintenance outsourcing as one of the "best practice" drivers through which such organisations can position themselves for present economic realities. It thus serves to guide the individual mining business to be able to chart its own course to achieve flexibility and accelerate its business in ways that consistently minimise risk while delivering value to stakeholders.
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A model for the successful implementation of repair and maintenance contracts in the opencast mining industry
- Authors: Olivier, Jeramia Jesaja
- Date: 2012-08-14
- Subjects: Industrial equipment - Maintenance and repair - Management , Strip mining - Equipment and supplies - Maintenance and repair , Contracting out
- Type: Thesis
- Identifier: uj:9208 , http://hdl.handle.net/10210/5658
- Description: M.Phil. , In the modern world maintenance organisations are exposed to rapid changes in equipment complexity and the maintenance thereof. Maintenance people have to adopt completely new ways of thinking and managing. If organisations and their management do not adapt to these changes and challenges they are destined to oblivion. Moubray (1991:1) states that: "Managers everywhere are looking for a new approach in maintenance. They want to avoid the false starts and dead ends which always accompany major upheavals. Instead they seek a strategic framework which synthesizes the new developments into a coherent pattern, so that they can evaluate them sensibly and apply those likely to be of most value to them and their companies" One of the viable alternative business strategies and maintenance approaches in dealing with equipment complexity and hence the management thereof, is by means of maintenance outsourcing and contract setting. If done correctly it reduces the risk of organisations and increases flexibility. During outsourcing initiatives organisations will look for benefits such as improvement of its profit margins by means of inventory reductions, improved reliability, maintenance efficiency and expert skills maintaining their assets. Coetzee (1997:24) explain that the task of the maintenance function is "to support the production process with adequate levels of availability, reliability and operability at an acceptable cost". The same principles apply in adherence to the maintenance contracts where the Original Equipment Manufacturer (OEM) or contractor also needs to support the customer with the adequate levels of availability, reliability and operability at defined costs. This can only be achieved by quality maintenance; "the right level of maintenance performed at the right time to the right equipment by workmen able and willing to deliver quality workmanship and using correct task specifications" (Coetzee, 2000a). The method used in maintenance outsourcing negotiation and binding agreements between the organisation and the contractor is a Repair and Olivier-2008 Department of Mechanical and Manufacturing Engineering - UJ Maintenance Contract; commonly known as R+M or MARC contracts. Essentially a Repair and Maintenance contract is the outsourcing of a long term Service Level Agreement (SLA) or maintenance project, normally to the OEM, or its authorised service organisation. "A maintenance and repair contract is a contractual agreement between the OEM (original equipment manufacturer), or contractor, and the equipment owner or user, where the OEM or contractor carries out all maintenance and repair activities at a guaranteed rate per hour" (Lugtigheid, et al. 2007). When organisations adapt outsourcing as a business strategy, it creates a framework of uncertainty and risk to Original Equipment Manufactures and/or maintenance contractors who has to perform the maintenance services. The focus of manufacturing and selling is thus disrupted by the challenge of the unknown playgrounds of competitiveness
- Full Text:
- Authors: Olivier, Jeramia Jesaja
- Date: 2012-08-14
- Subjects: Industrial equipment - Maintenance and repair - Management , Strip mining - Equipment and supplies - Maintenance and repair , Contracting out
- Type: Thesis
- Identifier: uj:9208 , http://hdl.handle.net/10210/5658
- Description: M.Phil. , In the modern world maintenance organisations are exposed to rapid changes in equipment complexity and the maintenance thereof. Maintenance people have to adopt completely new ways of thinking and managing. If organisations and their management do not adapt to these changes and challenges they are destined to oblivion. Moubray (1991:1) states that: "Managers everywhere are looking for a new approach in maintenance. They want to avoid the false starts and dead ends which always accompany major upheavals. Instead they seek a strategic framework which synthesizes the new developments into a coherent pattern, so that they can evaluate them sensibly and apply those likely to be of most value to them and their companies" One of the viable alternative business strategies and maintenance approaches in dealing with equipment complexity and hence the management thereof, is by means of maintenance outsourcing and contract setting. If done correctly it reduces the risk of organisations and increases flexibility. During outsourcing initiatives organisations will look for benefits such as improvement of its profit margins by means of inventory reductions, improved reliability, maintenance efficiency and expert skills maintaining their assets. Coetzee (1997:24) explain that the task of the maintenance function is "to support the production process with adequate levels of availability, reliability and operability at an acceptable cost". The same principles apply in adherence to the maintenance contracts where the Original Equipment Manufacturer (OEM) or contractor also needs to support the customer with the adequate levels of availability, reliability and operability at defined costs. This can only be achieved by quality maintenance; "the right level of maintenance performed at the right time to the right equipment by workmen able and willing to deliver quality workmanship and using correct task specifications" (Coetzee, 2000a). The method used in maintenance outsourcing negotiation and binding agreements between the organisation and the contractor is a Repair and Olivier-2008 Department of Mechanical and Manufacturing Engineering - UJ Maintenance Contract; commonly known as R+M or MARC contracts. Essentially a Repair and Maintenance contract is the outsourcing of a long term Service Level Agreement (SLA) or maintenance project, normally to the OEM, or its authorised service organisation. "A maintenance and repair contract is a contractual agreement between the OEM (original equipment manufacturer), or contractor, and the equipment owner or user, where the OEM or contractor carries out all maintenance and repair activities at a guaranteed rate per hour" (Lugtigheid, et al. 2007). When organisations adapt outsourcing as a business strategy, it creates a framework of uncertainty and risk to Original Equipment Manufactures and/or maintenance contractors who has to perform the maintenance services. The focus of manufacturing and selling is thus disrupted by the challenge of the unknown playgrounds of competitiveness
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The outsourcing of supply chain activities
- Authors: Rudolph, Andrew
- Date: 2012-08-13
- Subjects: Contracting out , Delivery of goods -- Management
- Type: Thesis
- Identifier: uj:9092 , http://hdl.handle.net/10210/5551
- Description: M.Comm. , In order to achieve and sustain a competitive advantage in the present global trade environment, companies need to find ways to distinguish themselves from their opposition. One way by which this advantage can be gained, is by exercising superior supply chain management. Shortening product life cycles and multiple possible suppliers per product make it even more important to provide excellent customer service. Once again, these events imply the need for superior supply chain management. The question of how to improve supply chain management now arises. The aim of this study is to determine whether the outsourcing of certain supply chain activities can lead to the desired result. A secondary aim is to give an overview on supply chain management, as knowledge on this topic is often lacking or poorly understood, while it is seen as highly important for the reasons stated above. A key step in the process of determining whether or not a company should make use of a third-party supply chain provider, is in determining the strategic objectives of the company. During this step the company needs to determine its key competencies, which in turn helps the company to establish its goals. Once the above process has taken place, a decision can be made on whether to consider the outsourcing of supply chain activities. Companies that are considering the outsource of their supply chain activities, are looking for benefits such as reduced costs and increased service, reduced capital investment, increased flexibility to fluctuating demand, and a focus on core competencies. There are however, possible disadvantages associated with the outsourcing decision. Examples include, negative effects on workforce morale, a fear for loss of control by some supply chain professionals, breaches of confidentiality, and a loss of customer contact.
- Full Text:
- Authors: Rudolph, Andrew
- Date: 2012-08-13
- Subjects: Contracting out , Delivery of goods -- Management
- Type: Thesis
- Identifier: uj:9092 , http://hdl.handle.net/10210/5551
- Description: M.Comm. , In order to achieve and sustain a competitive advantage in the present global trade environment, companies need to find ways to distinguish themselves from their opposition. One way by which this advantage can be gained, is by exercising superior supply chain management. Shortening product life cycles and multiple possible suppliers per product make it even more important to provide excellent customer service. Once again, these events imply the need for superior supply chain management. The question of how to improve supply chain management now arises. The aim of this study is to determine whether the outsourcing of certain supply chain activities can lead to the desired result. A secondary aim is to give an overview on supply chain management, as knowledge on this topic is often lacking or poorly understood, while it is seen as highly important for the reasons stated above. A key step in the process of determining whether or not a company should make use of a third-party supply chain provider, is in determining the strategic objectives of the company. During this step the company needs to determine its key competencies, which in turn helps the company to establish its goals. Once the above process has taken place, a decision can be made on whether to consider the outsourcing of supply chain activities. Companies that are considering the outsource of their supply chain activities, are looking for benefits such as reduced costs and increased service, reduced capital investment, increased flexibility to fluctuating demand, and a focus on core competencies. There are however, possible disadvantages associated with the outsourcing decision. Examples include, negative effects on workforce morale, a fear for loss of control by some supply chain professionals, breaches of confidentiality, and a loss of customer contact.
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Outsourcing as a black economic empowerment tool
- Authors: Mncube, Dingane Matthews
- Date: 2010-02-24T08:40:46Z
- Subjects: Contracting out , Employee empowerment , Black business enterprises , Broad-based Black Economic Empowerment Act (South Africa)
- Type: Thesis
- Identifier: uj:6638 , http://hdl.handle.net/10210/3039
- Description: M.Comm. , Broad Based Black Economic Empowerment (BBBEE) is almost ten years old. The objective of the BBBEE is to increase the participation of Black people and Black women in the South African economy and also to bridge the income inequality which was brought about systematically before South Africa became a democratic country. The BBBEE Act, through the Codes of Good Practice has identified seven key elements which if addressed will help to achieve the objectives of the Act. These elements are ownership, management control, employment equity, skills development, preferential procurement, enterprise development and socio economic development. Minimum targets have been set which need to be achieved within ten years. The primary objective of the study was to investigate if Sappi one of the two dominant pulp and paper companies in South Africa, could utilize outsourcing as a Black Economic Empowerment Tool. The secondary objectives were twofold: • To identify key barriers to complying with the seven elements of the Codes of Good Practice; and • To establish measures or incentives that will lead to Sappi Forests outsourced activities complying with the Codes of Good Practice hence utilizing outsourced activities as a Black Economic Empowerment tool. The research findings indicate that Sappi could utilize outsourcing as a Black Economic Empowerment tool. According to survey results, significant progress has been achieved in implementing BBBEE Act despite the lack of a systematic approach. Progress towards the implementation of the Act as measured against the seven elements contained in the Codes of Good Practice, is commendable. Should the recommendations such as incentives and rewards that are mentioned in the findings be adopted, the implementation of the BBBEE Act which leads to empowerment could be enhanced in forests outsourced activities.
- Full Text:
- Authors: Mncube, Dingane Matthews
- Date: 2010-02-24T08:40:46Z
- Subjects: Contracting out , Employee empowerment , Black business enterprises , Broad-based Black Economic Empowerment Act (South Africa)
- Type: Thesis
- Identifier: uj:6638 , http://hdl.handle.net/10210/3039
- Description: M.Comm. , Broad Based Black Economic Empowerment (BBBEE) is almost ten years old. The objective of the BBBEE is to increase the participation of Black people and Black women in the South African economy and also to bridge the income inequality which was brought about systematically before South Africa became a democratic country. The BBBEE Act, through the Codes of Good Practice has identified seven key elements which if addressed will help to achieve the objectives of the Act. These elements are ownership, management control, employment equity, skills development, preferential procurement, enterprise development and socio economic development. Minimum targets have been set which need to be achieved within ten years. The primary objective of the study was to investigate if Sappi one of the two dominant pulp and paper companies in South Africa, could utilize outsourcing as a Black Economic Empowerment Tool. The secondary objectives were twofold: • To identify key barriers to complying with the seven elements of the Codes of Good Practice; and • To establish measures or incentives that will lead to Sappi Forests outsourced activities complying with the Codes of Good Practice hence utilizing outsourced activities as a Black Economic Empowerment tool. The research findings indicate that Sappi could utilize outsourcing as a Black Economic Empowerment tool. According to survey results, significant progress has been achieved in implementing BBBEE Act despite the lack of a systematic approach. Progress towards the implementation of the Act as measured against the seven elements contained in the Codes of Good Practice, is commendable. Should the recommendations such as incentives and rewards that are mentioned in the findings be adopted, the implementation of the BBBEE Act which leads to empowerment could be enhanced in forests outsourced activities.
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Specific selective outsourcing services in the information technology (IT) industry in South Africa
- Authors: Mapetla, Palesa
- Date: 2009-03-31T09:51:14Z
- Subjects: Contracting out , Information technology
- Type: Thesis
- Identifier: uj:8288 , http://hdl.handle.net/10210/2398
- Description: M.B.A. , In the current decade, "whole of IT" outsourcing appears to be losing ground, and other options are being considered and sought, such as selective outsourcing. Every product, service, or technology has a life cycle, and although the outsourcing industry is at its maturity level, at the same time it is also going through various growth stages and still evolving with best practices. Wholesale or comprehensive outsourcing clearly seems to be on the decline. Highlights of this analysis are as follows: The whole of IT" outsourcing can be seen as a contract service agreement in which an organisation hands over the majority of IT responsibilities to an external company. These contracts are long-term agreements designed to give higher control and transparency on costs, generally with a fixed price arrangement. In the selective outsourcing model, organisations may choose to outsource part of their IT. For example, the IT infrastructure could be broken down into separate agreements for the IT network, desktop, applications, and help desk. Depending upon the spread and competencies of internal resources, the organisation may choose to outsource one or all of the components. Outsourcing has become one of today’s most powerful, organization shaping management tools and also more so in South Africa. Chapter Two covers the fact that companies experience growth based on specialization, expertise and excellence. It is growth based on focusing on those areas that most directly contribute to a company’s success. Outsourcing has become the new frontier for the modern business. When a decision is made to outsource, the company needs to decide which of the activities or services currently done in-house can be defined as being non-core to the business. It is very important that the management of these non-core functions is not outsourced. “The decision to outsource the IT function is primarily based on the need to get rid of an operational problem. IT can become a very expensive cost centre with all the difficulties associated with managing a technology intensive infrastructure” says Rose (1999:24). Outsourcing provides the opportunity to redesign the IT function, and the potential to access highly specialized skills to extend capability. The purpose of this research is to address the following problem statement: What percentage of the budget in the South African IT market by sector is spent on the specific mentioned selective outsourcing services? The author looks at this problem statement and uses available literature to do an in depth study to reach an understanding of the researched subject. In Chapter three, an appropriate research approach that is inductive has been followed. The telephone interview was chosen for data collection as the most suitable and cost effective method. A questionnaire was designed with undisguised questions to ensure consistency and relevance of the responses. The question construction that followed took into consideration question content, question wording, response structure, and question sequence. Finally, pre-testing of the measurement tool was done to ensure validity and reliability, thereby ensuring that a foundation was laid for Chapter Four in which presentation and analysis of the results are given. Chapter four presents the analyses and interprets the results of the study as supplied by respondents through the questionnaire. The results are presented in tables showing percentage figures and numbers for individual response categories, totals and averages to present a clear picture. Finally there is the analysis and interpretation of each section as presented in the tables. The researcher applies the literature discussed in Chapter Two to support and justify the use of the questions asked, and the application thereof to the concepts of the outsourcing and the specified selective outsourcing services business in South Africa. The research was conducted to address the problem and subproblems discussed in Chapter One. In conclusion in response to these problems, the investigated selective IT services which are mentioned in detail in chapter one model has emerged as an attractive alternative to the single-vendor approach. Essentially, a selective approach involves choosing best-of-breed vendors to administer various business services or business functions, leading to either a total or limited solution. However, although selective outsourcing may indeed address some longstanding outsourcing challenges, it also presents some new management issues.
- Full Text:
- Authors: Mapetla, Palesa
- Date: 2009-03-31T09:51:14Z
- Subjects: Contracting out , Information technology
- Type: Thesis
- Identifier: uj:8288 , http://hdl.handle.net/10210/2398
- Description: M.B.A. , In the current decade, "whole of IT" outsourcing appears to be losing ground, and other options are being considered and sought, such as selective outsourcing. Every product, service, or technology has a life cycle, and although the outsourcing industry is at its maturity level, at the same time it is also going through various growth stages and still evolving with best practices. Wholesale or comprehensive outsourcing clearly seems to be on the decline. Highlights of this analysis are as follows: The whole of IT" outsourcing can be seen as a contract service agreement in which an organisation hands over the majority of IT responsibilities to an external company. These contracts are long-term agreements designed to give higher control and transparency on costs, generally with a fixed price arrangement. In the selective outsourcing model, organisations may choose to outsource part of their IT. For example, the IT infrastructure could be broken down into separate agreements for the IT network, desktop, applications, and help desk. Depending upon the spread and competencies of internal resources, the organisation may choose to outsource one or all of the components. Outsourcing has become one of today’s most powerful, organization shaping management tools and also more so in South Africa. Chapter Two covers the fact that companies experience growth based on specialization, expertise and excellence. It is growth based on focusing on those areas that most directly contribute to a company’s success. Outsourcing has become the new frontier for the modern business. When a decision is made to outsource, the company needs to decide which of the activities or services currently done in-house can be defined as being non-core to the business. It is very important that the management of these non-core functions is not outsourced. “The decision to outsource the IT function is primarily based on the need to get rid of an operational problem. IT can become a very expensive cost centre with all the difficulties associated with managing a technology intensive infrastructure” says Rose (1999:24). Outsourcing provides the opportunity to redesign the IT function, and the potential to access highly specialized skills to extend capability. The purpose of this research is to address the following problem statement: What percentage of the budget in the South African IT market by sector is spent on the specific mentioned selective outsourcing services? The author looks at this problem statement and uses available literature to do an in depth study to reach an understanding of the researched subject. In Chapter three, an appropriate research approach that is inductive has been followed. The telephone interview was chosen for data collection as the most suitable and cost effective method. A questionnaire was designed with undisguised questions to ensure consistency and relevance of the responses. The question construction that followed took into consideration question content, question wording, response structure, and question sequence. Finally, pre-testing of the measurement tool was done to ensure validity and reliability, thereby ensuring that a foundation was laid for Chapter Four in which presentation and analysis of the results are given. Chapter four presents the analyses and interprets the results of the study as supplied by respondents through the questionnaire. The results are presented in tables showing percentage figures and numbers for individual response categories, totals and averages to present a clear picture. Finally there is the analysis and interpretation of each section as presented in the tables. The researcher applies the literature discussed in Chapter Two to support and justify the use of the questions asked, and the application thereof to the concepts of the outsourcing and the specified selective outsourcing services business in South Africa. The research was conducted to address the problem and subproblems discussed in Chapter One. In conclusion in response to these problems, the investigated selective IT services which are mentioned in detail in chapter one model has emerged as an attractive alternative to the single-vendor approach. Essentially, a selective approach involves choosing best-of-breed vendors to administer various business services or business functions, leading to either a total or limited solution. However, although selective outsourcing may indeed address some longstanding outsourcing challenges, it also presents some new management issues.
- Full Text:
Determining the level and extent of information technology outsourcing services in the South African higher education environment
- Authors: Pengilly, William Richard
- Date: 2009-03-31T09:48:16Z
- Subjects: Higher education , Computer network resources , Contracting out
- Type: Thesis
- Identifier: uj:8282 , http://hdl.handle.net/10210/2392
- Description: M.B.A. , The South African public Higher Education environment has been going through changes during the past five years. Thirty six institutions have been merged and consolidated into twenty three institutions. There is considerable financial pressure on these institutions, and this have an impact on the provision and maintenance of a world class technology environment. This study examines the extent of outsourcing in the public Higher Education environment in South Africa, and determines if the environment is unique. It also looks at the aspect of improving service delivery through outsourcing or co-sourcing. The research was conducted by means of a survey, consisting of two parts, sent to all twenty three institutions. A 70% response was received on the questionnaire. The research survey determined the technology environment, the attitude towards, and the extent of outsourcing within the environment, as provided by the Chief Information Officers / Information Technology directors. The findings indicate that there is an element of uniqueness within the higher education environment, and that the institutions face challenges, specifically with relation to skill shortages. Furthermore, it finds that there are areas where co-sourcing can provide a benefit and assist in alleviating the challenges. The study also identifies various areas of further study.
- Full Text:
- Authors: Pengilly, William Richard
- Date: 2009-03-31T09:48:16Z
- Subjects: Higher education , Computer network resources , Contracting out
- Type: Thesis
- Identifier: uj:8282 , http://hdl.handle.net/10210/2392
- Description: M.B.A. , The South African public Higher Education environment has been going through changes during the past five years. Thirty six institutions have been merged and consolidated into twenty three institutions. There is considerable financial pressure on these institutions, and this have an impact on the provision and maintenance of a world class technology environment. This study examines the extent of outsourcing in the public Higher Education environment in South Africa, and determines if the environment is unique. It also looks at the aspect of improving service delivery through outsourcing or co-sourcing. The research was conducted by means of a survey, consisting of two parts, sent to all twenty three institutions. A 70% response was received on the questionnaire. The research survey determined the technology environment, the attitude towards, and the extent of outsourcing within the environment, as provided by the Chief Information Officers / Information Technology directors. The findings indicate that there is an element of uniqueness within the higher education environment, and that the institutions face challenges, specifically with relation to skill shortages. Furthermore, it finds that there are areas where co-sourcing can provide a benefit and assist in alleviating the challenges. The study also identifies various areas of further study.
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Knowledge management and outsourcing in an IT environment
- Authors: Desroches, Colin Michael
- Date: 2009-03-31T09:30:16Z
- Subjects: Knowledge management , Contracting out
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/370386 , uj:8252 , http://hdl.handle.net/10210/2363
- Description: M.B.A. , The following study concerns Knowledge Management and Outsourcing in an IT environment. More specifically, it gives a brief description of what Knowledge Management is; the different types and phases, the economics and strategies, different drivers, the outcomes, critical success factors, the benefits, frameworks and the influence that Knowledge Management has on competitiveness and innovation in the workplace. The topic is concluded with a discussion around technologies for enabling Knowledge Management. Also discussed in the study is the definition of Outsourcing, the different theories, critical success factors, drivers and moving from traditional to transformational Outsourcing. Mention is also made about some of the obstacles and problems associated with Outsourcing and the different prescriptive models around. Lastly, the determinants of organisational adoption and the stages of the Outsourcing framework are discussed in depth. The original decision was to develop a questionnaire and distribute it throughout the company, Business Connexion, a leader in the IT Outsourcing industry. However, due to time constraints and the number of potential employees, approximately 4700, it was agreed upon to only target the staff members within the Outsourcing division. At the time of the questionnaire, the total number of employees was 539 and 127 participated in this study by responding via a URL link set up by Statkon, a division of the University of Johannesburg. The responses were fed into a database which produced the relevant results for this particular study. These questionnaires were designed to specifically measure the varying issues surrounding Knowledge Management and Outsourcing in an IT environment. Due to the fact that this study was implemented within only one division of the organisation, it is important to note that the findings of this study cannot be generalised, thus providing an opportunity for future comparative research.
- Full Text:
- Authors: Desroches, Colin Michael
- Date: 2009-03-31T09:30:16Z
- Subjects: Knowledge management , Contracting out
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/370386 , uj:8252 , http://hdl.handle.net/10210/2363
- Description: M.B.A. , The following study concerns Knowledge Management and Outsourcing in an IT environment. More specifically, it gives a brief description of what Knowledge Management is; the different types and phases, the economics and strategies, different drivers, the outcomes, critical success factors, the benefits, frameworks and the influence that Knowledge Management has on competitiveness and innovation in the workplace. The topic is concluded with a discussion around technologies for enabling Knowledge Management. Also discussed in the study is the definition of Outsourcing, the different theories, critical success factors, drivers and moving from traditional to transformational Outsourcing. Mention is also made about some of the obstacles and problems associated with Outsourcing and the different prescriptive models around. Lastly, the determinants of organisational adoption and the stages of the Outsourcing framework are discussed in depth. The original decision was to develop a questionnaire and distribute it throughout the company, Business Connexion, a leader in the IT Outsourcing industry. However, due to time constraints and the number of potential employees, approximately 4700, it was agreed upon to only target the staff members within the Outsourcing division. At the time of the questionnaire, the total number of employees was 539 and 127 participated in this study by responding via a URL link set up by Statkon, a division of the University of Johannesburg. The responses were fed into a database which produced the relevant results for this particular study. These questionnaires were designed to specifically measure the varying issues surrounding Knowledge Management and Outsourcing in an IT environment. Due to the fact that this study was implemented within only one division of the organisation, it is important to note that the findings of this study cannot be generalised, thus providing an opportunity for future comparative research.
- Full Text:
The role of outsourcing in the project house - mining house relationship
- Authors: De Villiers, Tielman J.
- Date: 2008-11-18T09:08:18Z
- Subjects: Contracting out , Mineral industries , Project management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/388910 , uj:14728 , http://hdl.handle.net/10210/1732
- Description: M.Phil. , The relationship between the Mining House / Owner and Project House can be spectacularly successful for both partners (and has resulted in the emergence of a few successful new project houses and plant operation companies all over the world), but can also be disastrous for both parties, if managed incorrectly. The main requirement for a successful relationship between a Mining- and Project House is that there must be something in it for both parties. This is not only measured in customer perception of value for money (Mining House) and profits by the Project House, but is also affected by mutual respect, the working relationship and the perception that both can profit from the relationship by the following activities: • Procurement of goods and services. • Providing assistance in absorbing and adopting process technologies. • Addressing environmental concerns like Environment Impact Assessment, HAZOP studies as well as disaster management plans. • A project management team who can ensure proper control and timely reporting to the financial institutions, ensuring there are no cost and time overruns. • Provide due diligence in order to assign proper value to the assets, business portfolios, brand equity, technology/product, etc. • For retrofits, revamps, technical/ energy audits, upgrading the processes / quality of product through minimal investment routes. • In ensuring all aspects of quality management right from the concept to commissioning stage, involving corporate commitment to the quality management process enabling the companies to follow good manufacturing practices. • To provide knowledge management services i.e. depth of knowledge rather than the breadth. Until recently, most Mining Houses locked outsourcing in the back room - using it to pass off unimportant functions and processes to competent specialists so that managers could focus on more critical activities and core business. This is all changing as outsourcing is increasingly making its way into executives' strategic toolkits. In other research studies [5; C; K; N] three types of outsourcing relationships have been identified namely conventional, collaborative and (business) transformational outsourcing. Mining Houses can use conventional outsourcing to generate cost efficiencies in support processes. Collaborative outsourcing is used both to upgrade business processes and to provide flexibility to respond to changing business needs. Business transformation outsourcing holds a higher standard and is a comprehensive approach to create both new capabilities and to use them to achieve a clear strategic objective.
- Full Text:
- Authors: De Villiers, Tielman J.
- Date: 2008-11-18T09:08:18Z
- Subjects: Contracting out , Mineral industries , Project management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/388910 , uj:14728 , http://hdl.handle.net/10210/1732
- Description: M.Phil. , The relationship between the Mining House / Owner and Project House can be spectacularly successful for both partners (and has resulted in the emergence of a few successful new project houses and plant operation companies all over the world), but can also be disastrous for both parties, if managed incorrectly. The main requirement for a successful relationship between a Mining- and Project House is that there must be something in it for both parties. This is not only measured in customer perception of value for money (Mining House) and profits by the Project House, but is also affected by mutual respect, the working relationship and the perception that both can profit from the relationship by the following activities: • Procurement of goods and services. • Providing assistance in absorbing and adopting process technologies. • Addressing environmental concerns like Environment Impact Assessment, HAZOP studies as well as disaster management plans. • A project management team who can ensure proper control and timely reporting to the financial institutions, ensuring there are no cost and time overruns. • Provide due diligence in order to assign proper value to the assets, business portfolios, brand equity, technology/product, etc. • For retrofits, revamps, technical/ energy audits, upgrading the processes / quality of product through minimal investment routes. • In ensuring all aspects of quality management right from the concept to commissioning stage, involving corporate commitment to the quality management process enabling the companies to follow good manufacturing practices. • To provide knowledge management services i.e. depth of knowledge rather than the breadth. Until recently, most Mining Houses locked outsourcing in the back room - using it to pass off unimportant functions and processes to competent specialists so that managers could focus on more critical activities and core business. This is all changing as outsourcing is increasingly making its way into executives' strategic toolkits. In other research studies [5; C; K; N] three types of outsourcing relationships have been identified namely conventional, collaborative and (business) transformational outsourcing. Mining Houses can use conventional outsourcing to generate cost efficiencies in support processes. Collaborative outsourcing is used both to upgrade business processes and to provide flexibility to respond to changing business needs. Business transformation outsourcing holds a higher standard and is a comprehensive approach to create both new capabilities and to use them to achieve a clear strategic objective.
- Full Text:
Outsourcing in the cold supply chain of subtropical fruits: a case study
- Authors: Ramasodi, M.N.
- Date: 2008-06-23T13:33:27Z
- Subjects: Contracting out , Business logistics , Fruit trade
- Type: Thesis
- Identifier: uj:3434 , http://hdl.handle.net/10210/682
- Description: Outsourcing in the cold supply chain can assist the fresh fruit industry to attain competitive advantage through its role in cost reductions and customer service enhancement. The South African fruit industry depends mainly on export markets to earn revenue. It should thus be reckon that the South African fresh fruit travel long distances to reach these markets as South Africa is remotely situated from its major markets. However, the products have to be in good quality on arrival, and also be on time. The challenge therefore is for the fresh fruit industry to ensure that the cold supply chain is maintained through to international destinations. The primary objective of the dissertation is to perform an analysis of the cold supply chain of the South African avocado for export – ‘charter the movement of the South African avocado from production areas to international markets, paying special attention to the outsourcing possibilities in the cold supply chain’. In order to fulfill this purpose, the study covers the following main aspects: • Developments in the fruit industry focusing specifically on the avocado fresh fruit industry. • Detailed analysis of the cold supply chain and costs associated with operating and managing the chain. • Outsourcing as a strategy for achieving the cold supply chain competitive advantage: assisting the avocado industry to compete effectively with other supplying countries. The dissertation has outlined a number of strategies relevant to deal with the challenges of cold supply chain, such strategies concern themselves with delivering the right product at the right time to the right customer at the right condition and at the right price. It is evident from the discussions in the study that the South African avocado supply chain is long, complex and involves interaction of various processes and role-players. The post-harvest cold supply chain processes involves temperature controlled storage and transportation. Every link in the supply chain must be analysed to identify weaknesses, as there should be no breakage in the chain so that quality of fruit is not compromised and profitability is achieved. Currently storage and transportation are outsourced to a number of service providers. As far as the chain is concerned there are minimal problems regarding temperature management in the chain. Few avocado fruits have in the past failed PPECB quality tests for export. The main challenge (amongst others) that the avocado chain is facing is effective information sharing to ensure a coordinated and well-aligned supply chain that will play a role in reducing costs and enhancing customer service. Lack of, for example accurate crop harvest estimate information and real-time communication and information sharing creates problems for the supply chain to function as a single entity with shared objectives. Based on the above, a number of conclusions about, and recommendations for, outsourcing in the cold supply chain of South African avocado for export are made, a summary of which is provided by the following statements: • A reliable relationship is important for both producers and service providers • Joint responsibility: farmers should play their part in the cold supply chain management • Ensuring cold supply chain best practices • Creation of supply chain vision • Ensuring of supply chain visibility • Adoption of total cost approach • Integrating and coordinating the supply chain Charting the movement of the South African avocados from production areas to international markets requires that short, medium and long-term decisions about outsourcing be thoroughly made. , Prof. J.H. Du Plessis
- Full Text:
- Authors: Ramasodi, M.N.
- Date: 2008-06-23T13:33:27Z
- Subjects: Contracting out , Business logistics , Fruit trade
- Type: Thesis
- Identifier: uj:3434 , http://hdl.handle.net/10210/682
- Description: Outsourcing in the cold supply chain can assist the fresh fruit industry to attain competitive advantage through its role in cost reductions and customer service enhancement. The South African fruit industry depends mainly on export markets to earn revenue. It should thus be reckon that the South African fresh fruit travel long distances to reach these markets as South Africa is remotely situated from its major markets. However, the products have to be in good quality on arrival, and also be on time. The challenge therefore is for the fresh fruit industry to ensure that the cold supply chain is maintained through to international destinations. The primary objective of the dissertation is to perform an analysis of the cold supply chain of the South African avocado for export – ‘charter the movement of the South African avocado from production areas to international markets, paying special attention to the outsourcing possibilities in the cold supply chain’. In order to fulfill this purpose, the study covers the following main aspects: • Developments in the fruit industry focusing specifically on the avocado fresh fruit industry. • Detailed analysis of the cold supply chain and costs associated with operating and managing the chain. • Outsourcing as a strategy for achieving the cold supply chain competitive advantage: assisting the avocado industry to compete effectively with other supplying countries. The dissertation has outlined a number of strategies relevant to deal with the challenges of cold supply chain, such strategies concern themselves with delivering the right product at the right time to the right customer at the right condition and at the right price. It is evident from the discussions in the study that the South African avocado supply chain is long, complex and involves interaction of various processes and role-players. The post-harvest cold supply chain processes involves temperature controlled storage and transportation. Every link in the supply chain must be analysed to identify weaknesses, as there should be no breakage in the chain so that quality of fruit is not compromised and profitability is achieved. Currently storage and transportation are outsourced to a number of service providers. As far as the chain is concerned there are minimal problems regarding temperature management in the chain. Few avocado fruits have in the past failed PPECB quality tests for export. The main challenge (amongst others) that the avocado chain is facing is effective information sharing to ensure a coordinated and well-aligned supply chain that will play a role in reducing costs and enhancing customer service. Lack of, for example accurate crop harvest estimate information and real-time communication and information sharing creates problems for the supply chain to function as a single entity with shared objectives. Based on the above, a number of conclusions about, and recommendations for, outsourcing in the cold supply chain of South African avocado for export are made, a summary of which is provided by the following statements: • A reliable relationship is important for both producers and service providers • Joint responsibility: farmers should play their part in the cold supply chain management • Ensuring cold supply chain best practices • Creation of supply chain vision • Ensuring of supply chain visibility • Adoption of total cost approach • Integrating and coordinating the supply chain Charting the movement of the South African avocados from production areas to international markets requires that short, medium and long-term decisions about outsourcing be thoroughly made. , Prof. J.H. Du Plessis
- Full Text:
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