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06 MIN RIAD Forma Strategic Alliance Retar The Outsourcing Decision Matrix Analying the Make-or-Buy Decision Strategi pertan Eliminate Outsource How do you decide which activities to outsors, and which tasks to keep in-house? Let's way you're a manager in the healthcare Industry. Should you outsource your cleaning staff, or retain them? Would the decision be the same for an IT company? If you worked for an airline, would you outsource your catering, or hire cools directly what if you managed a luxury hotely Outg can have a spicant impact on your bottom line. It can reduce overheads hring fresh expertise to your hand free up your time for Innovation and other vitat tasks. But there are risks, too. You could lose control of proprietary information, or end up with products or services that don't meet your company's quality standarde So, how can you be more that you're making the right choice In this article, we look at how you can use the Outsourcing Decision Matrix to identify which is or processes you should keep in bome, and which you can safely outsource Contribution to Operational Performance What is the Outsourcing Decision Matrix The Matrix, a la figure, below, identifies the two most important factors that you should consider when you're thinking about outsourcing taski The strategle importance of the tank. Does the task in question give your busines a competitive advantage 2. The task's Impact on your operational performance. How much does the task contribute to the soothing of your organisation? And how much disruption does It cause it's done tedby? The Matrix is divided into quadrants, as follows: Form a strategie alliance. Some tasks are really important, but contribute Little to operational performance, so could be outsourced safely to the part A strategic alliances a pool option for these types of the town allianer, the part share control of the task and work together, but female dependent For example, a car manufacturer could align with an advertising. The manufacture is closely involved in the message and tone of the adverthe content and production are handled by the ency, Rutain. Tuskin the quant ar bh in straine and a ble import of operational performance Retain there tasks in-house, so that you keep the Maxin level of control Pigure 1 - The Outsourcing Decision Mall For our car maker, the sembly process is strategically chal, and would be taldIt is one of the opinions.competences and it makes me contribute to the moothnunlag of the organization Outsource. Activities in this quadrant are important for chemical performance, but are not strategically important. These can be turned with little The quadrant in which the task falls will give you a strong indication as to whether you should store it, retain it, eliminate it, or forma strated Of course, this is only a starting point for your outscorint decision. You need to comelder rath carefully, and your specialien Kowledge of your signition, your uppliers, ad your industry as boletojalach station on the owners ri For example, the car malere so dellvery to dealership Delivering aan dealers in prilly one of competitive advantage, as it doesn't affect the customer's experience, that it does impact persoal performance. For example, the raportes elle Mobile at the facturing plant, and deale dont have the vehicles they need in their showroom Eliminate. Some tasks are not important to your organization overall strategy and don't make a significant contribution to its day-to-day operational performance. You could think about eliminating these activities completely The colder the potential impact of disching so activity, as it may still be important to your team or opinion. For example, let uy your company na botel thebt might be expresive to run, and it is part of your core option, but my belp you to truet staratele importance and to reduce abone oled to aloare operational pertematice) Note You can learn more about outsourcing in articles, Working with Outured Suppliers and Words Used in Outsourcing The Suplier Sementation Model en lielp you to determine the vale that each of your suppliers brings to your antion. The 10 Cao Supplier Evaluation appartie problems with source Key Pole The Outsourcing Decibe Mutrite a good starting point format deel is wel whether or not to our tasks in your business Thule that are really important to your soul will be kepti house. The mobile leaders to removal Tule that done for organlation to be operation the line Important is veral can be treately Fortelly important personally indicate forsing a strategie lace with an applier How to Use the Outsourcing Decalon Marie how that he hadrat in the Matrimon's bow you can it to determine whether you hold treak thept the Testele importance Atly the strate inportance to your bles. Is it vital to your company's competitive advantar is it part of what makes your se Does it play me part in your own coke of your profesores were you competitors! Step 2: Identify the T's Contribution to Operational Performance Decide how important this one is to your company day-to-day using Will your option "grind toardoor belly, or done at all Step 3 Pot the task on the Matrix When you've worked out where your task or process the vertical ads of strategie Importance, and on the horietalaxte of operational performance, you can plot the to the matte ving Free on need Login/Cresto TECHNIQUE Making an Outsourcing Decision In this technique, you asked to identify a business function for Human Resources that is secondary to the department's operation. Then lay out the issues that require consideration when deciding to outsource that function or not. This is a common scenario for many HR departments, who have outsourced payroll, employee terminations, and other functions where they can make a good business case for such a decision. For inspiration, read the article Analyzing the Make-or-Buy Decision by Mind Tools (no date). It reviews the process for analyzing a make-or-by decision around outsourced services. The article identifies what the author considers the two most strategic decisions you need to consider, the importance of the task, and the impact on performance. As the window on this page demonstrates, a function that is strategically important to the business and has a high impact on operational performance should be kept "in-house". A function that is low on both measures should be eliminated altogether. Another option is to share control of a function through a "strategic allience with a business partner when the operational performance is low. Outsourcing makes the most sense when the performance needs to be high but the importance is low. Does this model work? Try the activity below: Instructions Think of an HR function that is important to your company but secondary to the department's operation. Then analyze the function's suitability for outsourcing by opening a new document in Microsoft Word and answering the following questions: (2 points each) 1. Describe the function you identified and why it is important to 1) Human Resources and 2) the business. 2. Explain how this function is strategically important or makes an impact on performance. 3. Rate this function on a scale of one (lowest) to five (highest) for both factors. 4. Decide the quadrant where this function belongs based on your rating. 5. Analyze the result explain why you think this model does or does not work for the function you identified. Note: Be sure to use proper grammar and spelling. 06 MIN RIAD Forma Strategic Alliance Retar The Outsourcing Decision Matrix Analying the Make-or-Buy Decision Strategi pertan Eliminate Outsource How do you decide which activities to outsors, and which tasks to keep in-house? Let's way you're a manager in the healthcare Industry. Should you outsource your cleaning staff, or retain them? Would the decision be the same for an IT company? If you worked for an airline, would you outsource your catering, or hire cools directly what if you managed a luxury hotely Outg can have a spicant impact on your bottom line. It can reduce overheads hring fresh expertise to your hand free up your time for Innovation and other vitat tasks. But there are risks, too. You could lose control of proprietary information, or end up with products or services that don't meet your company's quality standarde So, how can you be more that you're making the right choice In this article, we look at how you can use the Outsourcing Decision Matrix to identify which is or processes you should keep in bome, and which you can safely outsource Contribution to Operational Performance What is the Outsourcing Decision Matrix The Matrix, a la figure, below, identifies the two most important factors that you should consider when you're thinking about outsourcing taski The strategle importance of the tank. Does the task in question give your busines a competitive advantage 2. The task's Impact on your operational performance. How much does the task contribute to the soothing of your organisation? And how much disruption does It cause it's done tedby? The Matrix is divided into quadrants, as follows: Form a strategie alliance. Some tasks are really important, but contribute Little to operational performance, so could be outsourced safely to the part A strategic alliances a pool option for these types of the town allianer, the part share control of the task and work together, but female dependent For example, a car manufacturer could align with an advertising. The manufacture is closely involved in the message and tone of the adverthe content and production are handled by the ency, Rutain. Tuskin the quant ar bh in straine and a ble import of operational performance Retain there tasks in-house, so that you keep the Maxin level of control Pigure 1 - The Outsourcing Decision Mall For our car maker, the sembly process is strategically chal, and would be taldIt is one of the opinions.competences and it makes me contribute to the moothnunlag of the organization Outsource. Activities in this quadrant are important for chemical performance, but are not strategically important. These can be turned with little The quadrant in which the task falls will give you a strong indication as to whether you should store it, retain it, eliminate it, or forma strated Of course, this is only a starting point for your outscorint decision. You need to comelder rath carefully, and your specialien Kowledge of your signition, your uppliers, ad your industry as boletojalach station on the owners ri For example, the car malere so dellvery to dealership Delivering aan dealers in prilly one of competitive advantage, as it doesn't affect the customer's experience, that it does impact persoal performance. For example, the raportes elle Mobile at the facturing plant, and deale dont have the vehicles they need in their showroom Eliminate. Some tasks are not important to your organization overall strategy and don't make a significant contribution to its day-to-day operational performance. You could think about eliminating these activities completely The colder the potential impact of disching so activity, as it may still be important to your team or opinion. For example, let uy your company na botel thebt might be expresive to run, and it is part of your core option, but my belp you to truet staratele importance and to reduce abone oled to aloare operational pertematice) Note You can learn more about outsourcing in articles, Working with Outured Suppliers and Words Used in Outsourcing The Suplier Sementation Model en lielp you to determine the vale that each of your suppliers brings to your antion. The 10 Cao Supplier Evaluation appartie problems with source Key Pole The Outsourcing Decibe Mutrite a good starting point format deel is wel whether or not to our tasks in your business Thule that are really important to your soul will be kepti house. The mobile leaders to removal Tule that done for organlation to be operation the line Important is veral can be treately Fortelly important personally indicate forsing a strategie lace with an applier How to Use the Outsourcing Decalon Marie how that he hadrat in the Matrimon's bow you can it to determine whether you hold treak thept the Testele importance Atly the strate inportance to your bles. Is it vital to your company's competitive advantar is it part of what makes your se Does it play me part in your own coke of your profesores were you competitors! Step 2: Identify the T's Contribution to Operational Performance Decide how important this one is to your company day-to-day using Will your option "grind toardoor belly, or done at all Step 3 Pot the task on the Matrix When you've worked out where your task or process the vertical ads of strategie Importance, and on the horietalaxte of operational performance, you can plot the to the matte ving Free on need Login/Cresto TECHNIQUE Making an Outsourcing Decision In this technique, you asked to identify a business function for Human Resources that is secondary to the department's operation. Then lay out the issues that require consideration when deciding to outsource that function or not. This is a common scenario for many HR departments, who have outsourced payroll, employee terminations, and other functions where they can make a good business case for such a decision. For inspiration, read the article Analyzing the Make-or-Buy Decision by Mind Tools (no date). It reviews the process for analyzing a make-or-by decision around outsourced services. The article identifies what the author considers the two most strategic decisions you need to consider, the importance of the task, and the impact on performance. As the window on this page demonstrates, a function that is strategically important to the business and has a high impact on operational performance should be kept "in-house". A function that is low on both measures should be eliminated altogether. Another option is to share control of a function through a "strategic allience with a business partner when the operational performance is low. Outsourcing makes the most sense when the performance needs to be high but the importance is low. Does this model work? Try the activity below: Instructions Think of an HR function that is important to your company but secondary to the department's operation. Then analyze the function's suitability for outsourcing by opening a new document in Microsoft Word and answering the following questions: (2 points each) 1. Describe the function you identified and why it is important to 1) Human Resources and 2) the business. 2. Explain how this function is strategically important or makes an impact on performance. 3. Rate this function on a scale of one (lowest) to five (highest) for both factors. 4. Decide the quadrant where this function belongs based on your rating. 5. Analyze the result explain why you think this model does or does not work for the function you identified. Note: Be sure to use proper grammar and spelling