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CHAPTER ONE
Introduction
1.1 Background
of the Study
The
Insourcing and/or Outsourcing decision is referred to in purchasing as sourcing
policy decision and it is one of the most important decision points for any
organization because it has a multiple and web like effect on the life of the
organization.
Managers
of businesses most especially manufacturing organizations faces a series of
important and determining questions which must be answered correctly if the
organization is to succeed in midst of competition.
The
Purchasing Manager must first address the question of which product or service
best fits the needs of the organization and should the organization produce
(make or insource) what is consumed or buy from outside suppliers? The
questions arising from this is that, if they decide to buy from outside
suppliers, will the organization buy from a single supplier (single source) or
from several suppliers (multiple source); even when that is answered, the
questions will still be, should we buy directly from manufacturers or use
intermediaries or may be, the organization should both insource and outsource
simultaneously.
However,
before an organization can come to any decision as to whether to make what it
consume inhouse or to buy from outside suppliers (outsourced) several factors
such as financial consideration, cost consideration, core competence
consideration and a way they will have to be critically analyzed to see how
they will affect the organization productivity.
Outsourcing
therefore, is a purchasing policy where outside suppliers are engaged to supply
an organization with its materials requirements.
Insourcing
on this other hand signifies a situation where what the organization needs, it
produces and consumes. Several factors as already indicated will need to be
explained before an organization could come to any of these sourcing policy
decisions. These shall be the fulcrum of this study.
1.2 Statement
of the Problem
In
an attempt to enhance their competitiveness, organizations are increasingly turning
to outsourcing. The argument is that outsourcing is a way of achieving
strategic goals, reduce cost, improve customers satisfaction and to provide
other efficiencies and effectiveness (overall productivity).
However,
NOCACO has long been using outsourcing in the realization of its needed
materials, yet with the supposed advantages of outsourcing. The organization
has experience a tremendous fall in productivity, cost of doing business has
become almost exorbitant, quality has been falling and market shares and sales
have also fallen.
Another
issue that calls for concern is that, the organization has been using single
sourcing policy which sometimes causes delays in the supply of necessary
materials used for production. The question that emanates from these issues for
this study is that, should the organization continue with the outsourcing
policy and examine other factors or considers insourcing policy? Or should the
organization insource and outsource at the same time?
1.3 Objective
of the Study
The
researched is aimed at setting the effect of insourcing or outsourcing decision
on the productivity of Northern Cable Processing and Manufacturing Company
(NOCACO) Kaduna.
The
main objective is built around a number of specific objectives, among these
are:
i)
To
determine the process the organization follow in outsourcing of contracts.
ii)
To
identify criteria for insourcing or outsourcing.
iii)
To
examine the benefits of insourcing or outsourcing.
iv)
To
identify the cost involved in Insourcing or outsourcing decision.
v)
To
determine the effect of insource and outsource on productivity.
1.4 Significance
of the Study
The
research work is of immense significance.
First,
the researcher will benefit from this study as it is a basic requirement in
partial fulfillment of the award of Higher National Diploma (HND) in Purchasing
and Supply Management in Kaduna Polytechnic; and without which the researcher
cannot graduate.
Again,
as a store of knowledge, the research will serve as a guide for other
researchers who may want to do a further study on the same problem. It will
also benefit the organization understudied, to help it make a better choices as
to whether to insource an activity or outsource it. The general public will
also benefit from the explanation of this five principle, other manufacturers
and service providers will also find it handy and helpful in deciding on the
questions whether to insource or outsourced; and the implications for each
decision taken.
1.5 Scope
of the Study
The
exercise is centered on the effect of Insourcing and Outsourcing on the
Productivity of Northern Cable Processing and Manufacturing Company (NOCACO),
Kaduna located at B12 Maichibi Road, Kakuri, Kaduna South. The focus will be on
purchasing, store and production departments of the organization.
1.6 Research
Questions
i)
What are the processes the organization
follows in outsourcing of contracts?
ii)
What are the criteria used for
outsourcing or insourcing?
iii)
What are the benefits of outsourcing or
insourcing?
iv)
What are the cost involved in insourcing
or outsourcing?
v)
What are the effect of insource or
outsource decision on productivity?
1.7 Definition
of Terms
Sourcing: This
is a purchasing procedure through which buyers seek, survey and evaluate
suppliers and determine policies relating to those who will most suitably meet
the requirement of the buying organization.
Insourcing:
This is the process by which an organization takes responsibility for providing
services and conducting its operations in-house or in other locations but by
its own staff.
Outsourcing:
This is the process by which an organization contract out services and
operations that are usually conducted in-house to other firms that can do them
better, cheaper and faster.
Single Sourcing Policy:
This describes a situation where the buyer places all orders with one single
supplier.
Dual/Multiple Sourcing:
This also describes a situation where the buyer shares the order among two or
more suppliers.
Policy:
This is a management guide that cause managers to take action in certain ways,
by exposing the organization’s official strategies and attitude to various
forms of behavior.
Supplier:
This describes a person or company that can agree to supply or release goods or
services to a buyer.
Materials:
Anything that can be offered to the market for attention, acquisition, use or
consumption that might satisfy needs.
Quality:
This is the totality of features and characteristics of a product that bears on
the ability of the product to satisfy stated or implied needs.
Competitive Advantage:
This is the ability of an organization to add more value for its customers than
its rivals and thereby attain a position of relative advantage.
Distinctive Competence:
These are those capabilities that are unique to an organization and which gives
it competitive advantage over its rivals and also gives them, above normal
economic performance.
Core Competencies:
Are the activities that are central to the firms’ mission in which the
organization excels, compared to other firms.
Production:
This directly refers to the rate of units produced in terms of machines,
labour, materials or any other effective basis.
Productivity:
This is the attitude of the mine. It is a mentality of progress of the constant
improvement of that which exists. It is the process of harnessing the capacity
to increase production by ensuring proper and efficient use of all types of
resources.
Efficiency:
This implies using minimum amount of resources to reach the goals. That is,
doing things right.
Effectiveness:
This means pursuing and reading the appropriate goals. In other words, doing
the right thing.
Cost:
This is the amount of expenditure incurred on a given item.
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