O <i>Outsourcing</i> Internacional: uma abordagem de processo à indústria de vestuário

Moreira, Maria Rosario Alves; Andrade, Sofia R.S.; Sousa, Paulo S.A.

doi:10.7819/rbgn.v17i58.2094

RESUMO

Objetivo:

O objetivo deste trabalho é construir um framework para um processo de outsourcing internacional na indústria de vestuário, que pode servir de suporte para a tomada de decisões e para a gestão no que diz respeito às escolhas de subcontratação e sua implementação.

Método:

Desenvolvemos um framework simples e flexível que descreve as principais etapas do processo de subcontratação internacional e as suas principais atividades, tendo aplicado no contexto da indústria de vestuário. Foi adotado um estudo de caso recorrendo a dados primários recolhidos através de entrevistas em profundidade e dados secundários colecionados a partir de relatórios e documentos.

Fundamentação teórica:

Algumas lacunas na pesquisa da literatura sobre outsourcing e mais especificamente sobre a questão da outsourcing internacional foram identificados por Hatonen e Eriksson (2009) e Kakabadse e Kakabadse (2000), entre outros. Especificamente, esses autores afirmam que não há pesquisa suficiente no desenvolvimento e oferta de modelos de decisão, ferramentas ou orientações para apoiar decisões gerenciais com a evidência empírica adequada.

Resultados:

Concluímos que o processo internacional de outsourcing pode ser descrito usando o framework proposto. As empresas de vestuário podem utilizar este framework para apoiar e supervisionar os processos internacionais de subcontratação.

Contribuições:

Este estudo fornece um modelo simples que pode ajudar as empresas na indústria de vestuário a melhorar as suas atividades e operações de outsourcing, e também contribui para uma compreensão académica mais ampla do tema.

Palavras-chave:
Outsourcing Internacional; Indústria do Vestuário; Frameworks; Tomada de Decisão

ABSTRACT

Objective:

The purpose of this paper is to build a framework for an international outsourcing process in the apparel industry that can serve to support managerial decisions and actions regarding outsourcing choices and implementation.

Design/methodology/approach:

We developed of a straightforward and flexible framework describing the main stages of the international outsourcing process and its main activities with application in the context of the apparel industry. A case study approach was adopted with primary data collected through in-depth interviews and secondary data aggregated from company reports and documents.

Theoretical foundation:

Some research gaps in the outsourcing literature and most specifically on the matter of international outsourcing were identified by Hatonen and Eriksson (2009) and Kakabadse and Kakabadse (2000), among others. Specifically, these authors claim that there is not enough research on developing and offering decision models, tools or guidelines to support managerial decisions with the appropriate empirical evidence. This study aims to address this gap.

Findings:

We found that the international outsourcing process can be described using the proposed framework. Apparel companies can use this framework to support and supervise international outsourcing processes.

Practical implications:

This study provides a simple model that can help companies in the apparel industry to enhance their outsourcing activities and operations, and also contributes to a broader academic understanding of the matter.

Keywords:
International Outsourcing; Apparel Industry; Frameworks; Decision Making

Texto completo disponível apenas em PDF.

Full text available only in PDF format.

REFERÊNCIAS

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» http://ssrn.com/abstract=1463419
Åkesson, J., Jonsson, P., & Edanius-Hällås, R. (2007). An assessment of sourcing strategies in the Swedish apparel industry. International Journal of Physical Distribution and Logistics Management, 37(9), 740-762.
Barbosa, T., & Minciotti, S. (2007) Serviço de atendimento ao cliente terceirizado ou próprio? Uma análise da satisfação do cliente usuário. Revista Brasileira de Gestão de Negócios, 9(25), 81-95.
Beaumont, N., & Sohal, A. (2004). Outsourcing in Australia. International Journal of Operations & Production Management, 24(7), 688-700.
Belso-Martinez, J. (2008). Differences in survival strategies among footwear industrial districts: The role of international outsourcing. European Planning Studies, 16(9), 1229-1248.
Bolisani, E., & Scarso, E. (1996). International manufacturing strategies: Experiences from the clothing industry. International Journal of Operations & Production Management, 16(11), 71-84.
Bolumole, Y., Frankel, R., & Naslund, D. (2007). Developing a theoretical framework for logistics outsourcing. Transportation Journal, 46(2), 35-54.
Cánez, L., Platts, K., & Probert, D. (2000). Developing a framework for make-or-buy decisions. International Journal Operations & Production Management, 20(11), 1313-1330.
Coase, R. (1937). The nature of the firm. Economica New Series, 4(16), 386-405.
Dabhilkar, M. (2011). Trade-offs in make-buy decisions. Journal of Purchasing and Supply Management, 17(3), 158-166.
Divita, L., & Cassill, N. (2002). Strategic partnerships in the domestic textile complex: Exploring suppliers’ perspectives. Clothing and Textiles Research Journal, 20(3), 156-166.
Efstathiades, A., Rousis, C., Boustras, G., & Bratskas, R. (2009). Modeling the outsourcing process in small and medium size enterprises. International Journal of Economics and Business Research, 1(1), 76-99.
Elmuti, D., & Kathawala,Y. (2000). The effects of global outsourcing strategies on participants’ attitudes and organizational effectiveness. International Journal of Manpower, 21(2), 112-128.
Embleton, P., & Wright, P. (1998). A practical guide to successful outsourcing. Empowerment in Organization, 6(3), 94-106.
Fill, C., & Visser, E. (2000). The outsourcing dilemma: A composite approach to the make or buy decision. Management Decision, 38(1), 43-50.
Ford, W., & Porter, H. (1915). Deciding whether to make or buy. In Library of factory management and suppliers (Vol. 3, Chap. 5, pp. 45-52). Chicago: A. W. Shaw.
Franceschini, F., Galetto, M., Pignatelli, A., & Varetto, M. (2003). Outsourcing: Guidelines for a structured approach. Benchmarking: An International Journal, 10(3), 246-260.
Freytag, P., Clarke, A., & Evald, M. (2012). Reconsidering outsourcing solutions. European Management Journal, 30(2), 99-110.
Gereffi, G., & Frederick, S. (2010). The global apparel value chain, trade and the crisis: Challenges and opportunities for developing countries [Policy Research WP 5281]. The World Bank Development Research Group Trade and Integration Team, Washington, DC.
Gianelle, C., & Tattara, G. (2007). Producing abroad while making profits at home: Veneto footwear and clothing industry [Working Paper 35]. Department of Economics, University of Venice “Ca’ Foscari”, Venezia, Italy.
Gião, P., Oliveira, M. M., Jr., & Vasconcellos, E. (2008). Services offshoring and its strategic effects on value chains. BAR-Brazilian Administration Review, 5(3), 193-209.
Gibbon, P. (2001). At the cutting edge: UK clothing retailers’ and global sourcing [CDR Working Paper 01.4]. Centre for Development Research, Copenhagen, Denmark.
Giunipero, L., & Monczka, R. (1997). Organizational approaches to managing international sourcing. International Journal of Physical Distribution & Logistics Mng, 27(5/6), 321-336.
Graham, R. (1993). Outsourcing and keeping control: The key legal issues. Property Management, 11(2), 141-145.
Graziani, G. (1998). Globalization of production in the textile and clothing industries: the case of Italian foreign direct investment and outward processing in Eastern Europe [Working Paper 128]. Berkeley Roundtable on the International Economy, Berkeley, CA.
Gulla, U., & Gupta, M. (2011). Deciding the level of information systems outsourcing: Proposing a framework and validation with three Indian banks. Journal of Enterprise Information Management, 25(1), 28-59.
Harland, C., Knight, L., Lamming, R., & Walker, H. (2005). Outsourcing: assessing the risks and benefits for organizations, sectors and nations. International Journal of Operations & Production Management, 25(9), 831-850.
Hatonen, J., & Eriksson, T. (2009). 30+ years of research and practice of outsourcing - Exploring the past and anticipating the future. Journal of International Management, 15(2), 142-155.
Herath, T., & Kishore, R. (2009). Offshore outsourcing: Risks, challenges, and potential solutions. Information Systems Management, 26(4), 312-326.
Hoecht, A., & Trott, P. (2006). Outsourcing, information leakage and the risk of losing technology-based competencies. European Business Review, 18(5), 395-412.
Holcomb, T., & Hitt, M. (2007) Toward a model of strategic outsourcing. Journal of Operations Management, 25(2), 464-481.
Incognito, J. (2001). Outsourcing: Ensuring survival with strategic global partners. Journal of Facilities Management, 1(1), 7-15.
Jennings, D. (1997). Strategic guidelines for outsourcing decisions. Strategic Changes, 6(2), 85-96.
Jiang, B., Frazier, G., & Prater, E. (2006). Outsourcing effects on firms’ operational performance: An empirical study. International Journal of Operations & Production Management, 26(12), 1280-1300.
Johanson, J., & Vahlne, J. E. (1977). The internationalization process of the firm-a model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8(1), 23-32.
Kakabadse, N., & Kakabadse, A. (2000). Critical review - outsourcing: A paradigm shift. Journal of Management Development, 19(8), 670-728.
Kam, B., Chen, L., & Wilding, R. (2011). Managing production outsourcing risks in China’s apparel industry: A case study of two apparel retailers. Supply Chain Management: An International Journal, 16(6), 428-445.
Kim, Y., & Rucker, M. (2005). Production sourcing strategies in the US apparel industry: A modified transaction cost approach. Clothing and Textiles Research Journal, 23(1), 1-12.
Kremic, T.; Tukel, O., & Rom, W. (2006). Outsourcing decision support: A survey of benefits, risks, and decision factors. Supply Chain Management: An Internat. Journal, 11(6), 467-482.
Kumar, S., & Arbi, A. (2008). Outsourcing strategies for apparel manufacture: A case study. Journal of Manufacturing Technology Management, 19(1), 73-91.
Kyöstilä, V. & Cardwell, W. (2005). The impacts of offshoring on value creation in Finnish venture-backed software companies (Sitra an Eqvitec Partners Research Project/2005), Espoo, Finnish, Helsinky University of Technology.
Lewin, A., Massini S., & Peeters C. (2008). Why are companies offshoring innovation? The emerging global race for talent [CEB working paper 009]. Université libre de Bruxelles, Brussels.
Lin, S., & Ma, A. (2012). Outsourcing and productivity: Evidence from Korean data. Journal of Asian Economics, 23(1), 39-49.
Lonsdale, C. (1999). Effectively managing vertical supply relationship: A risk management model for outsourcing. Supply Chain Management: An International Journal, 4(4), 176-183.
Lu, Y., Ng, T., & Tao, Z. (2012). Outsourcing, product quality, and contract enforcement. Journal of Economics and Management Strategy, 21(1), 1-30.
Marshall, D., Lamming, R., Fynnes, B., & Búrca, S. (2005). The developing of an outsourcing process model. International Journal of Logistics: Research and Applications, 8(4), 347-359.
McIvor, R. (2000). A practical framework for understanding the outsourcing process. Supply Chain Management: An International Journal, 5(1), 22-36.
McIvor, R. (2008). What is the right outsourcing strategy for your process?. European Management Journal, 26(1), 24-34.
Mitchell, A. (2015) International management: A conceptual framework for comparison of offshoring and outsourcing strategies by UK and German multinational corporations. Journal of Business and Retail Management Research, 10(1), 135-148.
Mol, M., Tulder, R. van, & Beije, P. (2005). Antecedents and performance consequences of international outsourcing. International Business Review, 14(5), 599-617
Momme, J. (2002). Framework for outsourcing manufacturing: Strategic and operational implications. Computers in Industry, 49(1), 59-75.
MoosaviRad, S. H., Kara, S., & Ibbotson, S. (2014). Impact of international outsourcing on the value adding of industries. The International Journal of Logistics Management, 25(3), 463-486.
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» http://www.dbresearch.com/
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Sharma, R. R., Lindsay, V., & Everton, N. (2015). Managing institutional differences for international outsourcing success: The case of a small New Zealand manufacturing firm. Journal of Small Business and Enterprise Development, 22(3), 590-607.
Strange, R. (2006). Branding and the externalization of production. International Marketing Review, 23(6), 578-584.
Su, J., Dyer, C., & Gargeya, V. (2009). Strategic sourcing and supplier selection in the US textile-apparel-retail supply network. Clothing and Textiles Research Journal, 27(2), 83-97.
Tam, F., Moon, K., Ng, S., & Hui, C. (2006). Production sourcing strategies and buyer-supplier relationships: A study of the differences between small and large enterprises in the HK clothing industry. Journal of Fashion Marketing and Management, 11(2), 297-306.
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2
Processo de avaliação: Double Blind Review

Datas de Publicação

Publicação nesta coleção
Oct-Dec 2015

Histórico

Recebido
22 Ago 2014
Aceito
03 Dez 2015

Este é um artigo publicado em acesso aberto sob uma licença Creative Commons

[1] Abramovsky, L., Griffith, R., & Sako, M. (2004). Offshoring of business services and its impact on the UK economy [IFS Briefing Note BN51]. Advanced Institute Management (AIM) Research Retrieved from http://ssrn.com/abstract=1463419
» http://ssrn.com/abstract=1463419

[2] Åkesson, J., Jonsson, P., & Edanius-Hällås, R. (2007). An assessment of sourcing strategies in the Swedish apparel industry. International Journal of Physical Distribution and Logistics Management, 37(9), 740-762.

[3] Barbosa, T., & Minciotti, S. (2007) Serviço de atendimento ao cliente terceirizado ou próprio? Uma análise da satisfação do cliente usuário. Revista Brasileira de Gestão de Negócios, 9(25), 81-95.

[4] Beaumont, N., & Sohal, A. (2004). Outsourcing in Australia. International Journal of Operations & Production Management, 24(7), 688-700.

[5] Belso-Martinez, J. (2008). Differences in survival strategies among footwear industrial districts: The role of international outsourcing. European Planning Studies, 16(9), 1229-1248.

[6] Bolisani, E., & Scarso, E. (1996). International manufacturing strategies: Experiences from the clothing industry. International Journal of Operations & Production Management, 16(11), 71-84.

[7] Bolumole, Y., Frankel, R., & Naslund, D. (2007). Developing a theoretical framework for logistics outsourcing. Transportation Journal, 46(2), 35-54.

[8] Cánez, L., Platts, K., & Probert, D. (2000). Developing a framework for make-or-buy decisions. International Journal Operations & Production Management, 20(11), 1313-1330.

[9] Coase, R. (1937). The nature of the firm. Economica New Series, 4(16), 386-405.

[10] Dabhilkar, M. (2011). Trade-offs in make-buy decisions. Journal of Purchasing and Supply Management, 17(3), 158-166.

[11] Divita, L., & Cassill, N. (2002). Strategic partnerships in the domestic textile complex: Exploring suppliers’ perspectives. Clothing and Textiles Research Journal, 20(3), 156-166.

[12] Efstathiades, A., Rousis, C., Boustras, G., & Bratskas, R. (2009). Modeling the outsourcing process in small and medium size enterprises. International Journal of Economics and Business Research, 1(1), 76-99.

[13] Elmuti, D., & Kathawala,Y. (2000). The effects of global outsourcing strategies on participants’ attitudes and organizational effectiveness. International Journal of Manpower, 21(2), 112-128.

[14] Embleton, P., & Wright, P. (1998). A practical guide to successful outsourcing. Empowerment in Organization, 6(3), 94-106.

[15] Fill, C., & Visser, E. (2000). The outsourcing dilemma: A composite approach to the make or buy decision. Management Decision, 38(1), 43-50.

[16] Ford, W., & Porter, H. (1915). Deciding whether to make or buy. In Library of factory management and suppliers (Vol. 3, Chap. 5, pp. 45-52). Chicago: A. W. Shaw.

[17] Franceschini, F., Galetto, M., Pignatelli, A., & Varetto, M. (2003). Outsourcing: Guidelines for a structured approach. Benchmarking: An International Journal, 10(3), 246-260.

[18] Freytag, P., Clarke, A., & Evald, M. (2012). Reconsidering outsourcing solutions. European Management Journal, 30(2), 99-110.

[19] Gereffi, G., & Frederick, S. (2010). The global apparel value chain, trade and the crisis: Challenges and opportunities for developing countries [Policy Research WP 5281]. The World Bank Development Research Group Trade and Integration Team, Washington, DC.

[20] Gianelle, C., & Tattara, G. (2007). Producing abroad while making profits at home: Veneto footwear and clothing industry [Working Paper 35]. Department of Economics, University of Venice “Ca’ Foscari”, Venezia, Italy.

[21] Gião, P., Oliveira, M. M., Jr., & Vasconcellos, E. (2008). Services offshoring and its strategic effects on value chains. BAR-Brazilian Administration Review, 5(3), 193-209.

[22] Gibbon, P. (2001). At the cutting edge: UK clothing retailers’ and global sourcing [CDR Working Paper 01.4]. Centre for Development Research, Copenhagen, Denmark.

[23] Giunipero, L., & Monczka, R. (1997). Organizational approaches to managing international sourcing. International Journal of Physical Distribution & Logistics Mng, 27(5/6), 321-336.

[24] Graham, R. (1993). Outsourcing and keeping control: The key legal issues. Property Management, 11(2), 141-145.

[25] Graziani, G. (1998). Globalization of production in the textile and clothing industries: the case of Italian foreign direct investment and outward processing in Eastern Europe [Working Paper 128]. Berkeley Roundtable on the International Economy, Berkeley, CA.

[26] Gulla, U., & Gupta, M. (2011). Deciding the level of information systems outsourcing: Proposing a framework and validation with three Indian banks. Journal of Enterprise Information Management, 25(1), 28-59.

[27] Harland, C., Knight, L., Lamming, R., & Walker, H. (2005). Outsourcing: assessing the risks and benefits for organizations, sectors and nations. International Journal of Operations & Production Management, 25(9), 831-850.

[28] Hatonen, J., & Eriksson, T. (2009). 30+ years of research and practice of outsourcing - Exploring the past and anticipating the future. Journal of International Management, 15(2), 142-155.

[29] Herath, T., & Kishore, R. (2009). Offshore outsourcing: Risks, challenges, and potential solutions. Information Systems Management, 26(4), 312-326.

[30] Hoecht, A., & Trott, P. (2006). Outsourcing, information leakage and the risk of losing technology-based competencies. European Business Review, 18(5), 395-412.

[31] Holcomb, T., & Hitt, M. (2007) Toward a model of strategic outsourcing. Journal of Operations Management, 25(2), 464-481.

[32] Incognito, J. (2001). Outsourcing: Ensuring survival with strategic global partners. Journal of Facilities Management, 1(1), 7-15.

[33] Jennings, D. (1997). Strategic guidelines for outsourcing decisions. Strategic Changes, 6(2), 85-96.

[34] Jiang, B., Frazier, G., & Prater, E. (2006). Outsourcing effects on firms’ operational performance: An empirical study. International Journal of Operations & Production Management, 26(12), 1280-1300.

[35] Johanson, J., & Vahlne, J. E. (1977). The internationalization process of the firm-a model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8(1), 23-32.

[36] Kakabadse, N., & Kakabadse, A. (2000). Critical review - outsourcing: A paradigm shift. Journal of Management Development, 19(8), 670-728.

[37] Kam, B., Chen, L., & Wilding, R. (2011). Managing production outsourcing risks in China’s apparel industry: A case study of two apparel retailers. Supply Chain Management: An International Journal, 16(6), 428-445.

[38] Kim, Y., & Rucker, M. (2005). Production sourcing strategies in the US apparel industry: A modified transaction cost approach. Clothing and Textiles Research Journal, 23(1), 1-12.

[39] Kremic, T.; Tukel, O., & Rom, W. (2006). Outsourcing decision support: A survey of benefits, risks, and decision factors. Supply Chain Management: An Internat. Journal, 11(6), 467-482.

[40] Kumar, S., & Arbi, A. (2008). Outsourcing strategies for apparel manufacture: A case study. Journal of Manufacturing Technology Management, 19(1), 73-91.

[41] Kyöstilä, V. & Cardwell, W. (2005). The impacts of offshoring on value creation in Finnish venture-backed software companies (Sitra an Eqvitec Partners Research Project/2005), Espoo, Finnish, Helsinky University of Technology.

[42] Lewin, A., Massini S., & Peeters C. (2008). Why are companies offshoring innovation? The emerging global race for talent [CEB working paper 009]. Université libre de Bruxelles, Brussels.

[43] Lin, S., & Ma, A. (2012). Outsourcing and productivity: Evidence from Korean data. Journal of Asian Economics, 23(1), 39-49.

[44] Lonsdale, C. (1999). Effectively managing vertical supply relationship: A risk management model for outsourcing. Supply Chain Management: An International Journal, 4(4), 176-183.

[45] Lu, Y., Ng, T., & Tao, Z. (2012). Outsourcing, product quality, and contract enforcement. Journal of Economics and Management Strategy, 21(1), 1-30.

[46] Marshall, D., Lamming, R., Fynnes, B., & Búrca, S. (2005). The developing of an outsourcing process model. International Journal of Logistics: Research and Applications, 8(4), 347-359.

[47] McIvor, R. (2000). A practical framework for understanding the outsourcing process. Supply Chain Management: An International Journal, 5(1), 22-36.

[48] McIvor, R. (2008). What is the right outsourcing strategy for your process?. European Management Journal, 26(1), 24-34.

[49] Mitchell, A. (2015) International management: A conceptual framework for comparison of offshoring and outsourcing strategies by UK and German multinational corporations. Journal of Business and Retail Management Research, 10(1), 135-148.

[50] Mol, M., Tulder, R. van, & Beije, P. (2005). Antecedents and performance consequences of international outsourcing. International Business Review, 14(5), 599-617

[51] Momme, J. (2002). Framework for outsourcing manufacturing: Strategic and operational implications. Computers in Industry, 49(1), 59-75.

[52] MoosaviRad, S. H., Kara, S., & Ibbotson, S. (2014). Impact of international outsourcing on the value adding of industries. The International Journal of Logistics Management, 25(3), 463-486.

[53] Nassimbeni, G. (2006). International sourcing: Empirical evidence from a sample of Italians firms. International Journal of Production Economics, 103(2), 694-706.

[54] Oliveira, M., Jr., Boehe, D., & Borini, F. (2009). Estratégia e inovação em corporações multinacionais: A transformação das subsidiárias brasileiras São Paulo: Saraiva.

[55] Park, H., & Lennon, S. (2006). The organizational factors influencing socially responsible apparel buying/sourcing. Clothing and Textiles Research Journal, 24(3), 229-247.

[56] Parkhe, A. (2007). International outsourcing of services: Introduction to the special issue. Journal of International Management, 13(1), 3-6.

[57] Pero, M., Abdelkafi, N., Sianesi, A., & Blecker, T. (2010). A framework for the alignment of new product development and supply chains. Supply Chain Management: An International Journal, 15(2), 115-128.

[58] Probert, D. (1996). The practical development of a make-or-buy strategy: the issue of process positioning. Integrated Manufacturing Systems, 7(2), 44-51.

[59] Qudrat-Ullah, H. (2010). Outsourcing logistics for profitability: The case of apparel and clothing industry. Proceedings of the European and Mediterranean Conference on Information Systems, Abu Dhabi, United Arab Emirates.

[60] Quinn, J., & Hilmer, F. (1994). Strategic outsourcing. Sloan Management Review, 35(4), 43-55.

[61] Raman, R., & Ahmad, A. (2013). Do outsourcing and non-outsourcing New Zealand SMEs perform and perceive international outsourcing differently? International Journal of Globalisation and Small Business, 5(4), 273-289.

[62] Schaaf, J. (2004). Offshoring: Globalisation wave reaches services sector. Deutsche Bank Research. E-conomics, (45), 2-15. Retrieved from http://www.dbresearch.com/
» http://www.dbresearch.com/

[63] Schniederjans, M., & Zuckweiler, K. (2004). A quantitative approach to the outsourcing-insourcing decision in an international context. Management Decision, 42(8), 974-986.

[64] Sharma, R. R., Lindsay, V., & Everton, N. (2015). Managing institutional differences for international outsourcing success: The case of a small New Zealand manufacturing firm. Journal of Small Business and Enterprise Development, 22(3), 590-607.

[65] Strange, R. (2006). Branding and the externalization of production. International Marketing Review, 23(6), 578-584.

[66] Su, J., Dyer, C., & Gargeya, V. (2009). Strategic sourcing and supplier selection in the US textile-apparel-retail supply network. Clothing and Textiles Research Journal, 27(2), 83-97.

[67] Tam, F., Moon, K., Ng, S., & Hui, C. (2006). Production sourcing strategies and buyer-supplier relationships: A study of the differences between small and large enterprises in the HK clothing industry. Journal of Fashion Marketing and Management, 11(2), 297-306.

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