Moving from make/buy to strategic sourcing: The outsource decision process

Long Range Planning

Volumn 34, Issue 5, 2001, Pages 605-622

  Tayles, Mike ^b   Drury, Colin ^b  

^a BRADFORD UNIVERSITY SCHOOL OF MANAGEMENT   (United Kingdom)

^b NONE

Author keywords

[No Author keywords available]

Indexed keywords

BUDGET CONTROL; DECISION MAKING; INDUSTRY; MANAGEMENT;

CAPITAL;

PLANNING;

COMPETITIVENESS; CORPORATE STRATEGY; DECISION MAKING;

EID: 0035485746     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0024-6301(01)00080-2     Document Type: Article

References (24)

1. Accounting innovations: A cross sectional survey of manufacturing firms
2. Cost accounting in Finland: Current practice and trends of development
3. Cost management accounting practice in Australian manufacturing companies: Survey results
4. The impact of automation and cost accounting
5. Enacting a European supply chain: A case study on the role of management accounting
6. Strategic sourcing: To make or not to make
7. Make or but: A consideration of the problems fundamental to a decision whether to manufacture or buy materials, accessory equipment, fabricating parts and suppliers
8. The make-or-buy decision
9. Make or buy decisions and their implications
10. Make or buy - A key strategic issue
11. Strategic outsourcing
12. Managing the outsourced enterprise
13. The core competence of the corporation
14. Building your company's vision
15. Strategic outsourcing
16. New manufacturing technologies and management accounting systems: Some evidence of the perceptions of UK management accounting practitioners
17. Must CIM be justified by faith alone?
18. The role of financial appraisals in decisions to acquire AMT
19. Adoption of probablistic risk analysis in capital budgeting and corporate investment
20. Global make-or-buy decisions
21. Evaluating and controlling investments in advanced manufacturing technology
22. Reactive and strategic processes