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MBA Professional Project The current method of acquiring custom, innovative software through traditional contracting methods is an outdated practice. These traditional methods are time-consuming, and could be improved with the Air Force’s Kessel Run, an internal software development organization. With the Air Force’s Kessel Run, the time from software inception to operation can go from years to days. Unfortunately, neither most of the Air Force nor the rest of the Department of Defense (DoD) has yet to catch up to the forward thinking of those involved in the creation of Kessel Run. Most of the Air Force and the DoD are still outsourcing for most of their innovative acquisitions, whether it be research and design or product (software) development. This case study offers insight to the new organization and identifies the potential to apply the concepts learned during its creation to benefit other DoD organizations when considering insourcing as opposed to the traditional outsourcing acquisition approach. http://archive.org/details/kesselrunananaly1094563995 Captain, United States Air Force Captain, United States Air Force Captain, United States Air Force Approved for public release; distribution is unlimited.

International audience; Using a comprehensive data set for French manufacturing firms with over twenty employees, the authors quantify the use of outsourcing and show how it has spread since the mid-1980s, leading to the substitution of external labour for in-house labour. Empirical analysis suggests that firms outsource in order to bypass the effects of the employment relationship and circumvent their labour law obligations.

This paper addresses the single-item, dynamic lot-sizing problem for systems with remanufacturing and outsourcing. Therein, demand and return amounts are deterministic over a finite planning horizon. Demand may be satisfied by the manufacturing of new items, remanufactured items, or outsourcing, but it cannot be backlogged. The objective of this study is to determine the lot sizes for manufacturing, remanufacturing, and outsourcing that minimise the total cost, which consists of the holding costs for returns and manufactured/remanufactured products, setup costs, and outsourcing costs. The problems addressed in this paper are an extension of those addressed by Richter et al. (2000,and 2001), Teunter et al. (2006), and Aksen et al. (2003). In this paper, the separate setup costs scheme is considered, we propose a dynamic programming approach to derive the optimal solution in the case of large quantities of returned product. The complexity of this dynamic programming approach is O ( T 2 ), wherein T is the number of periods in the planning horizon.

Using firm level data from the Irish Community Innovation Survey 2008–2010 we analyse the importance of eight skill sets for the innovation performance of firms. We distinguish between radical and incremental innovation. Our results suggest that there is substantial heterogeneity in the importance of skills for different types of innovation and that some skills are best sourced from outside the firm while others are best developed in-house.

In recent years, domestic and foreign outsourcing practice was widespread. In the transition to outsourcing there are difficulties associated with the practical organization of the interaction between the customer and the performer. An algorithm of management of the relationship with the performer (outsourcer). Particular attention is given to the criteria for evaluation of potential contractors.

Tez (Yüksek Lisans) -- İstanbul Teknik Üniversitesi, Fen Bilimleri Enstitüsü, 2005, Thesis (M.Sc.) -- İstanbul Technical University, Institute of Science and Technology, 2005, Özellikle son yıllarda, firmalar kendi temel ürünlerinin en iyi ve verimli şekilde üretimine yoğunlaşmayı tercih etmektedirler. Bu firmalar ana rekabet alanları dışında kalan faaliyetleri için dış kaynak kullanımı yolunu izlemektedirler. En fazla dış kaynak kullanılan hizmet alanı ise ürünlerin nakliyesi olmaktadır. Bu konuda hizmet veren firmalar, birkaç yıl öncesine kadar yalnızca ürünlerin taşınması hizmetini sağlayan geleneksel nakliye firması olmaktan öteye gidemezken, günümüzde firmaların taşımacılık, stok, katma değer yaratan hizmetler, bilgi hizmetleri, tedarik zincirinin yeniden dizayn edilmesi gibi lojistikle ilgili her türlü ihtiyaçlarını karşılama çabası içinde olan Üçüncü Parti Lojistik (3PL) firmaları haline gelmişlerdir. Son yıllarda iyice yaygınlaşan 3PL terimi, artık lojistik hizmeti veren hemen hemen tüm firmalar tarafından kullanılmaktadır. Bu firmalardan hangileri gerçekten 3PL firmalarıdır? Arz Zinciri Yaklaşımı açısından ele alındığında 3PL firmalarının konumu nedir? 3PL firmaları kendi içinde farklı tabakalara ayrılabilir mi? 3PL firmalarının pazarlama yaklaşımları nasıldır? Verdikleri hizmetler itibarıyla Türkiye’deki 3PL firmaları, dünya ile kıyaslandığında hangi konumdadırlar? Bu çalışma yukarıda belirtilen sorulara yanıt bulmak amacıyla hazırlanmıştır. Özellikle Türkiye’deki 3PL firmaları ele alınmış ve sonuçlara bu firmalardan elde edilen bilgiler ve yazın araştırmasının birlikte ele alınması ile ulaşılmıştır. Umarım, bu tez çalışması okuyucuların 3PL konusundaki bilgi düzeylerine ve algılamalarına katkıda bulunur., In last years, the firms have become to focus on better and efficient production of their core products. These firms outsource parts of their activities that are not considered as their core competence. The service that has mostly been outsourced is transportation of goods. Until a few years ago, the firms in this branch were not more than “traditional transportation firms” who only gives the service of transportation of goods. Nowadays, these firms started to act as Third Party Logistics (3PL) providers who try to compensate all logistics activities of their customers like transportation, warehouse facilities, value added services, information systems services and restructuring of supply chains. The “3PL” term is very popular today and almost all logistics firms started to use this term. Which ones of these firms are really 3PL firms? In which logistics branches are 3PL firms condensing their services? What is the position of 3PL firms according to Supply Chain Approach? Can 3PL firms be divided into segments? What kinds of services do 3PL customers look for in a 3PL firm? How is the marketing approach of 3PL firms? In respect of the services given, what is the position of 3PL firms in Turkey according to the world? This thesis was prepared in order to find answers to the questions above. Especially Turkish 3PL firms were analyzed and the results were reached by taking both these analysis’ results and literature survey findings into account. Hopefully, this paper will give the reader a better understanding and knowledge of the 3PL market., Yüksek Lisans, M.Sc.

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