分析和管理与中国外包相关的风险

Jalal El Fadil, J. St-Pierre
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引用次数: 8

摘要

本文的目的是分析将生产外包给劳动力成本较低的新兴国家(即中国)的风险,并研究用于减少诱发这些风险的因素/驱动因素影响的行动和计划。本研究采用多案例研究方法,涉及七家在中国选择外包战略的加拿大制造企业。它基于对可能产生与该策略相关风险的因素/驱动因素进行分类的特定方法,并基于对每家公司两名经理的访谈,以减少个人偏见。在研究的七个案例中,选择外包都是为了利用中国较低的劳动力成本,但实际上,由于所涉及的风险固有的不可预见因素,成本高于预期。这项研究表明,缺乏经验、对国外业务的控制减少和文化差异等因素/驱动因素产生的风险是管理人员将部分生产外包到中国的主要关注点。然而,据接受采访的一些高管说,公司可以采取某些行动来克服这些因素/驱动因素的负面影响。此外,一些风险可能有多个原因,或由其他风险诱发。本研究的样本由来自不同工业部门的公司组成,因此作者无法分析特定行业的风险。由于工业部门对产品及其组件的技术复杂性有影响,因此使用从类似部门抽取的样本重新进行我们的研究是合适的。这些发现可以帮助那些希望将其部分业务外包到中国和其他新兴国家的管理者做出决策。它们将有助于这些国家外包战略的成功,因为它们揭示了与这些战略相关的风险以及处理可能诱发这些风险的因素/驱动因素的方法。例如,在合作、信任和互利的基础上与中国合作伙伴建立长期关系,以及进行严格的勘探阶段,花时间选择合适的分包商,对降低风险有重大影响。这项工作的主要贡献是分析了与中国外包相关的风险,基于可能产生这些风险的因素/驱动因素的分类,以及企业如何管理这些因素/驱动因素并控制其负面影响的研究。用于管理重要风险的实践和行动的性质取决于公司的特征、它们的规模、资源和它们外包的产品。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Analysis and management of risks associated with outsourcing in China
Purpose The purpose of this paper is to analyse the risks associated with outsourcing production to emerging countries with lower labour costs, namely China, and study actions and plans used to reduce the influence of factors/drivers that induce these risks. Design/methodology/approach This research uses a multiple case-study methodology, involving seven Canadian manufacturing firms that have chosen an outsourcing strategy in China. It is based on a particular approach of classifying factors/drivers that may generate risks related to this strategy and on interviews with two managers per firm to reduce personal bias. Findings In each of the seven cases studied, outsourcing was chosen to take advantage of lower labour costs in China, but in reality, costs were higher than expected due to unforeseen factors inherent to the risks involved. This study reveals that risks generated by factors/drivers such as lack of experience, reduced control over foreign operations and cultural differences are of major concern for managers outsourcing part of their production to China. However, according to some executives that were interviewed, certain actions can be taken by firms to overcome the negative influence of these factors/drivers. Furthermore, some risks may have multiple causes or be induced by other risks. Research limitations/implications The sample of this study was composed of firms from different industrial sectors, and the authors were therefore unable to analyse sector-specific risks. As the industrial sector has an impact on the technical complexity of the products and their components, it would be appropriate to reconduct our research using samples drawn from similar sectors. Practical implications These findings can help guide the decisions of managers wishing to outsource some of their activities to China and other emerging countries. They will contribute to the success of outsourcing strategies to these countries, as they reveal the risks associated with these strategies and the ways to deal with factors/drivers that can induce them. For example, building long-term relationships with Chinese partners based on collaboration, trust and mutual benefit as well as conducting a rigorous prospecting phase and taking time to select the right subcontractor can have a major impact on reducing risks. Originality/value The main contribution of this work is the analysis of risks associated with outsourcing to China, based on a categorisation of factors/drivers that can generate these risks, and the study of how firms manage these factors/drivers and control their negative effects. The nature of the practices and actions used to manage important risks depends on the characteristics of the companies, their size, resources and the products they outsource.
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