Skip to main content
Log in

Exploring the financial impact of outsourcing services strategy on manufacturing firms

  • Published:
Operations Management Research Aims and scope Submit manuscript

Abstract

Procuring business services has become an important part of the way that companies acquire external resources. However, there is limited empirical evidence in Operations Management research that explores the financial consequences of outsourcing services. This paper seeks to fill this gap by analyzing the effects on financial performance of one of the dimensions of the services outsourcing strategy, depth, which entails deciding whether each of the activities is outsourced totally or partially. The financial effects have been measured by indicators relating to cost, productivity and profitability. Data are drawn from a sample of 1,522 Spanish manufacturing firms. The results show significant differences on all levels for personnel-related indicators and that these depend on the depth of the services outsourcing strategy. Moreover, the companies that tend to outsource their services totally are those that present the most favorable values for each of these indicators. These findings imply that when companies outsource services they should consider that the depth with which they outsource activities has an impact on financial indicators.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Similar content being viewed by others

References

  • Arias-Aranda D, Bustinza OF, Barrales-Molina V (2011) Operations flexibility and outsourcing benefits: an empirical study in service firms. Serv Ind J 31(11):1849–1870

    Article  Google Scholar 

  • Axelsson B, Wynstra F (2002) Buying business services. Wiley, Chichester

    Google Scholar 

  • Barney J (1991) Firm resources and sustained competitive advantage. J Manag 1(17):99–120

    Google Scholar 

  • Bettis R, Bradley S, Hamel G (1992) Outsourcing and industrial decline. Acad Manag Exec 6(1):7–22

    Google Scholar 

  • Bhatnagar R, Sohal AS, Millen R (1999) Third party logistics services: a Singapore perspective. Int J Phys Distrib Logist Manag 29(9):569–587

    Article  Google Scholar 

  • Boyson S, Corsi T, Dresner M, Rabinovich E (1999) Managing effective third party logistics relationship: what does it take? J Bus Logist 20(1):73–100

    Google Scholar 

  • Brown D, Wilson S (2005) The black book of outsourcing – how to manage the changes, challenges, and opportunities. Wiley, Hoboken

    Google Scholar 

  • Bustinza OF, Arias-Aranda D, Gutierrez-Gutierrez L (2010) Outsourcing, competitive capabilities and performance: an empirical study in service firms. Int J Prod Econ 126(2):276–288

    Article  Google Scholar 

  • Casale F (2004) The sixth annual outsourcing index: buyers ready to spend. Outsourcing Essentials 1(4)

  • Domberger S, Jensen PH, Stonecash RE (2002) Examining the magnitude and sources of cost savings associated with outsourcing. Public Perform Manag Rev 26(2):148–168

    Article  Google Scholar 

  • Ellram LM, Tate WL, Billington C (2008) Offshore outsourcing of professional services: a transaction cost economics perspective. J Oper Manag 26(2):148–163

    Article  Google Scholar 

  • Fernie J (1999) Outsourcing distribution in U.K. retailing. J Bus Logist 2(20):83–95

    Google Scholar 

  • Fitzsimmons JA, Noh J, Thies E (1998) Purchasing business services. J Bus Ind Mark 13(4/5):370–380

    Article  Google Scholar 

  • Frohlich MT, Dixon JR (2001) A taxonomy of manufacturing strategies revisited. J Oper Manag 19:541–558

    Article  Google Scholar 

  • Gilley KM, Rasheed A (2000) Making more by doing less: an analysis of outsourcing and its effects on firm performance. J Manag 26(4):763–790

    Google Scholar 

  • Görg H, Hanley A (2004) Does outsourcing increase profitability? Econ Soc Rev 35(3):267–288

    Google Scholar 

  • Görzig B, Stephan A (2002) Outsourcing and firm-level performance (No. 309). DIW-Diskussionspapiere

  • Hsiao HI, van Der Vorst JGAJ, Kemp RGM, Omta SO (2010) Developing a decision-making framework for levels of logistics outsourcing in food supply chain networks. Int J Phys Distrib Logist Manag 40(5):395–414

    Article  Google Scholar 

  • Jiang B, Frazier GV, Prater EL (2006) Outsourcing effects on firms’ operational performance. Int J Oper Prod Manag 26(12):1280–1300

    Article  Google Scholar 

  • Ketchen DJ, Shook CL (1996) The application of cluster analysis in strategic management research: an analysis and critique. Strat Manag J 17:441–458

    Article  Google Scholar 

  • Kim DY (2013) Relationship between supply chain integration and performance. Oper Manag Res 6(1–2):74–90

    Article  Google Scholar 

  • Kotabe M, Mol MJ (2009) Outsourcing and profitability: a negative curvilinear effect. J Purch Supply Manag 15(4):205–213

    Article  Google Scholar 

  • López A (2002). Subcontratación de servicios y producción: evidencia para las empresas manufactureras españolas. Econ industrial (348):127–140

  • Merino F, Rodríguez-Rodríguez DR (2007) Business services outsourcing by manufacturing firms. Ind Corp Chang 16(6):1147–1173

    Article  Google Scholar 

  • Murray JY, Kotabe M (1999) Sourcing strategies of U.S. service companies: a modified transaction-cost analysis. Strat Manag J 20(9):791–809

    Article  Google Scholar 

  • Nie W, Kellogg DL (1999) How professors of operations management view service operations? Prod Oper Manag 8(3):339–355

    Article  Google Scholar 

  • Núñez-Carballosa A, Guitart-Tarrés L (2011) Third-party logistics providers in Spain. Ind Manag Data Syst 111(8):1156–1172

    Article  Google Scholar 

  • Perry CR (1997) Outsourcing and union power. J Labor Res 18(4):521–534

    Article  Google Scholar 

  • Phan CA, Matsui Y (2010) Comparative study on the relationship between just-in-time production practices and operational performance in manufacturing plants. Oper Manag Res 3(3–4):184–198

    Article  Google Scholar 

  • Razzaque MA, Sheng CC (1998) Outsourcing of logistics functions: a literature survey. Int J Phys Distrib Logist Manag 2(28):89–107

    Article  Google Scholar 

  • Roodhoof F, Warlop L (1999) On the role of sunk costs and asset specificity in outsourcing decisions: a research note. Account Organ Soc 24:363–369

    Article  Google Scholar 

  • Sahay BS, Mohan R (2006) 3PL practices: an indian perspective. Int J Phys Distrib Logist Manag 36(9):666–689

    Article  Google Scholar 

  • Salimath MS, Cullen JB, Umesh UN (2008) Outsourcing and performance in entrepreneurial firms: contingent relationships with entrepreneurial configurations. Decis Sci 39(3):359–381

    Article  Google Scholar 

  • Sink HL, Langley CJ (1997) A managerial framework for the acquisition of third-party logistics services. J Bus Logist 18(2):163–189

    Google Scholar 

  • Sohail MS, Sohal AS (2003) The use of third party logistics services: a Malaysian perspective. Technovation 23(5):401–408

    Article  Google Scholar 

  • Stock JR, Zinszer PH (1987) The industrial purchase decision for professional services. J Bus Res 15:1–16

    Article  Google Scholar 

  • Sum CC, Teo CB, Kwan-Kee N (2001) Strategic logistics management in Singapore. Int J Oper Prod Manag 21(9):1239–1260

    Article  Google Scholar 

  • Tate WL, Ellram LM, BalsL HE (2009) Offshore outsourcing of services: an evolutionary perspective. Int J Prod Econ 120(2):512–524

    Article  Google Scholar 

  • Thomas DRE (1978) Strategy is different in services businesses. Harv Bus Rev 56(4):158–165

    Google Scholar 

  • van der Valk W (2008) Service procurement in manufacturing companies: results of three embedded case studies. Ind Mark Manag 37:301–315

    Article  Google Scholar 

  • van Laarhoven P, Berglund M, Peters M (2000) Third-party logistics in Europe - five years later. Int J Phys Distrib Logist Manag 30(5):425–442

    Article  Google Scholar 

  • van Weele AJ (2005) Purchasing and supply chain management: analysis, strategy, planning and practice. Thomson Learning, London

    Google Scholar 

  • Wilding R, Juriado R (2004) Customer perceptions on logistics outsourcing in the European consumer goods industry. Int J Phys Distrib Logist Manag 34(7):628–644

    Article  Google Scholar 

  • Williamson OE (1975) Markets and hierarchies: analysis and antitrust implications. Free Press, NewYork

    Google Scholar 

  • Williamson OE (1985) The economic institutions of capitalism. FreePress, New York

    Google Scholar 

Download references

Acknowledgments

This study is part of the Spanish Ministry of Education and Science National Programme of Industrial Design (DPI 2009-11148) and the Junta de Andalucía (Spain) PAIDI (Plan Andaluz de Investigación, Desarrollo e Innovación) Excellence Projects (P08-SEJ-03841). The authors thank the Area Editor and anonymous referees for their valuable feedback, which clearly helped to improve this paper.

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Carlos Sanchís-Pedregosa.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Sanchís-Pedregosa, C., Palacín-Sánchez, MJ. & González-Zamora, MdM. Exploring the financial impact of outsourcing services strategy on manufacturing firms. Oper Manag Res 7, 77–85 (2014). https://doi.org/10.1007/s12063-014-0094-9

Download citation

  • Received:

  • Revised:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s12063-014-0094-9

Keywords

Navigation