During the past few decades, many organizations have attempted to reduce their costs through outsourcing of non-value added activities. This paper presents an empirical investigation to find important factors on reducing production expenses through outsourcing activities. The proposed study of this paper designs a questionnaire in Likert scale consists of 19 questions and distributes it among some experts. Using structural equation modeling, the study investigates different variables and the results indicate that outsourcing could reduce the production cost through time, inventory and human resources. The implementation of Freedman for ranking these factors indicate that time played the most influential factor followed by inventory and human resources. The results of structural equation modeling indicate that there are some positive and meaningful relationship between human capital and cost (B=0.78, t-value = 9.38), a positive and meaningful relationship between inventory and cost (B=0.81, t-value=10.54) and a positive and meaningful relationship between time and cost (B=0.89, t-value = 11.26).

This paper evaluates the outsourcing procedures & apos; conformity of E-banking services in some Iranian private banks according to the OMBOK structure. The insight on the outsourcing as a supportive source for the strategies of an organization is increasing and outsourcing is not being looked at as an element for reducing the organization & apos; s costs anymore. Therefore, there is an increasing trend in banking sector towards employing the outsourcing, as an effective response to the environment and attracting customers. This paper attempt to find out how outsourcing procedures of e-baking services in private banks is corresponded with the framework of this standard. The study considers five primary dimensions consisting of infrastructure, operation management, business, customer relations and technology among private banks across the country based on OMBOK model. The study selects 90 experts out of 100 people in the field of E-banking as sample study and distributes some questionnaires among them and the questionnaire is analyzed using Kruskal-Wallis test. According to the achieved results, out of the five domains of OMBOK structure including infrastructure, business, technology, customer relations and operation management, the outsourcing procedures of the e-banking services in Iran & apos; s private banks does not correspond in two domains of infrastructure and business, but corresponded in other domains.

Optimization of outsourcing operations plays an important role on development and progress for modern organizations. One important question in optimization process is to find a tradeoff between advantage and disadvantage of outsourcing and make appropriate decision whenever outsourcing action is necessary. In fact, there are several cases where outsourcing is not implemented properly and organizations suffer from the consequences. The primary purpose of this paper is to investigate various aspects of outsourcing to facilitate decision-making process in fuzzy environments. The preliminary results detect some of the necessary actions for decision making operations.

Outsourcing plays an important role on reducing unnecessary activities in any organization and helps focus only on value added activities. Water resource organization in each city is responsible to supply fresh and clean water and dispose switch as efficiently as possible and all citizens normally benefit from these organizations. The proposed model of this paper uses DEMATEL to prioritize 14 different factors influencing on outsourcing activities. The survey was performed from October, 2011 to May, 2012 among employees on work for water resource organization in city of Semnan, Iran. The survey chooses a sample of 92 employees out of 120 people who worked for this organization. Cronbach alpha is calculated as 90%, which is well above the minimum acceptable level. The results of the survey indicate that expediting work process is the most important factor while reducing the cost is considered as the least important factors among 14 different items.

Competitive advantage is an important factor in boosting companies & apos; success and is considered more emphatically in management and strategic marketing literature in recent years. There are many different ideas about effective factors in creation of competitive advantages. Also fast rate of change in business, is forcing CEOs to utilize some strategies, which have the best impact on current organizational circumstances and the future trend of investigation in organizational trades. Outsourcing is one of the best strategies, which are widely utilized by CEOs in different organizations. Many managers believe that outsourcing is the solitary way for preserving the balance of organization in 21 century. Based on Porter competitive advantage model, there are three strategies, which lead a company to reach competitive advantage. These strategies are cost leadership, differentiation strategy and segmentation strategy. In this article, we are investigating outsourcing effects on creation of competitive advantages through Porter model in an automotive factory in Iran. We design a questionnaire for gathering necessary information about the role of outsourcing in creation of different strategies as competitive advantages in managers & apos; point of view. We analyze the questionnaires and implement a goodness of fit test to recognize the distribution of data and the statistical method. Preliminary results show that nonparametric statistic methods can be utilized for testing our hypothesis. We use a Wilcoxon test to consider the null hypothesis and a Friedman test to estimate the rank of means. Our findings verify an undeniable effect of outsourcing on creation of competitive advantage and the ranking list is presented.

Outsourcing is a common practice among the organizations and it is a major element in business strategy. It has recognized as an area of strategic importance. This article represents the application of the DMAIC Six Sigma approach to improve outsourcing management process with an emphasis to reduce delay of delivery time for a manufacturing company. The paper identifies each stage of the DMAIC cycle and the Six Sigma tools that were applied. The improvement project has been implemented in seven months.

This paper presents a study to investigate the effects of outsourcing logistics on improvement of export activities in minerals firms. The proposed study designs a questionnaire with 20 questions in Likert scale and distributes it among 67 firms out of 81 active organizations, which are responsible for exporting minerals in province of Tehran, Iran. Using structural equation modeling, the study has determined that there was a meaningful relationship between strategic orientations of exporters against outsourcing third part logistics (3PL) and basic and additional capabilities of 3PL. In addition, there was a meaningful relationship between basic capabilities of 3PL and competitive advantage of exporters but there was not any meaningful relationship between additional capabilities of 3PL and competitive advantage of exporters. Finally, there was a meaningful relationship between competitive advantage of exporters and performance of exports. In summary, the survey indicates that the outsourcing logistics influences positively on the performance of minerals firms.

During the past two decades, there have been growing interests on reducing different activities using outsourcing activities. Outsourcing allows us to focus only on value added activities, which helps reduce the size of organizations. In this paper, we present a new framework based on PMBOK, which determines and ranks important activities for outsourcing. The proposed model of this paper is implemented for a real-world case study in educational system. We have distributed a questionnaire among some decision makers and asked them about their opinions on outsourcing activities on Likert scale. We have compared the relative importance of four major activities including educational activities, research and development, administration and services. The results indicate that general services are the most important activities, which are suitable for partnership followed by administration activities. Educational and research activities and development are in lower important activities.

Successful organizations share some identical factors that pave the way for their success. Among these factors, strategic management is the key to success for organizations to contribute more to the competitive world market of today. In this respect, the pivotal role of outsourcing cannot be denied. This research parallelizes the criteria affecting the outsourcing success as presented in Elmuti model with the Balanced score card method in the Tose & apos; e Ta & apos; avon Bank. In this research, questionnaires and interviews with experts helped determine the strategic goals at four perspectives of balanced score card method (at Tose & apos; e Ta & apos; avon Bank) and the relative weights were computed for each of balance score card (BSC) perspectives by using AHP method. As the next step, the indexes were prioritized by applying the quality function development(QFD) technique and considering strategic goals at four perspectives in section "WHAT" and the outsourcing success criteria of Elmuti model in section "HOW". At the end of algorithm, the results are compared with the Elmuti method. Based on the results, the hybrid proposed technique seems to perform better than Elmuti.

Through outsourcing, a company can expand and develop its sources and capacities by accessing to higher quality services and better functionality. This paper deals with the perception of the managers of the telecommunication industry sector on the effects of outsourcing on operational strategy and especially on the issues associated with cost reduction, developed quality, flexibility and better service. Because of the importance of the strategic feature of outsourcing, we examined its effects on the organizational function of the telecommunication industries. This study shows that managers believe that outsourcing has a great impact not only on the cost reduction but also on other goals of operational strategies, which makes outsourcing become inherently more strategic. In addition, it seems that outsourcing influences function noticeably. In the present research, the relationships between propensity to outsourcing and operational objectives and organizational performance in telecommunication industries are assessed. The aim of this research is to examine the propensity to outsourcing and its impacts on operational objectives including cost reduction, improved quality, flexibility and better service and organizational performance, which includes financial performance and non-financial performance. In the research, data are collected through field research and questionnaires. The questionnaires are distributed among the board of directors, quality managers, operational administrators, and lower managers and then the feedbacks are analyzed using SPSS and Minitab software based on deductive and descriptive statistics.