Abstract: Nowadays, the successful implementation of ICTs is
vital for almost any kind of organization. Good governance and ICT
management are essential for delivering value, managing
technological risks, managing resources and performance
measurement. In addition, outsourcing is a strategic IT service
solution which complements IT services provided internally in
organizations. This paper proposes the measurement tools of a new
holistic maturity model based on standards ISO/IEC 20000 and
ISO/IEC 38500, and the frameworks and best practices of ITIL and
COBIT, with a specific focus on IT outsourcing. These measurement
tools allow independent validation and practical application in the
field of higher education, using a questionnaire, metrics tables, and
continuous improvement plan tables as part of the measurement
process. Guidelines and standards are proposed in the model for
facilitating adaptation to universities and achieving excellence in the
outsourcing of IT services.
Abstract: Innovations not only contribute to competitiveness of
the company but have also positive effects on revenues. On average,
product innovations account to 14 percent of companies’ sales.
Innovation management has substantially changed during the last
decade, because of growing reliance on external partners. As a
consequence, a new task for purchasing arises, as firms need to
understand which suppliers actually do have high potential
contributing to the innovativeness of the firm and which do not.
Proper organization of the purchasing function is important since
for the majority of manufacturing companies deal with substantial
material costs which pass through the purchasing function. In the past
the purchasing function was largely seen as a transaction-oriented,
clerical function but today purchasing is the intermediate with supply
chain partners contributing to innovations, be it product or process
innovations. Therefore, purchasing function has to be organized
differently to enable firm innovation potential.
However, innovations are inherently risky. There are behavioral
risk (that some partner will take advantage of the other party),
technological risk in terms of complexity of products and processes
of manufacturing and incoming materials and finally market risks,
which in fact judge the value of the innovation. These risks are
investigated in this work. Specifically, technological risks which deal
with complexity of the products, and processes will be investigated
more thoroughly. Buying components or such high edge technologies
necessities careful investigation of technical features and therefore is
usually conducted by a team of experts. Therefore it is hypothesized
that higher the technological risk, higher will be the centralization of
the purchasing function as an interface with other supply chain
members.
Main contribution of this research lies is in the fact that analysis
was performed on a large data set of 1493 companies, from 25
countries collected in the GMRG 4 survey. Most analyses of
purchasing function are done by case study analysis of innovative
firms. Therefore this study contributes with empirical evaluations that
can be generalized.