GFB Industrial Consulting

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Financing to Improve Industrial Competitiveness
Industrial Planning and Performance Control
Organization and Control of the Innovation Process
Outsourcing
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OUTSOURCING

In this context GFB Industrial Consulting makes available to the SMEs the experience acquired in the followings sectors:
strategic analysis and definition of the business objectives to be reached with outsourcing;
identification of the partners that can improve the performances in the sectors interested by outsourcing; important parameters for the selection are: technical experience; active presence in the particular industrial sector; financial solidity; sharing of the strategic objectives, lack of overlapping sectors, etc.;
definition of the cooperation contracts (with the constitution of the necessary Joint Ventures), taking care of all the aspect of the inter-companies relationships;
definition of communication procedures aimed at reducing the time necessary to make operational decisions or to give answers to requests arriving from other firms. This is necessary also in presence of Internet, that simplifies the transfer of data;
provide answers to the demand of just in time operation. In a productive system in which the use of international outsourcing becomes more and more important it is still necessary to react to a demand that every day becomes more variable and personalized;
design of a new operation structure capable of exploiting the advantages of outsourcing. The procedures and the sectors to analyze with great attention are: purchasing, indirect labor, warehouse management and the logistics needed for transportation of the commodities.

When enterprises just exported products designed and built in the national factories, internationalization concerned primarily the commercial sector. Today, in a global market, all the departments of the enterprise come in contact with the international environment (not only sales).

When an enterprise is "infected" by globalization the first symptoms are: a mounting competitive pressure that is felt at all levels of the value-chain, the widening of the choices, the decreasing of prices in every segment (until they reach the value of the best competitor) and the reduction of the profit margins to which the enterprise was traditionally accustomed.

The most immediate reaction, is to recover the gross margins cutting somehow the costs. This is a sensible reaction only when the cost reduction doesn't reduce the product variety necessary to react to a market characterized from an high products interchangeability and from a lowering fidelity towards the traditional suppliers.

The most valid answer in the medium term consists in accepting that we are in presence of an irreversible phenomenon that concerns the whole society that, in a global economy, favors the specialization of each company into its core business. This implies:
- focusing of every enterprise on a narrow core of competence;
- adoption of outsourcing for all other activities;
- widening of the market in which the product-services are offered.

To face the challenges set by globalization, taking advantage from the new way of "making industry" imposed by the evolution of the international commerce, requires a know how that, in many cases, is not available inside the enterprise.

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