Outsourcing A Source To Create Competitive Advantage外包的来源，以创造竞争优势
US can learn from the German and Japanese experience.美国可以借鉴德国和日本的经验。 In the middle 1980s, German industries lost its cost advantage and its high value and production capabilities could not even stop the outflow of jobs to offshore.在20世纪80年代中叶，德国工业失去了它的成本优势和高增值和生产的能力，甚至无法阻止资金外流的职位境外。 The same scenario was repeated in the Japanese corporate scene in the 1980s.同样的情景是，一再在日本企业的现场，在20世纪80年代。 The rocket high escalation of the Japanese Yen forced many Japanese companies to outsource their manufacturing plants to SE Asia.火箭高的升级，日元，迫使许多日本公司外包它们的制造工厂，以东南亚的。
The Germans and Japanese have allowed their respective industries to be sharpened by competition by moving out to low cost and efficient offshore operations.德国和日本已允许各自行业要激化的竞争，通过走出去，以低成本和高效率的海外业务。 This painful transformation took place despite the much less flexible labour law and less performance oriented corporate culture and sluggish economic growth as compared with the United States.这一痛苦的转型发生了，尽管少得多灵活的劳工法和不足表现为导向的企业文化和疲弱的经济增长相比，与美国。 Today, the German and Japanese companies are able to remain very competitive without any significant loss in market share as compared to their United States counterpart.今天，德国和日本公司能够保持极具竞争力的，没有任何重大损失的市场份额相比，他们的美国同行。
Mr Behravesh, Global Insight chief economist and Lawrence Klein of Nobel Iaureate conducted a study and found that contrary to conventional belief, 90,000 net jobs were created rather than lost in the United States as a result of moving high-tech work offshore.贝赫拉维什先生， Global Insight的首席经济学家劳伦斯克莱因和诺贝尔和平奖iaureate进行了研究，发现相反，传统的信仰， 90000净就业创造，而不是失去了在美国，由于移动高科技工作的离岸。
The report indicated that the lower costs from using offshore resources keeps inflation in check, increases productivity and keeps interest rates low.报告指出，降低成本，使用从境外资源，不断的通货膨胀在检查，增加生产力和保持低利率。 Furthermore, the benefits of global sourcing added US$ 33.6 billion in 2003 to the real gross domestic product in the United States.此外，好处全球采购补充说，美国三百三十六万点〇万美元在2003年的实际国内生产总值在美国。 The report added that overall GDP is expected to be US $124.2 billion higher than without outsourcing.报告补充说，整体国内生产总值预计将在美国一千二百四十二点〇 〇 〇亿美元高于没有外包。
Outsourcing is not the only way to create a “virtually unbeatable’ organisation.外包并非唯一的途径，以创造“几乎无可匹敌的'组织。 Retaining some key functions in-house may sometimes still offer the organisation the most flexibility.保留一些关键职能，在内部有时可能仍然提供组织最大的灵活性。 However, a company is trapped when it has a strong bias for doing everything in-house.然而，公司是被困时，它具有很强的偏见，这样做的一切，在内部。 Laura Ashley, for example, languished behind competitors by insisting on manufacturing all products in Wales, long after others had moved their production offshore.劳拉阿什利，举例来说， languished背后的竞争者，坚持对制造业的所有产品在威尔士，长期后，其他人提出他们的生产离岸。
After recognising the benefit of outsourcing, they still took a while to do so.之后，认识到外包的好处，他们仍然花了一段时间这样做。 Laura Ashley managers maintained expensive production facilities in Wales out of loyalty or corporate responsibility and protecting the jobs of the staff.劳拉阿什利经理保持昂贵的生产设施在威尔士出来的忠诚或公司责任和保护工作的员工。 As a result, the loss-making Laura Ashley group was bought in 1998 by the Malayan United Industries and since closed the five factories in Wales, pulling out of clothing manufacture altogether.作为一个结果，损失的决策劳拉阿什利集团购得，在1998年由马来亚，美国产业和自关闭五家工厂在威尔士，退出制衣共有。
The advantage when you have no fixed overheads is the flexibility and nimbleness to make swift changes.的优势，当您有没有固定的间接成本是灵活性和nimbleness作出迅速的变化。 This is particularly useful in industries plagued with fickle demand.这是特别有用的在行业的困扰与多变的需求。
You merely switch and find new contract manufacturers or call centres when the need arises, without being tied down to your in-house resources.你只是交换机和寻找新的合同制造商或呼叫中心需要时，没有被束缚到您的内部资源。 This frees up valuable management time and energy that can be better deployed on tactical and strategic planning.这释放了宝贵的管理时间和精力，可以更好地部署在战术和战略规划。 Management is not bogged down with non-core and low value activities.管理是不是陷入与非核心和低价值的活动。 It is truly the accountant’s nirvana when the company without the fixed costs is able to generate profits.它是真正会计师的涅盘时，该公司没有固定费用是能够产生利润。
Dr Mike Teng (DBA, MBA, BEng, FIMechE, FIEE, CEng, PEng, FCMI, FCIM, SMCS) is the author of the best-selling business book “Corporate Turnaround: Nursing a sick company back to health”, in 2002.医生麦克腾（名义运作， MBA学位，崩， fimeche ， fiee ，曾，彭， fcmi ， fcim ，校董会）是作者的畅销书“企业转机：护理生病的公司回到健康” ，在2002年。 In 2006, he authored another book entitled, “Corporate Wellness: 101 Principles in Turnaround and Transformation.” Dr Teng is widely recognized as a turnaround CEO in Asia by the news media.在2006年，他执笔的另一本书，题为“公司健康： 101的原则，在转机和转型。 ”博士李登辉是举世公认作为一个转机的CEO在亚洲由新闻媒体。 He has 27 years of experience in corporate responsibilities in the Asia Pacific region.他有27多年的经验，在公司责任在亚太地区。 Of these, he held Chief Executive Officer’s positions for 17 years in multi-national, local and publicly listed companies.这些，他举行的行政长官人员的职位， 17年在多国家，地方和公开上市公司。 He led in the successful turnaround of several troubled companies.由他率领的在能成功扭转逆境，几个困扰的公司。 He is currently the Managing Director of a business advisory firm, Corporate Turnaround Centre Pte Ltd, which assists companies on a fast track to financial performance.他目前是董事总经理，一个企业咨询公司，企业转机中心有限公司，协助公司进行快速跟踪的财务表现。 Dr Teng was the President of the Marketing Institute of Singapore (2000 – 2004), the national body representing some 5000 individual and corporate marketing professionals in Singapore博士李登辉担任主席的营销研究所的新加坡（ 2000年-2 004年） ，国家机构的代表5 000一些个人和公司的营销专业人士在新加坡
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