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Essay / Research Paper Abstract
A 5 page paper. Using a Harvard College case study about Eastman Kodak's outsourcing IT as a basis along with other resources, the writer discuses the issue of outsourcing in the pharmaceutical industry. Specific topics are addressed: possible trade-offs, a framework for deciding which functions to outsource, a framework for selecting a partner, comment on the strength and weakness of the framework, and concluding remarks about outsourcing. Data regarding the proportion of pharmaceutical companies who outsource are included. Bibliography lists 5 sources.
Page Count:
5 pages (~225 words per page)
File: MM12_PGphmou.rtf
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Unformatted sample text from the term paper:
accomplished through outsourcing to contract research organizations (CROs) (Borchardt, 2000). Despite popular belief, larger companies outsource more than small companies (Borchardt, 2000). Midsize companies outsource more of their clinical studies
than either large or small companies (Borchardt, 2000). Small companies tend to outsource the toxicology and pharmacology studies that are required by regulatory agencies (Borchardt, 2000, p. 28). There
are always trade-offs and risks when a company chooses to outsource some of its business functions, some of which are: * Loss of control, someone else has the control over
the information and the process (Pankowska, 2002). * Exposure to vendor risks, including: Financial strength, Loss of commitment to outsourcing, Lack of responsiveness, Poor daily quality (Pankowska, 2002). *
Long-term flexibility (Pankowska, 2002). * Attention required by senior management (Pankowska, 2002). * The company will lose its expertise in the functions that are outsourced. The question any company must
answer is which functions would be best to outsource. This decision can only be made by determining the purpose of outsourcing. Assuming this is a large pharmaceutical company, if chemical
Research and Development functions were outsourced, the purpose would be to allow the company to accelerate their drug discovery and development capabilities, to expand their capacity for research and basically,
to increase their overall productivity (Borchardt, 2000). The analysis framework used to decide which business functions to outsource is presented here. 1. Where is the company now: This requires
gathering data (PA Consulting Group, 2000). 2. Where does the company want to be now and in the future (PA Consulting Group, 2000): Are there areas the company wants to
explore in terms of discovery and research but cannot due to other functions that must be completed? 3. In terms of functions, each must be identified and determined if
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