An in-depth look at outsourcing of manufacturing to China, focusing specifically on the U.S. furniture manufacturing industry.
Written in 2006; 35,267 words; 49 sources; MLA; $ 249.95
Paper Summary:
This paper takes an in-depth look at China as a solution to manufacturing outsourcing. According to the paper, modern technological developments have opened the door to outsourcing of an unprecedented type and scale and is therefore a natural approach for many furniture manufacturers in the United States today. This paper examines the global furniture industry and how it stands to gain through the careful implementation and administration of outsourcing opportunities in general and those represented by the burgeoning manufacturing powerhouse of China.
Table of Contents:
Chapter 1: Introduction
Statement of the Problem
Purpose of Study
Importance of Study
Scope of Study
Rationale of Study
Overview of Study
Chapter 2: Review of Related Literature
Chapter 3: Methodology
Description of the Study Approach
Data-gathering Method and Database of Study
Chapter 4: Data Analysis
Chapter 5: Summary, Conclusions and Recommendations
From the Paper:
"This is congruent with Keesing and Lall's (1992) assertion that third-world furniture manufacturers are frequently expected to meet requirements that often do not apply as yet to their domestic markets. Therefore, opportunities exist for small wood furniture producers to participate in the reorganization of supply chains to capture efficiency gains and to participate in more geographically diverse supply systems; however, failure to adopt e-commerce technologies could lead to small wood furniture producers increasingly becoming marginalized from international markets: "By not making the transition to e-commerce, small wood furniture producers run the risk of becoming less competitive, affecting both their present market positions and their long-term viability. As larger companies in the wood furniture value chain integrate e-commerce into their business, small firms without e-commerce capabilities run the risk of being 'frozen out' of the value chain" (Moodley, 2003, p. 318)."
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