• Motivate and formulate a specific research question, of value to the research community and to practitioners that addresses one or more aspects of outsourcing decision making, relationship dynamics and/or performance management of supplier relationships or outsourcing.
• Perform a literature review that provides overview of the existing body of literature of relevance to the research question.
• Explain the research strategy and the methodological approach.
• Discuss and apply over 50% of the theories/models included in the curriculum to analyse the formulated research question using either a conceptual approach or a case-based method.
• Draw conclusions from the analysis that links back to the research question.
• Communicate clearly the implications of the findings for theory and practice.
• Reflect on the limitations of the study.

It is the aim of the course to provide students a comprehensive view of the managerial process starting with the outsourcing decision and continuing with the initiation, development and control of supplier relationships.
The course takes a buyer centric view and discusses the managerial dilemmas involved in making outsourcing decisions and managing their effects. When outsourcing takes place, relationships are formed with suppliers. This bears relevance for all firms and all industries. One central question is how such relationships can be managed in a network in order for the buying firm to sustain and develop the value expected from outsourcing.
Outsourcing decision making and supplier relationship management are complex issues. This implies that a multitude of subjects are included in the course. They are structured in three broad themes.
One theme will provide a context of outsourcing decision making and network management. Outsourcing decision making theories and models will be introduced and applied on specific case situation. Another theme will define and conceptualize supplier relationships and how they might create value or cost for the buying organization. Central relationship dynamics such as trust, dependence, value and attractiveness will be discussed and linked to models, theories and case-studies. A third theme will discuss performance management implications of outsourcing and supplier relationships. Central effects and implications of outsourcing will be assessed and discussed. Supplier control, development and evaluation practices as well as cost management in supplier relationships will be discussed.

Changes in course schedule may occur
Wednesday 08.00-11.30, week 38-41
Friday 08.00-11.30, week 38-40
Friday 08.00-12.25, week 41

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