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19 results for “outsourcing decisions”
“Should you outsource production or keep it in-house when scaling”
you are already scaling your business. And so you're you're just you need to decide what task is stereotypical and what can become a system. Okay. Yeah. Yeah. I I I totally agree. I mean, you have a
25:33 / 26:13
tactical advice25:33 – 26:13
“Small business owner faces the classic outsource vs expand dilemma”
So your thing your your question is should I outsource this? Like, should I send the production elsewhere or not? And I I guess if somebody else worked with you part time and did them out of your gara
25:58 / 26:34
tactical advice25:58 – 26:34
in two years, and the two smart engineer are building Cascade with Me. The old members have worked before together at the exit company so we can sip and parse, productions. And we are raising the 1,000,000 US dollars, to boost, our, production develo
35:51 / 37:01
from transcript35:51 – 37:01
“Small teams should outsource operations that distract from core business focus”
If you are a small team, make sure that you are, outsourcing, you know, the the aspects of of the of the operations which are going to interfere with the main core part of your business.
12:17 / 12:32
tactical advice12:17 – 12:32
...decisions that involve macroeconomics, not that I I'm not an expert on that part of it, but, you could imagine that it would be very difficult, right, to plan how many of these things you might need. And that's just one part. The computer cases are t
12:40 / 13:47
from transcript12:40 – 13:47
...of excellence outsourcing method. So Dell and Compaq, which were the two big makers with IBM, were in Texas. And, you know, Michael was building PCs in his dorm room, and then they had a factory in Texas. Compaq were some business guys who, like, bui
20:55 / 22:05
from transcript20:55 – 22:05
I mean, listen, it's going to be the reality that if you want your company to grow, you know, revenue 20% year over year, you could do it with the same size team because your team is gonna become 40% more efficient every year. Yes. So I I believe we
39:40 / 40:45
from transcript39:40 – 40:45
he sees all his component scores for rest risks. And he sees why it's risky and alternative solutions are listed over here. Before ArtSos, he spent weeks searching for suppliers and validating their reliabilities. With this platform, he can identify
36:45 / 37:49
from transcript36:45 – 37:49
can do or can't do versus assistance in The US? Like, because obviously there's a huge cost savings. What are stuff that you keep in that cost savings or stuff that you don't keep? What's the right way of thinking? Yeah. I mean, America's strength is
11:55 / 13:01
from transcript11:55 – 13:01
aspects and other manual processes. And so at Sourcer, what we're doing is we're automating all that processes. And so today, if we look at a lot of the work flow automation tools, all focus on reducing labor cost. But if you look at for larger scale
21:27 / 22:46
from transcript21:27 – 22:46
producers to compete, and it encourages companies to reshore or nearshore production. And that makes economics of made in The USA or made in China or made in Canada a lot more attractive to local residents. See, as more production moves back into the
11:57 / 13:02
from transcript11:57 – 13:02
But what was interesting is that even those which can successfully move manufacturing out of China and to, say, Vietnam, indicated an expected 30 to 35% increase in their cost just from the inefficiency. Meaning that the lack of skilled manufacturing
22:24 / 23:37
from transcript22:24 – 23:37
Maybe Amazon and Google who are probably more easy to regulate, but there are a number of organizations that are consultancies Yeah. 100%. That actually are price sensitive Yes. Sensitive Yes. That would be squeezed by this. I I would think that give
2:57 / 4:01
from transcript2:57 – 4:01
out to the margin toward alternatives or substitutes. And those alternatives increasingly become domestically produced goods or goods from preferred partners. So you see something where we're saying, Hey, these tariffs, there's these different countr
11:13 / 12:20
from transcript11:13 – 12:20
...not outsourcing anything to anyone. Does it does it also allow for tighter spreads when you offer a price for a particular equity? So in terms of the tighter spreads, it becomes more of the, yes. Exactly. Definitely. Because, like, you know, when we
1:05:11 / 1:06:17
from transcript1:05:11 – 1:06:17
and so there's sort of a management problem in that. And another is that there's a competitive dynamic, which is if you have something that's attractive and a high switching cost, the competition will try like crazy to create something that mitigates
30:39 / 31:59
from transcript30:39 – 31:59
they are useful in cases where you don't know what the cost is gonna be, but it's a incredibly important investment to make. And, traditionally, that has been defense expenditures. Yep. Like, we need the u two. We don't know what the cost is gonna be
3:01:29 / 3:02:36
from transcript3:01:29 – 3:02:36
Here comes your pencil pushing boss and says, hey. I think we're gonna need to build a payments infrastructure. I think we need to build that because we're struggling with this to accept payments in all these ways. And so what's it gonna take two wee
54:45 / 55:48
from transcript54:45 – 55:48
running an import business back in 2020. And so my cofounder and I both have ran import export trading firms. And so we saw firsthand how laborious the whole process is. And so we said there has to be a way to make this more efficient, and so that's
20:59 / 22:13
from transcript20:59 – 22:13
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