Ribe Maskinfabrik A / S (RM) had developed over the past 15 years, working out of a simple machine operation of Jutland (Denmark) at the modern and globalized RM group, consisting of three different business units. This change had gradually developed as their outsourcing activities become increasingly important in recent years. In the beginning, outsourcing activities developed in an ad hoc and reactive manner. However, RM has important insights on how to optimize the outsourcing … Read more »

Ribe Maskinfabrik A / S (RM) had developed over the past 15 years, working out of a simple machine operation of Jutland (Denmark) at the modern and globalized RM group, consisting of three different business units. This change had gradually developed as their outsourcing activities become increasingly important in recent years. In the beginning, outsourcing activities developed in an ad hoc and reactive manner. However, RM has important insights on how to optimize the outsourcing process, and it developed a very extensive network of suppliers, many of whom had relationships with for many years. This network was offered to RM customers and represent a high value to them. RM already linked these contacts and was able to ensure valuable time and effort, the quality of the partners who saved their customers. In this sense, RM exploited their own experience and network of suppliers and outsourcing became a consultant.
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from
Bo Nielsen,
Torben Pedersen,
Jacob Pyndt
Source: Ivey Publishing
9 sides.
Release Date: 27 February 2009. Prod #: 909M12-PDF-ENG
Ribe Maskinfabrik A / S – Development of new business HBR case solution