Military Outsourcing in the United Kingdom - Case Study Example

MILITARY OUTSOURCING By Name Course Instructor Institution City/State Date Introduction Outsourcing can be described as the process of subcontracting operations and services to other firms who have the ability to undertake them in a more efficient and cheaper way. As a result outsourcing has become an integral part in the day to day to activities of organizations. This arises as a result of lack of a specific department to undertake certain specific activities in the organization. Therefore, in order to cover up the inability of the organization to undertake such responsibilities, contracting other firm to perform them became a viable alternative (Griffin 2008, p. 599). In addition to this, outsourcing may arise if an organizations views it as expensive and insufficient to undertake certain activities by itself. As a result , it becomes easier and cheaper if the responsibilities are performed by another firm. Therefore, outsourcing has become quite popular in most organizations {Perlo-Freeman and Sköns 2008, p. 3-4). This is evidenced also in the Armed Forces, whereby certain activities are undertook by private firms. Therefore, military outsourcing can be described as the process by which private firms are contracted by the military to undertake certain duties and responsibilities that would otherwise be perfumed by the military. The essence of subcontracting private firms is to offer cheaper and efficient services. This is attributed to the huge cost incurred by the Ministry of Defense in supporting and undertaking various tasks all by itself. This also allows the military to concentrate in its primary objective, which is the protection of the country {Skarżyński 2008, p. 169). The Ministry of Defense can improve its cleaning and catering services by subcontracting private organizations to undertake such activities. This can be achieved by first identifying the various firms specialize in such activities. Secondly, the Ministry of Defense should take a close analysis of the firms once they have identified them. This is achieved by looking at the internal management of the firm and how they undertake to perform their duties. As a result the Ministry is capable of protecting itself from external forces that may use their organizations as a cover up to their illegal or ill intended activities. Once this has been achieved the Ministry of Defense should adopt the Service level Agreement. This type of arrangement identifies the specific services that should be rendered by the outsourced firms. Additionally, this arrangement also aims to maintain a certain standard of performance of the services rendered. Therefore, this ensures that the firm providing the services maintains a high standard of performance, which confines with the military standards (Freeman and Sköns 2008, p 102) Additionally, this type of arrangement shall allow the Ministry of Defense to set out time frames upon which the services offered shall be measured. As a result it becomes quite easy to quantify the services rendered and also determine whether the said services meet the standards agreed upon. Therefore, this makes it easy to come up with reports in relation to the performance and quality of the services rendered. In addition to these, the Service Level Agreement also makes it easy to identify and establish the duties and responsibilities of the outsourced firms. In doing so, it avoids instances of overlapping of duties and responsibilities between the outsourced firm and the Ministry of Defense (Cullen 2006, p. 130). Legislation governing outsourcing by military Outsourcing by the Ministry of Defense is not a new thing in the United Kingdom, as it was identified as a cheaper and effective way of rendering services that do not really require military action. However, in doing so there have been concerns as to the manner in which outsourcing is to be controlled and governed. This is a result of the delicate nature of operations undertaken by the military in offering protection. Therefore, certain policy have been formulated from time to time to govern the manner in which the Ministry of Defense undertakes the process of outsourcing from private firms. Additionally, the Ministry forming part of the executive branch, it enjoys constitutional protection, which requires the Ministry to perform activities that translate to the benefit of the people of United Kingdom (Hartley 2004, p. 201) Risks of outsourcing Outsourcing of services has several risks attached to it which could prove detrimental to the Ministry of Defense. This is as a result of the functions and duties undertaken by the Ministry of Defense in offering protection to the state. One of the most prevalent risk is the dissemination of confidential information to third parties. As a result this could prove quite detrimental as it would expose the strategies adopted by the UK Armed Forces in fighting of enemies. Therefore, it is quite important to ensure that such information is not easily accessed by individuals working for the outsourced firms. This can be achieved by ensuring they are restricted to the lower clearance levels. This can be achieved by assigning them with lower clearance passes, and by restricting their duties to the lower clearance levels. Additionally, the Ministry of Defense can mitigate this risk by conducting a proper background check of the contracted firms. This is achieved by doing a background check on all the employees of the contracted organization Perlo-(Freeman and Sköns 2008, p 50) In addition to this, the department also suffers the possibilities of incurring unanticipated costs. This is despite the fact that, outsourcing is regarded as a cheaper alternative to undertaking the tasks by the parent organization. Therefore, in relation to this the Ministry of Defense the risk of incurring more cost by contracting private organization to undertake catering and cleaning services. These costs may be as a result of the approach taken the private firms in undertaking their duties (Saxenna 2009, p. 97). However, this does not mean that the Ministry of Defense cannot avoid such costs. This will be achieved by requiring the private firms to restrict themselves to a specific approach of performing their duties. In doing so, the Ministry of Defense is capable of monitoring the tasks and also ensure that the private firms do not overstep their mandate. Additionally, the Ministry of defense may set out a monetary budget for which the private firms will be required to abide to, thus ensuring that Ministry does not suffer any an unanticipated costs (Dunne et al 2003, p. 450). Integration process could also pose a challenge to both the Ministry of defense and the private organization. This is because the employees of the private firms are not under the control of the Ministry of Defense but rather under the control of their respective firms. Therefore, this could pose challenges in ensuring that the services rendered meet the standards demanded by the Ministry of Defense. This is occasioned by the fact that the Ministry can only ask the private firms to ensure their employees perform their duties as required, rather than approaching the employees. However, the Ministry may avert this problem by setting out clearly the objectives and the standards required of the private firms in undertaking their duties and responsibilities (Hartley 2004, 200). Performance assessment Performance assessment is quite integral in ensuring that the services rendered by the catering and cleaning firms meets the standard set out by the Ministry of Defense. However, ascertaining the performance of the firms could prove challenging if proper assessment methods are not adopted. Therefore, in ensuring that performance is assessed correctly, the Ministry should come up with time frame of assessing the performance of the firms. Establishment of a time frame makes it easier for the Ministry to do a proper and regular analysis of the performance of the firms in undertaking their tasks. Additionally, having a time frame also ensures that the firms maintain high standards as they are aware that their performance will be evaluated at the end of each time period (Barrar and Gervais 2006, p. 225) In addition to coming up with a time frame, the Ministry of Defense should also embark on a survey amongst its employees. The survey will be by way of questionnaires containing questions in regards to the performance of the firms in rendering their services. Therefore, through such surveys the Ministry is capable of determining whether the firms are performing their tasks. This is as a result of the answers given by the employees in the Ministry in regards to the performances of the catering and cleaning firms. Additionally, the Ministry could also asses the performance of the firms by conducting routine inspections and monitoring of the areas assigned to the firm. This allows the Ministry to formulate an opinion in regards as to whether the standards set out are being adhered to (Gillham 2008, p. 168) Finally, the Ministry may require the firms to table reports in regard to the responsibilities. The reports should stipulate the tasks undertaken by the firms and the mode of approach adopted by the firms in undertaking their tasks. The reports should also stipulate whether the firms were able to completely perform their duties. Where the firms are unable to perform their duties, the report should the areas affected and the reasons behind the inability of the firms to perform their tasks. In doing so it becomes quite easy to conduct an assessment of the performance by the contracted firms (Halvey and Melby 2007, p. 220). Recommendation of the outsourcing strategy to be adopted There are various outsourcing strategies that the Ministry of Defense could adopt in attaining a suitable outcome. However, the best strategy would be contractual agreement between themselves and the catering and cleaning firms. This strategy involves entering into a written agreement referred to as the contract. The contract shall contain the scope of the duties and responsibilities of the firms. This is achieved by pinpointing specific objectives of the contracted firms. Additionally, the contract shall contain the term of service, which will stipulate the duration of their engagement (Halvey and Melby 2007, p. 100). It will also stipulate the manner in which the Ministry of Defense wants the supposed tasks to be undertaken. In addition to this, the contract shall stipulate the rights of each party in the contract and their remedies should any of their rights be violated. As a result, this is strategy is the most recommendable as it will also allow the Ministry t terminate the services of the firms if it is of the view that the firms do not meet the required standards. Additionally, the contract is quite flexible in the sense that it can easily be amended if the is a need to amend it so as to capture any new developments (Halvey and Melby 2007, p 150). In conclusion, outsourcing has become an integral part in the day to day operations of business organizations and other bodies. As a result, these organizations have had their fortunes drastically change as a result of outsourcing. This is attributed to the fact that most of their funds are now channeled into undertaking their primary objectives. In relation to this, the Ministry of Defense should also consider outsourcing for services such as catering and cleaning. This is attributed to the fact that, there have been concerns as to the standards of meals prepared by the staff employed by the Ministry. Additionally, the cleanliness standards have raised concerns among various staff members. Therefore, in an effort to ensure high standards are maintained it is necessary to outsource such to specialized firms. In doing so, these firms bring about professionalism and raise the standards of the meals offered, while at the same time maintaining a high level of cleanliness. However, in ensuring the same is achieved, the ministry should undertake various measures to safeguard their interest. Performance assessment is one such measure, whose objective is to determine whether the firms are performing their duties to the required standards. This can be achieved by way of a survey by help of questionnaires. Additionally, the ministry could request the firms to table reports stipulating their performance within the stipulated time frame. However, outsourcing comes with its challenges and risk but the Ministry should be capable of overcoming such challenges. Therefore, outsourcing is something that could work for the benefit of the Ministry of Defense in ensuring meals prepared are of high quality and high standards of cleanliness. References Barrar P & Gervais R (eds) 2006, Global Outsourcing Strategies Strategies: An International Reference on Effective Outsourcing Relationship, Gower Publishing Ltd, Farnham. Cullen, S 2006, Service Level Agreements, Outsourcingtoolset, New Jersey. Dunne, JP, Nikolaidou E & Mylonidis N 2003, The demand for military spendingin the peripheral countries of Europe. Defence and Peace Economics, vol. 14 no. 6, p. 447–460. Hartley K 2004, The economics of military outsourcing, Defence Studies, Vol. 4, No. 2, p. 199-206. Gillham, B 2008, Developing a Questionnaire, 2nd ed, A&C Black, London. Griffin, RW 2008, Management, Boston, Houghton Mifflin Company. Halvey, JK & Melby, BM 2007, Busines Process Outsourcing: Process, Strategies and Contracts, 2nd ed, John Wiley & Sons, New Jersey. Perlo-Freeman, S, & Sköns, E, 2008, The private military services industry, SIPRI Insights on Peace and Security“ No. 1. Saxenna 2009, Busines Process Outsourcing for Strategic Advantage, Excel Books India, New Delhi. Skarżyński, M, 2008, Outsourcing military, Kwartalnik Bellona, No. 1, p. 168-174. Halvey, JK & Melby, BM 2007, Busines Process Outsourcing: Process, Strategies and Contracts, 2nd ed, John Wiley & Sons, New Jersey. Read More