Outsourcing에서 Insourcing으로 전환과정 연구

소개글

경영대학원 경영전략 전공 논문으로써,
Insourcing에서 Outsourcing으로 전환 사례를 연구하는 추세이지만,
본 논문은 Outsourcing에서 Insourcing으로 전환과정을 연구한 사례로써 매우 흥미롭습니다.

목차

Abstract ························································································································ ⅰ
목차 ······························································································································· ⅳ
표목차 ··························································································································· ⅵ
그림목차 ······················································································································· ⅸ
Ⅰ. 서론 ························································································································· 1
1. 연구의 배경 및 목적 ·························································································· 1
2. 연구의 내용 및 범위 ·························································································· 2
3. 연구의 구성 ·········································································································· 2

Ⅱ. 이론적 배경 ··········································································································· 3
1. 인소싱(Insourcing) ······························································································ 3
1) 인소싱(Insourcing)의 정의 ············································································ 3
2) 인소싱(Insourcing)의 장단점 ········································································ 3
2. 아웃소싱(Outsourcing) ······················································································· 4
1) 아웃소싱(Outsourcing)의 정의 ····································································· 4
2) 아웃소싱(Outsourcing)의 장단점 ································································· 5
3. 인소싱(Insourcing)과 아웃소싱(Outsourcing)의 비교 ································· 6

Ⅲ. 발전 정비 산업의 개요 및 우리나라 현황 ··················································· 8
1. 발전 정비의 개념 및 특성 ················································································ 8
1) 정비(Maintennance)의 의의 ·········································································· 8
2) 정비(Maintennance)의 중요성 ······································································ 10
3) 정비 산업의 아웃소싱 및 인소싱 장단점 ·················································· 13
2. 발전 정비의 유형과 발전 과정 ········································································ 14
1) 고장정비(Corrective Maintenance) ····························································· 14
2) 예방정비(Preventive Maintenance) ····························································· 14
3) 예측정비(Predictive Maintenance) ···························································· 17
4) 선행정비(Proactive Maintenance) ······························································· 17
5) 신뢰성 중심 정비(RCM) ············································································· 18
3. 우리나라와 해외 발전 정비산업의 현황 및 비교 ············································ 20
1) 해외 발전 정비산업의 현황 ·········································································· 20
2) 우리나라 발전 정비산업의 현황 ·································································· 23
4. 우리나라의 발전 정비산업의 발전과정 ·························································· 26
1) 발전정비 산업의 태동 ···················································································· 28
2) 발전정비 산업의 전문정비 시대 ·································································· 29

Ⅳ. 사례연구 ················································································································· 37
1. 수력발전의 인소싱 전환과정 ············································································ 39
1) 아웃소싱에서 인소싱으로 전환 동기요인 ·················································· 39
2) 수력발전의 정비업무 수행주체 전환과정 ·················································· 40
2. 인소싱 전환에 따른 정비기술 능력 수준 및 확보과정 ······························· 43
1) 인소싱 전환 초기 정비기술 능력 수준 및 정비조직 ······························ 43
2) 인소싱 전환 초기 핵심정비기술 수준 ························································ 44
3) 핵심정비기술 능력 확보 ················································································ 45
3. 인소싱 전환에 따른 성과 ·················································································· 48
1) 전환이후 경제적 성과 ···················································································· 48
2) 전환이후 기술적 성과 ···················································································· 50
4. 사례의 종합분석 및 향후 발전방안 도출 ······················································ 52

Ⅴ. 향후 수력발전 정비부문 발전방안 ································································· 53
1. 조직구조의 최적화 ······························································································ 53
2. 선진정비체계의 구축 ·························································································· 54
3. 교육훈련체계의 선진화 ······················································································ 54
4. 수력 엔지니어링 역량 강화 ·············································································· 56
5. 수력 R&D 강화 ··································································································· 57
6. 북한수력 성능복구 사업 추진 ·········································································· 61

Ⅵ. 결론 및 향후 연구 방향 ···················································································· 63
1. 결론 ························································································································ 63
2. 향후 연구방향 ······································································································ 65
참고문헌 ························································································································· 66

본문내용

Ⅰ. 서 론
1. 연구배경 및 목적
발전과 송전, 배전, 심지어 서비스와 교육에 이르기까지 광범위한 수직적 통합
이 당연시되었던 전력산업에서도 OECD(Organization for Economic Cooperation
and Development, 경제협력개발기구),IBRD(International Bank for
Reconstruction & Development, 국제부흥개발은행)와 같은 국제기구들의 규제
완화와 경쟁력 강화를 위한 촉구 노력이 반영되어 그 동안 수직적 독점체제를
유지해 왔던 한국전력주식회사(이하 한전)의 발전부문이 2001년4월 한국수력원자
력주식회사(이하 한수원)와 5개[남동발전주식회사. 남부발전주식회사, 서부발전주
식회사, 동서발전주식회사, 중부발전주식회사(이하 발전회사)]로 분할되었고 발전
회사는 본격적인 경쟁체제에 돌입하게 되었다. 그러나 이러한 거시적 기업 환경
과 달라진 전력시장의 변화에도 불구하고 한수원은 아직까지 이에 효과적이고 유
연하게 대응 할 수 있는 여건 조성과 준비가 미흡한 실정이다. 특히 한수원의
독점적 특징은 과거 정부투자기관으로서 한전이 가지고 있었던 부문주의
(sectionalism), 사람중심의 조직운영, 형식주의 그리고 관료주의적 조직구조
와 같은 비효율적인 관료병리현상이라는 유산들을 고스란히 물려받음으로서 변화
된 전력시장에서 조직의 유연성을 확보하고 혁신을 통해 기업이념인 국민이 신
뢰하는 세계최우수 전력회사 창조라는 위상을 정립해 나가는데 상당한 부담이
될 것으로 우려되고 있다.
본 연구에서는 우리나라 정비기술 전문 업체인 한전KPS의 기술발전사와
일치하고 어느 한 회사의 발전사적인 측면이라기보다는 국가적인 투자를 통해
정비기술 수준이 높게 나타났다.

참고 자료

김인수, 2005, 거시조직이론(조직설계를 중심으로), 무역경영사
신건호, 1999, 신경영혁신, 학문사
산자부 전기위원회, 2005, 발전정비산업 현안 및 대책, (현)지식경제부
이장우, 2001, 전략경영, 법문사
정보통계팀 고객지원실, 2007, 북한 주요 전력통계정보, 전력거래소
한수원, 1999～2008, 내부문서
한전, 2007, 경영통계
한전, 2008, 전력통계속보 제362호
한전KPS, 1995, 10년사,
한전KPS, 2008, 경영통계,
한전KPS, 2003, 월간8월호
ROBERT K.YIN 지음(신경식 외 옮김), 2005, 사례연구방법론, 한경사