Which function within a supply management context is least likely to be fully outsourced?

In supply management, full operations management encompasses a wide range of strategic and tactical activities that are crucial to an organization's overall supply chain effectiveness and efficiency. These activities involve not just logistical elements but also alignment with the company's core business objectives, integration with other functions, and adaptations to market changes—all of which are deeply tied to the organization’s internal culture and operational know-how.

When considering outsourcing, organizations typically seek to delegate tasks that are either support functions or can be performed by third parties without losing strategic control or compromising on strategic goals. While supplier selection, inventory management, and order receiving can be outsourced to varying degrees—often depending on the complexity and nature of the products and services involved—full operations management requires a comprehensive understanding of the company's internal processes, strategic alignment, and the ability to respond quickly to inherent changes.

Outsourcing such a significant function could lead to challenges in communication, quality control, and alignment with the company’s vision and objectives. Moreover, organizations may be reluctant to relinquish complete control over their operational processes, as this could impact competitiveness and innovation. Thus, full operations management is least likely to be fully outsourced, as it is closely tied to a company's strategic initiatives and internal capabilities.