Главная / Библиотека /
Книги и статьи / Конкуренция среди провайдеров услуг и аутсорсинг: новые тенденции
Конкуренция среди провайдеров услуг и аутсорсинг: новые тенденции
www.silicontaiga.org/home.asp?artId=2803
Очень интересная статья, правда по-английски. Самая интересная мысль:
Происходит смещение парадигмы поставщиков IT-сервисов: от модели «создай бизнес и продай его» к модели «понимай, что нужно заказчику и делай как можно быстрее», и теперь к модели «предвидение и лидерство на основании предвидения».
Ценность бизнес-предложения определяется следующими факторами:
- Стоимость
- Качество
- Инновации в процессе производства
- Аналитика и инновации в услугах и продуктах
Причем, уже есть явная тенденция смещения интереса от 1 к 4. Потому что дешево уже все умеют.
Вот цитата:
To believe that the basic impetus for this rapid shift to outsourcing is cost arbitrage and corporate greed is naive. As the chart at right shows, cost arbitrage is an ongoing advantage and likely will be a long-term phenomenon. (New research indicates that the cost advantage actually is diminishing. See Indias Dwindling IT Labor Advantage.)
But other advantages are emerging that make offshoring a smart choice for innovative businesses--specifically quality and speed.
Про качество: чем выше уровень качества внутренних процессов, тем дешевле в результате стоимость сервисов:
India has the largest concentration of high-quality software-development centers in the world, as measured by the Software Engineering Institutes capability maturity model (CMM), a framework that facilitates definition and measurement of the software-development process. Levels 4 and 5 are the highest process-maturity levels, with optimized processes for cost and quality outcomes. There are more than 50 software facilities in India rated at CMM level 4 or level 5. Further, as software-development work has evolved, Indian companies have learned to make process improvements to develop software on an off-site/on-site basis. A recent study by the University of Michigan, using data collected from a CMM level 5 company in India, shows that quality-adjusted prices in offshore custom-software projects decreased by roughly 14% annually from 1999 to 2002. This was due to internal-process improvements within the company and not labor-cost differences between India and the United States.
И наконец про то, что сейчас наичнают предлагать аутосорсеры: не просто, например, обслуживание телефонных звонков, но и их анализ, выводы, ведение БД:
Remote-service delivery vendors from India and other locations such as Ireland and the Philippines offer a variety of services. While some service providers deliver only a cost arbitrage, others provide new forms of remote delivery of analytics, such as complete back-end support for investment banking or total IT services. For example, even within the call-center industry, there are service providers that simply serve incoming customer calls based on predefined scripts, while other call centers offer market research, insights based on analytics using a customer-support problem database, and outgoing call services such as cross selling and upselling.
А из-за чего сыр-бор? Из-за того, что нужен менеджмент в реал-тайм! Быстрее! Еще быстрее!! Идеальная интеграция и взаимодействие с заказчиком! А качество и цена это само собой! :
What are the drivers of this new competition and value creation? Theres a growing demand for real-time management--accelerating the speed of reaction in the organization. Its obvious that a company cant use inventories to disconnect the demand and supply infrastructures, as it did in the make-and-sell model. Rather, fulfilling consumer experiences in the anticipate-and-lead world requires organizational capabilities for seamlessly connecting the demand and supply infrastructures with no latency. The demand for unique consumer solutions and experience fulfillment suggests that companies have to cope with more complexity. Consumers will no longer accept poor quality or unnecessary costs. They want to be involved and manage their own experience. This is one of the reasons that self-service has become an important phenomenon.
И вот тоже отличная тема особенно для КсанЛабс. «Мы работаем на SAP, можем и вам что-нибудь сделать. Представьте вы и SAP! Пользуетесь одним поставщиком! Это круче, чем пиджак от Ямамото!»:
The large, well-established outsourcing vendors in India offer world-class skills. Gaining access to those skills is critical for a large U.S. company intent on competing effectively through managerial innovations (see Indian Market Booms, But Changes Loom).
А вот это просто фантастика! Ни один клиент не составляет более 5% от общего оборота! Стабильность на высоте:
Capacity to scale up or down selectively. Most offshore vendors can recruit and train staff rapidly. For example, Infosys in India receives 1 million job applications annually and recruits 12,000 people with only 30 human-resources professionals. The company can train 4,000 people simultaneously in its new training facility. So, Infosys can scale up rapidly for its outsourcing clients. On the other hand, the company can scale down for any one client since no client represents more than 5% of the total work. Employees can be reassigned to other projects.
Стас Кравец http://mesto-zu.narod.ru/
Материалы по теме:
10 идей, которые изменят мир!
Инновации, которые преобразили мир
Кьелл А. Нордстрем, Йонас Риддерстрале «Бизнес в стиле фанк»
|