umani Isem riżorsi tal-outsourcing u ħafna mill-ħin, finitura jitkellem dwar żewġ kunċetti differenti. Għal xi nies dan ifisser esternalizzazzjoni ta 'funzjoni speċifika, per eżempju, li jittrattaw aspetti ta' saħħa u sigurtà, kondizzjonijiet tax-xogħol, id-dixxiplina impjegat, eċċ, fi ħdan l-intrapriża klijenti. Nies oħra jużaw it-terminu biex jiddeskrivi l-kunċett ta 'esternalizzazzjoni, grupp ta' ħaddiema li huma l-ebda parti itwal ta 'ftehim esternalizzazzjoni, speċjalizzat fornitur tas-servizz consttituye parti terza.

Clearly, these companies customers perform this action because they face difficulties finding and retaining the highly calificadas.Por therefore there is some logic in transferring this responsibility to a specialized company that, at least in theory have access many specialists. Look outside the computing function, it is difficult to see that this concept is practiced on a large scale. If a company wants to move farther along the virtual path, in most cases be preferable to transfer each group of employees together with their respective functions to specialized service providers in these functions. Ħu l-ewwel l-aħħar imsemmi kunċett, sabiex tiċħad malajr. Huwa mifhum li l-kumpaniji li jispeċjalizzaw fl-IT reklutaġġ ma trasferiti kollha mhux-maniġers, tar-riżorsi umani kumpaniji bil-ħiliet fid-dipartimenti ta 'reklutaġġ. Ovvjament, dawn il-kumpaniji klijenti iwettqu din l-azzjoni minħabba li jħabbtu wiċċhom diffikultajiet sejba u jżomm l-calificadas.Por ħafna għalhekk hemm xi loġika fit-trasferiment dan ir-responsabbiltà lil kumpanija speċjalizzata li, għall-inqas fit-teorija għandhom ħafna speċjalisti aċċess. Ħares barra l-funzjoni kompjuters, huwa diffiċli li wieħed jara li dan il-kunċett hija pprattikata fuq skala kbira. Jekk kumpanija trid timxi aktar 'il bogħod fit-triq virtwali, f'ħafna każijiet ikun preferibbli li t-trasferiment kull grupp ta' impjegati flimkien ma 'funzjonijiet rispettivi tagħhom lill-fornituri tas-servizz speċjalizzat fil dawn il-funzjonijiet.

pending. So while waiting, they were entertained with a music insulting. The following are subject to numerous requests for multi-digit pressed in order to access various services that do not want and end with a disappointing conversation with someone who is difficult to understand and can not understand the nature of the problem. Il-kunċett ta 'jirċievu telefonati huwa relattivament ġdida, iżda hija jkollna stampa ħażina. Naturalment hemm xi ċentri għas-sejħiet lousy akkoljenza verament jissoġġettaw lill-utenti biex terrlbles esperjenzi inkluż it-telf ta' ħin. Il-problemi ta 'utenti jibda b'messaġġ tipiku jindika li minħabba li l-eċċellenza tal-prodotti jew servizzi tagħha, operaturi kollha huma preċiżament f'dak il-mument, busy ħafna, iżda li ma tinkwieta għaliex huma special xi ħadd u huma pendenti. So while stennija, kienu konjizzjoni bil-mużika insult. Dan li ġej huma soġġetti għal bosta talbiet għall-multi-numri ippressati biex jkollhom aċċess għal servizzi varji li ma jridux u jintemm bit konverżazzjoni diżappuntanti ma 'xi ħadd li huwa diffiċli biex jifhmu u ma jistax jifhem in-natura tal-problema.

Manufacturers of computers and internet service providers indicate that the complex nature of its business means that some customers present difficult problems and that the routing and other traffic problems occasionally occur due to rapid growth. But why is there a general feeling that the systems user support of high technology is not improving and that some companies have lost interest in this aspect of their service. However, the center receiving calls from insurance companies, investment houses and banks seem to have improved a lot lately. It-teorija ta 'ċentru jirċievu sejħiet hija bbażata fuq prinċipju sod ta' nies li jirrispondu għall-telefonati u jistgħu jkollhom aċċess għal kull informazzjoni permezz ta 'kompjuter li tiltaqa quddiem minnhom. Imbagħad għaliex is-servizzi jidhru li tiddeterjora hekk kif inti progress permezz tal-katina tal-komunikazzjoni? Manifatturi ta 'kompjuters u l-fornituri tas-servizz internet jindikaw li n-natura kumplessa ta' negozju tagħha jfisser li xi klijenti jippreżentaw problemi diffiċli u li l-routing u l-problemi ta 'traffiku ieħor kultant iseħħu minħabba t-tkabbir rapidu. Iżda għaliex hemm idea ġenerali li l-utent Sistemi ta' appoġġ ta 'livell għoli it-teknoloġija mhix it-titjib u li xi kumpaniji tilfu interess f'dan l-aspett tas-servizz tagħhom. Madankollu, iċ-ċentru li jirċievi telefonati li ġejjin minn kumpaniji ta 'assigurazzjoni, djar ta' investiment u banek jidhru li tejjbu ħafna aħħar.

llamadas.La reception logic of outsourcing work center receiving calls is compelling. Many of these centers are in contact centers restruturando in which communication can be additionally through emails and phones with WAP technology. Il-ħolqien ta 'ċentri li jirċievu sejħiet u jiksbu rendiment tagħha ma tantx huwa faċli kif ħafna nies jaħsbu. Pereżempju, kumpanniji proprjetà immobbli huma l-mira ta' telefon kontinwu sejħiet magħmula mill-klijenti potenzjali tiegħek, iżda l-reali aġent immobiljari medju żgħir wisq biex joħolqu tiegħek call center akkoljenza speċjalizzati, għalkemm in-numru u t-tip ta 'sejħiet hija konsistenti maċ-ċentru ta' akkoljenza llamadas.La loġika ta 'esternalizzazzjoni tax-xogħol jirċievu sejħiet ċentru huwa konvinċenti. Ħafna minn dawn iċ-ċentri huma restruturando ċentri ta' kuntatt fejn il-komunikazzjoni tista 'addizzjonalment ikun permezz ta' emails u telefowns mat-teknoloġija WAP.

For this reason, may feel the need to directly employ some or all supervisory personnel. It will also be necessary to monitor the service provided and compared regularly with the service provided by the competition. Ir-riskju madwar l-esternalizzazzjoni ta 'sejħa ta' akkoljenza ċentru jidher limitat ħafna meta mqabbel ma 'funzjonijiet oħra u b'hekk huwa probabbli li din iż-żona qed tara tkabbir eċċezzjonali matul is-snin li ġejjin. Iżda klijenti ta' esternalizzazzjoni akkoljenza call center jista 'jkollha rwol ewlieni fil-immaġini tal-kumpanija proġetti lill-klijenti tagħha. Għal din ir-raġuni, jistgħu jħossu l-ħtieġa li jimpjegaw direttament xi jew l-persunal kollu ta 'sorveljanza. Se jkun meħtieġ ukoll biex jissorveljaw is-servizz ipprovdut u mqabbla regolarment mal-servizz ipprovdut mill-kompetizzjoni.

In other words, but had been involved as a provider of computer services, some of that work would have done in other consultancies. They also saw that the major outsourcing providers like EDS had increased their consultant teams very quickly at a time that its growth was only moderate. Matul il-snin disgħin, Andersen Consulting kibret b'rata aktar mgħaġġla fl-Ewropa mill-membri l-oħra ta 'dak li issa hija msejħa l-Ħames Big. Fil-nofs id-Disgħinijiet, Andersen Consulting kienet l-unika kumpanija tali li kien involut direttament fil-esternalizzazzjoni tal-funzjoni tal-kompjuter bħala fornitur tas-servizz. Madwar 1995, il-kumpaniji kbar oħra kienu konxji li Andersen Consulting kien kiseb konsultazzjoni xogħol ogħla b'mod sinifikanti fil-qasam tal-kompjuter bħala riżultat ta 'reklutaġġ ta' klijenti. Fi kliem ieħor, iżda kienu involuti bħala fornitur ta 'servizzi tal-kompjuter, xi wħud li x-xogħol kien isir konsulenzi oħra. Huma wkoll raw li l-esternalizzazzjoni fornituri ewlenin bħall EDS kien żdied timijiet konsulent tagħhom malajr ħafna fi żmien li t-tkabbir tagħha kienet biss moderati.

Naturalment, għal darb'oħra jassumi li għall-inqas parti ta 'dan it-tkabbir hija attribwibbli għall-fattur klijent miksuba, għalhekk, għal xi fornituri, it-tkabbir fil-konsultazzjoni u l-esternalizzazzjoni relatati mill-qrib u għal din ir-raġuni, nistennew xi konsulenzi kbar għadhom kaċċa għall-finanzjament ta' negozju ġdid esternalizzazzjoni.

More than 350 Safeway employees performing work for the accounting of creditors, debtors, stock and margin, payroll, financial and accounting outsourcing insurance and property were transferred to PWC. This contract was won after fierce competition with other accounting and consulting firms is likely that it is not the last big deal of this kind. Il-ftehim ulterjuri u riċenti fir-Renju Unit finanzjarji esternalizzazzjoni jinvolvu Safeway, il-kumpanija supermarket akbar fil-pajjiż u Princewaterhouse Cooper. F'dan il-ftehim, PWC laħqu ftehim li jiswew 60 million liri u għal perjodu ta 'għaxar snin li jwassal-dipartiment intern ta' l-finanzi Safeway u kontabilità mill-1 ta 'Lulju 2000. Iktar minn 350 impjegat Safeway li jwettqu xogħol għall-kontabilità tal-kredituri, debituri, istokk u l-marġni, pagi, finanzjarji u tal-kontabilità esternalizzazzjoni ta' assigurazzjoni u l-proprjetà ġew ittrasferiti lill PWC. Dan il-kuntratt kien rebaħ wara kompetizzjoni ħarxa ma 'kontijiet oħra u ditti tal-konsulenza huwa probabbli li mhux il-big deal aħħar ta 'dan it-tip.

different. Matul l-aħħar snin tas-snin disgħin, amministraturi tal-fondi Ewropej kienu fost l-prolifiku ħafna mill-parteċipanti fil-korsijiet ta 'taħriġ fl-esternalizzazzjoni. Esperjenza turi li ħafna minn dan it-tħassib apparenti kien għal raġunijiet difensivi, per eżempju, li amministraturi tal-fondi riedu jitgħallmu dak kollu possibbli dwar dan aspett sabiex jiġi evitat li dan jiġri. L-numru ta 'każijiet li fihom il-CFO kienet strumentali fit jinvolvu fornituri u konsulenti li jużaw l-inċentiv ta' esternalizzazzjoni-funzjoni finanzi, biss għall-użu speċjali pożizzjoni tagħhom stess fil-kumpanija u twettaq l-sħiħ l-esternalizzazzjoni ta 'funzjoni differenti.

The creation of the private finance initiative (PFI), which are available for computer systems and other systems related to large contracts under 30 years of service instead of buying assets, has also increased outsourcing activity in the areas of informatics and OPN areas. Above all this activity inspired by the government, should be a key reason of concern for the outsourcing of finance in Britain and may have sparked the interest in one or two private sector companies. Il-karattri mhux tas-soltu li ħolqu l-esternalizzazzjoni ta 'teknoloġija informatika, u investew ħafna fil-hardware u s-sistemi u l-ħtieġa li jaqilbu għal hardware ieħor u għaljin sistemi, jista' jitqies bħala problema partikolari għal kumpaniji kbar. Brittaniċi tal-gvern xewqa Il-li jintroduċu kompetizzjoni fis- settur pubbliku għamlet kuntratti sostanzjali ġew iffirmati esternalizzazzjoni finanzjarji fil-gvern lokali, il-gvern ċentrali u s-settur tas-saħħa. Il-ħolqien ta 'l-inizjativa ta' finanzjament privat (PFI), li huma disponibbli għal sistemi tal-kompjuter u sistemi oħra relatati ma 'kuntratti kbar taħt 30 sena ta' servizz minflok ta 'assi xiri, ukoll żdied esternalizzazzjoni attività fl-oqsma ta' l-informatika u oqsma OPN. Fuq kollox din l-attività ispirata mill-gvern, għandha tkun ir-raġuni ewlenija ta 'tħassib għall-esternalizzazzjoni ta' finanzi fil-Gran Brittanja u jista 'jkollhom qanqal l-interess fi jew żewġ kumpaniji fis-settur privat.

Il-fatturi li jmexxu t-tkabbir ta finanzjarji esternalizzazzjoni huma mqassra hawn taħt:

, and were able to meet the challenge of being a service provider, if it were the case. Furthermore, it gave the impression that service improvements and savings could be significant. ♦ Għall-klijenti kbar multinazzjonali, il-prospett tat-trasferiment tal-funzjoni finanzi lil konsulent ta '"Il-Ħamsa l-Kbar" jistgħu jidhru ferm notevoli. Meta l-esternalizzazzjoni ta' finanzjament kien l-ewwel trattat serjament fil-bidu tad-Disgħinijiet, membri ta 'bosta minn dawn il-kontijiet konsulenzi mexxiet sforz kbir biex jinfurmaw dawk kollha livell-klijenti ta 'intrapriżi tal-kumpaniji prinċipali li kienu ppreparati, u kienu kapaċi jilqgħu l-isfida li tkun fornitur ta' servizz, jekk dan kien il-każ. Barra minn hekk, hija tat l-impressjoni li t-titjib tas-servizz u t-tfaddil tista 'tkun sinifikanti.

"Il-ħames dehru li joffru l-possibbiltà ta 'xi fornituri ta' servizzi li ma setgħux jaffordjaw li tfalli. Kien jassumi li dawn il-fornituri ma setgħux taffordja li titlef l-reputazzjoni li kellu milħuq, hekk li l-problemi li jistgħu jinqalgħu kwalunkwe, "jinvesti l-flus u l-persunal sakemm ġew solvuti. Sfortunatament, l-avvenimenti li ġara fi ftit ta 'esternalizzazzjoni relazzjoni deher li jiffrustraw dan it-twemmin.

"Il-wegħda ta 'livelli ta' servizz aħjar, tfaddil, rilaxx ħin sabiex jippermettu lill-maniġers biex jiffokaw fuq in-negozju prinċipali u oħrajn benefiċċji perċepita, titfa 'pressjoni fuq amministraturi finanzjarji tistedinhom, għall-inqas jikkunsidra din l-għażla. Iż-żewġ Accenture (qabel Andersen Consulting) kif Princewaterhouse Cooper jista 'jindika li l-klijenti kbar issa jgawdu finanzi u l-ispejjeż tal-kontijiet permezz 50 fil-mija taħt il-livell li fih kienu qabel is-servizz ġie trasferit.

"Għall-SMEs, b'mod partikolari ħafna drabi jkun hemm opportunità għal appell quddiem l-esternalizzazzjoni ta 'teknoloġija informatika u l-finanzi fis-pakkett wieħed u waħda fornitur.

"Mill-inqas fit-teorija, l-esternalizzazzjoni tal finnanzas joffri l-Ħamsa l-Kbar u l-kumpaniji kbar oħra bbażati fuq il-kontijiet l-opportunità li jissaħħu t-tkabbir tagħhom u l-profitti. Dawn il-prospetti jseħħ fi żmien meta t-tariffi tal-verifika huma mbuttat u constantementes sezzjonijiet oħra ta 'kumpanniji diffikultajiet simili.

"L-esternalizzazzjoni ta 'finanzi ser tippermetti lill-provdituri tas-servizz ibbażat fuq il-kontijiet użu akbar ta' tagħrif speċjali u ħiliet fil-kumpanija.

"Il-esternalizzazzjoni finanzjarja tista 'tkun unika fis-sens li l-provdituri akbar potenzjal diġà reklutaġġ u infrastruttura meħtieġa sabiex attakk-suq, filwaqt li, kuntrarjament kompjuters, m'għandhomx bżonn li jonfqu somom kbar ta' flus għat-tagħmir.

"L-esternalizzazzjoni toħloq konsultazzjoni opportunitajiet finanzjarji fi żmien qasir, medju u fit-tul, għall-kuntrarju, jekk fornitur ieħor hija introdotta, dawn l-opportunitajiet jistgħu jiġu elimuinadas għat-tul tal-kuntratt.

"Permezz toqgħod bħad affarijiet oħra, il-klijent potenzali jagħżlu lill-provditur li jkun aktar esperjenza. Għalhekk, fil-potenzjal fornituri żmien qasir li għadhom ma kisbux kuntratti suffiċjenti ser jirrikjedu sforzi sostanzjali possibilment jirriżulta f'xi skontijiet ogħla mis-soltu, kif ser reslizarlos bejjiegħa li jkunu rebħu kuntratt sabiex oħrajn aċċessorja.

However, there is increasing pressure, particularly in the US, that the audit company would tend not be involved in providing other services to clients. It would be interesting to see how each of the Big Five to the pressure of persecution of outsourcing arrangements. Għalhekk, iċ-ċirkostanzi jidher li tfaċċaw biex jagħmlu sforz maġġuri f'termini ta 'marketing u promozzjoni sabiex tappoġġja l-esternalizzazzjoni ta' l-funzjoni finance. Il-partners, mill-inqas żewġ il-pro0veedores main jkunu suġġeriti huma jkunu lesti li jabbandunaw verifika comañia klijent sabiex ssir fornitur ta 'servizzi ta' esternalizzazzjoni finanzjarji. Madankollu, hemm pressjoni li qed tiżdied, speċjalment fl-Istati Uniti, li l-kumpanija audit would tendenza ma jkunux involuti fl-għoti servizzi oħrajn li klijenti. Ikun interessanti li wieħed jara kif kull wieħed Ħamsa l-Kbar għall-pressjoni ta 'persekuzzjoni ta' arranġamenti ta 'outsourcing.

Wieħed istatistika li tidher ta 'spiss fil-letteratura hu li madwar 50 fil-mija ta' kumpaniji fir-Renju Unit kbar użaw esternalizzazzjoni porzjon sinifikanti tal-funzjoni kompjuters tagħhom. Hija tindika wkoll li l-kumpannija medja, teknoloġija informatika u l-finanzi jirrappreżentaw livelli simili ta 'nfiq. Għaldaqstant, jekk l- esternalizzazzjoni huwa dejjem titwettaq fuq strateġika esternalizzazzjoni purament tal-funzjonijiet sekondarja tistenna finanzi razonzble kienu soġġetti għall-esternalizzazzjoni bl-istess mod li informazzjoni.

However, it is highly unlikely that the finance and accounting outsourcing subject to reach as often as computers. The more information provided for a maximum approximate finance outsourcing from 15 percent in all businesses in 2005. Reċentement, għadd ta 'kumpaniji multinazzjonali fost minnhom kienu BP, Shell, Nazzjonali Lamtu & Kimika, Sears, NFC, Conoco, Lasmo u serje ta' intrapriżi tas-settur pubbliku, irrikorrew lejn esternalizzazzjoni finanzi u kontabilità. Hemm ħafna aktar fil-pipeline u serje ta 'u medju kumpaniji żgħar sabu l-fornituri dritt, li l-kuntratti ta' spiss jinkludu l-finanzi u kontabilità. Madankollu, huwa improbabbli ħafna li l-finanzi u kontabilità esternalizzazzjoni suġġetti li jilħqu kemm kompjuters. L-iktar informazzjoni provduta għal finanzjament approssimattiv massimu esternalizzazzjoni minn 15 fil-mija fl-negozji kollha fl-2005.

It's hard to imagine a direct comparison with finances, but clearly, the accountants of high flying will be more attracted to companies that are experiencing high growth, and so on. Hemm ħafna raġunijiet biex wieħed jemmen li l-esternalizzazzjoni finanzjarji, ser jiġu lura tal-kompjuter, ftit aktar ovvju minn oħrajn. Ħafna negozji jsibuha impossibbli li kiri ta 'kwalità għolja informatika minħabba sistems tagħhom huma antiki u "uninteresting", ma tistax taffordja salarji kompetittivi u l-prospetti ta 'promozzjoni huma limitati jew ma jeżistux. Huwa diffiċli li wieħed jimmaġina paragun dirett ma' finanzi, iżda b'mod ċar, l-accountants ta 'għoli li jtajru se jkun aktar miġbuda lejn l-kumpaniji li qed jesperjenzaw tkabbir għoli, u hekk.

In many cases, suppliers or do pretty much the same way they did their customers. Service might have improved since he took office, but still focus on getting the service conforms to customer-related services involved. At some point these service providers feel the need to devise specific ways regardless of the process of doing the work and then start to convince their customers about their benefits. In fact, it is harder for some processes than it is for, say, staff payroll, but may be essential before the achievement of a major expansion of the private sector. Over time, it is expected that a number of service providers, offering alternatives to specialized sectors as a package on the market for OPN. Minkejja dan il-livell raġjonevoli ta 'sodisfazzjon, tkabbir ta' OPN jidher dejjem waqgħu lura tbassir. Ministeri globali kienu responsabbli għal lott tal OPN, iżda dan qatt ma ġie imitat bl-istess mod mis-settur privat. Uħud mill-fornituri tas-servizz prinċipali qed iwettqu il-proċessi simili u bażikament sempliċi għal firxa wiesgħa ta 'klijenti tas-settur pubbliku f'ħafna pajjiżi. F'ħafna każijiet, il-fornituri jew jagħmlu pjuttost ħafna bl-istess mod li dawn ma klijenti tagħhom. Servizz jista tejbu peress li huwa ħa l-kariga, iżda xorta tiffoka fuq jkollna l- servizz jikkonforma mal-servizzi relatati klijent involut. F'xi punt dawn il-fornituri tas-servizz jħossu l-ħtieġa li toħloq mezzi speċifiċi irrispettivament mill-proċess li jagħmlu x-xogħol u mbagħad tibda jikkonvinċi klijenti tagħhom dwar il-benefiċċji tagħhom. Fil-fatt, huwa diffiċli għal xi processes than it is for, say, staff payroll, but may be essential before the achievement of a major expansion of the private sector. Over time, it is expected that a number of service providers, offering alternatives to specialized sectors as a package on the market for OPN.

It is normal, as the talks succeed, the service provider explain how to improve the competitive position of the client including more processes in combination. Kull kumpanija klijent li tikkunsidra l-esternalizzazzjoni ta 'jew aktar proċessi tan-negozju wieħed jiksbu l-kunsill biex jibnu d-difiżi tagħha minn jum wieħed, inkluż il-benchmarking ta' servizz attwali fl-mod li bih kemm interni u esterni konfini kamp ta 'applikazzjoni, huma definiti b'mod ċar. Huwa normali , kif l-taħditiet jirnexxi, il-fornitur tas-servizz jispjegaw kif tittejjeb il-pożizzjoni kompetittiva tal-klijent inklużi l-proċessi aktar flimkien.

Ovvjament, il-kumpanija klijent ma jkunux qegħdin jużaw esternalizzazzjoni jekk mhuwiex se tipprovdi kwalunkwe vantaġġ. Il-kwistjoni li ġejjin tibqa, kienet iżżid il-profitti minn esternalizzazzjoni kieku ħolqu kompetizzjoni?

It is sometimes said that as the elements of the OPN does not depend on technology as much as information technology, the need to resort to outsourcing of these areas is generally reduced when the economy no longer booming. It would be astonishing if this were true. Outsourcing has grown worldwide, both during periods of economic expansion and decline. Clearly, the majority of outsourcing to date has involved a computer and is easier to imagine that this would seem to be a candidate for outsourcing in both periods of growth and decline. Notwithstanding OPN has occurred over a period of high growth on the end of the nineties. As the aspect of cost savings, will probably start to stand out in periods of economic decline, supposedly the OPN will continue to be practiced.

None of this fully explain, why OPN always seems to grow more slowly than most observers expected. Probably the real reason is that many senior managers have realized instinctively that until the future of your IT department is actually in a sound position, the outsourcing of a significant number of OPN operations tantamount to putting the cart before the oxen.

It is worth analyzing in more detail some of the features included in the OPN.

The term business process outsourcing (OPN) is used to describe the outsourcing of a combination of secondary processes. Typically, this combination includes finance and accounting, human resources, payroll, internal auditing, taxation, consumer assistance centers and a series of industry specific process. For some people, OPN also includes processing of applications. However, it is preferable to the definition provided by Dataquest, a technology research company American business. Dataquest believes the OPN, as a business process-enabled computer system, for example, processes involving large number of computer operations and / or that should be mentioned, and that can be processed by the application of information technology. Like most business processes are supported to some extent by the computer, this definition has many gaps. Basically the definition of Dataquest does not include catering services, garden, etc, why they just require computer operations. On the other hand consider the outsourcing of applications, including computer is typically why the management of that application what is involved. Dataquest shows that, regardless of which occurred inside or outside, is a function of managing the application and therefore itself part of computing.

Of how to develop the definition, there is no doubt that a large number of leading companies in the developed world uses the outsourcing of many of these processes, the degree of success, it is less clear.

In 1998, Coopers Princewaterhouse commissioned Yankelovich Partners to conduct a comprehensive study of OPN. This survey covered 304 executives in charge of decision making in 14 countries. After confirming that global competition was the main cause to afford the OPN, 63 percent agreed that outsourcing had used one or more processes involved, and of this percentage, 84 percent said they were satisfied with the performance from your service provider.

Few employees are overly surprised by the statements of previous satisfaction. Staff payroll is the administrative process is intended more to outsourcing, has been one of the first areas to be used and the degree of satisfaction in this regard has recently been 97 percent.

With the possible exception of finance and accounting, other business processes do not depend heavily on the latest technology used in the outsourcing as would own computing function. It would probably be more appropriate to say that the absence of latest technology are not as clear in some of these processes. For example, a CEO or CFO can feel completely satisfied to see that staff costs are reduced gradually, without realizing that maqyores savings would be achieved if the service provider would have employed the latest technological improvements. The fact that the customer is not aware of the technological improvements made also means that, over time, the supplier could end by transferring a small amount of savings.

However, few would deny that there is a reasonable level of satisfaction among most client companies that have resorted to outsourcing their business processes. This seems especially true when the norm is savings of less than 10 percent and service providers are scarce credible than in the computing market.

A firm considering outsourcing a function of secondary computer, you should carefully consider what might be revealing. Some organizations have retained 10 or 15 per cent majority of staff in the company and still believe they have assigned to the service provider and specialist knowledge is vital to its future welfare. If this happens, it would be good to establish a good relationship with the supplier. Although losing some special knowledge, thus sometimes happens, is not the same as sharing. Be surprising if the vendor staff did not learn something new to work with the client company, but that's not usually a problem because the positive side is that each client benefits from the ideas that the supplier has taken from other customers.

Managers differ greatly with respect to the potential loss of knowledge or skills. Some are very concerned about the use of contractors or consultants for fear they might pick up information that would then owned by other companies, thereby harming competitiveness. Others seem to believe that any advantage in knowledge and skills with which they have is probably fleeting, and therefore not worth protecting. However, the vast majority recognize the need for caution in regard to the intellectual capital of the company, while accepting that there must be something to give in return.

The number of companies that have suffered serious loss of knowledge and skills because of the outsourcing of IT should be relatively small. Usually this only happens when key people leave the client, but refused to join the supplier or losses occurring somewhere in the system during the transition, as sometimes happens with legacy systems whose importance is noticed missing later.

In the past, companies tended to resort to outsourcing of computer function without considering the loss of knowledge and skills as a serious problem, after all it was a secondary role and the desire or the need to resort to outsourcing often admission was not risked much. Yes it ever was true for most companies, it is certainly still true today, and there are serious doubts that will be true tomorrow.

If the various business functions are represented as branches of a tree, when outsourcing experienced a breakthrough in the seventies and eighties, the branch of computer science was a relatively thin member, but with rapid growth. Even then, his qualities have proved to be small outbreaks that reach to other branches, giving the tree a twist. Since then, this branch has become increasingly strong, firmly attached to most of the branches and coiled around the trunk. In fact, the branch of computer could be compared with a parasite that is apparently intended ivy strangling a giant oak. The ivy has a different path to the oak and it would be in better position if this were not

At present, the role of information technology is clearly gaining in importance for all companies, and for a growing number of them is more and more difficult to understand and use. The need to reduce costs, offer faster delivery cycles and improve service in general will be increasingly difficult to resolve to confront the needs of the core activities.

The major Western companies have been proposed as savings target of 30 percent when they begin to consider implementing the outsourcing of information technology. If they could achieve these savings while we obtain comparable or better service, then logically their managers argue they would not be easy to argue against outsourcing, especially if they believed “they were getting rid of a problem.”

One reason there is not a stampede toward the outsourcing of IT departments is that many operations do not produce good results. It has been estimated by various means that between 20 and 35 per cent of outsourcing arrangements in the department of computer are canceled or not renewed when the contract ends. It is recognized that there are reasons other than the Customer insastifacción service provider, for which a contract could not be renewed. However a significant number of computer outsourcing arrangements fails to keep the customer satisfied and in a competitive situation. This is the main reason to show caution and improve the general level of understanding when considering a risky venture like this.

Another reason to be cautious is the fact that outsourcing service providers, both large and small, consider an arduous task to find enough trained personnel to meet their needs. When computer specialists will find it easy month to customers who hire the appropriate personnel as they provide a better perspective of advocacy, but probably are growing much faster than those companies that act as countervailing factor. It may seem reassuring that the service provider has hundreds or even thousands of specialists in payroll, but this does not mean that all or any of these people can switch to your project immediately.

Consequently, the client company should be careful how many of the personnel components of the computer science department will remain with the supplier upon trancisión. If the supplier must replace most of the team in the early stages of the agreement, then yes there's a concern.

It should speak to the last customer of the provider and ask the frequency with which short-term contractors and out of the project, although to be fair, it should be noted that some providers did a good job of achieving a transition to moderate and implement successful and timely new systems, even when they could not add as many specialists to the project as had been thought originally. It would be fair to add that if unforeseen problems arise during the transition or at a later date during the contract, the typical computer sevicios provider logically have a better chance of overcoming that if the client could have done alone.

Despite speculation in the mid-nineties that the beginning of the new century would witness the first time an extension of unemployment in the sector of specialists in the information technology sector, the reduction will continue for some time. Undoubtedly, the new staff trained in computer finishes college and leave with knowledge of the powers in a growing number in almost all countries, a fact that many companies solve problems if they want is to focus on current technology.

However, the problem of maintaining competitiveness is that if a company wants to keep up with your competition, you must do so using the latest technology, being ready and able to cope with future developments. Just have not Infomat specialists will receive training on important new developments is only part of the answer.

Some people believe that the pressure to resort to outsourcing of information technology largely disappear over the next year. In Western Europe, the amount invested in internal computer and accounting functions is very similar, between 1.5 and 4 percent of the total turnover of the company. But as time goes on, it is believed that information technology spending will increase faster than that of finance. However, the fact that at present are reasonably evenly suggests certain individuals with optimistic attitude in computer costs may have stabilized and no longer will require outsourcing of this function.

In a first investigation, the IT department looks like a solid concept. The company may employ their own specialists in the quantity and quality required, these people will be available to carry out specific tasks necessary trabajo.Lamentablemente every day, for most companies this concept is wrong because of ignorance and ability to rapid changes brought by new technologies. Each company needs to take advantage of the best service that can deliver informatics. However, those who possess the expertise and the ability to provide the best service, want to work with specialist agencies that can offer an exciting job and an opportunity for personal development.

A “nightmare” that always comes to mind for many IT department managers is the need to adopt a new technology at a time that the continuing burdens of work is stressful and at levels which prevents or limits the opportunity to expand training . If, as often happens, the staff decides to pursue during this period, then the nightmare becomes something even more shocking.

The areas in which the reduction of qualified computer specialists is most pronounced include the design of call reception centers, ERP, Internet development and data storage, all areas which have recently appeared. The only thing we know about the future is that new specializations and applications tend to emerge at a rapid pace, so you can always produce a reduction of special knowledge and skill in relation to recent developments.

Probably més important reason for resorting to outsourcing of IT is the chronic and almost continuous reduction of qualified staff. Enterprises located in or near the towns of large cities, often feel that they risk losing their most important personal because they always want the best most glamorous work in areas such as financial investment or the media and major population centers provide an opportunity to choose from a wide range of employers. Although one thinks that companies lack a striking image probably will be hurt more in that sense, the fact that the reduction is global, and even major companies month face problems in procurement.

If we use the analogy of the sword and pistol to which we referred above, it is reasonable to describe the conventional internal secondary role as the department of swords, a role that has long existed and which is increasingly under pressure by those state that has become obsolete to confuse the importance of key processes. In addition, some older attempts by nejorar the results do not justify the collective effort.

Against this, the concept of outsourcing to a specialist provider relationship with the gun might, because it is a relatively new idea and is capable of continuous improvement. Why would I want to continue with the sword when they could own a gun next generation?

A very valid reason is that you could have outsourced version of a gun whose operation is difficult to understand, and lacked manual and system which helps the user to suffer ongoing problems of routing. Under such circumstances, undoubtedly will not be nice to see how your competitor comes up with a sword.

However, there is the gun now, so you should consider future options carefully.

To motivate a specialist service provider may be some inducement to last until the end of the contract, in addition to the firm conviction that an additional contract, at least as profitable as the first, will be available in exchange for a job well done. At least this will involve an agreement on the risks and rewards by which, beyond a certain level, the two parties will share savings and costs of a prearranged way. These association agreements or agreements with value-added component called the accumulation of agreements in which everyone wins.

Increasingly often, the emphasis will be more related to continuous improvement in service rather than just cost savings. A good example is the agreement to Rolls Royce Aero Engines resorted to outsourcing virtually all their IT department to EDS. The key factor of this agreement was the promise of EDS Rolls Royce to keep ahead of its competitors in that role.

Usually it was relatively straightforward for the client company establish its specification. Typically you start with a minimum service, of course, be higher than that being experienced at that time. After calculating the maximum price. When a partnership agreement in perspective, one would expect that customers want a stable price for a four or five years that was neither much more nor much less of their current costs. Once these two aspects have been considered by the client company, at least initially show their joy by sharing any savings that the service provider could achieve a rate of 50 percent.

It is certainly true that the majority of current success stories of outsourcing agreements are based on sharing risks and rewards between the client and service provider. It would be equally true to say that the enormous growth of modern outsourcing is based largely on those agreements. However, a number of suppliers known to produce high quality results for their clients, seem to have performed poorly for other customers, about the same size and importance in risk sharing arrangements and perks.

It will be obvious that to obtain the kind of results that BP Exploration calls for a service provider, must attend the following factors:

► The provider must be an established specialist in the role.

► The provider should be a mecca for high quality staff.

► You must carefully consider the location of the service to facilitate the treatment of all staff.

► The client will need to be an important one.

► The provider must be highly motivated to make continuous improvements.

If the provider is also a consultant or is associated with, or has other clients, the motivation must be strong enough media so as to limit the extent to which key personnel are transferred to other projects. Will be convenient to some movement of staff from the supplier about the customer base, but even a minimal decrease in motivation, as might occur if the supplier makes a better deal from another client, would be very harmful.

Many outsourcing arrangements proved to be disastrous for one and even for both sides, and at one time thought they were the lawyers who were to be provided the big beneficiaries.

However, when successful agreements began to get publicity, was present there was an important factor savings should be shared by both parties, if a service provider and efficient specialist was involved and motivated enough. Once this situation was realized, it became clear that outsourcing could not ignore. How could, when it appeared the items supported by the two sides of a showing that outsourcing was a client company may obtain both improved service and cost savings immediately after the transition and then trying to achieve in the future service improvements and savings.

As a result, outsourcing has become a dominant feature of business in the nineties and began to apply different functions to other computers. As the globalization of business grew and the World Wide Web began to evolve, the rate of growth of the entire outsourcing to external specialized industries such as outsourcing, took off at the same speed.

An important factor that can not be ignored is that outsourcing is being applied to all functions and that the rate at which new contracts are made continuously grows.

However, it is important to understand the different reasons for this growth occurs. Indeed, many customers have signed outsourcing agreements for the same reasons that caused the rise of modern information technology outsourcing. In other words, they have cash flow problems, need a change of placement or to recognize that their systems are very scarce, obsolete and uncompetitive.

A significant number of other clients has approached the situation from a very different angle. They have accepted the data displayed by a number of satisfied customers, as well as their suppliers and have reasoned that service improvements, savings, and especially continuous improvement could only have been achieved using external experts.

Therefore, have approached the concept of outsourcing in mind the added value even when the managers believed that the functions involved and were competitive.

In these early days of outsourcing, both customers and suppliers of computer services specialist waiting to be able to provide at least a level of service comparable to that which existed before the transfer. Also, expect the service provider could do it profitably and also get the customer savings. However, there is no certainty that many people could imagine at that time the savings potential of an outsourcing agreement.

The typical service provider will try to ensure that the end of the transition, for example, when staff is finally transferred to relevant service provider, all the initial changes considered necessary have been completed, the cost of providing service from that point onwards always going to be desco_ nocido until it finally occurs. However, it is interesting to note that most providers initially estimated that the savings likely to approach 20 percent, but gradually began to realize that even when IT departments were transferred aparentemnte efficient, the figure could reach 40 per percent or more. Obviously, this figure is somehow shared between the client and service provider.

When the outsourcing of finance departments became a reality, new service providers aspiring imagined that the total savings between 15 and 20 percent, but although the actual results have varied greatly, the total savings of 40 percent also have been achieved by this function.

There are reasons to say that if management can not present arguments in the ongoing growth in value of a function, then you should seriously consider one or more options for outsourcing.

The concept of virtual organization can be very new, but outsourcing functions to outside specialists has been practiced for many years under several names: contract manufacturing, resource management, outsourcing and insourcing. For example, many large accounting firms will surely admit that even in the early twentieth century had customers who had accounts in lieu of an audit, a situation that still occurs today.

In retrospect, “outsourcing” could have gotten a better name to describe the outsourcing business class that emerged from the basic business idea that if your company does not specialize in a particular function is likely to be profitable in terms of cost and quality of service, transfer control of the function to a specialized organization.

The contract manufacturers and business people involved in resource management is generally agreed that appear are in an outsourcing firm. However, when most people hear or see the term outsourcing, normally associated with the outsourcing of information technology function.

The outsourcing of IT functions began producing a larger scale due to the high cost of processing power of the seventies. This forced even the largest companies to obtain at least some of its computing solutions companies offering computer services. Realize that the huge expenditure which had been incurred in respect of hardware recently, it would allow them to remain competitive for a long time was a deciding factor when outsourcing.

In addition, managers began to worry that their computer departments requiring a lot of time and resources growing despite being a central role. Under these circumstances, customers suffering cash flow problems, exceptionally deficient systems, strong competition or needing a change of location initially dominated the outsourcing of information technology.

Therefore, the outsourcing boom arose from the area of information technology and exceptional circumstances experienced the same during the latter part of the twentieth century.

In the nineties, some management theorists submitted that the most important factor to maintain competitiveness was to differentiate between central and secondary functions, and then transfer the latter to a specialist in that role. This idea was not particularly new, but it was certainly an idea “that his hour had come. As the debate on this issue grew and evolved, was born the concept of virtual organization. The theory that lies behind the virtual organization is that any secondary function should be transferred to an outside specialist. However, it also indicates that there may be organizations that perform its core functions better than you, why not transfer them too? Recently, a number of companies have been created on this principle and has proceeded to the outsourcing of all but almost all the functions from the first day, leaving behind only the “soul” of the company.

It is still too early to reach a conclusion as positive and negative aspects of starting a business this way. However, it will interesamnte observe what happens to the medium and long term.

It is now generally accepted that, independintemente of how a function or group of business processes are structured or managed, the improvements made at one time are, at best, fire exercises. The ideal solution would place each individual function or group of processes in a position where they were able to adopt new technological advances when they first appear and seek continuous improvements in order to remain competitive.

It is possible to establish the conditions necessary for the head of funció be able to achieve this goal.

► Ideally the role should be central.

► The role should be able to grow continuously in order to attract better quality workers.

► The role should be in a position of growth taking additional customers.