Outsourcing & Offshoring

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1 Outsourcing & Offshoring Strategie di Innovazione dei Processi e Commercio Elettronico Facoltà di Economia - Università degli Studi di Bergamo Alberto Sportoletti alberto.sportoletti@unibg.it

2 Outsourcing, Co-sourcing, In-sourcing, Off-shoring: Specializzazione e Riconfigurazione dell Impresa

3 Consumers are trading both up and down within categories, demanding differentiated value from businesses Consumers Selectively Trade Up and Down Consumers seek good enough quality at rockbottom prices when they perceive no differentiated value Growth Historical Demand Emerging Demand Consumers are willing to pay large premiums for new luxury brands when they deliver differentiated value Price Positioning 3-Year Sales CAGR 99/02 Autos Kia 24.8% Apparel TJX 10.9% Grocery Costco 12.2% Chrysler -4.1% Limited -4.6% Albertson s -1.7% Mercedes C Class 10.6% French Connection 24.4% Whole Foods 21.7% Source: Company Annual Reports; OneSource; Silverstein, Michael J. and Fiske, Neil, Trading Up: The New American Luxury,

4 In particular, the market is increasingly characterized by bifurcation between mass and targeted propositions Polarization in the Consumer Marketplace Bell Curves Growth and perceived value Well Curves Mass Competitive Spectrum Targeted Consumers are seeking to maximize their buying power for basic goods with low emotional investment. Mega-players are rapidly capturing dominant market share by delivering good enough value at very low prices. Industry competitors must have highly focused, relevant value propositions to grow in a world of extremes. Consumers are seeking to maximize personal value when purchasing goods with high emotional importance. Differentiated specialists are building profitable, high-growth niches by delivering unique, relevant value to targeted groups of consumers. 4

5 Polarization consequencies A clear positioning in one of the two areas will be crucial: in the commodities area, developing an efficiency/cost strategy in the personal value area, developing strategies based on brand and/or luxury segment for consumer products or based on innovation and/or niches for services and B2B 5

6 The new strategic imperative Western companies, due to market polarization and tough competition of emerging countries in costs/prices, have to understand that their competitive advantage can come mainly from their innovation capability (eventually sustained by delocalizations actions) 6

7 Innovation in the Value Chain/Business Architecture Innovating the position/role in the Business Value Chain or. Innovating just the Supply Chain or. Innovating the Enterprise Architecture/Configuration Approach 7

8 The specialized on demand enterprise: A fundamental redesign of firms and industries

9 CEOs recognize that they must make simultaneous stepchange performance increases across three key imperatives Imperatives CEOs need to make step-changing performance breakthroughs in three critical areas: Differentiation Responsiveness Efficiency Implication In a world with intensifying competition, companies must continuously innovate and provide differentiated offerings to grow their business Given increasingly uncertain and rapidly-changing markets, firms must become more adaptive to realize new opportunities and eliminate underperformance Even with the progress made in recent years, leaders believe they must find additional ways to decrease costs and maximize productivity CEO Perspective Over 64% of CEOs globally believe new products and services will lead their enterprise s growth CEOs find that growth can come by increasing the customer voice in product development while reducing cycle time Two-thirds of CEOs indicate that cost reduction will remain a major focus area, making it a not-too-distant second place to sales growth Source: IBM Global CEO Study 2004, IBM Institute for Business Value 9

10 The need of Specialization of Enterprises The Specialized Enterprise Supports the Business Imperatives Differentiated Specialized enterprises enhance market differentiation by focusing management time, talent and capital investment on the selected critical components that matter most to their specific strategies Responsive Specialized enterprises dynamically evolve their business models in response to changing market requirements by organizing as a network of internal and external loosely-coupled specialists Efficient Specialized enterprises bring together similar business activities from across their organizations as components in order to exploit economies of scale and expertise, and gain benefits from best-inclass partners in other areas Source: IBM Institute for Business Value 10 Executive Summary #14

11 By 2010, the world s most successful firms will be specialized enterprises focusing on a few critical components Componentized Enterprise Specialized Enterprise Enterprise Optimized Internal Specialization Business Unit Optimized Silo 1 Silo 2 Business Components Traditional Enterprise Silo 1 Silo 2 Business Components Networked Enterprise External Partner Silo 3 Source: IBM Institute for Business Value Business Functions Internally Integrated External Specialization Silo 3 Business Functions Industry Networked 11

12 The specialized enterprise leverages a flexible, networked design that is based on excellence in all parts of its business Specialized Enterprise A company organized into components that delivers best-in-class performance through internal excellence and external partnerships Business Components Components are individual business modules that play a specifically designed role within the enterprise ecosystem Each component contains people, activities and supporting technology The inputs and outputs of a components are largely standardized These components collaborate and integrate seamlessly with each other using agreed upon cost and service levels Each component may play a significant or subordinate role in differentiating the company s strategy Source: IBM Institute for Business Value 12 Executive Summary #5

13 A Global Connectivity Platform reduces transaction costs and serves as the foundation for internal and external specialization Overview Communication Networks Improved connectivity via broadband / wireless Emergence of a Global Connectivity Platform Information Technology Enhanced IT functionality and speed with reduced cost Open Standards Modularized vendor products with fewer proprietary solutions Fall in Transaction Costs The Global Connectivity Platform substantially reduces the transaction costs of interconnecting business activities as firms can search, contract and coordinate their operations with increasing ease and lower costs Internal Specialization Internal specialists combine the advantages of centralized function (economies of scale, standardization for improvement) with the benefits of decentralization (flexibility, accountability) Rise of Specialization External Specialization Firms can profit from efficiencies and expertise of external specialists while focusing on capabilities that make themselves external specialists in their area As a result of the fall in transaction costs, successful enterprises are optimizing their businesses to include internal and external specialization of business activities Source: IBM Institute for Business Value 13

14 Over the last two decades, businesses have migrated the focus of their optimization efforts Timeline of Internal Specialization Stage 2: Processes Optimized Business Process Reengineering New technology capabilities drive organizational change Complex business systems such as SCM, ERP, CRM Six Sigma, Total Quality Management (TQM) Lean Manufacturing, ISO 9000 Stage 3: Enterprise Optimized Focus on strategic business capabilities Centralization of back-office functions (e.g., procurement, finance, IT and HR) Adaptive organizations (Business Components, new value chains) Stage 1: Functions Optimized Strategic Business Unit, Portfolio Management Business matrix Product portfolio analysis Best-in-class, end-to-end strategies On Demand Economy Source: IBM Institute for Business Value 14

15 To make enterprise optimization practical, firms should embrace a design constructed of business components Componentized Enterprise A business design that aggregates business activities into cohesive and loosely-coupled components that can be shared across a firm The design allows an organization to expand and evolve without increasing complexity, while reducing risk, driving business performance, boosting productivity, controlling costs, and improving capital efficiency and financial predictability Componentized Enterprise Business Component Business Components An individual business module that contains similar activities supported by appropriate assets, such as people and technology The component serves a unique purpose and could, in principle, operate as an independent entity that may be internally or externally sourced Source: IBM Business Consulting Services 15

16 Early stage business designs do not permit optimization at the activity level and create complexity across the firm Illustration of Internal Specialization Stage 1: Business Unit Optimized Stage 2: Process Optimized Stage 3: Enterprise Optimized Silo 1 Process Centers Record & Verify Info Center Silo 2 Silo 1 Silo 3 Silo 2 Business Functions Activities are owned and operated by three distinct business units within the same enterprise In the extreme case of business unit optimization, each unit performs the same activities with no coordination or knowledge sharing Source: IBM Institute for Business Value Silo 3 The enterprise has evolved its structure by centralizing activities within process centers that perform standardized activities Similar centralization, often managed virtually, occurs opportunistically in other parts of the value chain Business Components Duplication of activities is minimized, key activities are virtually centralized into a discrete business area (i.e., a component) The enterprise focuses on the empowerment of strategic business capabilities (i.e.business components) 16

17 Integration is no longer efficient firms can create value by leveraging industry networks and focusing on competencies Illustration of External Specialization Phase 1: Internally Integrated Business Unit Silo 1 Silo 1 Phase 2: Strategically Partnered Phase 3: Industry Networked Silo 1 Business Unit Silo 2 Business Unit Silo 3 Silo 2 Silo 3 External Partner Silo 2 Silo 3 External Partner(s) Hardwired Connectivity Proprietary Connectivity Standardized Connectivity The firm integrates all functions of the industry value chain Business unit silos are the dominant organizational structure The firm works closely with a few external providers that support key pieces of the industry value chain The enterprise partners with many external players The industry value chain is largely disaggregated and operated by experts in those functions Source: IBM Institute for Business Value 17

18 The increasing acceptance of standards has enabled firms to specialize within the value chain and led to industry networks Timeline of External Specialization Phase 1: Internally Integrated Ownership of adjacent areas of the value chain Emphasis on ensuring quality inputs and distribution Proprietary standards for manual and electronic communication within the enterprise (e.g., mainframe) Phase 2: Strategically Partnered Initial specialization within the value chain Use of external partners to provide non-core activities Divestiture of non-core functional groups Emerging standards for intra-enterprise technology and communication (e.g., TCP/IP, Client Server) Phase 3: Industry Networked Concentration on core activities and orchestration of networked value chain Emergence of ecosystems around major players Niche players and value chain specialists emerge Open standards based on common technology and communications protocols (e.g., XML, Linux, JBOSS) On Demand Economy Source: IBM Institute for Business Value 18

19 Most companies today have a blended process optimized and partnered model and now need to decide where to go Componentized Enterprise Specialized Enterprise Enterprise Optimized Internal Specialization Process Optimized Business Unit Optimized Process Centers Silo 1 Silo 2 Silo 3 Silo 1 Silo 2 Business Components Record & Verify Info Center Traditional Enterprise Most enterprises are positioned within this space and have modest levels of internal and external specialization Silo 1 Silo 2 External Partner Silo 1 Silo 2 Business Components Networked Enterprise External Partner Source: IBM Institute for Business Value Silo 3 Silo 3 Business Functions Internally Integrated Strategically Partnered External Specialization Silo 3 Business Functions Industry Networked 19 Executive Summary #11

20 Every industry has been moving down the path of external specialization with several entering the networked phase Industries Are in Different Phases of External Specialization Financial Services Banking Banking * Insurance Insurance Financial Markets Financial Markets Telecom Telecom Communications Media & Entertainment Media & Entertainment Energy & Utilities Energy & Utilities KEY Distribution Consumer Products Retail Life & Pharma Consumer Products Retail Life & Pharma External Specialization Level External Specialization Level Profiled * Industry Travel & Transp Travel & Transp Industrial Automotive Automotive * Aerospace & Defense Aerospace & Defense Chemical & Petrol Chemical & Petroleum Electronics Electronics * Forest & Paper Forest & Paper Industrial Products Industrial Products Public Sector Healthcare Healthcare Internally Integrated Strategically Partnered Industry Networked Source: IBM Institute for Business Value 20

21 Firms assess each component to determine where and how it should be managed Decision Matrix of Business Components Internal Specialization Support Component Manage to meet the needs of strategic components Example: Risk Management Strategic Component Invest and expand to gain component advantages Example: Product Ideation Specialized Enterprise Seeks performance excellence in all four types of business components Optimizes management of internally managed components and partnerships with external business components External Specialization Utility Component Use multiple specialists that have a low cost of entry and service Partner Component Ensure that partners meet critical business requirements By choosing to focus and invest in the truly strategic components, the specialized enterprise supports the business by leveraging industry networks of best-in-class specialists Example: Payroll Non-Differentiating Example: Call Center Differentiating Forms a network of excellence with continually improving value propositions as partners grow and improve their specialization Source: IBM Institute for Business Value 21 Executive Summary #10

22 Over the next five years, firms will internally focus on strategic components by leveraging more external components Evolving the Composition of Business Components Initial Business Specialized Enterprise Internal Specialization Internal Specialization Support Strategic Support Strategic Utility Partner External Specialization Utility Partner External Specialization Non-Differentiating Absolute Advantage Firms should evaluate component performance to determine where the greatest value is achieved The decline in transaction costs increases the number of opportunities for external specialization Simultaneously, external specialists build scale and further expand their absolute advantage Source: IBM Institute for Business Value Differentiating Non-Differentiating Differentiating 22 Executive Summary #12

23 Business Transformation: CBM approach (Component Business Modeling)

24 CBM Transformation Approach Consumer Relationship Customer Relationship Manufacturing Supply Chain & Distribution Business Administration Strategy Tactics Execution Category/Brand Strategy 1 Category/Brand Planning Brand P&L Management 2 Marketing Development & Effectiveness Product Directory Assessing Customer Satisfaction Matching Supply and Demand Customer Insights Manufacturing Oversight and what is simply operating Account Management Supplier Control Product 3 Ideation Then, analyze costs Make Products Concept/Product Testing Value-Added Services Assemble/Pkg. 4 Customer Account Products Servicing Product Management initiatives Retail Marketing Plant Inventory Execution Management Marketing Execution Consumer Service Customer Relationship Manufacturing Strategy Supply Chain Strategy Strategy Supplier Relationship First, create a componentized Management view Customer Relationship Planning of the business Customer Directory Production and Materials Planning Distribution Oversight Next, decide what s differentiating Manufacturing Procurement In-bound Logistics Out-bound Logistics Finally, prioritize your transformation In-store Inventory Mgmt Distribution Center Operations Transportation Resources En route Inventory Management Corporate Strategy Corporate Planning Alliance Management Line of Business Planning Business Performance Management External Market Analysis Organization and Process Design Legal and Regulatory Compliance Treasury and Risk Management Accounting and GL Indirect Procurement Facilities and Equipment Management HR Administration IT Systems and Operations 24

25 CBM helps to respond to a number of business issues The CBM can be used to identify help understand high which cost components the and linkage capital in between areas a business are components are the strategic organization. to create and enable a prioritized outsourcing/ portfolio of Activity transformation partnering based conversations costing initiatives exercises can allocate cost and capital, revenues can only be approximated Transformational Strategic Financial View View Strategic High Immediate Capital differentiation Area Priority Competitive High Cost Area parity Medium Priority High Cost & Basic No Action Capital Area Illustrative CPG Company Strategy Tactics Execution Consumer Relationship Category/Brand Strategy Category/Brand Planning Brand P&L Management Matching Matching Supply Supply and Demand Demand Marketing Development & Effectiveness Effectiveness Product Ideation Concept/Product Testing Product Development Product Management Marketing Execution Consumer Consumer Service Service Product Directory Customer Relationship Customer Customer Relationship Relationship Strategy Strategy Customer Customer Relationship Relationship Planning Planning Assessing Customer Satisfaction Customer Insights Account Management Value-Added Services Customer Account Customer Customer Account Account Servicing Servicing Servicing Retail Marketing Execution In-store Inventory Mgmt Customer Customer Directory Directory Manufacturing Manufacturing Strategy Supplier Supplier Relationship Relationship Management Management Production Production and Materials and Materials Planning Planning Manufacturing Oversight Supplier Control Make Products Assemble/Pkg. Products Plant Inventory Plant Inventory Plant Inventory Management Management Management Manufacturing Manufacturing Procurement Procurement Supply Chain & Distribution Supply Chain Strategy Supply Chain Planning Distribution Oversight In-bound In-bound Logistics Logistics Out-bound Out-bound Logistics Distribution Center Distribution Distribution Center Center Operations Operations Operations Transportation Resources En route Inventory En route Inventory Management Management Business Administration Corporate Strategy Corporate Planning Alliance Management Line of Business Planning Business Performance Management External External Market Market Analysis Analysis Organization and Process Design Legal and Regulatory Compliance Treasury and Risk Treasury Management and Risk Management Accounting Accounting and and GL GL Indirect Procurement Facilities and Equipment Management HR HR Administration Administration IT IT Systems and and Operations 25

26 To address our clients business issues, we need to link business and technology Component Business Model (CBM) Business Model Component Business Model (CBM) Business Issue Business Process CBM + Solution Architecture Integrated Response Technology Solution Architecture View (SAV) Solution Architecture View 26

27 Possible actions on selected business component Decision Matrix High Optimize INTERNALIZE Differentiate Degree of Company Specificity Low Manage internally to meet the needs of the business EXTERNALIZE Utilitize Outsource Use utility partners who provide standardized components with variable pricing Emphasize internally to gain comparative advantage Develop specific contracts with partners who deliver against on demand imperatives Low Strategic Differentiation High 27

28 Possible actions for optimizing Optimize Manage internally to meet the needs of the business Possible Actions on Components Empower competencies Business Processes Improvement - Six Sigma Program Business Process Reengineering Costs reduction program Efficiency improvement program Breakthrough Management on some KPIs Change management. 28

29 Possible Actions for Differentiating Differentiate Emphasize internally to gain comparative advantage Possible Actions on components New products/services development Business Process Engineering Business Process Reengineering Breakthrough in some KPI Alliances development Insourcing 29

30 Possible Actions for Utilitizing Utilitize Use utility partners who provide standardized components with variable pricing Possible Actions on components Standardize service levels Costs / SLAs trade off analysis SLAs agreements Benchmarking analysis Integrate service providers Externalize and empower capabilities Develop service performance measurement. 30

31 Possible Actions for Outsourcing Outsource Develop specific contracts with partners who deliver against on demand imperatives Possible Actions on Components Integrate technologies IT/AMS Outsourcing Business Process Outsourcing Business Transformation Outsourcing Benchmarking analysis Cost / SLA trade off analysis SLA agreements Develop service performance measurement. 31

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