Interest in outsourcing as a tool for control is intensifying, according to results from a survey conducted by Accenture of executives in more than 1,000 consumer goods, manufacturing and service organizations. Complementing this research, senior executives from leading global, national and regional companies devoted a full day in November 2003 to sharing their views on [...]
Things were going well for Entergy and its IT provider, SAIC; but they wanted their relationship to grow and produce more value. So they jointly funded an 18-month relationship health check-up. It was an eye-opener, and they subsequently renegotiated their deal to make it even better.
he current debate on offshore outsourcing is driving more attention to outsourcing itself. But offshore outsourcing is like frosting applied to a cake — something added to make the cake better. Long before offshore outsourcing became a component, outsourcing was already established as a strategic business solution that enables enterprises to do business more efficiently and cost-effectively, thus making them more competitive in the marketplace. In this special issue of Outsourcing Journal, focusing on the seven winning relationships in the 2004 Outsourcing Excellence Awards, we’re talking about outsourcing at its best.
One of the first value outcomes resulting from shifting ownership of Michelin North America’s logistics process to outsourcing provider, TNT North America, was a $70Million cash flow increase in just one day. The money was then invested in critical strategic objectives. That was just the start of several transformational initiatives the two successfully achieved.
The University of Florida was managing a retail operation as one of its many businesses. \x0d\x0aThey partnered with an outsourcing provider, Follett Higher Education Group, who not only has taken them to the next level of services but also provided the capital investment to construct several new campus retail facilities. Together, they brainstormed on several unique collaborative ways to create high-value outcomes through outsourcing.
AAA and EDS collaborated on how AAA could increase market share and customer satisfaction, at the same time, allowing EDS to enter a new market. They have leveraged each other’s domain expertise and now go to market with a single, seamless solution for some of AAA’s customers.
CompuCom Systems’ SLA-driven outsourcing services have improved E&J Gallo Winery’s IT functions so dramatically that the winery is currently ranked in the Information 500 as the number one IS shop in its industry and the number three overall among all industries
This winning relationship broke our awards scoring records and is undoubtedly one of the world’s most outstanding examples of outsourcing at its best. Owens & Minor outsourced its IT to Perot Systems, and O&M now commands the leading position in its marketplace. But that’s not all. The level of openness and honesty between these two companies is rare in outsourcing. So is their risk-reward structure — and the outcomes they’ve achieved together.
The city of Minneapolis knew that outsourcing its IT functions and assets to Unisys would enable them to focus on value-added services for internal users and external customers, but there were huge obstacles in front of an outsourcing initiative. So they first researched both successful and failed outsourcing deals to determine what they needed to do upfront to ensure their success.
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