Mayer Electric, a fast-growing electrical supplies distributor in the Southeast United States, realized it had to automate its accounts payable (AP) process. It had 900 people in eight states using a manual system. Last year Mayer Electric paid thousands of its suppliers about $560 million. “We look at Mayer Electric as a brand. How we [...]
Small and midsized businesses often have the same human resources challenges that much larger companies have. They grow by acquisition and have to standardize their human resources (HR) when they get a new family member. They have to change how they approach HR when they become global enterprises. Outsourcing often provides the answer. But it [...]
How does an enterprise move IT money from support and maintenance, which can devour up to 80 percent of its IT budget, to innovation? HP has found a way. “We’ve developed a different way to look at the applications in a corporation’s portfolio. The goal is to align the applications to the business’s overall strategy [...]
Wipro Voice: A conversation with Deepak Jain, Senior Vice President and Global Head, Technology Infrastructure Services, and Member, Wipro Council for Industry Research According to Deepak Jain, President and Global Head, Technology Infrastructure Services, now is the time enterprises that want to remain competitive should consider IT infrastructure transformation. Why now? “The CIO/CTO organizations have [...]
At Aditya Birla Minacs, “inspired every day” is more than a tagline. It is part of our DNA. And it drives every Minacscion to realize our vision and execute on our mission, every day. Our mission is to exceed client expectations every time with our passion for excellence and speed of execution, leveraging our global delivery [...]
Infosys BPO Ltd., the Business Process Outsourcing subsidiary of Infosys Technologies, was established in April 2002. Since then, it has grown consistently to close FY 2009-10 with revenues of $352.1 million. Our company has centers in India, the Czech Republic, China, the Philippines, Poland, Mexico, the USA, and Brazil, and employs over 19,300 people. Infosys BPO [...]
Performance metrics are a measure of an organization’s activities and performance. All too often, the measures that focus on day-to-day operations have no relevance to the end reality, according to Nagendra P. Bandaru. He discusses how to create the correct SLAs.
No corporation wants to pay egregiously high fines or risk a government audit for violating sales tax laws. Outsourcing is a good way to make sure someone knowledgeable keeps up with the confusing welter of laws. Here is the story of how outsourcing helped one manufacturer expand its geographic reach.
After buyers and service providers begin working together, they find aspects about each other and the relationship they hadn’t anticipated and planned for or issues about which they had mistaken assumptions. Outsourcing Center surveyed 64 buyers on what caused those issues and how to successfully address them.
Barclays Global Retail Bank wanted to consolidate its Indian suppliers. It bought a 50 percent share in Intelenet Global Services to accomplish that. By the time it sold its share, the two had developed such trust the bank allowed Intelenet to handle some processes end to end. That’s when the strategic value occurred.
The biggest challenge with service provider governance is designing a good program that minimizes the increased workload of already-stretched resources. Linda Tuck Chapman shares how to design and deploy a governance program that focuses on service provider performance and risk management.
In a recent HP survey, almost half of the CEOs and senior business leaders agreed that their corporate IT departments have trouble keeping pace with rapidly changing demands of the business. Further, they stated the bulk of their IT spending is directed to “keeping the lights on.” Most companies find it difficult to redirect resources [...]
Flexibility started early. This was a ground-breaking contract in 1999. With no paradigm, it didn’t take long for the two to realize they made a mistake in scope. Flexibility allowed a 180-degree term. Eleven years later the relationship is going strong, thanks to its flexibility.
Talecris was a spin-out. The new company had a drop-dead date to separate its IT systems from its parent. This was a complex challenge with much risk. Three weeks after the cut-off date, Talecris faced a business challenge that easily could have put it out of business. Together the partners weathered the storm.
There are always unanticipated challenges in even the most well-thought-out transition. This relationship faced two major ones. First, a software vendor tried to extract $300,000 from Dell Services by forcing it to pay a licensing fee. Then, the global recession changed everything. The successful solutions were a harbinger of good things to come.
Read how the parties communicate proactively, honestly, and transparently, enabling them to work collaboratively to resolve issues, take advantage of opportunities, and ensure their interests remain aligned. After 10 years together, the gray line between the two has vanished. Here’s how they communicate.
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