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Industry media, especially over the past two years, often points out that a significantly high number of outsourcing arrangements do not deliver the promised cost savings due to “hidden” costs associated with managing the relationship. This is especially true, the reports state, in outsourcing relationships with an offshore delivery component, where administrative costs increase due […]
When Catapult entered the scene, the GSA had 39 vendors, 12 versions of its e-mail client, and 15 help desks. Each of the 11 regional offices provided its own IT infrastructure services with differing data security standards. Today, GSA has one IT contract and a consolidated infrastructure. Plus, outsourcing has saved American taxpayers $15 million a year.
A paint contractor could maximize his credit at a Kelly-Moore store, then purchase more products at another store the same day. The second store wouldn’t know he had exceeded his credit limit because the IT system didn’t synch up in real time…until it outsourced to Tomax.
Standardization, in-house centralization and outsourcing: A portfolio approach. Click here to download this white paper
Shared Services for General and Administrative Functions: Deciding Between Internal and Outsourced Models | White Paper
Internal Shared Services vs.. BPO – which is best, and how to maximize their impact?
ABB Inc., a technology manufacturer, grew by acquisitions. In 1995 ABB wanted to create a single culture with centralized processes and policies. It decided the best way to do this was outsource. Its first step: centralizing its 401(k) plan. Today, 13 years later, ABB has outsourced many of its HR processes to its original supplier: Fidelity HR Services.
Sound familiar? Penske’s customer service operations were in four US cities. They were expensive and didn’t offer consistent service levels. What’s the best way to consolidate cost effectively? Outsource the back office to India.
Gaining access to world-class IT infrastructure and processes can transform business operations, but the London Stock Exchange learned that strategic management of the outsourcing relationship can achieve higher value in competitive advantage goals.
The story of how to change it can’t be done to dream come true using outsourcing.
After a merger, British Aerospace was using 21 different HR systems. Creating a joint venture with a service provider led to the creation of a Web-based peopleportal, a service it can also sell to other companies.
Total integration after mergers/acquisitions is difficult to achieve…but IBM knows how to do it, no matter how complex it appears to be.
ELearning is more than applying technology to the learning process. If done effectively, it changes several business processes, and outsourcing is the best catalyst for those changes.
Companies work with their suppliers to aggressively reduce costs.
National Dry Cleaning acquired 13 companies using 12 accounting systems. Outsourcing the back-office reduced that number to one.
From Vision to Victory – In August 1999, Pennsylvania signed an outsourcing agreement with Unisys for the operation of its mainframe and a number of its midrange computer systems. Curt Haines, Director of the Bureau of Consolidated Computer Services in the Governor’s Office of Administration for the Commonwealth, says they selected Unisys because it was clearly a premier company relative to mainframe computers. He points out that IBM is a major subcontractor for Unisys in this outsourcing agreement but that Unisys is the prime vendor and has ultimate responsibility to make sure it works.