Outsourcing Center, Kathleen Goolsby, Senior Writer
Solutions for Public and Private eMarketplaces “Major multinational companies will buy software solutions,” says James Hatcher, vice president of business development for ECNet. “But when you go to the supplier base, only 10 percent of them will buy software. So what do you do with the rest of the guys? An eMarketplace needs to scale …
Outsourcing Center, Kathleen Goolsby, Senior Writer
Quickly growing. Unlimited potential. Unpredictable. Each of these words conveys the business environment in Russia today. Global executives eye developments in the world’s largest country and speculate on each aspect of the emerging business scene.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
In the current real world of eProcurement, linking the computer systems of buyer and suppliers is just one of the challenges facing eProcurement. Getting employees to use the procurement tools already in place is another. And reengineering the process is a third. Overcoming these difficulties -which are widely agreed upon as inhibiting the ongoing development of eProcurement – is the focus of a dedicated procurement outsourcing team at PricewaterhouseCoopers (PwC)’s Business Process Outsourcing group.
Outsourcing Center, Kathleen Goolsby, Senior Writer
The rumormongers and journalists who quickly pen sensational bad-news headlines would have you believe that Exchanges and B2B Marketplaces (last year’s newest Internet darlings) all failed and died practically overnight. They pronounce judgments on why it happened: the hype made businesses adapt the model before it was proven; many companies were not willing or able yet to handle the internal processes that go with the technology of such an extended, networked enterprise; buyers didn’t venture beyond their already established list of suppliers, and even that the procurement folks didn’t coordinate with the planning/administrative folks in many companies.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Italy — its name brings to mind the pungent parmesan and garlic odors, magnificent golden treasures in the cathedrals and palaces, crowded canals of Venice and mysteries of Pompeii. The nation holds many charms for tourists. Part of the culture of this historic land is endurance and pride. Those characteristics carry over into the business arena. There are people who created their businesses from nothing, and they have worked all their lives in those businesses. They are not open to change, says Stefano Valentini, an outsourcing consultant in Rome. He explains that Italy has a lot of small (under 50 employees) and medium (under 250) companies and that 80% of production comes from these companies. Although many executives even in the United States are just coming to grips with it, the fact is that a company can’t be good at doing everything. An attitude of mistrust and not wanting to let go of control of business processes only results in being hamstrung — as crippling as cutting the tendons at the ham
Outsourcing Center, Kathleen Goolsby, Senior Writer
Building for Future Competition and Growth Dramatic technological changes now regularly unsettle our ways of doing business, and this trend promises to wreak even more havoc in the future as technological advances occur even more quickly. Future organizational success already depends on strategies to make companies more agile in their ability to change so that their competitors don’t pass them by. Where will your company be five years from now? Successful companies will have evolved to operate in fresh new, more effective ways. Motivational speaker and author, John L. Mason, advises people that if the shoe fits, they shouldn’t wear it, for they are not allowing room for growth. Companies that don’t change but continue to operate as they do today will become eccentric, for growth and success require change. To stay in the game, executives must decide to stop doing things the way they have always been done, realizing that organizations have limitations and can’t be good at everything. To
Outsourcing Center, Kathleen Goolsby, Senior Writer
Traditionally, outsourcing has been IT oriented. Today, however, outsourcing is taking three different paths. I see outsourcing falling into three distinct categories: the traditional IT suppliers,† the application service providers (ASP), and the business process outsourcing (BPO) suppliers. Different currents are buffeting each sector. Historically, IBM, EDS and CSCformed the top tier of the IT …
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
With the threat of Y2K glitches, many companies delayed outsourcing commitments during the final half of 1999. But companies returned to outsourcing in 2000. Megadeals lit up the landscape, says Bob Pryor, vice president of Cap Gemini Ernst & Young (CGEY) and head of its Global Operate – Americas outsourcing business in the U.S…
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
Compaq buyers want their outsourcing vendors to introduce innovation and add value to their outsourcing contracts, observes Thomas Simmons, vice president, eBusiness Management Services for Compaq Global Services in Stow, Massachusetts. Buyers want their vendors to be part of managing today’s complexity. They want us to think of different ways of doing business that they would never have thought of, he says.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
When buyers decide to outsource today, you can bet ebusiness considerations are part of the contract. Paul Cofoni, president of the technology management group at Computer Science Corporation (CSC), says he rarely sees an outsourcing proposal that doesn’t have a substantial ecommerce component. Companies want to create a business-to-business (B2B) exchange, use ebusiness to enhance their supply chain management, or simply make it easier for their clients to have access to them…
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