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Criticisms of Outsourcing - Buisness Management - Lecture Slides, Slides of Business Administration

Business Management is one of the most important subject in Management sciences. Following are the key points discussed in these Lecture Slides : Criticisms of Outsourcing, Social Responsibility, Employed and Benefit, Costs of Housing, Food and Transportation, Skilled Labor, Computer Programming, Foreign Pay Rate, Local Programmers, Effectively Transfer

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2012/2013

Uploaded on 07/29/2013

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Criticisms of outsourcing *
Social responsibility
Outsourcing sends jobs to the lower-income areas where work is being outsourced to,
which provides jobs in these areas and has a net equalizing effect on the overall distribution
of wealth. Some argue that the outsourcing of jobs (particularly off-shore) exploits the lower
paid workers. A contrary view is that more people are employed and benefit from paid work.
Despite this argument, domestic workers displaced by such equalization are proportionately
unable to outsource their own costs of housing, food and transportation.
On the issue of high-skilled labor, such as computer programming, some argue that it is
unfair to both the local and off-shore programmers to outsource the work simply because
the foreign pay rate is lower. On the other hand, one can argue that paying the higher-rate
for local programmers is wasteful, or charity, or simply overpayment. If the end goal of
buyers is to pay less for what they buy, and for sellers it is to get a higher price for what they
sell, there is nothing automatically unethical about choosing the cheaper of two products,
services, or employees.
Social responsibility is also reflected in the costs of benefits provided to workers.
Companies outsourcing jobs effectively transfer the cost of retirement and medical benefits
to the countries where the services are outsourced. This represents a significant reduction
in total cost of labor for the outsourcing company. A side effect of this trend is the reduction
in salaries and benefits at home in the occupations most directly impacted by outsourcing.
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Criticisms of outsourcing *

Social responsibility

  • Outsourcing sends jobs to the lower-income areas where work is being outsourced to, which provides jobs in these areas and has a net equalizing effect on the overall distribution of wealth. Some argue that the outsourcing of jobs (particularly off-shore) exploits the lower paid workers. A contrary view is that more people are employed and benefit from paid work. Despite this argument, domestic workers displaced by such equalization are proportionately unable to outsource their own costs of housing, food and transportation.
  • On the issue of high-skilled labor, such as computer programming, some argue that it is unfair to both the local and off-shore programmers to outsource the work simply because the foreign pay rate is lower. On the other hand, one can argue that paying the higher-rate for local programmers is wasteful, or charity, or simply overpayment. If the end goal of buyers is to pay less for what they buy, and for sellers it is to get a higher price for what they sell, there is nothing automatically unethical about choosing the cheaper of two products, services, or employees.
  • Social responsibility is also reflected in the costs of benefits provided to workers. Companies outsourcing jobs effectively transfer the cost of retirement and medical benefits to the countries where the services are outsourced. This represents a significant reduction in total cost of labor for the outsourcing company. A side effect of this trend is the reduction in salaries and benefits at home in the occupations most directly impacted by outsourcing.

Criticisms of outsourcing *

Company knowledge

  • Outsourcing could lead to communication problems with transferred employees. For example, before transfer staff have access to broadcast company e-mail informing them of new products, procedures etc. Once in the outsourcing organization the same access may not be available. Also to reduce costs, some outsource employees may not have access to e-mail, but any information which is new is delivered in team meetings.

Qualifications of outsourcers

  • The outsourcer may replace staff with less qualified people or with people with different non- equivalent qualifications. In the engineering discipline there has been a debate about the number of engineers being produced by the major economies of the United States, India and China. The argument centers around the definition of an engineering graduate and also disputed numbers. The closest comparable numbers of annual graduates of four-year degrees are United States (137,437) India (112,000) and China (351,537)

Failure to deliver business transformation

  • Business transformation promised by outsourcing suppliers often fails to materialize. In a commoditised market where many service providers can offer savings of time and money, smart vendors have promised a second wave of benefits that will improve the client’s business outcomes. According to Vinay Couto of Booz & Company “Clients always use the service provider’s ability to achieve transformation as a key selection criterion. It’s always in the top three and sometimes number one.” While failure is sometimes attributed to vendors overstating their capabilities, Couto points out that clients are sometimes unwilling to invest in transformation once an outsourcing contract is in place Docsity.com

Criticisms of outsourcing *

Security (continued)

  • Fraud is a specific security issue that is criminal activity whether it is by employees or the supplier staff. However, it can be disputed that the fraud is more likely when outsourcers are involved, for example credit card theft when there is scope for fraud by credit card cloning. In April 2005, a high-profile case involving the theft of $350,000 from four Citibank customers occurred when call center workers acquired the passwords to customer accounts and transferred the money to their own accounts opened under fictitious names. Citibank did not find out about the problem until the American customers noticed discrepancies with their accounts and notified the bank.

Standpoint of labor

  • From the standpoint of labor within countries on the negative end of outsourcing this may represent a new threat, contributing to rampant worker insecurity, and reflective of the general process of globalization. While the "outsourcing" process may provide benefits to less developed countries or global society as a whole, in some form and to some degree - include rising wages or increasing standards of living - these benefits are not secure. Further, the term outsourcing is also used to describe a process by which an internal department, equipment as well as personnel, is sold to a service provider, who may retain the workforce on worse conditions or discharge them in the short term. The affected workers thus often feel they are being "sold down the river."

Criticisms of outsourcing

Hidden Costs

• The Cost of Managing an Offshore Contract

• "There's a significant amount of work in invoicing, in

auditing, in ensuring cost centers are charged correctly, in

making sure time is properly recorded," explains DHL's Kifer.

"We have as many as 100 projects a year, all with an offshore

component, so you can imagine the number of invoices and

time sheets that have to be audited on any given day."

• We knew there would be invoicing and auditing," he says.

"But we didn't fully appreciate the due diligence and time it

would require."

• Bottom line: Expect to pay an additional 6 percent to 10

percent on managing your offshore contract

Criticisms of outsourcing

Hidden Costs

• The Cost of Selecting a Vendor

• “With any outsourced service, the expense of selecting a service

provider can cost from .2 percent to 2 percent in addition to the

annual cost of the deal. In other words, if you're sending $10 million

worth of work to India, selecting a vendor could cost you anywhere

from $20,000 to $200,000 each year”.

• “Some companies hire an outsourcing adviser for about the same cost

as doing it themselves. To top it off, the entire process can take from

six months to a year, depending on the nature of the relationship”.

• “Bottom line: Expect to spend an additional 1 percent to 10 percent

on vendor selection and initial travel costs”.

Criticisms of outsourcing

Hidden Costs

• The Cost of Transition

  • Source:

• “The transition period is perhaps the most expensive stage of an

offshore endeavor. It takes from three months to a full year to

completely hand the work over to an offshore partner. If company

executives aren't aware that there will be no savings—but rather

significant expenses—during this period, they are in for a nasty

surprise.”.

• “It took an awful lot of time to bridge the Pacific and getting that to

work correctly," remembers Textron Financial's Raspallo, who spent

six months and $100,000 to set up a transoceanic data line with Infosys

in 1998, It also cost an extra $10,000 a month to keep that network

functional.”.

• Bottom Line: Expect to spend an additional 2 percent to 3 percent on

transition costs”.

Criticisms of outsourcing

Hidden Costs

• The Cultural Cost

  • Source:

• “You simply cannot take a person sitting here in America and replace

them with one offshore worker," GE Real Estate's Zupnick says.

"Whether they're in India or Ireland or Israel”

• Bottom line: Expect to spend an extra 3 percent to 27 percent on

productivity lags.

• “a project that's common sense for a U.S. worker—like creating an

automation system for consumer credit cards—may be a foreign

concept offshore.”

Critical areas for a successful outsourcing program

• Understanding company goals and objectives

• A strategic vision and plan

• Selecting the right vendor

• Ongoing management of the relationships

• A properly structured contract

• Open communication with affected individual/groups

• Senior executive support and involvement

• Careful attention to personnel issues

• Short-term financial justification

The Pre-Outsourcing Process

Final Agreement

  • The draft contract produced at the Initiation stage is generally amended during negotiations and the final Contract is produced on completion of the negotiation cycle.

Program Closure

  • In order to gain maximum benefit, the program should go through a formal close down. There is no point in continuing to argue lost causes once irrevocable decisions have been taken. Staff and companies alike need to accept the new situation and move forward. However, there will be a lot of information generated during the life of the program, and this will have been stored with varying degrees of formality by the team members. This information needs to be formally filed away for future reference.

Degree of Ownership Outsourcing Internal Partial External Total Spin-offs Joint

Traditional Outsourcing Selective (Wholly OwnedSubsidiary)^ Venture^ Selective Outsourcing None (^) BacksourcingInsourcing /^ Facilities Sharing amongmultiple clients N/A

Types of Sourcing Arrangements

  • There are four fundamental parameters that determine the kind of outsourcing

arrangement that a firm may enter into: degree (total, selective, and none);

mode (single vendor/client or multiple vendors/clients); ownership (totally

owned by the company, partially owned, externally owned); and time frame

(short term or long term). The combination of specific instances of these

parameters yields different types of sourcing arrangements such as joint

ventures, facilities sharing, and spin-offs.

***** Dibbern, J. and Goles, T. and Hirschheim, R. and Jayatilaka, B. (2004) "Information Systems Outsourcing: A Survey and Analysis of the Literature“ In: The DATA BASE for Advances in Information Systems, Volume 34, Issue Number 4, pp 6-

Course Organization

Basic IT Outsourcing Life Cycle

Outsourcing Experiences and Outcomes

Outsourcing Decision Determinant

Outsourcing Relationships: Arrangement and Management

Global Challenges

Application Service Providing (ASP) and Business Process Outsourcing (BSO)

Offshoring and Global Outsourcing

Perspectives

Individual View Vendor View