4/02/2007

Chinese software outsourcer merges with U.S. firm

Hisoft Technology International Ltd., a Chinese software outsourcing service provider, has merged with U.S.-based Envisage Solutions, Xinhua learned Friday.

"This merger is the first step of our overseas strategy," said Loh Tiak Koon, chief executive officer of Hisoft.

Beijing-headquartered HiSoft declined to reveal the value of the cash-and-stock deal.

"We also expect to listing our shares in an overseas bourse in 2008, either in the United States or Japan where most of customers are based," said Loh.

China's software outsourcing industry will grow rapidly in the next five years, according to sources from Hisoft.

HiSoft is one of China's largest IT service providers. It offers services such as testing and application development to clients including Microsoft, Toshiba and Symantec.

Established in 2000, California-based Envisage Solutions has worked with Fortune 1,000 companies such as Novell and General Electric in automotive, telecom, hi-tech, pharmaceutical and financial sectors.

Source: Xinhua

Report Confirms Indian BPOs Climbing Up Value Chain

Report Confirms Indian BPOs Climbing Up Value Chain


Indian BPO companies have started providing more sophisticated services, according to a Wharton-Boston Consulting Group report
by Balaka Baruah Aggarwal Global Services

Playing on the labor arbitrage value proposition was a short-term tactical offshoring strategy for Indian BPO service providers. Moving up the value chain was a part of the “growing up” plan, and Indian BPOs are now beginning to make their presence felt in the high-end of the BPO work, commonly referred to as KPO or Knowledge Process Outsourcing.

This was endorsed in a recent report, Beyond the Back Office, by the Wharton school and Boston Consulting Group. The industry seems to have achieved critical mass in its quest for providing KPO, where skills, judgment and discretion are the tools. This is a far cry from the industry’s positioning during the ITO boom of early 1990s when the bulk of the work constituted data entry, standard processes and conversion assignment in the wake of Y2K, says the report.

This is a significant development because the arbitrage in the high-end information analysis space is much higher. Ravi Aron, Senior Fellow at the Wharton School pegs the differential at 6:1 or 7:1 as compared to call-center operations.

Aron illustrates his case by pointing out three Indian BPOs — Pipal Research, Office Tiger and Pangea3 — all of whom are working at the very high end of the knowledge-process work. Pipal Research, majorly owned by Firstsource Solutions, works on the “extreme end of even the research space” according to Ananda Mukherji, CEO of Firstsource Solutions. Pipal spends between $75,000-$100,000 on a variety of databases “as you cannot always Google everything,” says Manoj Jain CEO and Founder of Pipal Research. Pipal’s fee ranges from $20-$100 an hour for its specialist research support products.

Office Tiger, which had been taken over by RR Donnelly & Sons, offers high-end decision-support services for clients, including some of the world’s largest investment banks, financial institutions, legal firms and retail chains. Panagea3 offers legal and related services and has more than 65 attorneys and 25 patent engineers doing specialized background legal research for patent related and other cases.

While BPO firms have been cracking the value chain by providing KPO-related work, IT services firms have illustrated this by bagging bigger and more sophisticated deals. From coding and sub-contracting work, IT services firms have been able to bag deals as primary vendors pitching shoulder to shoulder with the big five of ITO services. The ABN Amro deal, which was won collectively by Infosys, Tata, Patni, IBM and Accenture, broke the glass ceiling as far as Indian vendors were concerned. The recent $1 billion deal that Tech Mahindra won from British Telecom to provide technical support is the single largest IT outsourcing deal won by an Indian company.

To make such deals consistent, Indian companies are becoming true multinationals like Toyota US or Sony US, and they hire locals aggressively, says Wharton Professor of management, Saikat Chaudhuri. Hiring senior people from the industry locally will provide direct access to the CTOs and CEOs, which will bring in high-end consulting work instead of the routine development assignments.

Pfizer inks IT outsourcing deal in China

08/03/2007 - Pfizer is consolidating all its IT helpdesk operations in the Asia-Pacific to a central site in China under a new outsourcing arrangement with Hewlett-Packard.

Hewlett-Packard''s newly-established Global Solution Center in Dalian, northeast China, will be used to house the new setup.

The company is already in the process of moving all of Pfizer's helpdesk operations in Japan to the site, which will be up and running by mid 2007.

Following this, Hewlett-Packard will then also migrate the helpdesk outfits of 13 other countries in the Asia-Pacific to the Chinese site, over three stages.

The countries involved in the reshuffle are Thailand, Indonesia, Pakistan, Australia, New Zealand, China, Korea, Taiwan, Hong Kong, Malaysia, Singapore, Philippines and India.

Hewlett-Packard said the consolidation effort will allow Pfizer to reduce the number of staff required to run its Asian-Pacific helpdesk services, as well as benefit from the use of shared facilities.

Pfizer was asked by Outsourcing-Pharma.com to comment on the scale of cost and other savings that such a consolidation effort is expected to bring, however, the firm failed to do so.

Indeed, Pfizer has been chasing a number of cost-cutting initiatives of late in the face of looming patent expiries for its biggest-selling drugs as well as the recent high-profile failure of a late-stage pipeline project, torcetrapib.

As part of this, the world's biggest drugmaker announced plans in January to axe 10,000 jobs and close facilities by the end of next year and indicated it would also step up its outsourcing efforts.

Hewlett-Packard has been providing Pfizer with IT support services, such as helpdesk, data centre, network and server management, since 1999. All terms of this latest, substantially-sized deal, however, remain undisclosed.

Recruitments to be next outsourcing wave in India

Human resource outsourcing (HRO) has a lesser-known cousin called recruitment process outsourcing (RPO). But lesser-known does not mean less successful. RPO in India does an annual business of $92 billion (Rs 414,000 crore) and is all set to be the next crest of the outsourcing wave.

Based in India, this new generation of headhunters recruits candidates across the world for clients across the world. They handle the task of finding suitable candidates for different jobs, screening and assessing them, getting them on-board into their clients' companies and orientating them to the work culture of the firm they join. HROs in contrast mainly handle administrative processes related to wage, salary and benefits for their clients.

“India is fertile soil for this business model," says RPOworldwide Executive Vice President Murali Balasubramanyam. Take for instance, 'sourcers' or those who spot likely recruits.

"We have a big pool of educated people - women, or some of the physically challenged who want to work from home. They completely fit into our model as sourcers and recruiters for the IT sector," he notes.

Overseas clients stand to save a lot of money by outsourcing recruitments to Indian RPOs. The recruitment cost for a candidate in the United States works out to about $100,000 a year.

Getting it done from India lowers the cost by a third. RPO outsourcing is estimated to throw open opportunities worth $30 billion by 2008, according to the Bangalore-based RPO firm PeoplePoint. The company claims that it reduces the time taken to make recruitments by at least 50-60 per cent.

The scope of services offered cover everything from searching candidates from internal database, jobboards, posting open positions ads, resume screening, response handling, research for passive candidates, corporate intelligence research, down to analyzing market trends and recruiting market, according to Delhi-based Blue Square.

The model is doing well, irrespective of geographical boundaries in which the sourcers operate. “Through the home-base sourcer model, I continue to manage the operations of more than 70 sourcers based in India from my home in Shanghai while being able to devote time to my five-year old son,” says RPOworldwide Sourcing Manager Tanuja Dhuper.

RPOworldwide started off as a captive handling recruitment section for iGate Mestech, a subsidiary of iGate Global Services. However, in early 2006, it was hived off as a separate subsidiary of iGate Global Services to become a third party vendor.

Logistics Outsourcing to Grow by 33%

Analytiqa’s latest research, “Western European Logistics 2007” reveals that spending on logistics services across the Automotive, Consumer, Pharmaceutical, Retail and Technology industries is set to increase by EUR 30 billion over the next five years as the size of outsourced logistics market grows by 33%.

(PRWEB) March 8, 2007 -- Analytiqa’s latest research, “Western European Logistics 2007” reveals that spending on logistics services across the Automotive, Consumer, Pharmaceutical, Retail and Technology industries is set to increase by EUR 30 billion over the next five years as the size of outsourced logistics market grows by 33%.

However, Analytiqa’s research warns third party logistics providers (3PLs) that opportunities must be earned as they will no longer be able to simply rely on greater outsourcing penetration and sustained margins to recognise growth.

Country and sector specific opportunities drive market growth

As supply chains extend across Europe and around the globe, so managing those chains requires greater focus. Where a manufacturer or retailer once considered itself to have competency in managing the flow of goods within a country so today, managing the same flow across several countries, often under pressure from just-in-time processes, becomes that much more demanding.

Analytiqa forecasts significant growth in logistics spend in Western Europe over the next five years. For 3PLs to gain an increasing share of this market they must become more closely aligned to their customers and demonstrate greater understanding of the differences in both national cultures and regional market characteristics.

Logistics markets vary by just about every measure available – size, growth, supply chain complexity, outsourcing culture and sophistication. What works in the UK may not work for customers at present in Spain, whilst opportunities for 3PLs in Pharmaceutical markets are very different from those in the Automotive sector.

Growth brings higher service expectations

Nowhere is this more apparent than in Western European Retail markets, where logistics spend is set to grow by EUR15.7 billion over the next five years. Not all of this will go to 3PLs, however, as a number of retailers are bringing logistics services back in-house.

For 3PLs, growth in retail markets will be driven by both consumer demand and supply chain trends. Whilst outsourcing rates in southern European markets will continue to flourish, across the more mature northern European markets growth will come from booming online shopping trends and environmental legislation requiring the recycling of electrical products.

Within the Automotive sector, logistics outsourcing rates will continue to climb as manufacturers seek to reduce costs and increase efficiency in supply chains that extend further across Europe. By 2011, Analytiqa forecasts that logistics providers will command more than 57% of the sector’s supply chain requirements. These trends, together with tighter environmental legislation, will provide opportunities for 3PLs to win business and add value to their customers. The End-of-Life Vehicles Directive (ELV) sets rising targets for re-use, recycling and recovery across the industry.

In Consumer markets, 3PLs will look to capitalise on lengthening supply chains in Europe, as the centre of gravity for both manufacturing and European Distribution Centres moves Eastwards. Environmental legislation, and in particular the Waste Electrical and Electronic Equipment directive (WEEE) will provide innovative 3PLs, that develop (or have already developed) recycling and / or reverse logistics capabilities, an opportunity to win business and become further integrated into the operations of their customers.

Analytiqa reports that more so than most, the Technology sector has become adept at removing unnecessary stock-holdings and inventory from their supply chains. This is largely driven by the implementation of sophisticated supply chain technologies and processes. There is wider acceptance of just-in-time, build-to-order and lean processes to remove as much perceived ‘inefficiency’ from supply chains as possible. Between 2006- 2011, Analytiqa forecasts that 3PLs will extend their share to manage 58% of supply chain activity in the sector.

Whilst the Pharmaceutical industry manages one of the most complex and regulated supply chains, the outsourcing of logistics services to third parties is under-developed in Europe. There exists significant potential for expansion and service innovation in the sector, particularly in the use of RFID technology and temperature sensitive services, which will provide opportunities for 3PLs to recognise growth and market share. Analytiqa forecasts that expenditure on outsourced logistics services in the pharmaceutical sector will exceed EUR 2 billion by 2011.

UK is sophisticated, Germany is the largest, France the most challenging?
Analytiqa expects that the UK will maintain its position as the most developed market for logistics in Europe (although not the largest market in overall terms). The German market will benefit from the migration of manufacturing activities eastwards across the continent, proving an increasingly attractive proposition for EDCs (European Distribution Centres) and transport hubs.

The French contract logistics market has proved particularly difficult in recent years. Price competition, a struggling economy and the 35-hour working week have all contributed to customers postponing decisions on outsourcing their logistics services. 3PLs have hit back by either withdrawing from the French market, or cutting their losses on unprofitable contracts.

Analytiqa forecasts that over the next five years, ‘less mature’ logistics markets are set to embrace outsourcing of their logistics services to a greater extent. Markets in Southern Europe are set for significant development of more integrated logistics solutions – combining warehousing and distribution for example, rather than the more basic levels of service provision that currently exist.

Mark O’Bornick, Research Director, Analytiqa commented:

“For many logistics markets, 2006 was a year of caution as both 3PLs and their customers reflected on, and came to terms with consolidation amongst Europe’s leading service providers. What this means to them in terms of resources, resulting capability and meeting service requirements remains the challenge facing them in 2007 and even 2008.

Looking ahead, whilst such consolidation is set to continue, underlying sector growth will drive revenues in logistics markets across Europe, though rates will be unique to both country and sector specific conditions. European logistics markets rarely provide a ‘one size fits all’ solution. In more mature markets, increases in outsourcing rates cannot be relied upon to deliver growth and pressures to reduce logistics costs and margins will also impact upon contract logistics markets.

There remains, however, significant potential for 3PLs to capture market share and achieve growth as supply chains extend across Europe and Green logistics begins to play an increasingly visible role in the supply chain. Impending legislation, from waste separation, to WEEE and ELV will lead to an increase in volumes in reverse logistics and recycling solutions.

Opportunities to take on co-manufacturing activities (albeit in specific ways) and play a greater role in inventory management, asset control solutions and returnable packaging will also feature more prominently amongst the strategies of Europe’s logistics providers.”

Notes for Editors:
In its latest published research, Western European Logistics, Analytiqa forecasts impressive growth for outsourced logistics expenditure across five key sectors.

- Spending on logistics set to increase by EUR 30 billion over five years

- Significant development in Southern European markets

- Green logistics and environmental legislation offers growth opportunities for innovation and partnerships

380+ data tables provide a detailed, comprehensive analysis of the ‘health’ of the Western European logistics industry and forecasts its future development.

Please quote ‘Analytiqa - www.analytiqa.com’ where possible.

For additional illustrations, charts and data tables to support your requirements, please contact Analytiqa. To discuss the issues raised in this article, or any of the products and services offered by Analytiqa please call us on +44 (0) 1707 37 22 11 or Email.

About Analytiqa:
Analytiqa is a leading business information company providing published reports and databases, custom research and consulting for multi-national clients across a number of industry sectors from Logistics and Distribution through to FMCG and Professional Services.

As a business information provider, Analytiqa is positioned between the logistics providers and their customers to provide the supply chain sector with commercially relevant business intelligence. Analytiqa works closely with logistics providers to source new customers and to better help them understand their existing clients.

Similarly, retailers and manufacturers use Analytiqa’s supply chain profiles, databases and research services to analyse the operational and service capabilities of service providers and to benchmark the services they receive against those of their own competitors.

Analytiqa works closely with its clients, building partner relationships based on trust and the delivery of high quality and commercially relevant research. Analytiqa’s services correspond to client’s demanding requirements, assisting with their business development and profitability objectives.

BPOs no more a nightmare

BANGALORE: If once night shifts were the bane for the BPO worker, it is turning to be the boon for the newer, younger breed. If earlier they worried about stress, sleep disorders, fast burnout and the lack of a social life, now they find the brighter side — that of better time management, more pay and no nagging parents.

Nandita Gurjar, head of HR at Infosys BPO, says, “There’s a new generation of youngsters which loves the night job and prefers these shifts even when offered day shifts. They claim that their life is more organised and structured.’’ And many of them are women.

People in the BPO industry say that there was lot of apprehension about night shifts earlier, especially with parents when the industry started but now is no longer an issue. Aashu Calapa, Executive Vice President of Human Resources, Firstsource Solutions said, “The night shift has ceased to be an issue now.

About 7 years ago, 10-20% of the people leaving the industry gave night shifts as their reason which is no longer true. We are not finding issues even in tier II and tier III cities where BPOs like us are increasingly going.’’

Arun, who currently works with Infosys BPO in the 9.30 pm to 5.30 am shift, says that he prefers the night time since he is able to cope with his foreign language classes as well as pursue higher studies. He also opines that his social life is much better this way since most of his friends work in call centres too and they can meet in the day.

Another Infosys BPO employee Raji, who is married to a guy working with FirstSource, says she gets lots of time to spend with her hubby. “I get a whole day to do my other things if I am working in the shifts,’’ she adds.

Rahul works in the 3.30 pm to 12.30 am shift at HSBC’s captive BPO. Though not technically a complete night shift, he says that he prefers the late hours to day time because they are a calmer period with not too many people around. “There is easy traffic, we get night shift allowance after 12 pm, can do our personal work in the day and also get Saturday/Sunday as off which we may not if we are in the day shifts,’’ he adds.

These are just a sample of the increasing set of youngsters who are finding joy in their night shifts at the BPOs. And their band is increasing even though industry sources claim that increasing business from the APAC region has seen night-time work come down from 100% to about 60%.