Archive for July, 2011

World trade outsourced

July 29th, 2011

The United Nations Council for Trade and Development has issued its annual World Investment Report this week. It has chosen an interesting theme to build its report around, the importance of so-called non-equity modes of international production.

That’s quite a mouthful and needs explanation. Foreign direct investment tends to catch all the limelight when one talks of about international production. FDI, whether in the form of greenfield FDI or in the form of foreign equity investments, is characterized by the foreign ownership of shares in some way or another. Hence all this hullabaloo about the various FDI ceilings imposed in different sectors: 26%, 51%, and so on.

A key reason why FDI is important for a country, besides the cash coming into the domestic economy, is that it helps to integrate a bit of that country’s economy into the global supply chains that are the pounding heart of the global trade system. This is the source of China’s trillions: it is the hub of almost every global manufacturing chain that one can think of.

But such supply chain integration can be had without the necessity of buying shares. Economists, well-known for their literary flair, have a lovely term for the alternative: non-equity modes (NEM) of international production. Instead of MNC A buying up Local Company B, it can simply build a solid relationship with Local Company B and have it supply the parts or sell the products on a contractual basis. The latter is seen as less stable because the MNC obviously has less control over quality, product development and intellectual property.

But the nature of corporate relationships is getting more intertwined. So NEMs are spreading. And how. The UNCTAD report digs up impressive figures for NEMs of different varieties in 2010: contract manufacturing and services outsourcing is a $ 1.1-1.3 trillion business, franchising $ 330–350 billion, licensing $ 340–360 billion, and management contracts $ 100 billion. It found that among the biggest sectors where NEMs was common was garments, footwear, toys, electronics and auto components. China is the biggest player in the first four industries and a key beneficiary of NEMs.

India has seen a major slippage in FDI the past few years. This is a setback for its strategic plans to become an alternative hub for the global supply chains, stealing a little of this action from China. And staying ahead of other contenders like Indonesia and Vietnam. UNCTAD recommends it does more NEMming.

In theory this should be a cinch. After all, India’s massive business process outsourcing firms like TCS and Infosys live off of NEM work. And we shouldn’t forget pharma contract manufacturers like Piramal. But it is in manufacturing in particular where India can’t get a foothold, though auto components are experiencing a frisson of accomplishment.

Unfortunately this is unlikely to change unless India changes its judiciary’s slow ways, its infrastructure gets moving and, generally, red tape is brought under control. Other studies have shown that the more costly and the more uncertain the ability to enforce contracts and manage supply relations in non-equity situations, the less likely a foreign firm will go down that path. Instead they will prefer to exert control by buying a chunk of the shares of its domestic partner. And it is sadly well-recorded how long and how expensive it is to enforce a contract in India.

The auto components industry shows that NME methods can work. India’s auto parts guys work well in global supply chains without selling equity to their clients. The recent free trade agreements with Japan and South Korea will further help strengthen that networking. At the heart of any NME success in India will be less governance reform, which will crawl along, and more about the reputation and integrity of large Indian corporate houses in the international system. Which, I should add, is pretty much the story of so much of the resurgence of India.

Source:http://blogs.hindustantimes.com/foreign-hand/2011/07/29/world-trade-outsourced/

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Caltex workers protest outsource plans

July 29th, 2011

The electrical maintenance workers held a Friday lunchtime protest at the Lytton refinery, Electrical Trades Union (ETU) organiser Garry Rogers says.

In May, Caltex announced it was outsourcing its refinery maintenance work to a company called PSN Wood Group.

All ETU members on site would be made redundant.

Mr Rogers said they were being asked to choose between redundancy, being part of a small group retained in another part of the company or to be interviewed with the PSN Wood Group.

“Caltex has been so determined and arrogant that it even locked all ETU officials out of the site this week, even those with right of entry passes,” he said.

“So much for consultation and the right of workers to representation at this difficult and unsettling time.”

A Caltex spokesman said the company did not lock out any union representatives.

“Union officials must give 24 hours notice before entering site,” he said.

“We did not receive any such notice.”

Caltex says there was an extensive consultation process, which included flying union delegates to Sydney for talks.

“Caltex has engaged with employees and their representatives throughout this process,” the spokesman said.

“We provided everyone involved an opportunity to present alternative proposals that would achieve the same improvements in efficiency and reliability, however no viable options were put forward.”

Source:http://www.heraldsun.com.au/news/breaking-news/caltex-workers-protest-outsource-plans/story-e6frf7ko-1226104255113

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Westpac hires soft skills for shorter outsourcing deals

July 29th, 2011

Commerce, legal and finance experts to assess and ’sweat’ contracts.

Westpac has established an in-house team of commerce, legal and finance experts to support its move toward shorter deals with a greater number of outsourcers.

During the past nine months, the bank established a commercial pricing team to take on contract negotiation tasks that were previously handled by external consultants.

Westpac’s general manager of commercial and technology Elizabeth Henderson told a vendor management panel discussion yesterday that it strived to develop “soft skills” within the team.

“Back in the 90s, [companies] signed big, whole-of-outsourcing deals that were ten years long, hired a team of advisors who would all leave when you put the contract in the drawer, set up a skeleton staff, and it was all meant to take care of itself,” she said.

“The megadeal is not in favour anymore … Once you have shorter deals, you have more of them. You can’t really rely on external consultants to just come in and go.”

Henderson said Westpac and its global peers were trending towards three- to five-year-long deals with best-of-breed technology vendors.

Last December, the bank renewed a decade-long infrastructure outsourcing contract with IBM that technology executive Bob McKinnon had previously found “dysfunctional”.

Under the new five-year agreement, the bank planned to take “greater accountability in the design and management of IT services”, using other suppliers or solutions where appropriate.

The bank has since inked deals with Microsoft, Fujitsu and EMC, replacing IBM’s Lotus Notes and legacy storage arrays.

“When we first outsourced, we outsourced everything to IBM, including telecommunications. Five years into the deal, that all changed,” Henderson explained.

“What we’re not seeing anymore is organisations handling all of their IT over to a vendor.

“The new relationship we have with IBM is very much functional and very important to us … We are signing with other partners and IBM is in many cases a part of that.”

Henderson said Westpac had spent two years “moving on” from issues with transparency and accountability in the IBM contract. That process concluded 18 months ago.

The bank was now focused on developing “more strategic engagement” with key vendors, she said.

Panellists urged attendees to establish joint goals and “innovation KPIs” [key performance indicators] with vendors, ensure a cultural fit, and use structured processes to strike new deals and “sweat” existing ones.

Deloitte partner Warren Green said vendor relationships required “a lot more … than procurement”, and organisations should engage with outsourcers in the same way as they would an internal team.

“If you want the vendor’s A-team, then put your A-team on it,” he said.

Henderson said Westpac had a “very strong executive buy-in” to technology projects and had established a multi-skilled A-team in commercial and vendor management by hiring people with commerce, legal and finance backgrounds.

Technology was now the “assembly line” of banking products, she said, and effective vendor management was the “holy grail” of delivery.

“If you think about a five-year contract, you may spend the first six to twelve months transitioning in, the last two years to 18 months getting to the end, and you only have a bit of time in the middle,” she said.

“The vendor management team are really important in working a deal; a lot of that comes down to how that team is skilled up.”

Henderson said her team needed to understand Westpac, vendor organisations, and “people: what makes them tick, what makes them care about things and what their priorities are”.

Vendor management staff had to be able to influence and persuade people, and possess “a bit of intuition – that’s where you go from vendor management to relationship management,” she said.

“Most importantly, a lot of these new hires have come from non-technology backgrounds,” she noted. “They’re bringing a skill mix that is not so common within the technology community into our technology area.”

Source:http://www.itnews.com.au/News/265184,westpac-hires-soft-skills-for-shorter-outsourcing-deals.aspx

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Virtualization, cloud streamline datacenter operations, costs

July 29th, 2011

Diminishing land space and increasing operating costs are driving the need for convergence in data centers. In turn, virtualization and cloud computing are helping to make this convergence possible but are also adding complexities, as IT professionals now need to know how to integrate existing physical infrastructure with virtualized ones and manage the environment efficiently.

Mayank Kapoor, research analyst of ICT Practice at Frost & Sullivan Asia-Pacific, identified decreasing datacenter space and increasing operational costs, particularly in countries such as Singapore and Hong Kong, as key drivers for convergence in the data center. This convergence, Kapoor added in his e-mail, is increasingly fueled by virtualization and cloud computing in general.

Adding to his observation, Cynthia Ho, associate market analyst of virtualization and data center at IDC Malaysia, noted that with virtualization and cloud computing, the “most significant impact” is the transformation of IT landscape from a traditional physical infrastructure to a virtualized one.

Elaborating, Ho said all systems, applications, security activities and IT services are now focused on locating and utilizing virtual resources within the data center instead of physical ones.

That said, she added that companies have not virtualized all of their hardware and there are still workloads in their data centers that run on traditional models. This, in turn, means the issue over how to integrate physical and virtual instances of compute resources, to effectively run one’s IT shop, remains the main concern companies grapple with, she pointed out.

Kapoor also pointed out that while virtualization decreases the number of physical servers required to run the same workloads, these high-density servers also create new cooling challenges as more power is needed to prevent them from overheating.

Applications, too, are becoming “increasingly chatty” and with greater amounts of data being stored on the server, the traffic traversing the networks today has seen manifold increases, he added. This is why the demand for bandwidth and WAN (wide area network) optimization offerings has grown, said the Frost & Sullivan analyst.

Changing customer needs
Cloud vendors are also seeing changes with regard to what customers are asking for.

Caleb Ying, country head for managed services at Fujitsu Asia, for one, told ZDNet Asia in an e-mail that as customers consume compute resources in an on-demand, subscription-based manner, this implies that datacenter service quality will be determined by real-time customer satisfaction rather than contractual service-level agreements (SLAs).

“A glitch in the data center can potentially bring down the entire service for companies and, increasingly, service providers are looking at multiple data centers for backup,” Ying explained. “Data centers not only have to be resilient, a single point of failure will not be acceptable, particularly for critical services.”

Eric Goh, managing director of EMC Singapore, also pointed out that for most big enterprises, their data centers will consist of mainframes, different flavors of Unix systems with different chipsets and variants of Windows server operating systems. “There’s little standardization, let alone automation in these environments,” he noted.

“Customers have too many data centers and vendors, and have spent too much money on customizing applications, leaving the software rigid and inflexible and end-users with little control. These are points that customers want addressed,” Goh said.

“[Companies are] willing to spend more on IT, but they’re saying ‘you’ve got to help us with this problem’ [as] this [situation] is not sustainable.”

Outsourcing datacenter operations
Quizzed if outsourcing data centers to third-party operators would help CIOs solve this conundrum, Steve Garrou, vice president of outsourcing and cloud services for Savvis, did not reply directly but pointed to how cloud computing allows IT to add more value and innovation, resulting in a “major impact” on companies’ performances. Savvis in April was bought over by the third-biggest telco in the United States, CenturyLink, for US$2.5 billion.

“Many high-performing companies have one thing in common: they selectively outsource IT if it’s perceived as either a high-velocity enabler of their business, or not a strategic function of their IT organization,” Garrou explained. “By outsourcing these functions, companies can now focus on activities that are key to making their [core businesses] successful.”

However, Kapoor noted that convergence and cloud computing alone do not represent a shift toward increasing reliance on third-party data center operators.

He explained that the last 5 to 7 years have seen an increasing outsourcing trend in the contact center and business process horizontals and this, in turn, impacts how businesses use IT resources as more organizations sign up for managed hosting and cloud services.

What is new, though, is how enterprises are separating their workloads according to those they are able to entrust to third-party vendors and what they need to keep in-house, he said.

“Certain workloads have moved into public clouds while some moved into private clouds,” the Frost & Sullivan analyst noted. “Given that there are definite cost savings and efficiencies to be gained by engaging third-party service providers, the [cloud] market is expected to witness continued growth.”

EMC’s Goh added that private and public cloud models are “complementary”, and the ideal situation for a large enterprise would be to “combine the best of both worlds”–access innovative and on-demand services hosted on public cloud, coupled with the management and tight control of an internal, private cloud.

In other words, he noted, companies should deploy a hybrid cloud model to deliver compute resources to users.

As for small and midsize businesses (SMBs), Kapoor noted that the requirements of these companies are different from large enterprises. SMBs’ lack of capital and limited understanding of IT makes outsourcing to third-parties via cloud computing a viable option, he said.

“Given that SMBs are less concerned about security and privacy of their data, cloud provides them with the right value proposition to meet their IT demands,” the analyst surmised. “Hence, they are not expected to build their own data centers in the foreseeable future.

Source:http://www.zdnetasia.com/virtualization-cloud-streamline-datacenter-operations-costs-62301417.htm

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EPAM recurrently recognized as Eastern European based IT Services Leader

July 28th, 2011

EPAM Systems, Inc., a leading software engineering and IT Services provider with development centers across Central and Eastern Europe (CEE), announced today that it was one of only two vendors named as “IT Services Leaders — Eastern Europe”, in addition to being named as one of the world’s ten “Top Product Engineering Vendors” in the 2011 Global Services 100 rating, reaffirming EPAM’s CEE leadership status in the software engineering services space. Marking its sixth consecutive appearance on the GS100 list, EPAM has also been named to the “Top Global Mid-Tier ITO Vendors” list.

The 2011 Global Services 100 is an annual global outsourcing industry ranking produced by Global Services, the outsourcing media house, in association with NeoGroup (formerly neoIT). Companies who participated in this survey were required to share detailed business information through an online survey for judging. The top 100 list and names in the categories were derived using a research methodology based on over 200 data points and several qualitative parameters, including clear Management Excellence, proven Customer Maturity, demonstrated advanced Global Delivery Maturity, and the ability to execute on a Broad Portfolio of Services.

“The global services industry has gone clearly beyond the paradigm of ‘more work at lesser cost’. Companies are routinely seeking business outcomes, and in some cases, new forms of business value. Service providers who can deliver on these fronts make it to the GS100 and its categories,” said Ed Nair, Editor, Global Services.

“The firms that are recognized in the GS100 list show a higher level of focus on client needs, employee development and process improvement. They continue to be providers of choice in the market,” said Atul Vashistha, Founder and Chairman, NeoGroup.

“We thank Global Services and NeoGroup for recognizing EPAM among the top IT companies worldwide for six years in a row now”, said Arkadiy Dobkin, EPAM CEO and President. “We believe that the breadth and quality of our software engineering skills and IT services offerings, combined with our domain expertise across multiple industries, differentiates EPAM as a leader — not just amongst Eastern Europe’s services providers — but also on a global level. It is really exciting for us to see this being confirmed once again by the Global Services 100 study.”

Source:http://www.theopenpress.com/index.php?a=press&id=111301

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IBM launches services research lab

July 28th, 2011

IBM on Thursday will launch a research effort to bolster its services around cloud computing, analytics and delivery.

Big Blue’s creation, the Services Innovations Lab, will be staffed by 200 experts picked from around the company.

In many respects, IBM is just making official what it has been doing in recent years. IBM has been using its research unit to bring intellectual property to services clients. Roughly 1,000 IBM researchers from around the world are focused on services and analytics.

The Services Innovation Lab will operate out of IBM’s Thomas J. Watson Center in New York, Almaden in San Jose and other outposts in China, Israel, India, Japan, Switzerland and Brazil.

Scott Hopkins, general manager of strategic outsourcing at IBM Global Technology Services, said the aim of the lab is to focus on “services as a science.” IBM research collaboration with Shell and the New York State tax department are examples of research-services connections.

For IBM, the services lab is an effort to change the outsourcing conversation from cutting costs to solving bigger problems. Hopkins noted that part of the research effort will revolve around making service delivery process repeatable and automated.

The Services Innovation Lab will focus on cloud computing, analytics, service delivery automation and mobility.

Source:http://www.zdnet.com/blog/btl/ibm-launches-services-research-lab/53266

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Luxoft Continues Momentum as a Leading Global Outsourcing Provider

July 28th, 2011

Luxoft, a member of IBS Group and a leading global provider of advanced application and product development services, today announced continued momentum fueled by customer and partner engagements, product innovation and strategic leadership team additions.

During the past several months, Luxoft has experienced strong growth due to the increasing demand for high-end applications and product development expertise in the market. In the FY 2010, the company grew its revenue to US$206 million, a 38 % increase YoY. The growing demand for Luxoft’s services is attributed to several key developments, including client acquisitions across several strategic verticals, such as automotive, telecommunications, software and media. Notable client wins in these markets include Ford, HP, AMD, T-Mobile, and CLX Europe.

In particular, Luxoft’s automotive practice gained significant momentum as a result of continued innovation in the infotainment sector. At the Telematics Update Conference, the company announced a jointly developed in-car media server and Internet connectivity reference platform with Elektrobit. This device enables consumers to browse the Internet, as well as download, share and enjoy digital content on the go. The platform joins DroidBUZZ, LUXdash and LUXnet as solutions that help automotive companies fulfill evolving infotainment needs of modern day consumers.

Further, Luxoft has also unveiled a strategic relationship with Harman International. As part of this engagement, in addition to providing ongoing maintenance of Harman’s current products, Luxoft’s team of experienced engineers will contribute to the creation and development of new, sophisticated infotainment systems for motor vehicles.

Strategic additions were made to its travel & transportation and energy & utility practices. In the past three months, Jeffrey Osborn joined as the global head of Luxoft’s travel & transportation line of business and Joseph Jerz was appointed global head of its energy & utilities group. Mr. Osborn and Mr. Jerz bring more than 45 years of collective experience to their roles at Luxoft and will be tasked with enhancing sales and business development strategies in their respective markets.

“The outsourcing industry is in the midst of an evolution. Companies are in search of global technology service partners who can deliver high-end results and operate as a seamless extension of their teams,” said Dmitry Loschinin, president and CEO of Luxoft. “Our continued growth signifies that such companies recognize that our services stand apart from the competition and bring innovative thinking, cutting-edge developmental techniques, and excellence in service delivery to every engagement. With these advantages under our belt, we expect to see a similar growth pattern to continue in the future quarters.”

Source:http://www.prnewswire.com/news-releases/luxoft-continues-momentum-as-a-leading-global-outsourcing-provider-126240233.html

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