摘要:本文是一篇留学生离岸外包服务分析作业,离岸外包已经随着时间的推移达到了目前的状态,它被认为是许多组织业务战略的一个重要组成部分。离岸外包的这种增长已经受到很多内部和外部的力量的影响,形成了一定的环境条件并对组织产生了挑战。
离岸外包分析
离岸外包已经随着时间的推移达到了目前的状态,它被认为是许多组织业务战略的一个重要组成部分。离岸外包的这种增长已经受到很多内部和外部的力量的影响,形成了一定的环境条件并对组织产生了挑战。这些挑战反过来迫使组织寻找新的和创新的合作与价值,安排了如离岸外包等新的活动。在这一章的重点是讨论在其发展的过程中,这些内部和外部的驱动力塑造了离岸外包行业。
内部驱动力
年初以来,外包,降低成本,特别是劳动力成本,一直是企业从事离岸外包的主要原因(Gopa等,2002;Carmel&Agarwal,2001),仍然是最有效的驱动力(列文&弗隆,2005a,2005 b;DiamondCluster,2004)。在互联网泡沫的破裂和随后的经济衰退期间,横跨多个行业的公司被迫在竞争激烈的环境中运作。为了保持竞争力,这些企业不得不采取削减成本的策略,如通过将工作转移到位于一个低成本国家的全资子公司或第三方服务提供商这样的外包活动等 (扬等人,2006)。
Practice Of Offshore Outsourcing Has Evolved Over Time
Economics Essay
Offshore outsourcing has evolved over time and reached the present state, where it is considered as an important part of the business
strategy of many organizations. This growth in offshore outsourcing has been influenced by a number of internal and external forces, which has shaped the environmental conditions and fostered challenges for the organizations. These challenges in turn forced organizations to search for new and innovative collaborative and value creating arrangements such as offshore outsourcing. In this chapter, the focus is on these internal and external driving forces which have shaped the offshore outsourcing industry over the course of its evolution.
Internal Driving Forces
Since the beginning of offshoring, cost reduction, specifically labor costs, has been the primary reason for companies pursuing offshore outsourcing (Gopal et al, 2002; Carmel & Agarwal, 2001) and still continues to be the top driver (Lewin & Furlong, 2005a, 2005b; DiamondCluster, 2004). This gained further momentum with the burst of the internet bubble and the ensuing economic recession during which companies across several industries were forced to operate in a highly competitive environment. In order to remain competitive, these firms had to undertake cost cutting strategies such as offshoring, by either transferring work to wholly owned subsidiary or a third party service provider located in a low cost country (Jahns et al, 2006).
However, over the years, apart from cost reduction there have been other strategic drivers which have forced organizations to transfer work to other countries. According to a study conducted by Duke University and Archstone Consulting, the strategic drivers include improving service levels, access to qualified personnel, changing rules of game, industry practice, process improvements and access to markets (Lewin & Peeters, 2006; Lewin & Furlong, 2005a, 2005b). Driven by the challenges of globalization, it has become crucial for firms to provide high levels of services persistently to customers around the globe (Apte et al, 1997). With offshore outsourcing, firms are able to leverage the time difference that’s exists between the client and the offshore vendor to provide 24/7, round the clock services to its customers (Hirschheim et al, 2004). In addition to this, longer work day and efficient distribution and coordination of work between the firm and its offshore vendor can increase productivity and the speed to market. For instance, in case of firms involved in product development and R&D activities, the difference in time zones allows design and development work to be done round the clock, using “follow the sun” schedule (Lewin et al, 2009), thus leading to a faster and shorter development time (Lieberman, 2004).
Access to skilled and qualified personnel
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