'Nordic IT Outsourcing 2007' Maps Out Nordic Companies' Approach To Managing Both Outsourcing Relationships In General And Multiple-Vendors In Specific.DUBLIN Dublin, city, Republic of Ireland Dublin, Irish Baile Átha Cliath, county borough (1991 pop. 915,516), Leinster, capital of the Republic of Ireland, on Dublin Bay at the mouth of the Liffey River. , Ireland Ireland, Irish Eire (âr`ə) [to it are related the poetic Erin and perhaps the Latin Hibernia], island, 32,598 sq mi (84,429 sq km), second largest of the British Isles. -- Research and Markets (http://www.researchandmarkets.com/reports/c93606) has announced the addition of Nordic IT Outsourcing (1) Contracting with outside consultants, software houses or service bureaus to perform systems analysis, programming and datacenter operations. Contrast with insourcing. See netsourcing, ASP, SSP and facilities management. 2007 to their offering. Choosing the right vendor is only one requirement in order to succeed with outsourcing. It is at least as vital that the client company creates an outsourcing vendor strategy that fits the company's needs, capabilities and goals. Setting up a structure and method for managing the vendor relationships is also essential for success. Key Questions: * Are Nordic companies with a single vendor outsourcing approach more likely to reach their various IT objectives than those with a best-of-breed The best product of its type. Organizations often purchase software from different vendors in order to obtain the best-of-breed for each application area; for example, a human resources package from one vendor and an accounting package from another. strategy? * How do Nordic companies manage multiple outsourcing vendors and how does it affect success? * How does contract length affect reaching the companies' outsourcing objectives? Single vs. multiple-vendor strategy: There are two main types of vendor strategies to consider for any company that wants to outsource outsource verb To assign specific work to a 3rd party for a specific length of time at an set price and service level Managed care To use outside labor to perform functions–billing and collections, accounting, janitorial services, ER : Selecting a single-vendor that can fulfil ful·fill also ful·fil tr.v. ful·filled, ful·fill·ing, ful·fills also ful·fils 1. To bring into actuality; effect: fulfilled their promises. 2. all or most of the outsourcing needs of the company or to pick and choose different vendors that are experts in their own field, a so called "best-of-breed strategy". Each strategy comes with its own challenges and issues. Studying the experience of other Nordic companies can be valuable tool in deciding what is best for one's own company. Managing vendor relationships: While most companies typically invest considerable time and efforts in finding the most suitable outsourcing supplier to their needs, many of them spend little or no time thinking about how they will manage the relationship. However, the inability to build and manage relationships is a major cause of failure to reach the intended benefits of outsourcing. While managing a single vendor can be challenging, the complexity increases with the number of vendors. Companies with a best-of-breed outsourcing strategy therefore need to spend even more time and effort in structuring and managing the outsourcing relationships in order to maximise Verb 1. maximise - make the most of; "He maximized his role" maximize exploit, tap - draw from; make good use of; "we must exploit the resources we are given wisely" 2. the chances of success. The report maps out Nordic companies' approach to managing both outsourcing relationships in general and multiple-vendors in specific. This entails looking at such areas as who in the company is in charge of managing the relationships, use of guidelines guidelines, n.pl a set of standards, criteria, or specifications to be used or followed in the performance of certain tasks. , training etc. Furthermore, the report looks at outsourcing contract length and its impact on success as well as outsourcing prevalence prevalence /prev·a·lence/ (prev´ah-lins) the number of cases of a specific disease present in a given population at a certain time. prev·a·lence n. and trends among Nordic companies. The report is designed to: * Aid in determining which outsourcing vendor strategy is most likely to fit the individual client company and its objectives by showing how the strategy chosen by Nordic companies has affected the success in reaching various outsourcing and IT goals. * Help to improve the management of outsourcing relationships in general by present the experiences of Nordic companies. * Show how Nordic companies manage multiple-vendors and how it affects outsourcing outcome. * Provide a basis for deciding whether it would be beneficial to reduce or increase contract length in order to increase the success of outsourcing. * Show what IT goals are most likely to be positively affected by outsourcing. Method: The survey, which is quantitative quantitative /quan·ti·ta·tive/ (kwahn´ti-ta?tiv) 1. denoting or expressing a quantity. 2. relating to the proportionate quantities or to the amount of the constituents of a compound. , has been carried out by means of a survey of leading decision makers such as CIOs, IT strategists, CFOs and CEOs in large (+500 employees) Nordic companies. The interviews were made in May 2007. The results from the survey is presented and analysed broken down by industry (Trade, Services, Manufacturing) Target Group: The report is written based on mainly the needs and requirements of the IT management of large Nordic companies. The target group of the report is primarily: CIO/IT managers, CFOs, Controllers, IT strategists, Consultants and CEOs. The report will however also be of interest for vendors of IT products and services in order to better understand their customers. Content Outline: Keys to successful relationship management * Why outsourcing relationships fail * Effectively managing outsourcing relationships * Single vendor sourcing vs. multi-vendor sourcing * Managing multiple sourcing relationships * Contracts: long or short duration? Outsourcing in the Nordics Nordics can mean:-
* Share of companies outsourcing * Outsourcing costs * Outsourcing plans * Reasons for not outsourcing * Effect of outsourcing on reaching IT goals Success with and importance of outsourcing objectives * General success * Success in reaching specific outsourcing objectives * Importance of outsourcing objectives Contract length * Average length of outsourcing contracts * Effect of contract length on success Number of outsourcing providers * Average number of outsourcing providers * Effect of number of providers on success * Organisation of relationships with vendors * Ways of organising outsourcing relationships * Effect on outsourcing success Managing multiple outsourcing providers * Need for vendor cooperation * Satisfaction with vendor cooperation * Effect of vendor cooperation on outsourcing success * Methods for managing multiple outsourcing relationships * Effect of methods used to manage multiple vendors on vendor cooperation For more information visit http://www.researchandmarkets.com/reports/c93606 |
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