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02 Deloitte SFIC 2009


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Presentación de Deloitte en el SFIC 2009

Presentación de Deloitte en el SFIC 2009

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  • ITIL : Son las siglas de Information Technology Infrastructure Library y es el conjunto de buenas prácticas para la administración de servicios TI más aceptado y utilizado en el mundo. Fue desarrollado por la oficina de comercio del gobierno británico y extraído de organismos del sector público y privado que están a la vanguardia tecnológica a nivel internacional. ITIL es aplicable a cualquier tipo de organización en todo el mundo debido a que los negocios han experimentado una creciente dependencia en los servicios informáticos de calidad. CoBIT : Siglas de Objetivos de Control para la información y Tecnologías relacionadas (Control Objectives for Information and related Technology en inglés). Conjunto de mejores prácticas para el manejo de información creado por la Asociación para la Auditoría y Control de Sistemas de Información, (ISACA, Information Systems Audit and Control Association en inglés), y el Instituto de Administración de las Tecnologías de la Información (ITGI, IT Governance Institute en inglés) en 1992.
  • Cluj - Romania Budapest-Hungary Chennai-India Kolkata - India
  • Transcript

    • 1. Selecting Destination for a Software Factory Software Factories International Congress
    • 2. Agenda
      • Key issues in locating destination
      • Location trends
    • 3. Key issues in locating destination
    • 4. Key issues in locating (I)
      • Outsourcing software is a strategic decision:
      • Consider mid/long term corporate targets
      • Obtain robust, objective data
      • Don’t rush
      • Allocate proper resources
      • Don’t opt for easy answers
      • Assess risks
      • Expect challenges (Real Estate, talent pool)
      • Prepare to encounter the unforeseen
      Critical criteria All criteria + costs Negotiations Troubleshooting Strategy/goals Initial search area Long list Short list Prime location Implementation
    • 5. Key issues in locating (II)
      • Activities outsourced
      Source: Deloitte Global SSC Survey
    • 6. Key issues in locating (III)
      • First steps
      Onshore Nearshore Offshore Low/medium Medium/high Extreme Process Complex, non-repetitive High-value High/medium value Repetitive Low value Cost saving target
    • 7. Key issues in locating (IV)
      • Reach (area served): regional vs. global
      • Nature of the processes :
          • Stable vs. dynamic
          • Interactive/consultative vs. reactive/predictable
      • Critical mass (indicative):
          • Captive nearshoring: +30 FTE
          • Captive offshoring: +60 FTE
      • Maturity of your company and shared service center (if the case) :
          • Executive stakeholder experience with
            • Shared services
            • Near/off-shore locations
          • Shared Services Organization structure and stability
          • Management stretch
    • 8. Key issues in locating (V)
      • Key factors
      Source: Deloitte Global SSC Survey
      • Human resources
        • Technical skills’ availability
        • Language skills’ availability
        • Labor Code flexibility
      • Infrastructures
        • Availability of suitable office space
        • Accessibility (to the site, to the location)
      • Operating environment
        • Business practices
        • Availability of support services
        • SSC maturity of the location
      • Political/Macro-economic risk
      • Tax and other incentives
    • 9. Key issues in locating (VI)
      • Business Case:
      Costs Risks
      • HQ:
        • CoBIT & ITIL implementation
        • Security plan
        • Redundancy costs
        • Mirror operations
      • Destination
        • Labor
        • Infrastructure
        • Communications
        • Tax
      • Legal framework
        • Stability
        • Changes
      • HR Availability
        • Turnover
        • Education facilities
      • Entry costs
      • Exit costs
    • 10. Key issues in locating (VII)
      • Risks – the unforeseen
        • Real Estate issues/ Local incentives: time plan and price
        • Emerging locations heat up quickly - do not dismiss off locations
        • Additional local entry barriers (competitors)
        • Confidentiality by intermediaries
    • 11. Key issues in locating (VIII)
      • An example
      EUROPE INDIA Site 1 Site 2 Site 3 Site 4 Political/Macro economic environment Political stability Economic stability Human resources Labor availability Availability job/process skills Availability language skills (EN) Availability language skills (EU) Labor regulations/practices Infrastructures & Accessibility Infrastructures Accessibility Operating environment Business regulations Public sector practices Costs Wage cost Wage inflation Overall evaluation Challenge Adequate Challenge Insufficient
    • 12. Key issues in locating (IX)
      • An example
      • Attrition driven by job content
      • Few buildings with large 1 floor surfaces
      • Potential wage escalation as SSCs/BPOs exit proven destination
      • Accent
      • Wage inflation and attrition rates
      • Cultural proximity
      • Language skills
      • Accessibility
      • Neutral accent
      • Wage costs
      • Service mindset
      • Accounting skills
      • Low attrition
      • Availability of English
      • Wage costs
      • Large recruitment pool
      Advantages 22.500 20.000 51.000 Yearly univ. grads. 13.300 € 4.600 € 7.000 € Wage cost Site 3 in Romania Site 2 in Philippines Site 1 in India
    • 13. Location trends
    • 14. Location trends (I) Under the Radar Location Emerging Hotspot Hotspot Proven destination Location performance Time Process capability War for talent Location USPs Low Value Added Moderate V-A Increased interaction High V-A Increased Consultation Highest V-A Consultation, MIS None Modest Fierce Stabilized Low costs Low costs Talent availability Stability Talent quality Infrastructures Reliability Low risk
    • 15. Location trends (II)
      • Some examples
      Under the Radar Emerging Hotspots Hotspots Proven Destinations Western-Europe
      • Marseilles
      • Valetta
      • Lisbon
      • Madrid
      • Barcelona
      • Manchester
      • Debrecen (H)
      • Lublin (P)
      • Ostrava (CR)
      • Cluj-Napoca (H)
      • Poznan (P)
      • Bucharest (R)
      • Wroclaw (P)
      • Budapest (H)
      • Krakow (P)
      • Prague (CR)
      • Managua (N)
      • San Salvador (S)
      • Panama City
      • Santiago
      • Winnipeg
      • San Antonio
      • San José
      • Toronto
      • Ho-Chi-Minh (V)
      • Mysore (I)
      • Cebu (Ph)
      • Wuhan (CH)
      • Kolkata (I)
      • Chennai (I)
      • Dalian (Ch)
      • Bangalore (I)
      • Makati City (Ph)
      • Mumbai (I)
    • 16. Location trends (III) 15-Poznan Carlsberg Funkwerk-EC GSK KPMG MAN Microsoft 14-Gdansk Reuters Arla Foods 1-Wroclaw CapGemini HP Volvo ACN Dell GE Money 7-Rudna HP 6-Teplice Raffeisenbank 23-Bekescaba GE Money 12-Pécs BUW 22-Miskolc Sykes 21-Kosice US Steel T-Systems 13-Sofia Forsyth Partners HP Microsoft Nera Networks Oracle Ubisoft 4-Bydgoszcz Atos Origin GSK KPMG 5-Chodov Computer Assoc. 2-Prague Accenture DHL EuropeAssistance ExxonMobil ICON Inbev J&J Philips Rhodia Siemens Tesco Ariba Inbev Interoute Prime Revenue Teleplan Sonus Sun 8-Plzen SAB Miller 10-Bratislava Accenture BASF Checkpoint Dell Deloitte EY HP IBM KPMG Lenovo PWC 11-Szekesfehevar ALCOA Visteon 9-Budapest Accenture AVIS BAT DHL Diageo EDS ExxonMobil Flextronics GE GM ING InBev Nokia Corning GE Healthcare IBM/Oracle Inbev Nipuna Services Marsh Morgan Stanley (2) Roche 3-Brno Acer IBM Lufthansa Symbol Technologies Infosys Lufthansa ModusLink 20-Ostrava GE Money Siemens BS 16-Lodz Accenture GE HP Philips Teleca DHL 18-Olomouc Schneider Westcomb Int. 19-Warsaw ABN Amro Accenture AVON HP IBM Thomson 24-Bucharest Geppact Oracle Accenture Freescale IBM HP S&T Transaction Systems Wipro 17-Krakow ACS Bayer CapGemini Elektrolux Exult IBM Indesit KPMG Lufthansa Philip Morris Hewitt Associates Philip Morris Shell Global Solutions 25-Cluj Office Depot Genparct XL World CGS 9 10 17 19 23 21 20 18 14 22 4 5 6 7 8 11 2 12 3 1 13 15 16 URL emerging hotspot proven 25 24
    • 17. Location trends (IV)
      • Increasing number of multifunctional SSCs
      • F&A still the first processes for most SSCs. IT comes 3rd
      • Increasing number of Centers of Excellence vs SSC:
        • Issue/Knowledge Intensive
        • More ad-hoc services
        • Expertise focus
        • Fewer languages
      • Inner-city and locations (shopping malls)/ increased attention for workspace planning to attract/retain talent
      • Outsourcing planning with strategy in mind: a global SSO structure?
      • Time planning is key
      • Process Intensive
      • Standardized Services
      • Operational Focus
      • More languages
    • 18. Thank you
    • 19. Deloitte presta servicios de auditoría, asesoramiento fiscal y legal, consultoría y asesoramiento en transacciones corporativas a entidades que operan en un elevado número de sectores de actividad. La firma aporta su experiencia y alto nivel profesional ayudando a sus clientes a alcanzar sus objetivos empresariales en cualquier lugar del mundo. Para ello cuenta con el apoyo de una red global de firmas miembro presentes en 140 países y con 165.000 profesionales que han asumido el compromiso de ser modelo de excelencia. Los profesionales de Deloitte comparten una cultura de colaboración basada en el compromiso mutuo, en la integridad y en la aportación de valor al mercado y a los clientes, apoyándose para ello en la riqueza derivada de la diversidad cultural y el aprendizaje continuo obtenido de nuevas experiencias y desafíos y que contribuyen, asimismo, al desarrollo de su carrera profesional. Los profesionales de Deloitte contribuyen a cumplir con la responsabilidad de la firma, generando confianza en el mercado y logrando un impacto positivo entre sus grupos de interés. Deloitte se refiere a Deloitte Touche Tohmatsu (Swiss Verein) y a su red de firmas miembro, cada una de las cuales es una entidad independiente. En se ofrece una descripción detallada de la estructura legal de Deloitte Touche Tohmatsu y sus firmas miembro. © 2009 Deloitte S.L. Member of Deloitte Touche Tohmatsu