The 2007 Global Outsourcing 100Presentation Transcript
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THE 2007 GLOBAL OUTSOURCING
Winning the Global Talent War . . . . . S2
A Look at the Ranking . . . . . . . . . . . . . . S11
The 2007 Global Outsourcing 100 . . . S12
In partnership with:
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Winning the Global Talent War
ive years ago Tata Consultancy Services has a ﬁve-year, 200-million-Euro contract with TCS to
was in a quandary. As its multinational maintain many of the software applications support-
customers continued to diversify opera- ing operations in Europe and Brazil, and to create the
tions around the world, the company next generation of enterprise software supporting the
wondered if it, too, could grow and pros- bank’s global operations. The product development is
per if it followed in their footsteps. So the IT services a collaborative effort among teams around the world;
company in Mumbai, India, began scouring the globe TCS tapped its global delivery centers in Luxembourg,
for untapped talent in many nooks and crannies of the Hungary, Brazil, as well as India. “In the end,” says
developing world—from Budapest, Hungary, to Hang- Chandra, “it’s not about seeking incremental revenue
zhou, China, to Montevideo, Uruguay. What it found opportunities. It’s about serving the needs of our cus-
was an eye-opener: Not only did emerging tomers in all their markets with the best talent we
market countries possess highly edu- can ﬁnd.”
cated and trained workers in a wide
The Second Wave
range of business and technical
ﬁelds, they also had strong uni- he TCS tale illustrates a new
versity systems, sophisticated chapter in outsourcing that
telecommunications infra- has an ironic twist. Indian
structures, and government companies that have pioneered
policies that catered to for- and dominated the IT industry for
eign investors. two decades—by touting their
So TCS began its off- ability to leverage domestic tal-
shore exploits by opening ent at a low cost while delivering
a software development competitvely-priced services—
center in Budapest, and an are now going global themselves.
engineering solutions center According to the 2006 study “Next
in Hangzhou, both staffed with Generation Offshoring,” by Duke
locals. That sparked a strategic University and Booz Allen Hamilton,
shift in its business strategy. To- we are now seeing the market evolve
day, 8.8% of its 83,500 employees into global centers of excellence, where
are foreigners, and the company oper- companies outsource speciﬁc services in
ates in 47 countries across six continents. countries or regions that have untapped tal-
TCS, with more than $4 billion in annual rev- ent in those niches. (See chart, p. S4) Mexico and
enues, created its Global Network Delivery Model Eastern Europe, for example, have joined India as
(GNDM) as a result of its own offshoring initia- meccas for software engineering and IT ser-
tives. The model provides a common frame- vices, while the Philippines and Canada
work for managing projects and maintaining are becoming well-known call center
quality across its worldwide operations destinations. Statistics tell the story:
by ensuring that state-of-the-art pro- The International Association of
cesses are followed and continuously Outsourcing Professionals esti-
improved everywhere the company oper- mates that up to 10% of outsourc-
ates. “It helps us locally serve our global ing spending is now being chan-
customers, and at an affordable cost,” neled to emerging markets in
says N. Chandrasekaran, TCS’s head of such functional areas as busi-
global sales and operations. ness process outsourcing, IT
TCS has beneﬁted from this approach development, call centers,
in a variety of ways. Sourcing global tal- and R&D.
ent has allowed it to boost efﬁciency and According to experts
improve customer service. As a result, like Arie Lewin, a profes-
clients like ABN AMRO now look to the sor of business administra-
company to support their local needs any- tion and sociology at Duke
where around the globe. The Dutch bank University’s Fuqua School of
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Where the Jobs are Going
A survey of 537 companies based in Germany, the Netherlands, Spain, the U.S. and the U.K. reveals what geographic areas
are popular outsourcing locations for speciﬁc corporate activities.
Source: Duke University/Booz Allen Hamilton Offshoring Research Network 2006 Survey
Business, and head of its Offshore Research Network, it’s not just a tactic being used by large corporations.
this trend should continue unabated throughout the Smaller ﬁrms are following suit, going overseas to tap
decade. He expects “double-digit growth” in this type talent to help in product development and back-ofﬁce
of offshoring as companies continue to look for ways functions, like payroll processing and accounting, for
to remain competitive in the global marketplace. the same reasons as their larger brethren.
His research of 537 European and North American
The People Chase
corporations also reveals demographic trends are at
work. The reality is the workforces of Europe, Japan, o how are outsourcers equipped to compete
and the U.S. are aging and shrinking, forcing compa- in this planetary war for talent? Well, it turns
nies to look beyond their borders for human resources. out these organizations are generally far bet-
Forecasts are unsettling: About 75 million U.S. baby- ter able to attract, develop, and retain talent in their
boomers are nearing retirement and there are only 30 area of specialization than their customers. “In fact,”
million Gen-Xers that can replace them, according to says Joe Marciano, president and CEO of Océ Business
the Bureau of Labor Statistics. In Europe the situation Services, the New York-based document process man-
is also precarious: The working-age population will fall agement specialist, “clients today are rethinking out-
by 48 million, or 16%, while the elderly population will sourcing as a means to accelerate transformation and
rise 77% through 2050, according to forecasts from the gain competitive advantage, and that means using out-
International Monetary Fund. sourcing to gain access to the best people to provide
Despite that gloomy prognosis, some Western non-core competencies such as document services.”
European nations, like Germany, are in an even worse In Océ Business Services’ case, that means having
situation; in that country the workers in this key age its specialists work with public and private organiza-
group are projected to decline by 20% during this pe- tions of all sizes to help them effectively manage their
riod. So, unless U.S. companies begin to aggressively business processes through enhanced document man-
ﬁgure out how to attract talent globally—on their own agement. The life cycle of a document begins with its
and through outsourcing—they run a real risk of losing creation, then evolves through distribution, printing,
their competitive edge. access, and archiving, and ends with its disposal. It’s
Chris Campbell, a principal of Booz Allen Hamil- about technology—but even more importantly, it’s
ton who advises corporate clients about globalization about people who can ﬁnd innovative ways of using it.
strategies, also notes that companies are ﬁnding this To make sure its staff is the best at what they do, Océ
approach beneﬁcial when servicing their customers has a consistent commitment to ongoing employee
around the world. As he explains, it helps them be training and education at all levels of the organiza-
more reactive and ﬂexible, and boosts efﬁciency. And tion. Classroom instruction, on-the-job training, and
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translated into millions of dollars of savings for the
bank in reduced production, distribution, and post-
What Lies Ahead age costs. “Océ is not simply an outsourcing vendor,
they’re another arm of the bank—constantly using its
EMCOR’s Chairman even in the outsourcing talented people and process knowledge to ﬁnd ways to
and CEO Frank T. business eight years improve our operations.”
MacInnis gives his ago. But today, it’s a “Most importantly,” notes Marciano, “our focus on
perspective on the $1 billion business for document process management enables us to attract
outsourcing market- us, representing 20% the best people, because we can offer them a career
place and its future of our total opera- path not available in most corporations.” In fact, most
prospects. tions, and it’s growing site managers—67%, to be exact—placed at client lo-
at 22% annually. Half cations have been promoted from within. “This invest-
How would you de- of EMCOR’s 2006 in- ment in our people, combined with operational excel-
scribe the state of come was from its lence, providing innovative customer support tools, and
outsourcing today? outsourcing business. constantly expanding our services to meet customer
MacInnis: Outsourc- We will continue to in- needs, is core to how we create value,” says Marciano.
ing continues to be a vest in that business British Airways’ relationship with EMCOR—which has
growth industry, out- in a number of ways, managed everything from the airline’s energy systems,
pacing most of the rest both domestically and to security, to its industrial buildings, corporate ofﬁces,
of the economy. One internationally. call centers, and hangars for 14 years—is another ex-
reason is that busi- ample of companies using outsourcing to gain access to
Do you think U.S.
nesses are having a the right talent and know-how. Overall, there has been
harder and harder time a signiﬁcant annual savings. But savings is actually the
winning the war
employing specialized last thing BA considers when contemplating outsourcing.
people for many parts “We consider EMCOR our strategic partner,” says Bryan
MacInnis: Many com-
of their operations. Mitchell, manager of BA’s global facilities operations at
They really need these panies are just getting its Heathrow Airport headquarters. That is why in March
specialists, but for op- into the battle, so it’s it extended its contract for three years to include over 8.6
timum budgeting pur- probably too early to million square feet of facilities at the airport (including
poses, only want to pay say. At EMCOR, we try the new Terminal 5), and at its headquarters in London.
for them for the spe- hard to identify new As he explains, “We describe ourselves as an intelligent
ciﬁc number of hours sources of talent—such client. We manage the contract and EMCOR adds real
required. as women and minori- value. EMCOR is with us for the long haul.”
ties. We are also looking
Leveraging the Workforce
EMCOR is in a num- for ways to retain tal-
ber of businesses. ented, seasoned work- s the outsourcing industry matures, companies
Just how important ers. There is no doubt are realizing that service providers are strategic
is outsourcing to the industry has partners that aim not to replace an organiza-
the company? a tremendous talent tion’s in-house staff, but augment it. This allows corpo-
MacInnis: We weren’t challenge ahead of us. rations to focus their attention on the most valuable ac-
tivities and not burden Grade-A players with back-ofﬁce
tasks. Gary Rappeport, CEO of Northbrook, Ill.-based
Donlen Corp., clearly sees this trend in his industry,
more than 1,500 online courses are woven together vehicle ﬂeet management. There was a time when cus-
into a comprehensive staff education program—rang- tomers only saw companies like his as providers of leas-
ing from specialized print technologies to how to apply ing or ﬁnancing for the cars, trucks, and other vehicles
quality improvement methodologies like Six Sigma. used in their operations. “Today companies use us for
PNC Financial Services Group can attest to the ef- all aspects of ﬂeet administration—everything from ac-
ﬁciency of Océ’s approach. The nation’s twelfth-largest quiring and maintaining their vehicles to being the ﬁrst
bank has been an Océ Business Services client for nine point of contact for their drivers,” he says. This frees
years, relying on its print and mail expertise to help it their internal ﬂeet departments to become business
handle 65 million pieces of customer correspondence managers, linking their ﬂeet operations to company
per year. According to Doug Lippert, vice president for strategy and goals.
operations, PNC’s relationship with Océ has directly In addition, outsourcing partners can provide access
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to proprietary know-how. Donlen, for example, offers forms, mortgage applications, bills, and statements,
clients access to its unique online ﬂeet management that are tied right to a company’s bottom line.
software, FleetWeb. The business intelligence applica- At the same time, the convergence of technology
tion lets users stay in control of their ﬂeet’s operationsand globalization is leading companies like PBMS
and analyze cost-effectiveness by monitoring many in- to search the world for solutions and talent to meet
dustry variables including fuel and maintenance costs. changing customer needs. Even with “physical” mail,
According to Rappeport, the technology has helped much of the work is now done using digital technol-
many customers make more-informed decisions about ogy, Six Sigma processes, and an on-site/off-site man-
their ﬂeets and reduce costs. Often they are surprised agement strategy. A case in point: Through its global
to learn that replacing a ﬂeet of vehicles makes sense partner network, PBMS now handles imaging and re-
earlier in the vehicles’ life than expected. cords-management operations for many of its clients
at locations all around the world, offering them lower
Champions of Innovation costs and 24-hour-a-day processing capabilities.
ometimes outsourcing partners can help speed “The real payoff for companies,” says Joe Hogan,
up innovation. Their expertise can help corporate vice president of Global Outsourcing Solutions for Uni-
clients redesign business functions so they be- sys based in Blue Bell, Pa., “is when great technology,
come more efﬁcient and leapfrog competitors. talent, and know-how come together to create
That was the experience of a major auto- tremendous expertise in an industry seg-
mobile manufacturer who began out- ment.” As an example, he cites the ver-
sourcing about two years ago with tical process knowledge that Unisys
Pitney Bowes Management Ser- has gained by processing, on be-
We are now
vices (PBMS), a wholly-owned half of its customers, more than
seeing the market
subsidiary of Pitney Bowes Inc., $10 billion of residential mort-
that designs and manages cus- gage loans in Australia and 70%
evolve into global
tomized print, mail, and docu- of the paper checks in Britain.
centers of excellence,
ment management solutions. “It gives our people a level
Within the ﬁrst few weeks, of understanding—not only
PBMS helped streamline the about the process itself, but
outsource services in
automaker’s entire process for about the tools and technolo-
countries that have
producing marketing packages gies needed to make it work—
distributed directly to consum- that few others possess.”
untapped talent in
ers. Where once it was a matter For Unisys, all of these forces
those niches .
of pulling together and mailing converged when it launched its
a folder of preprinted brochures 3D Visible Enterprise in 2003, a pro-
stored in a warehouse, prospects now prietary approach to align IT to busi-
receive totally personalized packages— ness goals with a comprehensive set of
right down to the model and color of the au- modeling tools and methods. The resulting
tomobile they expressed interest in—printed in real “blueprints” can be used to identify business pro-
time using the latest digital variable print technology. cess and IT infrastructure that can be effectively out-
The result: More prospects are becoming customers. sourced. Hogan says clients are amazed at what they
According to Vincent De Palma, executive vice uncover, and the model helps them work with Unisys
president and president, PBMS, “It really takes a com- to tailor an outsourcing program.
bination of new technologies, new management tech- So how will the outsourcing industry shake out in
niques, and talented people to produce results like the months and years ahead? It will likely continue to
this.” Pitney Bowes, the mail and document manage- morph into a transnational business spread across
ment-industry giant based in Stamford, Conn., is prob- continents, transcending cultural and political barri-
ably less well-known for its ability to manage a client’s ers. For companies, the challenge will be managing
entire “mailstream.” This includes all aspects of in- their extended far-ﬂung operations and workforce.
bound and outbound document design, production, Hogan sums it up best: “In this environment only the
processing, and distribution.“ There’s actually been a best-of-breed will ﬂourish.” Brainpower will be the
dramatic shift over the past decade in the very nature great equalizer.
of corporate mail,” points out De Palma. The focus has
About the Author: Michael F. Corbett is chairman of the
gone from correspondence mail to inbound transac-
tional and direct mail, including items such as claim International Association of Outsourcing Professionals.
Special Advertising Feature
100THE 2007 GLOBAL OUTSOURCING
hen the International Association of and the depth of its expertise. Capgemini follows its
Outsourcing Professionals (IAOP) lead: It is up three notches from last year, due to its
unveiled the ﬁrst ranking of the exceptional ability to ﬁnd innovation solutions for cus-
world’s top outsourcing companies tomers. Hot on its heels are Hewlett-Packard, France’s
last year, the listing was an over- Sodexho Alliance, and Accenture.
night sensation. In just a few weeks it became one of Another interesting twist is the fact that a trio of In-
the most talked-about outsourcing topics on the web, dian companies are among the top ten Leaders: Wipro,
generating thousands of page views on Google alone. Infosys, and Tech Mahindra. Just as impressive is the
That’s not surprising: The Global Outsourcing 100 is an fact that, for the ﬁrst time ever, a Chinese company,
important benchmark that helps executives gauge the Neusoft, cracked the top 25. Established in 1991, the
strengths of industry providers. Shenyang-based software services company
Companies are ranked according to now has 10,000 employees and 40 loca-
18 criteria, including revenue, growth, tions worldwide.
number of employees, the skills and Newcomers on the Global Out-
training of their workforce, number sourcing 100 are companies target-
of technical and business certiﬁca- ing various niches—from human
tions they have secured (such as resource management to engi-
have a high level
ISO 9001), the track record of the neering and design services—re-
of productivity .
management team, and quality of ﬂecting the fact that the industry
customer service. has evolved into areas far beyond
Since the industry is composed contract manufacturing, informa-
per employee is
of two types of players—larger, tion technology, and back-ofﬁce
well-established organizations operations. Examples include Océ
(Leaders), and smaller, fast-growing Business Services and Pitney Bowes,
companies (Rising Stars) that have an- which specialize in document manage-
nual revenues of less than $60 million— ment, and Infotech Enterprises, an Indian
the IAOP created two separate lists. engineering design company.
A snapshot of the industry, the list reveals As you might expect, six of last year’s Ris-
underlying trends in the marketplace. Revenue among ing Stars—ExlService, HiSoft, KPIT Cummins, Concur
this elite group grew by 19% in 2006, topping over $170 Technologies, EPAM Systems, and MindTree Con-
billion. On average, companies on the list had $1 bil- sulting—all made the leap to this year’s Leaders list.
lion in annual sales, and a very high level of productiv- Other up-and-comers that didn’t quite make this year’s
ity: revenue per employee was a staggering $83,000. list but are experiencing a business surge are: Mera
Employment growth was up, as well, rising 13% over Networks, Itransition, Vsource Asia, Apollo Health
the prior year to an average workforce of 13,688. Street, TechTeam Akela, Ci&T Software, Hundsun,
IBM topped this year’s Leaders list for the second OB10, Frontline Outsourcing, and SlashSupport. All
year in a row. The $96 billion technology giant leads proof that the outsourcing industry’s unbridled growth
this illustrious group because of its continued growth shows no sign of slowing down.
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IAOP GLOBAL OUTSOURCING LEADERS
Scoring was based on reviewed applications with some additional fact-checking. Leaders and Rising Stars were judged separately. Final ranking was based on a
weighted average of all four distinguishing characteristics: size and growth rate; customer references; documented competencies; and management capabilities.
COMPANY WEBSITE STRENGTH SERVICES
1 www.ibm.com Size & Growth CRM; HR Mgmt.; IT & Comm. Mgmt.
2 www.capgemini.com Customer Testimonials CRM; IT & Comm. Mgmt.; Financial Mgmt.
3 www.hp.com/go/outsourcing Executive Leadership IT & Comm. Mgmt.; Financial Mgmt.; Printing Svcs.
4 www.sodexho.com No. of Locations/Centers Real Estate & Asset Mgmt.; Facility Svcs.; Service Vouchers & Cards
5 www.accenture.com Balanced Performance HR Mgmt.; IT & Comm. Mgmt.; Financial Mgmt.
6 www.wipro.com Balanced Performance Product Engineering Solutions; IT & Comm. Mgmt.; Transaction Proc.
7 www.infosys.com Customer Testimonials IT & Comm. Mgmt.; Transaction Proc.; IT & Strategic Consulting
8 www.genpact.com Executive Leadership IT & Comm. Mgmt.; Financial Mgmt.; Transaction Proc.
9 www.techmahindra.com Employee Management CRM; IT & Comm. Mgmt.; Security & Digital Rights Mgmt.
10 www.cambridgeworldwide.com Executive Leadership IT & Comm. Mgmt.; Financial Mgmt.; Transaction Proc.
11 www.mastek.com Methodology/Innovation IT & Comm. Mgmt.; BPO
12 www.cgi.com No. of Locations/Centers HR Mgmt.; IT & Comm. Mgmt.; Transaction Proc.
13 www.xchanging.com Size & Growth HR Mgmt.; Corporate Svcs.; Transaction Proc.
14 www.eds.com Methodology/Innovation CRM; IT & Comm. Mgmt.; Transaction Proc.
15 www.hclbpo.com Methodology/Innovation CRM; Financial Mgmt.; Transaction Proc.
16 www.aramark.com No. of Locations/Centers Facility Svcs.; Food & Facilities Mgmt. Svcs.
17 www.acs-inc.com No. of Locations/Centers IT & Comm. Mgmt.; Administrative Svcs.; Transaction Proc.
18 www.teletech.com Balanced Performance Sales; CRM; IT & Comm. Mgmt.
19 www.colliers.com Global Presence Real Estate & Asset Mgmt.
Cognizant Technology Solutions
20 www.cognizant.com Size & Growth IT & Comm. Mgmt.; Financial Mgmt.; Transaction Proc.
21 www.unisys.com Balanced Performance IT & Comm. Mgmt.; Corporate Svcs.; Transaction Proc.
22 www.emcorgroup.com No. of Locations/Centers Real Estate & Asset Mgmt.; Facility Svcs.; IT & Comm. Mgmt.
23 www.clientlogic.com No. of Locations/Centers Sales; CRM; Transaction Proc.
24 www.lason.com Balanced Performance Financial Mgmt.; Transaction Proc.; Document Mgmt.
25 www.neusoft.com Employee Management IT & Comm. Mgmt.
Tata Consultancy Svcs.
26 www.tcs.com Size & Growth IT & Comm. Mgmt.; Financial Mgmt.; Transaction Proc.
27 www.excelleratehro.com Employee Management HR Mgmt.; Administrative Svcs.; Transaction Proc.
Advanced Technology Svcs.
28 www.advancedtech.com Balanced Performance Production Equip. Maintenance; IT & Comm. Mgmt.; Facility Svcs.
29 www.zensar.com Balanced Performance HR Mgmt.; IT & Comm. Mgmt.; Transaction Proc.
30 www.amdocs.com Global Presence CRM; IT & Comm. Mgmt.
31 www.exlservice.com Employee Management CRM; Financial Mgmt.; Transaction Proc.
32 www.spi-bpo.com Size & Growth CRM; Document Mgmt.; Administrative Svcs.
33 www.patni.com Balanced Performance IT & Comm. Mgmt.; Transaction Proc.; IT Svcs. & Solutions
34 www.hisoft.com Size & Growth IT & Comm. Mgmt.; Transaction Proc.
Cushman & Wakefield
35 www.cushwake.com Global Presence Real Estate & Asset Mgmt.; Facility Svcs.; Financial Mgmt.
Sutherland Global Svcs.
36 www.suth.com Employee Management CRM; IT & Comm. Mgmt.; Transaction Proc.
37 www.convergys.com Customer Testimonials CRM; HR Mgmt.
38 www.kpitcummins.com Customer Testimonials IT & Comm. Mgmt.; Financial Mgmt.
39 www.wnsgs.com Size & Growth CRM; Financial Mgmt.; Transaction Proc.
40 www.johnsoncontrols.com No. of Locations/Centers CRM; Real Estate & Asset Mgmt.; Facility Svcs.
41 www.ncs.com.sg Executive Leadership IT & Comm. Mgmt.; Financial Mgmt.; Corporate Svcs.
42 www.247customer.com Employee Management Sales; CRM; Transaction Proc.
43 www.perotsystems.com Balanced Performance IT & Comm. Mgmt.; Transaction Proc.
44 www.cartus.com Methodology/Innovation HR Mgmt.
45 www.stream.com Methodology/Innovation CRM
46 www.concur.com Size & Growth Financial Mgmt.
47 www.mphasis.com Executive Leadership CRM; IT & Comm. Mgmt.; Transaction Proc.
48 www.vertex.co.uk Balanced Performance Sales; CRM; HR Mgmt.
49 www.hexaware.com Methodology/Innovation HR Mgmt.; IT & Comm. Mgmt.; Transaction Proc.
50 www.headstrong.com Balanced Performance IT & Comm. Mgmt.; Transaction Proc.
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COMPANY WEBSITE STRENGTH SERVICES
51 www.cbre.com Global Presence Real Estate & Asset Mgmt.; Facility Svcs.
52 www.satyam.com Recognition/Certification IT & Comm. Mgmt.; Logistics
Comprehensive Health Services
53 www.chsmedical.com Balanced Performance HR Mgmt.
54 www.myceridian.com No. of Locations/Centers HR Mgmt.
55 www.epam.com Size & Growth IT & Comm. Mgmt.
Source 1 HTMT
56 www.source1htmt.com Size & Growth CRM; Transaction Proc.
Océ Business Services
57 www.oceusa.com/obs Employee Management Document Mgmt.; Facility Svcs.; Administrative Svcs.
58 www.sitel.com No. of Locations/Centers Sales; CRM; Transaction Proc.
59 www.csc.com Recognition/Certification CRM; IT & Comm. Mgmt.; Transaction Proc.
60 www.inspur.com Size & Growth IT & Comm. Mgmt.
Polaris Software Lab
61 www.polaris.co.in Recognition/Certification Product R&D, Manufacturing; IT & Comm. Mgmt.; Transaction Proc.
62 www.syntelinc.com Methodology/Innovation IT & Comm. Mgmt.; Transaction Proc.
63 www.donlen.com Size & Growth Fleet Mgmt.; CRM; Financial Mgmt.
64 www.diebold.com Global Presence CRM; IT & Comm. Mgmt.; Transaction Proc.
65 www.adp.com Balanced Performance HR Mgmt.; Financial Mgmt.; Transaction Proc.
66 www.eclipsys.com Balanced Performance IT & Comm. Mgmt.
Jones Lang LaSalle
67 www.joneslanglasalle.com Global Presence Real Estate & Asset Mgmt.; Facility Svcs.; Corporate Svcs.
68 www.mindtree.com Size & Growth Product R&D, Manufacturing; IT & Comm. Mgmt.
69 www.equinoxco.com Recognition/Certification CRM; Financial Mgmt.; Transaction Proc.
70 www.pb.com Balanced Performance Document Mgmt.; Facility Svcs.; Logistics
71 www.seic.com Employee Management Financial Mgmt.; Transaction Proc.; Investment Mgmt.
72 www.snclavalinprofac.com No. of Locations/Centers Real Estate & Asset Mgmt.; Facility Svcs.
73 www.officetiger.com Size & Growth Document Mgmt.; Financial Mgmt.; Transaction Proc.
74 www.itcinfotech.com Recognition/Certification CRM; IT & Comm. Mgmt.
Integrated Process Technologies
75 www.goIPT.com Balanced Performance Financial Mgmt.; Facility Svcs.; Transaction Proc.
IAOP GLOBAL OUTSOURCING RISING STARS
COMPANY WEBSITE STRENGTH SERVICES
76 Summit HR Worldwide, Inc. www.summithrww.com Methodology/Innovation HR Mgmt.
77 Ajuba International www.ajubanet.net Size & Growth Financial Mgmt.; Administrative Svcs.; Transaction Proc.
78 ReSource Pro www.resourcepro.com Balanced Performance Financial Mgmt.; Administrative Svcs.; Transaction Proc.
79 Cross-Tab Marketing Svcs. www.cross-tab.com Balanced Performance Market Research & Analytics
80 Luxoft www.luxoft.com Customer Testimonials Product Engineering; IT & Comm. Mgmt.
81 Outsource Partners International www.opiglobal.com Customer Testimonials Document Mgmt.; Financial Mgmt.; Business Valuation, Intelligence
82 IST Management Svcs. www.istmanagement.com Executive Leadership Document Mgmt.; Facility Svcs.; Administrative Svcs.
83 vCustomer www.vcustomer.com Employee Management CRM; IT & Comm. Mgmt.; Transaction Proc.
84 Emerio www.emeriocorp.com No. of Locations/Centers HR Mgmt.; IT & Comm. Mgmt.; Transaction Proc.
85 Bleum www.bleum.com Recognition/Certification IT & Comm. Mgmt.; Information Security Mgmt. Systems
86 I.T. UNITED www.ituc.com Balanced Performance IT & Comm. Mgmt.; Marketing
87 Datrose www.datrose.com Methodology/Innovation HR Mgmt.; Document Mgmt.; Financial Mgmt.
88 Indecomm Global Svcs. www.indecommglobal.com Executive Leadership IT & Comm. Mgmt.; Document Mgmt.; Transaction Proc.
89 Objectiva Software Solutions www.objectivasoftware.com Methodology/Innovation IT & Comm. Mgmt.; Document Mgmt.
90 Intetics Co. www.intetics.com Methodology/Innovation IT & Comm. Mgmt.; Offshore HR
91 Maxil Technology www.maxiltechnology.com Balanced Performance IT & Comm. Mgmt.; Financial Mgmt.; Knowledge Process Mgmt.
92 DataArt www.dataart.com Employee Management IT & Comm. Mgmt.
93 Infotech www.infotechsw.com Customer Testimonials Design Engineering; IT & Comm. Mgmt.; GIS & Engineering
94 QuEST www.quest-global.com Executive Leadership Product R&D, Manufacturing; Engineering Svcs.; Outsourcing
95 StarSoft Development Labs www.starsoftlabs.com Employee Management IT & Comm. Mgmt.
96 Worksoft www.worksoft.com.cn Balanced Performance IT & Comm. Mgmt.
97 Cybage www.cybage.com Employee Management IT & Comm. Mgmt.
98 Smart Sourcing www.smart-sourcing.com Methodology/Innovation Product R&D, Manufacturing; Logistics; CRM
99 Sento www.sento.com Methodology/Innovation CRM; IT & Comm. Mgmt.; Transaction Proc.
100 Achievo Corporation www.achievo.com Employee Management IT & Comm. Mgmt.; Billing & CRM