Future of outsourcing rise of integrated & specialised service provider
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Future of outsourcing rise of integrated & specialised service provider
- 1. Connecting The Dots The Rise Of Specialized & Integrated Service Provider InterGlobe Technologies
- 2. 2 Today, companies are looking ahead, determining how to do more with less... seize opportunities... and gain competitive advantage
- 3. 3 More and more decision makers are turning to outsourcing — to help them improving efficiencies, driving value and optimizing cost
- 5. Localized Decision MakingGround Handling Multiple Outsourcing Vendors Baggage Reservation In-flight Catering Technology
- 7. Managing multiple vendors is time-consuming, complex and expensive
- 9. 7 Airlines need to work with industry specialists who understand their unique challenges, who can see the world as they doand who can help set them apart in the industry
- 10. 8 Creating A Pool Of Specialized Outsourcers Airline Check-in Sales Admin Ground Handling Baggage Reservation In-flight Catering Technology The portfolio of service providers working with an airline is often complex and creates considerable challenges to manage and optimize. Consequently airlines should look towards rationalizing the number and quality of service providers to attain financial benefits coupled with a less complex sourcing organization.
- 11. 9 Aligning Synergies Of Outsourcers Airline Admin Sales Ground Handling Check-in Reservation Baggage In-flight Catering Technology The partnered approach calls for two or more specialized and skilled service operators with different roles and responsibilities to work together to deliver the desired array of services. While they are individually accountable to the airline through their respective SLAs, they are also accountable to one another.
- 13. Baggage
- 14. Technology
- 17. Reservation
- 19. Seek alliance-friendly organizations that partner for the rest
- 22. Operating multiple processes from a single platform can reduce costs for development, maintenance and licensing
- 24. Partnered outsourcing creates measurable competitive advantage by leveraging the synergies among related business processes
- 26. Customer benefit from the consistent approach to business processes, methods and terminology that bundled outsourcing provides
- 27. Lower risks and improved operational efficiencies
- 28. A single bundled outsourcing provider can take responsibility for integrating the interfaces and touch points across processes, reducing risk and increasing performance synergies
- 31. 15 InterGlobe Enterprises InterGlobeis a leading conglomerate spanning travel, aviation and hospitality sectors with revenues ~USD 1.5 billion and a network of over 8,500 professionals with 61 offices across 44 cities globally Travel, Technology and General Aviation Services Hotels Aviation InterGlobe Technologies Integrated BPO and travel IT solutions provider for global clients InterGlobe Technology Quotient Distributor for Galileo and Worldspan GDSs in India and Srilanka InterGlobe Air Transport Largest airline management company in India InterGlobeAviation ‘IndiGo’India’s Largest & Fastest growing domestic low cost carrier InterGlobeHotels JV with Accor to build ‘Ibis’ hotels and to manage Accor brands in S. Asia InterGlobeGeneral Aviation Exclusive partnerships with Hawker Beechcraft, Sikorsky Helicopters & Dornier Sea Planes
- 35. Contract and commission management
- 36. CSAT
- 37. Corporate Sales
- 42. Agency Helpdesk
- 43. Analytics
- 45. Check-In Mgt
- 47. Baggage Handling
- 49. Seats allocation
- 51. Cargo Management
- 52. Sales and Order Management
- 55. Documentation
- 56. Ground handling
- 58. Crew Management
- 59. RAMP
- 60. Systems / Operations Mgt
- 61. Gates boarding
- 62. Accounting
- 67. Pricing / Revenue Management
- 69. Legal and Compliance Management
- 70. Taxation
- 72. AP&AR
- 73. Audit Services
- 74. General Ledger
- 75. Payroll
- 76. HR
- 78. Ticketing
- 79. Yield Management
- 80. Queue Management
- 81. Fraud Management
- 82. Customer Service
- 84. Proration
- 86. Sales Audit
- 87. RefundsOperations / Technology / Business Process Outsourcing
- 88. 17 Thank You Visit us at www.interglobetechnologies.com
Editor's Notes
- Through this webinar we would like to share our observations and thoughts on what lays ahead for airlines with respect out-tasking and 3rd party management. In the next hour we would like to discuss how companies in general and airlines in specific can benefit from dealing with a specialized consortium of vendors.
- Historically, airlines have outsourced a variety of functions ranging from checkin, to cargo handling, to information technology and even to flying itself. Many of the large carriers have done their outsourcing in a piecemeal fashion — according to the U.S. Department of Transportation, more than half of all airplane maintenance is outsourced to contract mechanics; Reservations and customer service call centers, in-flight catering, human resources administration, finance and accounting, and information technology support has been outsourced to various 3rd parties across the globe.
- As business in general and airlines in specific graduate from transaction-centric out-tasking to information-intensive outsourcing, it becomes imperative for the airlines to be able to have access to intelligent information in the right format, which can help them take business decisions. In a multiple and diversified vendor scenario the airline could be plaque with information black out. Even though each vendor may feed into the MIS from their end, lack of interoperability can lead to a total loss of comprehensible information. For Eg. Airline A had outsourced activity X to p,q,r and activity Y to s,t,u. As X and Y are interdependent, the airline wants to understand the total financial impact X can have on Y. But as the reporting received from all the vendors is not collaborative and cannot be use to derive the necessary information. How do you deploy end-to-end delivery processes across multiple providers?How do you transfer accountability and responsibility, to whom and under what circumstances? Howdo you optimize the contribution of each supplier, determine the scope of their activities and, moreproblematic still, adjust roles and scope over time?
- Airlines across the world are now focused on deploying more flexible solutions to support new customer-focused business strategies and to manage risk in a volatile economy. Deregulation and growing customer demands are driving change in the market. In an era of tight budgets, growing global competition and game-changing technologies, the ability to innovate is a make-or-break proposition. That means smart investment of time and effort into outsourcing are crucial.
- Given the benefits of larger scale & deeper relationships, airlines working with integrated service providers can increase the ability to leverage productivity benefits and strategic value. This in turn can facilitate the output based commercial strategic engagements and the ability to transfer more accountability to service providers. Carriers that have current outsourcing experience will be analyzing potential opportunities with a practiced eye, and converting viable opportunities into real savings — and bottom-line success. As carriers less experienced with outsourcing are forced to take another look at it, they will be playing catch up with their competitors.
- The differential between the annualized TCO of the 2 types of supplier portfolio ( fragmented and consolidated) represents potential benefits on a steady state basis. Given the larger scale& scope of work supplier can better optimize their sourcing through greater leverage of offshore and onsite relationship managers. The resulting reducing in supplier fees is typically the largest driver for the buyer using fewer suppliers. However the ability to realize these benefits typically depends on the extent of current engagement even within a fragmented portfolio.
- Airlines can typically realize multiple benefits beyond cost saving by integrating the service providers in their portfolio. Due the benefits of scale and deeper relationships, airlines can increase the ability to leverage productivity benefits and strategic value from the specialized suppliers. An integrated environment also allows the customer to use the vendor engagement more effectively, by reducing operational expenses as well as providing a foundation for adoption of innovation.
- One of the crucial parts of moving to a integrated outsourcing approach is managing the process. To effectively cope with these new challenges, organizations need to develop a coherent plan for the ongoing management of their supplier relationships and the services that are provided.Service providers must be able to understand how their services impact the company’s business processes and be ready to work collaboratively with other partners impacting the same area.