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Global Networking and Offshoring HCL - Operations strategy
1. Global Networking
and Offshoring -HCL
ANKUR VERMA – 40707006
ABHINAV PARMAR – 400887001
JASDEEP BEDI – 40707014
AMIT KALANIYA – 40707004
2. What is Global Networking for IT sector ??
An international networking methods that spans all
departments, offices, and subsidiaries of the corporation. Global
networks bring their own set of problems, including those of
different time zones, languages, established standards, and PTT
(Postal Telephone and Telegraph) companies.
What is offshoring with respect to IT sector?
Offshoring is a natural extension of global sourcing. It refers to
the relocation of a business process or entire manufacturing
facility to a foreign country.
3. Why to go for offshoring
MNEs are particularly active in shifting production facilities
or business processes to foreign countries to enhance their
competitive advantages.
Offshoring is especially common in the service
sector, including banking, software code writing, legal
services, and customer-service activities.
4. HCL Enterprise
Evolution And The Journey
Leading global IT enterprise comprising two companies in India :
o HCL Technologies &
o HCL Infosystems.
Founded in 1976.
A global transformational enterprise.
Its range of offerings includes :
product engineering, custom & package applications, BPO, IT infrastructure
services, IT hardware, systems integration, and distribution of information and
communications technology (ICT) products.
80,000 professionals of diverse nationalities, who operate from 31
countries.
7. OFFSHORING BY HCL
HCL Technologies Ltd on June 1, 2002 announced a 100% acquisition of Gulf
Computers Inc, USA.
- HCL Technologies Ltd announced the formation of a strategic technology joint
venture with Jones Apparel Group, Inc. Jones Apparel Group, Inc. a Fortune 500
Company,
-HCL Technologies Ltd announced on August 16, 2002 that it has entered into a joint
venture with m.a. partners - a management consulting firm - to address software
services opportunities in Global Finance Markets, especially in the areas of
Investment Banking, Asset Management and Private Banking.
-HCL Tech, leading global IT services company, on August 19, 2002 announced a
strategic alliance with Sento Corporation, a US based customer contact solutions
Company.
8. The 2005 Offshore Location Attractiveness Index by A.T.
Kearney
• Identifies 9 emerging markets in its list of the 10 most attractive
offshoring suppliers:
India, China, Malaysia, Philippines, Singapore, Thailand, Czech
Republic, Chile, Canada, and Brazil.
• In addition to Canada, the other advanced economy in the top 20
destinations is the U.S. (11th).
• The index emphasizes various criteria:
– Country’s financial structure (compensation costs, infrastructure
costs, tax and regulatory costs);
– Availability and skills of people (cumulative business-process
experience and skills, labor force availability, education and
language, and worker attrition); and
– Nature of the business environment (the country’s political and
economic environment, physical infrastructure, cultural
adaptability, and security of intellectual property).
International Business: Strategy,
8
Management, and the New Realities
9.
10. MOST FUNCTIONS CAN BE OUTSOURCED AND OFFSHORED TODAY
Offshoring
Wealth management, life Institutional, Investment &
Scoping Retail Banking
and general insurance business banking
matrix
IT, Infrastructure Core banking systems Life policy systems maintenance and Loan accounting and equity / Fixed
and administration application development Income trading systems
support (ITO)
Application development and maintenance
Remote infrastructure management
Package implementation and support
Database administration, data mining and warehousing solutions
Middleware development and support
Product based Mortgage and personal loan origination, Insurance claims administration and Project finance documentation
transaction processing and servicing collections payment Support FX, currency ops and derivatives
processing and eDisputes processing Policy underwriting settlement
Credit card processing Insurance agency management Trade finance and LCs – advice and
customer contact
Consumer finance Fraud detection settlement
centres (BPO)
Cash management / Fund transfers and Recoveries Corporate finance
reconciliations Trial balance analysis Risk management
Brokerage operations Securities processing
Commissions administration Custody operations and trade
Inbound/outbound contact center
Customer query handling
Data entry, indexing and content management
Customer background verification and finalization
Loyalty retention (customer care program)
Customer statement and other periodic reporting
Regulatory requirements/mandate related support and administration
Payment processing
Analytics Mortgage and personal loans Fund performance analysis Equity research and M&A analytics
Outsourcing Portfolio pricing Reporting and accounting support (valuation and related financial
activities (KPO) Data warehousing Actuarial support modeling)
Data-mining Product pricing including Dynamic Credit proposal analysis, preparation and
Marketing analytics Financial Analysis (DFA) models documentation, portfolio analytics
Financial model validations Library services
Source: KPMG, Knowledge Process Outsourcing, February 2008
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16. HCL Technologies, another large Indian outsourcer, reported on Wednesday revenue of
$915 million, up 33.5 percent from the same quarter last year. The company said that
net profit had reached $103 million, up 35 percent from the same quarter last year.
19. Risks in Global Sourcing
• Less-than-expected cost savings.
• Environmental factors.
• Weak legal environment.
•Inadequate or low-skilled workers
•Risk of creating competitors.
19
20. Strategies for Minimizing Risk
in Global Sourcing
1. The focal firm needs to invest in supplier development and
collaboration.
2. Firms ought to go offshore for the right reasons.
3. Need to get employees on board.
4. Choose countries and suppliers carefully.
5. Choose between a captive operation and a contract with
outside specialists carefully.
International Business: Strategy,
20
Management, and the New Realities
. Less-than-expected cost savings. Conflicts and misunderstandings arise because of differences in the national and organizational cultures between the focal firm and foreign supplier. Such factors give rise to cost-savings that are less than originally anticipated. 2. Environmental factors. Numerous environmental challenges confront focal firms including: exchange rate fluctuations, labor strikes, adverse macro-economic events, high tariffs and other trade barriers, and high energy and transportation costs. 3. Weak legal environment. Many popular locations for global outsourcing have weak laws and enforcement regarding intellectual property, which can lead to erosion of key strategic assets.4. Risk of creating competitors. As the focal firm shares its intellectual property and business-process knowledge with foreign suppliers, it also runs the risk of creating future rivals (e.g., Schwinn). 5. Inadequate or low-skilled workers. Some foreign suppliers may be staffed by employees who lack appropriate knowledge about the tasks with which they are charged. Other suppliers suffer rapid turnover of skilled employees.
The focal firm needs to invest in supplier development and collaboration.Firms ought to go offshore for the right reasons.The best rationale is strategic.Cost-cutting is often a distraction from more beneficial, long-term goals such as enhancing the quality of offerings, improving overall productivity, and freeing up knowledge workers and other core resources that can be redeployed to improve long-term performance. Need to get employees on board. Global sourcingtends to invite opposition from employees and other organizational stakeholders. Disaffected middle managers can undermine projects. Poorly planned sourcing projects can create unnecessary tension and harm employee morale. 3. Choose between a captive operation and a contract with outside specialists carefully. They should be vigilant about striking the right balance between the organizational activities that it retains inside the firm, and those that are sourced from outside. 4. Choose countries and suppliers carefully. A common reason for global sourcing failure is that both buyers and suppliers tend not to spend enough time upfront to get to know each other well. They rush into a deal before clarifying partner expectations, which can give rise to misunderstandings and inferior results