1. Master in Business Administration (MBA) Program
Course Name: Global Outsourcing
Course Code: MBA 839
Course Credit: 3
Course Owner: Ramarcha Kumar, Ph. D
Name of Faculty Members to Teach this Course
(To be mentioned after final course allocation)
Galgotias University
School of Business

2. Course Background and Learning Objectives:
Outsourcing has emerged as a major business practice for many big corporations around
the world. There are several reasons behind this apart from the cost effectiveness due to
low wage rate in many developing countries. It is really important to understand why
outsourcing is done in certain ways and not in all other possible manners. This course is
designed in order to provide a proper understanding of outsourcing including the different
types and levels of outsourcing with cost benefit analysis. The problems and challenges
in outsourcing at different stages and starting your own outsourcing business are also an
important part of this course.
The learning goals and objectives of this course for students to pursue management
education are:
1. To acquaint students with the factors which can affect the business decision
making in regard to outsourcing and to identify the stakeholders and analyze their
behaviour. [Sub-goals: 1.2, 1.5, 2.2 and 3.3]
2. To assist students in developing their creativity and innovative thinking to make
good decisions in a complex global environment by correctly identifying
problems and opportunities, analyzing alternatives properly, and making the best
choices in a given condition. [Sub-goals: 2.1, 2.2, 2.3, 3.2 and 4.1]
3. To critically analyse situations for forward thinking through innovation. [Sub-
goal: 3.1]
Pedagogy:
The pedagogy will be a combination of class lectures (theory and solving problems),
experience sharing, real life examples, caselet discussions, and projects/assignments.
Every concept or terminology will be explained from the basic with its definition and
impact on the real world with some suitable examples so that students from any
background are able to comprehend it easily. In addition to the text and reference books,
additional readings and cases will be distributed in the class from time to time. Students
are also expected to read and identify the problems in understanding the concepts and
their application in the real world situation before the start of each session. This will help
to develop creativity and innovative thinking in students to manage multi-stakeholder

3. relationships.
Course Strategy and Requirements:
Every field of study has its own language and its own way of thinking. To get the
conceptual clarity and to think the application of concepts for business managers you
should follow the following strategies.
(i) Read and identify the problems in understanding the concepts before the
start of each session. If you are unable to get the conceptual clarity after
the end of the session, immediately ask questions in the class (if time
permits), or after the class (preferably same day).
(ii) Try to read at least one business newspaper daily and identify the terms
which are not clear to you.
(iii) Follow the business practices of some big corporations in regard to
outsourcing and try to understand the reasons behind their decisions.
(iv) Any difficulty in understanding economic concepts while studying
business newspapers and listening to business news channels, clarify your
doubts by asking friends, or the teacher.
(v) While studying other courses like Strategic Management, International
Business Law try to relate and use various concepts which you have
learned from this course.
(vi) Class participation is very much useful for better understanding of the
concepts. This will be appreciated and rewarded if you add value to the
class through your questions, statement, and comments. It is the quality of
these that is more important than the quantity.
(vii) Moreover, there will be assignments/projects assigned to all of you either
individually or in group. Late submission of assignments/projects will not
be accepted.
Assessment of Learning Goals and Objectives:
Components of evaluation are very crucial pertaining to assessing the learning goals and
objectives of the course. Keeping in mind students’ heterogeneous background, and

4. strategies specified above, the following components of evaluation have been designed to
assess the learning goals and objectives. Quizzes will evaluate the conceptual clarity of
each student most frequently. Case studies discussion, project report presentation and
semester end examination will assess the learning goals 1, 2 and 3 as mentioned above.
Learning Goals and Objectives*
Assessment Components and Marks 1 2 3
Quiz/ Case Studies/ Project Report
Presentation (20 Marks)
√ √ √
CAT-1 & CAT-2 (30 Marks) √ √ √
Semester End Examination (50 Marks) √ √ √
* For details of 1, 2, 3 learning goals and objectives, see above of this course outline.
Quiz/ Case Studies/ Project Report Presentation
This is an individual assessment component of evaluation consisting of conceptual,
theoretical and numerical multiple choice questions. There will be at least 3 quizzes and
best 2 will be taken into consideration for final grade of students. Similarly, case studies
discussion and project report presentation might also be considered as the components of
evaluation to assess students’ performance in a group. Through case studies and project
report presentation students are expected to apply economic concepts and business
models in a decision-making setting to achieve the objectives of the firm, i.e. profit
maximization. Through these components students will also develop their creative and
innovative thinking by taking critical investment decisions into consideration.
Continuous Assessment Test 1 & 2 (CAT-1 & CAT-2)
This component of evaluation is to assess the performance of students after the
completion of 15 lectures and 30 lectures respectively. This is to monitor students’
performance continuously and make them aware about their mistakes and wrong
understanding of the concepts.
Semester End Examination (SEE)
Semester End Examination is to assess students individually by keeping the overall
learning goals and objectives in mind. The questions are mostly analytical and situational.
RECOMMENDED TEXT BOOK AUTHOR & PUBLICATION
Black Book of Outsourcing Wilson, Brown, Wiley India

5. SUPPLEMENTARYREADINGS
Global outsourcing and offshoring Kumar, Kundu, Contractor, Pedersen : Cambridge
University Press
Handbook of global outsourcing and
offshoring
Willcocks, Oshri, Kotlarsky: Palgrave Macmillan
Global services outsourcing Ronan Mcivor: Cambridge university press
Global business process outsourcing:
Concepts and practices
T.P. Rajmanohar: ICFAI
Course Outline (session-wise):
Session Topics to be discussed Readings
Module I: Overview of outsourcing process
This module discusses the meaning, level and phases of outsourcing and the reason behind the emergence
of outsourcing as a major business practice.
1 Introduction, What is different about outsourcing Text Book, Introduction
2 Outsourcing terminologies Text Book, Chapter 1
3 Levels of outsourcing Text Book, Chapter 1
4 Phases of outsourcing process Text Book, Chapter 1
5 Monitoring the evolving outsourcing environment Text Book, Chapter 1
6 Outsourcing vs worldwide sourcing Text Book, Chapter 1
7 Facing the challenges of outsourcing Text Book, Chapter 1
Module II: : Reasons to outsource and decision to outsource
This module covers the need for outsourcing and differences in time, culture across the globe and the best
possible decision in regard to outsourcing.
8 Identifying yourcompany’s outsourcing needs Text Book, Chapter 2
9 Identifying reasons to outsource Text Book, Chapter 2
10 Staring on the outsourcing path Text Book, Chapter 2
11 Key drivers behind outsourcing decisions Text Book, Chapter 3
12 Laying the foundation of outsourcing Text Book, Chapter 3
13 Facing geographical, cultural and time differences Text Book, Chapter 3
14 Implementing strategic sourcing,Maintaining control Text Book, Chapter 3
15 Making an informed outsourcing decision Text Book, Chapter 3
16 Case Study- The giant awakens: Sheen Software Systems
considers China for offshore IT outsourcing
Wilcocks, Oshri, Kotlarsky
Module III: Outsourcing- cost-benefit analysis and options
This module analyzes the different options available when it comes to outsourcing and cost-benefit analysis
of all the decisions.
17 Conduct the feasibility study Text Book, Chapter 4
18 Detailed analysis of requirements Text Book, Chapter 4
19 Parameters of vendorrelationship Text Book, Chapter 4
20 Measuring performance Text Book, Chapter 4
21 Cost benefit analysis Text Book, Chapter 4
22 Outsourcing options Text Book, Chapter 5
23 Emerging outsourcing opportunities Text Book, Chapter 5
24 Selecting your suppliers and vendors Text Book, Chapter 6
25 Determining all the costs Text Book, Chapter 6
26 Comparing company cultures Text Book, Chapter 6
27 Phases of outsourcing Text Book, Chapter 6
Module IV: Outsourcing- Managing and Negotiating

6. Session Topics to be discussed Readings
This module discusses how to manage your outsourcing business including implementing best practices,
renegotiation and avoiding common mistakes.
28 Managing your outsourcing vendors Text Book, Chapter 7
29 Negotiating contracts Text Book, Chapter 8
30 Implementing best practices, Establishing contract
measurements
Text Book, Chapter 8
31 Case Study- Transforming a human resource function through
outsourcing:The BAE systems
Wilcocks, Oshri, Kotlarsky
32 Renegotiating or terminating the contract Text Book, Chapter 8
33 Avoiding common outsourcing mistakes Text Book, Chapter 11
34 Knowing when to say no to outsourcing Text Book, Chapter 11
35 Covering your business back Text Book, Chapter 11
36 Strategizing for success in the new global economy Text Book, Chapter 12
Module V: Starting the outsourcing business
This module discusses the possibility of starting your own outsourcing business and some basic problems
associated with it.
37 Starting an outsourcing business Text Book, Chapter 18
38 Pricing and promotion Text Book, Chapter 18
39 Knowing your price floors, Determine your price point Text Book, Chapter 18
40 Case study- Strategic challenges facing captive centres Wilcocks, Oshri, Kotlarsky
END-TERM TEST
* The names of different group members will be announced by the APO or by the course instructor or by
the CR of the class.
Students’ Interaction Time
[Each faculty member teaching this course for one Section needs to mention 2 hours
towards students’ interaction time per week between Monday – Friday. If anyone teaches
more than one Section, accordingly he/she needs to clearly mention students’ interaction
time in the detailed course outline.]