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1、关于商关于商业业流程外包的流程外包的presentation1Source:Gartner;Dataquest;Aberdeengroup;McKinseyanalysisSupply-sideenablersSupply-sideenablersTelecomcostsdownby90%inthelast3years;world-classreliabilityOver2.5millionlow-costtalentedworkersincountriessuchasIndiaandPhilippinesEmergenceofacrediblevendorcommunity0.00.20.4
2、0.60.81.01.21.41.61.82.0199219931994199519961997199819992000200120022003EBPOtotalrevenues-Indiaexample*$billionCONTEXT:BUSINESSPROCESSOFFSHORINGHASEXPLODEDINTHELASTFEWYEARSEncouragingtrackrecordofearlymoversDemandingU.SmarketenvironmentSuccessfultrackrecordofI/ToffshoringDemandsideforcesDemandsidefo
3、rces030918Offshoringworkshopv2“TechjobsleaveU.S.forIndia,Russia.Whostoblame?”July2003“Isyourjobnext?”February2003BUTHASALSOCREATEDGREATANXIETYINPRIMARYMARKETS“AmericanlegislatorsareaccusingIndiaofstealingjobs”June2003“Americaspain,Indiasgain”January2003“3.3millionU.S.servicejobstogooffshoreby2015”No
4、vember2002“CanAmericaLoseTheseJobsandStillProsper?”July2003U.S.House Sub-business CommitteeINTHISCONTEXT,SEVERALDOUBTSHAVEARISENABOUTTHEFUNDAMENTALLONGEVITYANDEVOLUTIONOFBPOASANINDUSTRYWilltheBPOphenomenonplateauoutinthenextfewyears?Evenifitsurvives,movingupthevaluechainwillbedifficultandwilltakesev
5、eralyears?Valuechainmoveswillbethedomainofcaptivesbecausethetrustrequiredistoohigh?DL-ZXE332(ITES,BoardPres.)(JS)-7INTHISCONTEXT,SEVERALDOUBTSHAVEARISENABOUTTHEFUNDAMENTALLONGEVITYANDEVOLUTIONOFBPOASANINDUSTRYWilltheBPOphenomenonplateauoutinthenextfewyears?Evenifitsurvives,movingupthevaluechainwillb
6、edifficultandwilltakeseveralyears?Valuechainmoveswillbethedomainofcaptivesbecausethetrustrequiredistoohigh?DL-ZXE332(ITES,BoardPres.)(JS)-70.33*EstimatebasedonhistoricalU.S.reemploymenttrendsSource:McKinseyGlobalInstitute1.OFFSHORINGACTUALLYGENERATESGREATERVALUEFORTHEGLOBALECONOMYTaxes($0.04)Revenue
7、s($0.20)Localsuppliers($0.09).deliversvaluetoIndia.0.67Costsavings($0.58)Goodssold($0.05)ProfitsfromIndianventures($0.04).bringsreturnstoU.S.1.45-1.47.andmakestheglobalpiethatmuchbigger0.45-0.47.createsnewvaluefromre-employingU.S.labor*.$1previouslyspentinU.S.,nowoffshoredtoIndia.$1.000.030.330.100.
8、090.100.01ProfitsretainedinIndiaINDIACAPTURES33CENTSFROMEACHDOLLAROFSPENDOFFSHOREDBYTHEU.S.Valueaccruedfrom$1ofU.S.spendoffshored1Dollars;2002Centralgovern-ment3Stategovern-ment4TotalvalueaccruedtoIndiaLaborSuppliers2Offshoringsector1 EstimatedusingtheIndiaoffshoredservicesindustrycase 2 Includesrev
9、enueaccruedtothesupplierindustrieslesssalestaxes,incometaxestoemployeesandcorporatetaxes3 Includesincometaxfromlaboremployedintheoffshoredservicessectorandthesupplierindustriesandcorporatetaxonthesupplierindustries4 Includessalestaxonthesupplierindustriesandrevenuefromthesaleofpowertooffshoredservic
10、eprovidersSource:McKinseyGlobalInstituteJOBSOFFSHOREDWILLBEASMALLFRACTIONOFTHESHORTAGEINELIGIBLEWORKERSNumberofworkersMillions,2000-2015Source:U.S.Census;McKinseyGlobalInstituteJobsprojectedtogooffshoreDeclineinworkingpopulationduetoagingJOBSOFFSHOREDAREAFRACTIONOFALLMASSLAYOFFS1 Bureauoflaborstatis
11、ticsdefinesmasslayoffsasjoblossactionsleadingtothedisplacementof50ormoreworkersbyagivenestablishmentduringa5-weekperiod2 Average1996-993 Average1989-20004 Average2003-13Source:NBER;BLS;Kletzer;McKinseyGlobalInstituteAverageannualmasslayoffs1MillionsAllmasslayoffs2Offshoringprojection4Trade-relatedla
12、yoffs3Economicvalueofoff-shoringrealOff-shoringcreates40-50%greatervaluefortheglobaleconomyIndiacaptures33%ofeveryoff-shoreddollarwhiletheUSretains67%andtheincremental40-50%valuecreationOff-shoredjobssmallfractionofexpectedretirements/lay-offsTHEREFORE,BUSINESSLOGICWOULDINDICATETHATBPOHERETOSTAYBUTW
13、ILLREQUIREHANDLINGCUSTOMERCONCERNSWITHCOMPASSIONNegativeemotionalimpactatthecustomerequallyrealRealpeopleandcommunitiesareeffectedRe-trainingtakestimeManufacturinghang-overstillfeltDL-ZXE332(ITES,BoardPres.)(JS)-7INTHISCONTEXT,SEVERALDOUBTSHAVEARISENABOUTTHEFUNDAMENTALLONGEVITYANDEVOLUTIONOFBPOASANI
14、NDUSTRYWilltheBPOphenomenonplateauoutinthenextfewyears?Evenifitsurvives,movingupthevaluechainwillbedifficultandwilltakeseveralyears?Valuechainmoveswillbethedomainofcaptivesbecausethetrustrequiredistoohigh?DL-ZXE332(ITES,BoardPres.)(JS)-7Completedthefirstroundofoff-shoringsuccessfullyBuiltsubstantial
15、scaleinoperationsinIndiaPenetrated1-2businessesindepthStartedcapturinglabourcostsavingsBaseA:“Accelerate,extendbreadthanddepth”IncreasebreadthanddepthofservicesStrengthenandstabilizearchitectureInsource-outsource,onshore-offshorearchitectureGlobalhubarchitectureStrategicoutsourcingB:“Re-engineer”Dri
16、vetowardsoperationalimprovementTasklevelandprocesslevelreengineeringConsolidationandaggregationoffunctionsLeveragelowcostpositiontostartofferingnewservicestocustomersandimprovecompetitivepositioninhomemarketsC:“Externalize”TakerobustplatformsexternalandcreatevalueoutofthesharedservicesutilitySpecial
17、izedservicebureauGenericthirdpartyBPOproviderD:Tackletough(butlarge)industriesD:Tackletough(butlarge)industriesFOURPOSSIBLEVALUECHAINMOVESPOSSIBLEDL-ZXE332(ITES,BoardPres.)(JS)-7Simple,standardizedactivitiesAdvancedtechnicalskillandsomejudgmentrequiredExtensivejudgmentandanalyticalskillrequiredA.MOV
18、ESUPTHEVALUECHAINALREADYHAPPENINGINTERMSOFBREADTHANDDEPTHOFPROCESSESOFF-SHOREDAXAInsuranceclaimsprocessingCitibankCheckprocessing,accountapplicationprocessing,loanprocessingbyasubsidiary(e-Serve)HSBCAccountopeningandclosing,retailloanprocessing,mortgageprocessingAmericanExpressLivebrokerageadvicefro
19、mqualifiedagentsthroughavendorinthePhilippines(eTelecare)Extensiveoffshoringofcreditcardservices(includingriskmodelingandcreditevaluation)ExtensivefinancialanalysesGECapitalBusinessSolutionsRiskmodeling,actuarialservices,underwritingCitibankCreditcardprocessing,collectioncalls,inboundandoutboundserv
20、icecentersHSBCInboundcustomerservicecenterformortgageCapitalOneInboundcustomerservicecenter,outboundtelemarketing(MSourcE)CitibankFinanceandaccountingGECapitalInsuranceclaimsprocessingOutboundtelemarketing,inboundcustomerserviceMBNAProcessingofonlineapplications(TransWorks)GECapitalPayrollaccounting
21、InvoiceandpaymentprocessingMcKinsey&CompanyResearchandknowledgemanagementforworld-wideofficesinGurgaonGECapitalRiskanalysis,strategicplanningandforecastingFinancialstatementanalysisExamplesofsector-specific(“vertical”)processesExamplesofcorporatecenter(“horizontal”)processesGEUKautoapplicationsdatae
22、ntryDL-ZXE332(ITES,BoardPres.)(JS)-7INFIs,VENDORSATPOINTOFSERVICINGTHEWHOLERANGEOFCOREBANKINGANDSUPPORTPROCESSESSource:Vendorinterviews,literaturesearches,vendorwebsites,McKinseyanalysisSampleprocessesTelesalesCustomerserviceTechnicalsupporthelpdeskE-mailsupportFaxresponsesLiveinteraction(chatroomcu
23、stomerservice)CustomerfacingVoiceNon-voiceInboundOutboundTelemarketingCollections(bucketone)Businessprocessoff-shoringservicesBenefitsadministrationPayrollprocessingRetailbanking(accountmaintenance,opening,checkprocessing)FundadministrationReferencedatamanagementClaimsprocessingDatabaseintegration&a
24、nalyticalservicesSecondaryresearchA/RandA/PmanagementReconciliationBackofficeCorebusinessSupportHR/AdminConsumerbankingWholesalebankingInsuranceResearchFinance&Acctg.IllustrativevendorsDL-ZXE332(ITES,BoardPres.)(JS)-7B.REENGINEERINGANDPROCESSIMPROVEMENTCANPROVIDEADDITIONALGAINSOF30-40%100Originalcos
25、tbaseFactorcostsavingsAdditi-onaltelecom&manag-ementcostsOff-shorelocationcostConsoli-dation,standar-dization&superiorskillsTaskreengi-neeringEcono-miesofscaleProcessreengine-eringNewcostbase60-6510-1545-558-135-73-51530-35DoesnotincludegainsfromrevenueenhancementTaskaggregationandprocesslevelimprov
26、ementTaskmigrationTasklevelimprovementFactor cost benefits(45-55%savings)Additional benefits(30-40%savings)DL-ZXE332(ITES,BoardPres.)(JS)-7Productivityandprocessre-engineeringEconomiesofscaleAggregatedchequeorderprocessingtasksandbought-incross-trainedagents,whichhassignificantlyincreasedstaffutilis
27、ationDecreasedtimetakenformonth-endclosingfrom5to2daysbymodifyingandeliminatingtasksRe-engineering(end-to-end)INFACT,OVERTIMECOMPANIESHAVECAPTUREDADDITIONALPRODUCTIVITYGAINSReduced40FTEsbydigitisingthebackliningprocessinthecontactcentreTechnologyapplicationEfficiencySource:Expertinterviews;literatur
28、esearchesReducedaveragecallcentretalktimefrom180to100secondsthroughuseofmorequalifiedagentsImprovedtotalcustomersatisfactionscorefrom85%to92%afteroffshoringcallcentreservicestoIndiaBettertalentandtrainingEfficiencyIncreasedfirsttimeresolutionratesfromUSbenchmarkof59%to74%resultinginreductioninrepeat
29、supportcallsandon-sitedispatchcallsleadingtosavingsof$2millionperannumDL-ZXE332(ITES,BoardPres.)(JS)-7C.F-1000INSTITUTIONSHAVEINCREASINGLYBEGUNTOREALISEOPPORTUNITIESFORREVENUEENHANCEMENTLivebrokerageadviceformassaffluentcustomersfromSeries7qualifiedagentsthroughvendorinthePhilippines(eTelecare)50mil
30、lion/yeargainedthroughrevenueauditsinterline,agent,andusedticketsAbilitytopriceinsurancepoliciesatsignificantlybelowcompetitionleadingto5-7%marketshareimprovementinhomemarketsResearchplatformtoservicecustomersforafeeoffercustomizedresearchforstrategiccustomersDevelopmodelingplatformtoprovidefee-base
31、danalyticalcapabilitiestoSMEfinancialservicescustomersoffercustomizedservicestolargefinancialinstitutionsOffertradefinanceservicestoSMEcustomersthatareotherwiseuneconomicaltoserveOffshoreR&D(pharma,chemicals)usingcollaborationsKnowledgeoncallservicesforcoreclientscustomizedresearchandanalyticsRevenu
32、eopportunitiescreatedthroughoffshoringPotentialideasforF-1000institutionsCustomisedresearchforglobalcustomerspotentialtocreateplatformtoserviceotherbanksDL-ZXE332(ITES,BoardPres.)(JS)-7ColumbiaBank&Trust(laterSynovus)transitionsinternalcredit-cardprocessingbusinessintothird-partycompany(1982)CB&Tsel
33、ls19%ofcompanyinIPO(1983)TSYSgrowstobecomethesecondlargestprocessorintheworldSIGNIFICANTVALUECANBECAPTUREDBYTRANSFORMINGINTERNALCAPABILITIESINTOTHIRD-PARTYBUSINESSESAmExtransitionsinternalprocessingunitintothird-partycompany(FDR)andsellsoffmajorityownershipstake(1992)FDRmergeswithlargestcompetitoran
34、dgrowstobecomegloballeaderintransactionprocessingParentNewbusinessTransition*March1,2002Sources:Hoovers;analystreports;McKinseyanalysisManagementbuyoutofMidlandBankprocessingunitfollowingmergerwithFirstBankSystem(1984)IPOin1986Growntobecomeleadingprovideroftechnologyandprocessingservicesforfinancial
35、institutionsMidland Bank$5billioninmarketcap*,growingat5%CAGRinthelast5years$8billioninmarketcap*,growingat31%CAGRinthelast5years$17billioninmarketcap*,growingat26%CAGRinthelast5yearsValuecreationU.S.$billionDL-ZXE332(ITES,BoardPres.)(JS)-7D.NEWINDUSTRIESTHATHAVEPLAYED“WAITANDWATCH”GAMETRADITIONALLY
36、NOWACTIVELYEXPLORINGANDCOMMENCINGOFFSHORINGPHARMACEUTICALEXAMPLEAreaIToffshoringSupportfunctionsAttitudetowardsoutsourcing/offshoringKeyfactorsdrivingincreasingmomentum“Waitandwatch”towardsoffshoringuntillate2001Significantlyhigheracceptancein2002“Triggerspulled”in2003byseveralplayersincludingBMS,No
37、vartis,AbbottMainstreamingofIToffshoringandemergenceofcrediblesuccessstoriesoncostandqualityimprovementsSolidvendorbase(e.g.,Infosys,Satyam,TCS)withproventrackrecordObservedactionsofcompetingplayers!“Waitandwatch”towardsoutsourcingofbusinessprocessthrough2002andearly2003Numerousongoingdiscussionsin2
38、003withvendorsonfinance&accountingandHRoffshoringIncreasingfocusonrationalizingsupportfunctioncostsEmergenceofcrediblesuccessstoriesandvendorsforF&AandHRObservedactionsofcompetingplayersManycompaniesarticulating“overallaspiration”cuttingacrossnumerousopportunitiessuchasIT,BPO,R&DR&DConcernsaroundIPa
39、ndqualityofmedicalinfrastructurePositiveexperienceoffirstmoversinaddressingconcernsandbenefitingsignificantlye.g.,AZandBMSinR&D;Pfizer&EliLilyinclinicaldevelopment;Novartis&PfizerindatamanagementImprovedmedicalinfrastructureandfavorableregulatoryenvironmentDL-ZXE332(ITES,BoardPres.)(JS)-7OPPORTUNITI
40、ESFOROFFSHORINGEXISTACROSSTHEPHARMACEUTICALVALUECHAINR&DSupportFunctionsIndustrialOperationsStrategicandcommercialbusi-nessplanning(pre-launch)ProductdevelopmentandlifecyclemanagementPricingandhealtheconomicsMarketaproduct(newandlegacy)CustomerrelationshipmanagementCustomerandconsumerservicesSalesma
41、nagementLogistics&distributionAftersalesservicesFinance&AccountingInformationTechnologyHumanresourcesLegalLegalcounselingadvocacyandlitigationIntellectualpropertycounselingSalesforcesupportTargetidentification&validationLeadgeneration&optimizationPreclinical/ToxicologyClinicalDevelopment&TrialsDataM
42、anagementNewproductiondevelopmentProcurementPlanningandmanufacturingPlantmaintenanceQualitymanagementProcesscontrolSupplychainmanagementPerformancemonitoringandcontrolCommercialOperationsSource:Interviews;McKinseyanalysisFocusofdocumentOffshorepotentialBusinessprocessmodelRECENTACTIVITYPOINTSTOGROWI
43、NGINTERESTOFPHARMACOSINOFFSHORINGDATAMANAGEMENTEXAMPLESource:InterviewsGlobalstatisticaloperationsbusinesssystemSavingsofaround40-60%vis-visglobalCROswithinfirstyearTargeting80-100globaltrialsin2003Planstostartrelatedareasoffilingandreportwriting,efficacyreportingandstatisticaldesignforPhaseIVstudie
44、sEnteringintoPhaseIreportingforcomplexoncologytrialsandtraditionallyoutsourced,PhaseIVtrialsStatisticalstudydesignStatisticalprogrammingDocumentmanagementDatabaselockingReportwritingandfilingtomedicalauthoritiesOperationsinIndiaStartedoperationsin2001Approximately30statisticiansoutofglobalteamof250l
45、ocatedinIndiaFocusonstandardsafetyreportingforPhaseIIandIIItrialsReportsfocusedonUSFDAandEMEAOver40globaltrialssupportedinfirstyearofoperationSupporting2megatrialsofover10,000patientrecordseachConductseveralshortturn-aroundanalysesforclinicalpharmacologystudiesNOVARTISEXAMPLEDL-ZXE332(ITES,BoardPres
46、.)(JS)-7OFFSHORINGCANRAPIDLYMOVEUPTHEPHARMAVALUECHAINSupportfunctionsFinanceandaccountingInformationtechnologyHumanresourcesR&DClinicaldevelopmentDatamanagement,includingbio-statsContractmanufacturingDrugmanufacturing(TBD)FormulationsdevelopmentCustomchemicalsynthesisR&DBio-informaticsAnaloggenerati
47、onSupportfunctionsSalesforcesupportContractmanufacturingNewproductdevelopmentR&DLeadgenerationandoptimisationPhase1:“Earlywins”Phase2:MinimalriskmovePhase3:High-endactivitiesRationaleSignificantexperienceacrossotherindustriesStrongvendorbasePharmasalreadydoingitSignificantbottomlineimpactpotentialvi
48、sibleEmergingvendorbaseIPRissuesneedtobeclarifiedComfortaroundAsianeedstobeestablishedOpportunity12345DL-ZXE332(ITES,BoardPres.)(JS)-7INTHISCONTEXT,SEVERALDOUBTSHAVEARISENABOUTTHEFUNDAMENTALLONGEVITYANDEVOLUTIONOFBPOASANINDUSTRYWilltheBPOphenomenonplateauoutinthenextfewyears?Evenifitsurvives,movingu
49、pthevaluechainwillbedifficultandwilltakeseveralyears?Valuechainmoveswillbethedomainofcaptivesbecausethetrustrequiredistoohigh?DL-ZXE332(ITES,BoardPres.)(JS)-7INTHEENDSTATE,LARGEINSTITUTIONSWILLUSEACOMBINATIONOFCAPTIVEANDVENDORFACILITIESExamplesExamplesStartedoffhandlingallprocessesin-houseNowoutsour
50、cescallcentreservicestomultiplethirdpartyvendorsStartedoffshoringoperationsbyoutsourcingInadditiontooutsourcing,nowalsorunsacaptivecentreJV/AllianceIndianbest-of-breedvendorDelayOutsourcetoGlobalbrandCaptiveJV/AllianceIndianbest-of-breedvendorDelayCaptiveFromprimarilycaptivetohybridmodelFeasibilityo