KEY FINDINGS The survey revealed six major findings: 1. Cost management is a key input to strategic decision makers.

2. Decision makers and decision enablers alike identify "actionable" cost information as their topmost priority. (For purposes of this analysis, we presumed that decision makers run the finance or accounting department and decision enablers include all other management accountants.) 3. Several factors impair cost visibility. 4. Adopting new cost management tools isn't a priority in the current economic environment. 5. Traditional management accounting tools are still widely used. 6. Management buy-in, adequate technology, and inhouse expertise in addition to a clear, quantifiable value proposition are important triggers for the adoption of best practices. Now let's take a closer look at our major findings. evolving role of management accountants, the goals of the organizations they serve, and the tools they use to meet those goals.
You are viewing page 2

Management accounting is at a critical juncture. Increased competition and uncertain business conditions have put significant pressure on corporate management to make informed business decisions and maximize their company's financial performance. In response, a range of management accounting tools and techniques has emerged. Given this abundance of solutions, what decision-support tools and cost analytics methodologies are finance professionals employing? And what are the frontier issues in cost management? Surprisingly, there have been few contemporary broad-based surveys that illuminate and identify cutting-edge issues in cost management today. That's why the Institute of Management Accountants (IMA) and Ernst & Young (E&Y) undertook a survey to understand the evolving role of management accountants, the goals of the organizations they serve, and the tools they use to meet those goals. We believe this survey is the first of its kind in the last several years. During January and February of this year, nearly 2,000 survey responses from IMA members poured in. The response rate of 9%, which is at par with commensurate surveys, reflects strong interest on the part of IMA members to share best-practices information and benchmark themselves against their peers.

What's more, more than 200 members indicated that they would like to participate in detailed interviews about industry-wide best practices in management accounting. KEY FINDINGS The survey revealed six major findings: 1. Cost management is a key input to strategic decision makers. 2. Decision makers and decision enablers alike identify "actionable" cost information as their topmost priority. (For purposes of this analysis, we presumed that decision makers run the finance or accounting department and decision enablers include all other management accountants.) 3. Several factors impair cost visibility. 4. Adopting new cost management tools isn't a priority in the current economic environment. 5. Traditional management accounting tools are still widely used. 6. Management buy-in, adequate technology, and inhouse expertise in addition to a clear, quantifiable value proposition are important triggers for the adoption of best practices. Now let's take a closer look at our major findings. 1. Cost management is a key input to strategic decision makers. Cost management plays a significant role at companies; 81% of all respondents reported that cost management was important to their organization's overall strategic goals. There may be several reasons for this. First, 75% of all respondents indicated the current economic slowdown has generated greater demand for cost management and cost transparency, pushing companies to seek better ways of managing costs and financial bottom lines. Second, the role of management accountants has changed, and they're being increasingly perceived as business partners who focus on key strategic issues well beyond the boundaries of traditional finance. This was evidenced by the result that nearly 56% of respondents agreed that contributing to core strategic issues was a high priority for management accountants. 2. Decision makers and enablers alike identify "actionable" cost information to be the topmost priority. There was remarkable alignment between decision makers and decision enablers on top priorities facing management accountants. Both believe that the top two priorities for cost managers are to: (1) generate "actionable" cost information and (2) reduce costs and drive efficiency.

The necessity to generate key, timely, and accurate costing information as an aid to strategic decision making was characterized as a high priority for management accountants by nearly 82% of the respondents across both groups. They agreed that generating this information as efficiently as possible was of utmost importance and felt that the information should ultimately be used to accomplish at least one of the following: improve the corporation, change employee behavior, or manage costs more efficiently. Both groups also reported that reducing costs and driving efficiency is a priority. In fact, more than 70% of the respondents considered cost reduction, not top-line growth, the prime way to impact the bottom line in the current recession. Decision makers and decision enablers diverged on subsequent priorities. Contributing to core strategy is the next most important priority for decision makers. Decision enablers demonstrated that they're in tune with their day-to-day job requirements by revealing that their next most important priorities are to improve the reporting process and set performance standards for the enterprise (see Figure 1). This seems reasonable given the relative roles of each group. [FIGURE 1 OMITTED] 3. Several factors are perceived to impair cost visibility. Despite the emphasized need for cost information, there are obstacles to providing accurate numbers. Ninety-eight percent of the respondents said that some factors cause some distortions in cost information, while 38% said that some factors cause significant distortions. Bottom line: Many numbers aren't as accurate as they should be. To delve deeper into the topic of distortions, the survey posed the following question: "In your experience, what factors are distorting the computation of true costing in your organization?" The most reported distortion factors were overhead allocations (30%), shared services (20%), and greater product diversity (19%). Most likely, overhead allocations tops the list because operating and SG&A overheads account for 34% to 42% of operating costs across all industries. 4. Adopting new cost management tools isn't a priority in the current economic environment. In today's economic environment, new initiatives aren't high on companies' priority lists, and, in fact, nearly 80% agreed that implementing new management accounting initiatives is of low to medium priority. This finding was similar for both large and small corporations and consistent across industries. While all new initiatives are generally on hold (see Figure 2), the top three initiatives are (1) enterprise resource

planning (ERP) implementation, followed by (2) newer budgetary procedures, and (3) new reporting software. Approximately 23%-24% of all respondents reported adopting these initiatives as a top priority. Other once-popular initiatives such as financial consolidation and installing new analytical software such as activity-based costing (ABC) or customer relationship management (CRM) are even further down the pecking order with only 15%-16% of respondents perceiving their adoption as a top priority. [FIGURE 2 OMITTED] Contrary to industry belief, when companies adopt new cost management tools, they usually implement homegrown systems. As Figure 3 shows, 72% of the respondents (from large corporations) use homegrown systems, and the remaining 28% are evenly split between using a best-of-breed system or ERP modules. 5. Traditional management accounting tools are still widely used. Companies have been slow to implement new tools. As Figure 5 shows, 76% reported using quantitative techniques (spreadsheets) and traditional costing techniques (e.g., full absorption costing), followed closely by operational budgeting techniques (75%) and overhead allocations that are mostly based on direct labor (70%). (See "Most Popular Management Accounting Tools," p. 32.) [FIGURE 5 OMITTED] Newer cost management techniques are still striving for adoption with much lower usage rates: target costing (26%), value-based management (25%), and theory of constraints analysis (22%). 6. Management buy-in, adequate technology, and in-house expertise in addition to a clear, tangible value proposition are important triggers for adoption of best-practice solutions. The factors that constrain the adoption of best practices and tools include lack of adequate technology, lack of in-house support, and lack of commitment/management buy-in. All three were seen as slight to significant constraints--within a narrow band of 84% to 86% for affirming respondents. But when we look at the significant constraints, lack of management buy-in is a more intense constraint. Forty percent of all respondents cited management buy-in/support of key initiatives as the single most important element in adopting best practices. Figure 6 shows responses from large and small corporations. [FIGURE 6 OMITTED] Interestingly, for smaller corporations, the technology and in-house constraints may be even more significant than lack of man

agement commitment. This is noteworthy because current commentaries focus on management commitment/executive buy-in and don't emphasize other constraints such as technology or internal resources. When a company does implement best practices, the primary motivators are better control over costs and direct cost savings. More intangible value propositions, such as the loss of potential revenue or general process improvements, don't drive the decision. This was demonstrated by the response to the survey question: "What losses (if any) resulted from not implementing best practices?" As shown in Figure 7, tangible losses such as cost savings and better cost control were deemed more important than intangible losses such as loss of revenue. [FIGURE 7 OMITTED] BRIDGING THE CHASM The IMA-E&Y survey reveals some critical issues regarding cost management. First, it establishes the management accountant's role as a strategic partner to decision makers. Second, there is broad agreement that current cost systems aren't providing accurate-enough information. But at the same time, organizations are loath to adopt new tools and techniques in management accounting to help them resolve these problems. Decisions on adoption are hindered by economic realities and internal resource constraints as well as the difficulties involved with changing familiar practices. So this brings us to a critical issue--namely, how can corporations bridge the chasm between the glaring need for better information and the real constraints to adopting best-practice techniques? This issue requires subsequent analysis and should form the basis of future research and inquiry. There are multiple explanations, any or all of which may be equally plausible. First, many "best-practice" corporations realize that a particular software or specific point solution isn't a panacea for their management accounting woes, so they only adopt tools that would best address their specific needs and mesh with their corporate culture. While it's clear that the management accounting profession is moving toward a greater partnership in strategic decision making, there's a widespread perception by many financial executives that the tools and methodologies haven't evolved to aid this transition. The preponderance of homegrown systems may signal that users require more customization than is available in current off-the-shelf software. Second, even traditional media, such as spreadsheet-based budgeting/allocation tools, can be filled with sophisticated logic. Decision makers may choose not to deploy costly software solutions if they aren't suitable for the end users. They may choose instead to reconfigure existing systems/media with more

rigorous methodologies to meet their current needs. Once they find that users have gained familiarity with these new methodologies, they will invest in more sophisticated platforms. Third, as the survey reveals, the current economic downturn dictates the need for a compelling business case in terms of definite cost savings or greater efficiency before purse strings are released. The lack of a clear value proposition may constrain the adoption of the latest management accounting tools. Despite the widespread perception that cost distortions are the norm rather than the exception, corporations have been less than eager to move beyond traditional management accounting practices to best practices. In many cases, companies have partially (and perhaps temporarily) reverted to more conventional methods of management accounting. This isn't necessarily disheartening for the emerging strategic partnership between executives and management accountants. It simply highlights that decision makers must frame critical business needs, understand the state of their current systems, and deploy innovative tools that would be appropriate for their corporate culture. Only then will management accounting be able to fulfill its destiny in the 21st Century. Figure 3: How Tools Are Implemented

Developed In-house Using Homegrown Systems: A "Best of Breed" Technology: Installed as Part of an ERP Package:

72% 14% 14%

Note: Table made from pie chart. RELATED ARTICLE: Most popular management accounting tools. There's considerable variability in what management accounting tools companies use. These are the top tools that more than 50% of the respondents use: Planning and Budgeting Tools * Operational Budgeting * ABM/Std. Budgeting * Capital Budgeting Decision-Support Tools * Quantitative Techniques

* Breakeven Analysis * Internal Transfer Pricing Product Costing Analysis Tools * Traditional Costing * Overhead Allocations Performance Evaluation Tools * Benchmarking Here are the tools that more than 40% of the respondents say they are considering: value-chain analysis, supply-chain costing, theory of constraints, target costing, value-based management, and the balanced scorecard. Most Popular Management Accounting Tools RELATED ARTICLE: The survey process and respondents. The survey, which was executed electronically using the Web and e-mail, involved no paper or telephone transactions (it is posted at http://surveys.ey.com/ima/survey2003). In a sense, we tested the limits of electronic survey deployment simply because of the sheer number (23,034) of IMA members we asked to complete the questionnaire. We distributed the survey to the following IMA members: senior-level financial executives (such as CFOs, VPs of finance, controllers, cost managers), members with experience implementing cost management solutions, and those who belong to the Cost Management Group and the Controllers Council Member Interest Groups (MIGs). A copy of the report, "2003 Survey of Management Accounting," will be available to IMA members on request. Survey respondents formed a representative cross-section of IMA members and cost managers (refer to Table 1). The average respondent represented a company with 1,750 employees and $300 million in revenue. While a wide variety of industry sectors was represented, manufacturing made up the largest single sector at nearly 40%. As Figure 4 shows, mid--or large-cap companies were more predominant. This is understandable given that larger corporations often lead efforts in best-practice development and deployment. Interestingly, a significant portion of our respondents--about 36%--was from large corporations with $1 billion+ revenues, which roughly corresponds to Fortune 1,000 companies.

Nearly 31% of responses came from decision makers. These are C-suite respondents (holding titles such as chief executive officer, chief financial officer, or chief operating officer) and top-level executives who run the finance or accounting department (holding titles such as vice president or director of finance). The remaining respondents were termed decision enablers. Traditional management accounting tools are still widely used. Companies have been slow to implement new tools. As Figure 5 shows, 76% reported using quantitative techniques (spreadsheets) and traditional costing techniques (e.g., full absorption costing), followed closely by operational budgeting techniques (75%) and overhead allocations that are mostly based on direct labor (70%). (See "Most Popular Management Accounting Tools," p. 32.)

even traditional media, such as spreadsheet-based budgeting/allocation tools, can be filled with sophisticated logic. Decision makers may choose not to deploy costly software solutions if they aren't Third, as the survey reveals, the current economic downturn dictates the need for a compelling business case in terms of definite cost savings or greater efficiency before purse strings are released. The lack of a clear value proposition may constrain the adoption of the latest management accounting tools. Despite the widespread perception that cost distortions are the norm rather than the exception, corporations have been less than eager to move beyond traditional management accounting practices to best practices. In many cases, companies have partially (and perhaps temporarily) reverted to more conventional methods of management accounting. This isn't necessarily disheartening for the emerging strategic partnership between executives and management accountants. It simply highlights that decision makers must frame critical business needs, understand the state of their current systems, and deploy innovative tools that would be appropriate for their corporate culture. Only then will management accounting be able to fulfill its destiny in the 21st Century. suitable for the end users. They may choose instead to reconfigure existing systems/media with more rigorous methodologies to meet their current needs. Once they find that users have gained familiarity with these new methodologies, they will invest in more sophisticated platforms.

Planning and Budgeting Tools * Operational Budgeting * ABM/Std. Budgeting * Capital Budgeting

Decision-Support Tools * Quantitative Techniques * Breakeven Analysis * Internal Transfer Pricing Product Costing Analysis Tools * Traditional Costing * Overhead Allocations Performance Evaluation Tools * Benchmarking Here are the tools that more than 40% of the respondents say they are considering: value-chain analysis, supply-chain costing, theory of constraints, target costing, value-based management, and the balanced scorecard. Most Popular Management Accounting Tools
The objective of performance measurement has changed over the past few decades. Traditional performance measures based on productivity are no longer appropriate or representative of the information needs of todays competitive global market. Alternative performance systems have been proposed that range from time as the basis of all measures to the integration of a variety of performance measures. Reviews and analyses the limitations of traditional approaches to performance measurement as well as the emerging trends in performance measurement system development. Reveals that the basis of performance measurement is changing and that there are certain characteristics that are necessary in order to produce information that is relevant for improving world-class manufacturing performance.

BUSINESS BENEFITS

Explore the services finder.

To deliver value-adding application management services, our experts work with you to provide the comprehensive support and reliable outsourcing you need to excel. And we not only help you optimize the performance of your SAP solutions and business processes, we also offer transparent fixed prices so that you can easily predict the costs of managing your IT landscapes. In working with our experts, you can gain four value-generating IT benefits:

Up-to-date solutions Provides the expertise to test and implement the latest SAP solutions that can help you respond to changing business requirements and enable you to prevent delays in planning personnel and technical resources, accessing new technologies, and obtaining support to manage peak loads during short projects and transitional periods

Comprehensive operations service Offers onsite and remote support for monitoring and developing your SAP system and operating your IT landscape at peak levels 24/7, enabling you to apply your resources toward

performing core business activities and implementing innovative projects which meet your scope and budget constraints

Expertise on-demand Delivers prompt and knowledgeable support for implementing upgrades, migrations, and special IT activities, support which can help you respond quickly to changes without interrupting ongoing operations and gain access to the infrastructures and solutions than can reduce the burden of simultaneously implementing migrations and upgrades

Integrated application support Provides fast and personal consultations for redeveloping and optimizing your business processes and for helping improve the support you offer to your business users, allowing you to focus on performing your core competencies

Learn how our customers are benefiting from SAP Application Management services: Using SAP Services for Strategic Advantage SAP Services is helping Navarre a distributor and publisher of home entertainment products realize three critical objectives: implement solutions quickly, run business applications, and gain access to infrastructure and 24/7 support.

information architectures.

SAP NetWeaver technology platform The unified technology foundation that runs SAP Business Suite and allows you to administer, integrate, and extend business processes and applications across your customers' business networks. With SAP NetWeaver components, tools, and applications, you can orchestrate business processes, compose applications, and deploy innovative solutions.

SAP BusinessObjects portfolio Offers a broad range of tools and applications designed to help you optimize business performance by connecting people, information, and businesses across business networks.

Helping Companies Become Best-Run Businesses Our vision is for companies of all sizes to become best-run businesses. In today's challenging business environment, bestrun companies have clarity across all aspects of their business, which allows them to act quickly with increased insight, efficiency and flexibility. By using SAP solutions, companies of all sizes including small businesses and midsize companies can reduce costs, optimise performance and gain the insight and agility needed to close the gap between strategy and execution. To help our customers to get the most out of their IT investments so that they can maximise their business performance, our professionals deliver the highest level of service and support.

You must be logged in to view the document you requested: Lean Tools and Practices that Eliminate Manufacturing Waste

A number of lean manufacturing tools and practices have long been used to reduce manufacturing waste. These include the five S's, visual controls, standardized work, mistake proofing, total productive maintenance, cellular manufacturing, single-digit setup, pull systems, sequencing, activity-based costing, and leveled production

One of the most effective marketing tools to maximize profit is outsourcing which is a contract or dealing from an outside supplier or source. With its various advantages and benefits, a lot of companies have already adopted this kind of strategy which maximizes profits and minimizes losses.

Outsourcing allows companies to avail the same level of quality service at a much lower price. For example, call center services and medical billing outsourced to countries such as Philippines and India will allow companies to save almost 50 to 60 percent of the original total cost. Another financial benefit of outsourcing is that entrepreneurs can save capital expenditure and training cost.

With this cost-effective strategy, companies can save time, manpower, infrastructure, and other expenditures, and since there is no need to build infrastructure, repair and maintenance costs can be avoided. With this financial benefit, companies can focus more on its core business by investing on equipment, technologies, software, and other things which can further expand the companies operation. In addition to this, the talents and skills provided by the employees can be focused on its specified job, also, since they have more time to concentrate on their duties, employees can further improve their skills which can help their companies to achieve its goals.

Another advantage of outsourcing is that it allows companies to avail high-quality services. In this highlyglobalize world where there is tight competition among businesses, it is easy to find a good quality skilled and specialized services which can help companies further expand. Outsourcing will also allow companies to find a business partner where both of these can have a mutual benefit such as increased productivity level, improved skills and talents, enhanced efficiency level, increased level of quality, improved business performance, and increased value of the products and services.

Outsourcing

Why

India

is

Ideal

1 . India has the highest English speaking population outside the United Kingdom and the United States of America. This is part of our colonial heritage. India still remains a nation where English is the primary language of communication in a majority of schools. More and more of the rural population understand the importance of learning English as a language. Many state governments have made it compulsive to teach English in their state government run schools. This is a major factor that attracts foreign investment to India, despite the many Indian stereo-types created by pop culture. 2 . India still boasts of an impressive record of more and more people being technically educated when compared to many other nations. It still has one of the highest turn out of Engineers and science diploma holders, along with other graduate and post graduate degree holders. This gives most employers and edge as it is always beneficial to have qualified personnel on the job rather than recruit and then train people. 3 . One of India's strength lies in the sheer man power of the country. A country of over 1 Billion people, manpower remains a major factor in India. Bustling metros and a fairly high standard of education are ideal for companies looking to recruit smart and eager people willing to work. 4 . Over the years, India has gradually opened its markets to more and more foreign investments. The potential displayed by India in becoming a global market leader is not alien to anyone. With more and more companies investing in India, it is all set to become one of the most formidable players in the global market. Not looking at this would be fairly unwise in my opinion. 5 . All of the above factors ensure India provides some of the lowest operational rates and highest ROI

for companies looking to outsource. This is especially good news for American and European markets as the lowered rates of operation in India ensure a better investment for companies. In fields like remote infrastructure management, many Indian companies provide end to end solutions, eliminating the need for multiple vendors.

SAPs ERP system contains special subsets of software functions that are divided into processing modules. For example there are modules for Sales and Distribution (SD), Materials Management (MM), Finance (FI), Controlling (CO), Production Planning (PP), Human Resources (HR), Quality Management (QM), Warehouse Management (WM), Plant Maintenance (PM), Project Systems (PS), Asset Management (AM), Treasury (TR), and many other modules.
SAP Global Sourcing and Operational Options.

As an example scenario if the company is a multinational with raw materials or subcomponents sourced from China or some other country the transactions can be carried out in their native language and currency. The shipment of raw materials may be sent to a sub-assembly factory in Italy where the system plans production capacities and schedules materials, people, machines, or other resources based on the receipt of materials, current production backlog, end customer order requirements, and other factors. This may include receiving other components or other subassemblies from still more countries, or locally to Italy. The system can also process these transactions in the local language and currency as well. Depending on the method the organization handles exchange rate differences the exchange rates are determined and all accounting entries are automatically generated for currency gains or losses depending on the processing of goods or services to and from the organizations involved. From there, the transportation time and shipping requirements with foreign trade, customs, duties, tariffs, and legal export or import requirements may also be processed or you may wish to use a freight forwarder. The Italian subassemblies may be shipped to still another country where the final product is assembled and then shipped the final country for customer delivery, or, they may be shipped direct to the customer and the order taking company receives the inter-company vendor invoicing while also invoicing the customer and collecting the cash.
SAP Configuration or System Setup to Support Business Processes

Within each step of these processes there are configuration options which are the numerous settings of options on how each step in the process will behave. Layered on top of that configuration there is master data that interacts with those configuration settings and determines a finer level of actions or behaviors within each step and specific to each peice of master data, for example: you might maintain separate data requirements for each customer, each vendor, each material or service, pricing, etc If the SAP application is still not able to handle a very specific business or country requirement SAP provides what they call user exits or in newer versions of the software there are enhancement points. These are places in the SAP standard coding where you can exit the standard processing and then influence, change, add additional data to the processing stream, and then re-enter the standard SAP application code. As another example, at each step of the process there are alternates or options that can be set up with configuration or with master data to allow for alternate processing options. If a supplier is

not able to fulfill part of an order an alternate supplier might automatically be chosen based on certain rules, or depending on the capacity of a manufacturing facility some of the subassembly processing might be moved from Italy to France. And each of these steps can be reported on, evaluated for efficiency, or given global consolidation in such a way as to help with vendor price negotiations. This complexity and the deep business knowledge that it requires is why ERP consultants such as those who work with SAP are highly paid. As a result of the low barriers to entry it is also a prime target for fraud and cheats which is why many companies are disappointed with the lack of results they expect.
Limition

Shell adopted a kind of strategy which maximizes profits and minimizes losses thus the most effective marketing tools is outsourcing from an outside supplier thus shell has outsourced most of their accounting, financial and management (i.e. skm consultinng and some from India). to gain various advantages and benefits to avail the same level of quality service at a much lower price. outsourced to countries such as India will allow companies to save almost 50 to 60 percent of the original total cost. With this cost-effective strategy, companies can save time, manpower, infrastructure, and other expenditures, and since there is no need to build infrastructure, repair and maintenance costs can be avoided. With this financial benefit, companies can focus more on its core business by investing on equipment, technologies, software, and other things which can further expand the companies operation. In addition to this, the talents and skills provided by the employees can be focused on its specified job, also, since they have more time to concentrate on their duties, employees can further improve their skills which can help their companies to achieve its goals. Therefore, the information on management accounting provided to us quait limited since the core financial manager only left to provide information.

Another advantage of outsourcing is that it allows companies to avail high-quality services. In this highlyglobalize world where there is tight competition among businesses, it is easy to find a good quality skilled and specialized services which can help companies further expand. Outsourcing will also allow companies to find a business partner where both of these can have a mutual benefit such as increased productivity level, improved skills and talents, enhanced efficiency level, increased level of quality, improved business performance, and increased value of the products and services.

Outsourcing

Why

India

is

Ideal

1 . India has the highest English speaking population outside the United Kingdom and the United States of America. This is part of our colonial heritage. India still remains a nation where English is the primary language of communication in a majority of schools. More and more of the rural population understand the importance of learning English as a language. Many state governments have made it compulsive to teach English in their state government run schools. This is a major factor that attracts foreign investment to India, despite the many Indian stereo-types created by pop culture. 2 . India still boasts of an impressive record of more and more people being technically educated when compared to many other nations. It still has one of the highest turn out of Engineers and science diploma

holders, along with other graduate and post graduate degree holders. This gives most employers and edge as it is always beneficial to have qualified personnel on the job rather than recruit and then train people. 3 . One of India's strength lies in the sheer man power of the country. A country of over 1 Billion people, manpower remains a major factor in India. Bustling metros and a fairly high standard of education are ideal for companies looking to recruit smart and eager people willing to work. 4 . Over the years, India has gradually opened its markets to more and more foreign investments. The potential displayed by India in becoming a global market leader is not alien to anyone. With more and more companies investing in India, it is all set to become one of the most formidable players in the global market. Not looking at this would be fairly unwise in my opinion. 5 . All of the above factors ensure India provides some of the lowest operational rates and highest ROI for companies looking to outsource. This is especially good news for American and European markets as the lowered rates of operation in India ensure a better investment for companies. In fields like remote infrastructure management, many Indian companies provide end to end solutions, eliminating the need for multiple vendors.