ACN - Outsourcing Overview V02

Overview of Outsourcing
May 2005
Copyright 2005 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
Agenda
Introduction to Outsourcing
Preparing for Outsourcing
Running Outsourcing
Next Steps in Outsourcing
2005 Accenture All Rights Reserved.
INTRODUCTION
A Working Definition of Outsourcing
Services
COMPANY
OUTSOURCER
Organization Service
Level
Level
Agreement Agreement
Outsourcing denotes the continuous

procurement of services from a third party,
making use of highly integrated processes,
organization models and information
systems.
INTRODUCTION
On the origins of Outsourcing
50 - 70
Vertical and Horizontal Integration
70 - 80
Foreign Direct Investment
80 - 90
Global Sourcing
90 -
Outsourcing
INTRODUCTION
Very different level of acceptance
German car manufacturers:
degree of vertical integration
Banking industry worldwide:

cost share of outsourced
services 2003
100%
100%
80%
80%
62%
68%
60%
76%
20%
60%
Value Creation
Suppliers
40%
38%
32%
24%
1,4%: costs for

outsourcing
Value Creation
Producer
40%
98,6%
20%
0%
0%
1980
1990
2000
INTRODUCTION
Types of Outsourcing
Outsourcing models:
BPO
Business
processes
Administrative
processes
AMO
SDO
Application Development
and Maintenance
IT-infrastructure
BPO: Business Process Outsourcing
APO: Administrative Process Outsourcing

ASP: Application Service Provider
DBRO: Design, Build, Run & Operate

ADM: Application Develop. & Maintenance
ITO:
IT Infrastructure Outsourcing
ITS: IT Services, Managed Hosting
INTRODUCTION
BPO - Business Process Outsourcing
Industrialized
Customized
One-to-many
One-to-one
medium
low
high
Degree of industrialization
Custom designed services
leveraging know-how
Similar services delivered

to multiple clients
Single service delivered

to multiple clients
simultaneously
INTRODUCTION
AMO - Application Management Outsourcing
INTRODUCTION
SDO Service Delivery Outsourcing
Security
- End-to-end security services
including firewall management,
intrusion detection, identity
management and security policy
Data Centers
- Remote and on-site managed server
hosting
- Data centers
Technical Support
- Help desk, desk-side and self-service
support
- Global hubs
Network Services
- Managing data and voice networks
Network Management
Desktop Management and Mobility

- PC, laptop, hand-held, distributed
Security Operations
Supplier Management
- Identifying, qualifying, contracting
and managing strategic suppliers
Client Operations Management

Delivery
capabilities
Security
Data Technical Network Desktop Supplier

Centers Support Services Mgmt.
Mgmt.
&
Mobility
Sales Support and Mobilization

Hosting
Technical Support
Services
Desktop Management & Mobility

Messaging & Collaboration
INTRODUCTION
Sourcing of Outsourcing
Off-Site
Local service providers
Near Shore Proximity cross-border service

providers
Off-Shore
Remote Cross-border service

providers
10
INTRODUCTION
Geographics of Outsourcing
Ireland (1)
London (1)
Montreal (1)
Chicago (1)
Cincinnati (1)
Houston (1)
Toronto (1)
Wilmington (1)
Atlanta (1)
Riga (1)
Prague (1)
Bratislava (1)
Budapest
Madrid (1)
Dalian (1)
Malaga (1)
Shanghai (1)
Mumbai (3)
Bangalore (3)
So Paulo (1)
Hyderabad (1)
Chennai (1)
Manila (8)
Mauritius (1)
11
INTRODUCTION
Trend is clearly towards Off-Shore
12
INTRODUCTION
Typical Outsourcing Clients
Halliburton
RAG American Coal
02 (formerly BT Cellnet)
LASMO plc
Repsol YPF
Alcatel
Lyondell-Citgo Refining
Rhodia
Algar
MOL - Hungarian Oil & Gas
Siam Cement
AT&T
MidAmerican Energy
Sithe Energies
Avaya
Norsk Hydro
Slovnaft
BellSouth
Orange and Rockland Utilities
Southern Company GAS
Boston Scientific
PPL (Pennsylvania Power & Light)
Talisman Energy Ltd.
BT
Terasen Utility Services
Cegetel
Espirito Santo Sequros
Thames Water
Citrix
GE Consumer Finance
Ticona
Grupo Financiero BanCrecer
eBay
Morgan
Stanley TotalFinaElf)
Total E&P UK
plc (formerly
Guy Carpenter
Argentaria
EMC
Providian
Immobiliere 3F
Banca Italease
Sonera
ETS
Royal and SunAlliance
Infocaja
BBVA
Sun Microsystems
Sallie Mae
Banco Rio de la Plata
Edgars Consolidate Stores Limited ING Group
Tecnomen
Santander
Italian
Pension
Agency
Alcan
Bankiter
Exel plc
Telecom Argentina
SchmidtBank
Johannesburg
Securities
Exchange
Ardent
HCSC
Barclays Bank plc
Telecom Italia
JPMChase
SEC Padova
Health Alliance Plan
Bilbao Bizkaia Kutxa (BBK) Asahi Brewery
Telefonica Argentina
London Stock Exchange Losango
Impregilo Achieve
SEI
Astilleros Espanoles,
Caixa Catalunya
Texas Instruments
Mediolanum
Interstate Brands
now IZAR
UBS Life International
Caja Madrid
Thomson
Meridia
KLM Royal Dutch Airlines
AstraZeneca
CortalConsors
Universal Leven
VIA Networks
Levi Strauss
Neptune Orient Lines
Best Buy
Credit Lyonnais
Workers Compensation Board
XM
Satellite
Radio
LSG Sky Chefs Thomas Cook
New Look
Depository Trust & Clearing Brahma
Xelion
Marriott
Payless Shoe Source
Bristol Myers Squibb
Deutsche Bank
MDB Information Network
DnB NOR
Pfizer
Campofrio
Mecalux
Renault
Fujitsu Siemens Computers
Carrefour
Medicines Control Agency
Resort Condominiums
Infineon
Caterpillar
Milwaukee County Mental Health
International
Infostrada
Multibras Electrodomesticos Whirlpool
Delphi
(RCI)
JVC do Brasil Ltda. & Nokia Gradiente Industrial
Delta
Sainsburys
O Globo Empresa
Diageo
Sara Lee
Olivetti Tecnost
DSV Group
Solar Turbines
Omnitel2000
eLSG SkyChefs.com
Texas Medicaid
QinetiQ
Transnet Portnet
Siemens Mobile Communications Italy
UPS
SITA
Wrtsil
Wyeth
Ameren
BC Hydro
Borden Chemical
BP
Britannia Operator
Cogema
Dow Chemical
DuPont
Dynegy
Direct Energy Essential Home Services (DEEHS)
Enbridge Gas Distribution
Enbridge Gas New Brunswick
Freeport McMoRan
13
INTRODUCTION
Outsourcing Service Providers
Off-Site
One Stop
Near-Shore
Off-Shore
IBM
Accenture
EDS
Locals
Cap
CSC
Fujitsu
Pure Players
Tata
InfoSys
Guja
14
INTRODUCTION
Key drivers for Outsourcing (Survey Results)
Why do outsourcing? - Survey Results
Access best in class business processes

Harness leading technologies
Increase efficiencies
Enhance capabilities
Expand service
Enrich customer relations
Improve supplier relations
Free up management time
Decrease operating costs
15
INTRODUCTION
Value Contribution of Outsourcing
16
Agenda
Running Outsourcing
17
PREPARING FOR OUTSOURCING

From Drivers to Strategic Options
Outsourcing
Change Drivers
Defining the Burning
Platform
Outsourcing
Options
In-House
Status Quo
Continuous
Improvement
Spin-off
Determine Scope
In-House
Transformation
Co-Sourcing
Captive
Understand Internal
Constraints
Joint Venture
Understand External
Constraints
External
Outsourcing
Lift-Out
Shoring
18

The Burning Platform
BUSINESS CONCERNS
Perceived low availability of services
Perceived low level of service quality
(accessibility, turn-around time etc.)
No clear service reporting and service
management
Roles & Responsibilities not clear. Processes
unclear, too slow, too many hand-offs
Slow and error-prone service introduction
Unsatisfactory support of remote sites &
subsidiaries
No service culture
Cost allocation & charges unclear and cannot be
influenced by business decisions
Change
Drivers
Management
Control
Service
Scope &
Level
Budget
Levels
Financial
Flexibility
IT CONCERNS
Unreasonable service level expectations from
business
No cost & resource awareness
Large number of non-standard work requests
Overlarge project portfolio, paired with spaghetti
development infrastructure
High-level of business applications
Inefficient / underutilized server platform, aging
central technology platforms and complex
networks
Large and divers skill pool required to support
infrastructure
Infrastructure
Quality
Skill &
Capability
Pool
Organizational
Impact
Time to
Benefit
Client
Rating
19
Outsourcing Options & Contribution

Time to Benefit
Organizational
Impact
Skill &
Capability Pool
Infrastructure
Quality
Financial
Flexibility
Budget Levels
Service Scope
& Level
Spin-off
Management
Control
Sourcing
Option
High
Limited
Limited
None
None
None
Limited
Short
Medium
Medium
Medium
Limited
Medium
Medium
Limited
Medium
High
Medium
Low
Low
Medium
Low
Medium
Long
Medium
Medium
Medium
Medium
Medium
Medium
Medium
Long
Lift-Out
Low
Strong
Strong
Medium
Medium
Medium
Strong
Medium
Shoring
Low
Strong
Strong
Strong
Strong
Strong
Strong
Short
Co-Sourcing
Captive
Joint Venture
20

Understand Internal Constraints
Availability of Seed Money I need to reduce cost,
this requires efficiency gains, efficiency gains require
investments
Structural Inflexibility Your current business and
application architecture may not allow for simple and
low cost ICT changes
Time to Benefit Most quick-wins have already
been explored over the last couple of years. Major
initiatives have pay-backs seldom shorter than 24
36 months
Business vs. IT Projects Most projects are
invisible to the normal business users and do not
directly contribute to business revenue generation
Capacity & Know-How Are there sufficient internal
resources available to drive the change in a timely
fashion? Will heavy external resource usage kill the
business case?
Change Capacity Can the internal organization
absorb this change now (ex. Overall moral, unions,
etc.)
Sustainability Can initiatives be maintained in light
of business development?
Procurement,
Financing &
Quick Wins
Head Count &

Infrastructure
Improvement
Reduce
External Services
Change
Application &
Technology
Architecture
ILLUSTRATIVE
6 Months
ICT
Budget
- Illustrative -
12 Months 18 Months 24 Months 30 Months 36 Months
Business Projects
20 %
SWR & NSWR
10 %
Discretionary
Maintenance
15 %
Operate &
Infrastructure
45%
Fixed
Manage & Support

10 %
21

Understand Partner Constraints
Criteria
Assessment
Financials
Service providers are mainly driven by volume, and to a lesser extend

by margin and margin composition
Duration of Contract
3 years is standard, but will not allow time for fundamental

transformations.
5 years gives more room for change
Scope of Technology &

Services
In how far can the existing park be integrated into providers

infrastructure & skill pool
Demand Stability
In how far can demand for service delivery be accurately assessed?
Scope of Control
How much insight & governance control does the client want to exert?
Which service model will prevail?
Transformation Potential
What are the potential synergies in terms of people, processes,

infrastructure etc. What are the hand-back constraints? How will
benefits be shared?
Follow-up Business
What else might be offered to the client (ex. Business process

outsourcing?)
22

Approach to Outsourcing
Transformation
Decision
Mobilize and design
Implementation
Supplier selection
Transition
Transformation
IT Opportunity Assessment
Assess current environment
Define Target Model and

sourcing strategy
Create change program
Outsourcing
Assess Current
Environment
Define Target
Model and
sourcing strategy
What needs to
change?
What must we
change to?
Kickoff
Timeframe
High
Level
Activities
Half-day
Executive
Workshop
Create Programs
Executive
Meeting
Baseline the business and operating

direction and strategy as applicable
From workshop, identify and

build out to-be state
Benchmark expenses to similar

industry segments across
functions/processes
Define future sourcing strategy
Identify initial areas of cost

savings and prioritize based on
future direction
Identify 4-5 areas for focused

planning
Identify Infrastructure &

Operations management and
organization impacts and
corresponding risks
Interview key stakeholders
Understand key drivers of resource

utilization to set a baseline and
construct an economic model
Plan and develop material for

executive workshop
How will we
implement the
changes?
Decision
Develop high-level implementation

roadmaps based on approved
target operating model and
sourcing strategy
Identify key stakeholders and

related action plan
Define economic model for the

integrated change program
23

Assess Operating Model Impact
CLIENT EXAMPLE
Application Development Management (ADM): Split-up

of work steps
In-house / Off-shore
Outsourcing / On-shore
Outsourcing / Off-shore
In-house / On-shore
Maintanance
Development
10% Business Requirements
100%
Resources on-site
Concept
20% Functional Design
30%
Design
40% Requirements refinement/design control

25% Acceptance test
5%
Deployment
20%
30%
75%
40% Requirements, Functional Design and Acceptance
80%
Build
70%
Test
Deploy
30%
Detailed Design
Technical Design
70%
25%
Enhancements
Product test
Integration test and fixing
Deployment assistance
Offshore resources onshore
Build, test and implementation
70%
10% Acceptance and Implementation
20%
Technical Upgrades
80%
10% Acceptance and Implementation
20%
Performance Tuning
80%
40% Prioritization, Escalation
20%
Fix on Fail
80%
Majority of build offshore
Technical changes, as
requested, assuming no new
functionality
Fixes and root cause analysis
2nd level support
24

Do not forget TUPE
TUPE stands for The Transfer of Undertakings (Protection of
Employment) Regulations 1981. The Regulations were introduced to
safeguard employees rights in the event of a transfer of an
undertaking, business or part of a business. This includes:
The obligation to inform and consult all employees in scope
transfer
Transferee inherits all claims and statutory rights
Continuity of employment is preserved for employees
Employees transfer on their existing terms and conditions of
employment
Transfer connected dismissals are automatically unfair
25

Key Data Components
How will we implement
the changes?
Inadequate
Best
Practice
Fundamental issues in the partnership between IT and the

business
Strategy Development
& Planning
Inadequate
Best
Practice
Highly reactive organisation, unintegrated silos, limited

coherence of vision
Architecture
Management
Inadequate
Best
Practice
Beyond a few well-intentioned individuals, there is little

evidence of architecture leadership
Solutions
Development &
Planning
Inadequate
Best
Practice
Major issues recognised; but change is hugely challenging.

There is still a lack of partnership between SC and ISSM
Service Delivery
Inadequate
Best
Practice
Legacy is reasonably stable - but are we ready for e?
Resource
Management
Inadequate
Best
Practice
Some poor financial controls; cultural issues inhibit getting

best value from IT people.
Governance
Match with Allina IT Focus
Improve Internal Information
Improve Community Information
Improve Provider Information
Improve Customer Information
L
M
M
H
L
M
L
L
M
L
H
H
H
L
M
M
M
M
L
Sell Products and Services

3.1 Enable electronic enrollment
3.2 Assemble member-unique benefits
3.3 Manage workflow electronically
3.4 Reinvent broker value chain
3.5 Improve automation of buyer contracts
3.6 Enhance underwriting capability
3.7 Improve SSS functionality
3.8 Enhance employer group reporting
0.5 - 2
1 - 2
1
1 - 3
0.25 - 0.5
0.5 - 1
0.5 - 1
0.25 - 0.5
12
18
9
18
9
9
6
6
H
H
L
H
L
L
L
L
M
H
M
H
L
M
M
L
M
M
L
H
M
H
L
L
H
H
H
H
H
M
M
H
L
L
L
L
L
L
L
L
M
L
H
M
M
M
H
H
H
H
H
M
M
L
L
L
0.1 - 0.3
0.1 - 0.3
1 - 3
0.1 - 0.3
0.5 - 1
0.5 - 1.5
0.5 - 1.5
0.5 - 1.5
3
6
18
6
9
12
12
18
L
L
M
H
H
L
M
M
L
M
H
L
M
M
H
H
M
M
H
L
M
H
L
H
L
M
L
L
M
M
H
M
M
M
H
H
M
M
L
H
M
M
M
M
H
L
M
M
H
H
M
M
H
M
H
M
0.5 - 1
0.5 - 2
1 - 3
0.5 - 1.5
0.5 - 1
0.25 - 0.5
0.1 - 0.3
12
12
18
12
9
6
6
L
L
L
M
L
L
L
H
L
H
M
M
L
L
M
L
M
M
H
M
L
L
M
M
M
L
H
L
L
L
L
L
L
L
L
L
H
H
H
M
L
H
L
L
H
L
L
H
L
Support Relationship Building and Management

6.1 Automate appeal/complaint process
6.3 Create proactive intervention facility
6.5 Develop life care plans for members
6.6 Improve information distribution
6.7 Improve access to compliance data
6.8 Improve performance reporting capabilities
6.9 Improve Q-Star stability
6.10 Roll out HealthVillage
6.11 Develop common call center infrastructure
0.1 - 0.2
0.5 - 1
1 - 2
0.1 - 1.5
0.1 - 0.2
0.1 - 0.5
0.1 - 0.3
1
1 - 1.5
9
12
18
9
6
6
6
12
12
L
M
H
L
L
L
L
L
L
L
M
H
M
L
M
L
L
L
L
M
M
L
L
L
L
L
M
M
H
H
M
L
M
H
H
M
L
M
H
L
L
L
L
L
L
L
H
M
H
H
H
M
H
L
M
H
H
L
L
L
M
H
M
Manage Infrastructure
7.5 Enhance communication through entire system
7.6 Turn our data into revenue
7.7 Solve help desk responsiveness issues
0.1 - 0.1
0.5 - 1
0.1 - 0.3
3
6
6
L
M
L
L
M
M
L
H
L
L
L
H
L
L
L
H
L
M
L
M
L
2001
2002
937
As Is SD Budget Baseline
(B)
Adjustments due to
Price/Performance evolution
(C)
Potential savings from infrastructure
28
(D)
Other savings opportunities
10
934
875
(E)=
(A)-(B)-(C)(D)
To Be Operational costs
Improve Clinical Quality
2003
913
(A)
Supports Allina Experience
H
L
L
H
M
L
L
L
L
L
L
L
Improve Health Outcomes
L
L
L
M
L
M
L
H
H
M
M
H
Improve Provider Service
L
M
L
M
L
M
M
L
L
H
H
L
Medical Cost Mgmt.
M
M
H
H
L
M
L
L
M
H
M
L
2004
925
2005
940
940
85
129
129
40
50
50
800
761
761
Included in (A)
35
74
70
40
19
(G)=(E)+(F)
Total Costs
969
949
870
801
780
(H) = (A) (G)
Cash Flow
-32
-36
55
139
160
(H) = (A) (G)
Cumulative Cash Flow
-32
-68
-13
126
286
Total Revenue
937
903
903
894
894
Cash Flow
-32
-46
33
93
114
Cumulative Cash Flow
-32
-78
-46
48
162
(F)
(I)
(J)=(I)-(G)
(K)
Administrative Cost Mgmt.
L
L
L
H
L
M
M
M
M
H
H
L
Revenue Generation
L
L
M
H
L
6
3
9
9
12
12
6
(M $)
Current
Infrastructure
and
Operations
Balanced Membership Growth
12
12
6
6
3
0.3 - 0.5
0.1 - 0.2
0.2 - 0.5
0.5 - 1
1 - 1.5
0.5 - 1
0.3 - 0.5
Deliver Administrative Products and Services

5.1 Create reimbursement modeling system
5.4 Stabilize key system availability and performance
5.5 Create business-specific data warehouses
5.6 Increase electronic claims submission
5.7 Implement utilization management tools
5.8 Improve referral/authorization/precerts
5.10 Improve COSMOS management reporting
External
Point-of-View
Executive
Review
0.1 - 0.2
0.1 - 0.2
0.5 - 1
0.5 - 1
0
Manage Delivery Capacity

2.1 Support pull-through strategy
2.2 Better manage provider contract terms
2.3 Model provider locations
2.4 Track contracts more closely
2.5 Innovate new reimbursement models
2.6 Roll out provider profiling
2.7 Enhance Q-Star to support providers
Deliver Health Care Products and Services

4.1 Coordinate health improvement initiatives
4.2 Triage members and channel them
4.3 Develop outcomes management strategy
4.4 Enable doctors to perform HRAs
4.5 Develop Proactive Interventions
4.6 Improve case management capability
4.7 Better match transitions and transactions across Allina
4.8 Improve disease management capability
Gap Analysis
Allina
Barriers to Change
Summary of Issues
Information
Length of Project (months)
Operations
Maturity
Model
Performance
Health
Project Cost Range

(Early estimate in Millions)
IT Capability
Service
Develop Products and Services

1.1 Predict local market changes
1.2 Assess internal execution capabilities
1.3 Design more flexible products
1.4 Segment population better
1.5 Communicate during product development
Business Process Area /

Change Initiatives
Summary of IT Capabilities (Summer 2000)
Risk of Ability to Implement
Margin/Growth
Target
Operating
Model
Improve Employee Service
Financial
Analysis
What must we change to?
Improve Customer Service
What needs to change?
Organization and One-Time Costs
26
Agenda
Running Outsourcing
27
RUNNING OUTSOURCING
Framework
Key Principles
Common Objectives & Goals
Delivery Model is based on

several key components
Governance
Common objectives & goals

End-to-End governance structure
Contract, SLA, OLA, KPI, MBO
Methods, Standards, and Tools
LOCAL
Common Processes
Projects Reporting & Status Tracking
Multi-level team organisation
SPOC
NEAR-SHORE
SPOC
OFF-SHORE
Leveraged core competencies

and skills
Formalised SLAs, OLAs, KPIs
Forum for engaging multiple
sources in the key processes of
communication, coordination and
integration
Optimize global resources
Encourage collaborative working
Leverage technology to enable
business strategy
Client
Accenture
Skill Pool
AMP
Establishes a single point of

responsibility for entire
relationship.
28
RUNNING OUTSOURCING
Common Objectives & Goals
29
RUNNING OUTSOURCING
Standard Methodology & Tools
PLAN
SUPPORT TOOLS
ANALYZE
DESIGN
AAB IT & Security Policies & Standards
SDM Estimator
Deliverables Library & Template
SBP Standards & Methods
Project Deliverables Repository
SBP Configuration Manual
Accenture Knowledge Exchange
BUILD
TEST
DEPLOY
30
RUNNING OUTSOURCING
Common Organization Model
Joint
Management
Sample
Local Deployment Teams
Local Deployment Team
Development Center
Service Mgt &
Support Office
Local Project
Manager
Off-Site Coordinator
Business Lead
(Change Manager)
Unit Manager
Staff Functions
Deployment Support
Team
Solution Delivery Team
Functional Architect
Technical Architect & Associate Manager
Configuration
Specialists
Table Management & Application Customization
Gap Management
Mercator Application Integration Team
Local Design &

Acceptance Team
Conversion Lead
Operational
Readiness Lead
Data Migration Team
Conversion Support Team

Documentation
Vendors
Near
Off
Other
Data Migration & Deployment Tools
Service Delivery
Partner
Application
Management
Partner
Test & Release Team

Test Team
Release
Management
Development Support
Team
Environment & Dev
Tool Mgt.
Configuration
Management
Client
IT Security, Audit
& Compliance
31
RUNNING OUTSOURCING
Common Processes
Local
Near-Shore
Off-Shore
Scope Work-Stream
Config. Components
Configuration Workshops
& Detailed Specification
Management Sign Off
Support & QA
Specifications
TP
Perform Detailed
Configuration Design &
Prepare Work Package
Functional
Design
Check List
TP
Technical Review &

Interface Impact Analysis
Technical
Design
Check List
Build
(Configure & Code)
Support Build Process
Prepare UAT
Product & User

Acceptance Test
Support Build & Validate

Test
TP
Component Test &

Documentation
Work
Package
Check List
Product
Delivery
Check List
QA Solution
Prepare Assembly & NonRegression Test
TP
TP
Component &
Quality
Check Lists
Execute Assembly & NonRegression Test
32
Agenda
Running Outsourcing
33

Outsourcing will continue to grow, mainly for BPO
Services will become more standardized, creating new
norms
New service providers will appear in Eastern Europe and
China
Asian players will move on-shore and compete head-on
with traditional local players
Local regulations will continue to be opened up to
support cross-border services
Politics will start to address increasing social issues and
concerns
34
Questions
?
35

ACN - Outsourcing Overview V02

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Overview of Outsourcing

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Outsourcing denotes the continuous

Vertical and Horizontal Integration

Foreign Direct Investment

2005 Accenture All Rights Reserved.

Banking industry worldwide:

1,4%: costs for

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2005 Accenture All Rights Reserved.

BPO: Business Process Outsourcing

APO: Administrative Process Outsourcing

DBRO: Design, Build, Run & Operate

ITS: IT Services, Managed Hosting

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Similar services delivered

Single service delivered

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Desktop Management and Mobility

Client Operations Management

Data Technical Network Desktop Supplier

Sales Support and Mobilization

Desktop Management & Mobility

Local service providers

Near Shore Proximity cross-border service

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Remote Cross-border service

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Access best in class business processes

Decrease operating costs

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2005 Accenture All Rights Reserved.

PREPARING FOR OUTSOURCING

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PREPARING FOR OUTSOURCING

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PREPARING FOR OUTSOURCING

Outsourcing Options & Contribution

2005 Accenture All Rights Reserved.

PREPARING FOR OUTSOURCING

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Head Count &

12 Months 18 Months 24 Months 30 Months 36 Months

Manage & Support

PREPARING FOR OUTSOURCING

Service providers are mainly driven by volume, and to a lesser extend

3 years is standard, but will not allow time for fundamental

Scope of Technology &

In how far can the existing park be integrated into providers

In how far can demand for service delivery be accurately assessed?

What are the potential synergies in terms of people, processes,

What else might be offered to the client (ex. Business process

2005 Accenture All Rights Reserved.

PREPARING FOR OUTSOURCING

Mobilize and design

Assess current environment

Define Target Model and

Create change program

Baseline the business and operating

From workshop, identify and

Benchmark expenses to similar