It has once again emerged as a direction for management of information services organizations – outsourcing. Some reasons that account for outsourcing can be simply reviewed, but still the path of the individuals’ careers and responsibilities also demand extensive review. Careers are able to change for the better in an outsourced world for computer performance management (CPM) individuals, and growth opportunities are made.
Outsourcing, or more definitely sending out (customer services, for example) to an outside provider or manufacturer in order to cut costs, is an old practice in the business world believed to have originated as early as the commercial computing era. Since then, many large sites acquired an approximately large amount of computing capacity in order to sell any excess to outside users. A number of sites only sold computer resources, while others proposed accesorized ?service bureau? features together with the hardware and software resources. Small-time business firms required computing resources, but not afford such resources, while the the large ones were very anxious to take such financial recovery.
In presumably due time, service offerings widened and eventually expanded to other specialized areas. In the 1970s we saw payroll applications being outsourced, one common thread which did not change from company to company, as they all had the same issues that has to deal with benefit deductions, government reporting, withholding taxes, and tie-ins with general ledger systems. Confidentiality and privacy were the other considered factors which encouraged most companies to park out the payroll process. Then in the Information Technology age, many companies had uncomfortable swings having all of the information distributed in electronic format in their data centers.
As time advances, these kinds of outsourcing eventually changed. Oftentimes some companies would build up some data centers into one or maybe two, productively outsourcing and contracting out data processing requirements. And last 2002, another idea yet again made itself to a much mature state as most of the companies now attempt to send almost all of the requirements outside of their corporations.
Outsourcing is by far considered common nowadays. Comapanies not having decided yet to do so gradually weigh in the benefits and disadvantages of choosing the outsourcing way. Some corporations opt to test outsourcing grounds on just a limited basis by cultivating out one or more activities or proposals, as they can also choose many outsourcing choices for various projects
Philippine Competitiveness in Outsourcing
Metro Manila is well-known for being the Philippines’ gateway to the world. Also known as the National Capital Region (NCR), it also houses the base of the Philippine national government and most of the country’s major commercial, educational, and financial establishments.
Also being the most prominent area in outsourcing in the country in Information Technology (IT) and Business Processes (BP), notably having more than 80 voiced-based call centers, Metro Manila is indeed impelled by a need for broad-based growth, however, the government has found ways of identifying alternative, smaller cities around the country – making them “ousource-ready”.
The current advantages of Metro Manila include very talented employees with fluent English speakers, a much Westernized culture, a large pool of suppliers with identical process maturity, cutting edge physical and telecommunications infrastructure and having a very attractive cost structure, which is very much important, promising a big amount of savings for outsourcing firms.
These advantages are due to the government’s efforts and commitment, which fuel the steady development of infrastructure, existing support industries, the rising competitiveness among the suppliers, resource management, and the region having clear positioning in today’s global market.
But though Metro Manila is still considered the best destination for companies wanting to outsource here in the country, they also have to consider developing cities such as Cebu, Clark, and Davao. These cities have also the potential to emerge as big business centers. Having low service maturity, however, studies believe that there are still some factors that shall help smaller cities to be centers excelling in the future. These are:
* organizations needing to hold on to less competitive, circulated labor pool to help working abilities to gradually develop;
* companies wanting to organize disaster recovery centers with competent suppliers and known resources;
* seeking actively the growth of their outsourcing activites;
* and they also have lower operational costs compared to Metro Manila.
Still there are addittional strategies needed to be developed to further improve firm-level and city-level competitiveness. Entrepreneurship and management capability must also be improved. Opportunities should also be created by local governments to access capital.
The outsourcing industry developments of other cities here in the Philippines will be crucial for rising Filipino competitiveness. The government having shown support in the said cities’ drive for excellence, shall attract some – or maybe even many – outsourcing investments, can be said a step further to globalization.
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