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F A C I L I T Y M A N A G E M E N T | C L E A N I N G | S U P P O R T | P R O P E R T Y | C A T E R I N G | S E C U R I T Y | issworld.com/fm

“My job is to make sure that risk is not a trade-off in here”

Robert Marley, ISS Technical Specialist in Critical Infrastructures, worldwide

Banks around the world turn to Bob and ISS for deep insights into minimising risk and maximising uptime. Bob works closely with clients to manage and limit the operational risk of a property’s critical systems and infrastructure. And, thanks to Bob’s commitment, they can rest assured. Risk management is an integral part of what ISS can do for you. We are half a million committed people, serving your people with tailored solutions and a human touch. All so you can grow your business.

ISS ADvert 203x267mm_Fortune_Bob-risk_010413.indd 1 04-04-2013 13:30:00

2013The

GLOBALOUTSOURCING

SPECIAL ADVERTISING SECTION

IN PARTNERShIP wITh

F A C I L I T Y M A N A G E M E N T | C L E A N I N G | S U P P O R T | P R O P E R T Y | C A T E R I N G | S E C U R I T Y | issworld.com/fm

“My job is to make sure that risk is not a trade-off in here”

Robert Marley, ISS Technical Specialist in Critical Infrastructures, worldwide

Banks around the world turn to Bob and ISS for deep insights into minimising risk and maximising uptime. Bob works closely with clients to manage and limit the operational risk of a property’s critical systems and infrastructure. And, thanks to Bob’s commitment, they can rest assured. Risk management is an integral part of what ISS can do for you. We are half a million committed people, serving your people with tailored solutions and a human touch. All so you can grow your business.

ISS ADvert 203x267mm_Fortune_Bob-risk_010413.indd 1 04-04-2013 13:30:00

2013

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InnovatIon Is the not-so-secret sauce of a successful business—a way to stay one step ahead of the competition and get one step closer to customers. Yet for a long time, it wasn’t always an essential ingredient in outsourcing. Cost reduc-tion was key, and there were ways to do it without being terribly creative, especially if a provider’s labor force was inexpensive enough.

Those days, however, are largely over. And for leading providers and customers, that’s a very good thing. Increasingly, companies are look-ing for strategic and collaborative outsourcing relationships—where savings are important, but where it is also crucial to find, and deliver, new kinds of value. Providers that are embracing this shift are finding they’re not only giving their customers what they need but also differentiating themselves in the process.

“We have entered a new age of outsourcing, where more customers are viewing their suppliers as key strategic partners,” says Debi Hamill, CEO of the In-ternational Associa-tion of Outsourc-ing Professionals (IAOP). “And partnership really is the key term, as provid-ers and custom-

ers are working more closely. Together they are developing innovative, often end-to-end solutions and even changing business models.”

Part of the DialogueThe shifting focus from savings to value can be seen in the major trends shaping today’s outsourc-ing industry. “One thing we are seeing is a healthy shift toward domestic outsourcing,” says Marc Mancher, the U.S. national leader for Deloitte’s Outsourcing Advisory Services. “Price is no longer the sole factor when choosing a provider. Organi-zations want to reduce other risks, too.” Instead of immediately looking offshore, they are considering domestic options and asking if they provide the greater sum of benefits. “It’s absolutely part of every dialogue today,” says Mancher.

One factor that can tip the scales toward a specific provider is the scope of ser-

vices it offers—how involved, and invested, it can be

in the organization’s business. “There’s

a definite trend toward vertical integration,” says Mancher. “Cli-ents are saying, ‘I don’t want 12 vendors, I want

The

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When they go shopping for outsourcing partners, more and more companies are looking to establish strategic, collaborative relationships with advisers they can trust.

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IAOP GLOBAL OUTSOURCING 100 LeaDeRS


MeThODOLOGY

Scoring was based on a review of applications by an independent panel of judges with some additional fact-checking. Final ranking was based on a weighted average of four distinguishing characteristics: size and growth rate; customer references; demonstrated competencies; and management capabilities.

NO. COmpaNy Website serviCes/key streNgth*1 iss issworld.com Facility Svcs. bp

2 aCCeNture accenture.com IT & Comm. Mgmt. bp

3 WiprO teChNOlOgies wipro.com IT & Comm. Mgmt. bp

4 Cbre cbre.com Real Estate & Asset Mgmt. bp

5 iNfOsys infosys.com IT & Comm. Mgmt. bp

6 hCl teChNOlOgies hcltech.com IT & Comm. Mgmt. bp

7 CsC csc.com IT & Comm. Mgmt. mC

8 sOdexO sodexo.com Facility Svcs. dC

9 NCr ncr.com IT & Comm. Mgmt. bp10 JOhNsON CONtrOls johnsoncontrols.com Facility Svcs. bp

11 pitNey bOWes serviCes sOlutiONs pb.com Document Mgmt. bp

12 aegis limited aegisglobal.com CRM bp

13 CapgemiNi capgemini.com IT & Comm. Mgmt. Cr14 amdOCs amdocs.com IT & Comm. Mgmt. bp

15 geNpaCt genpact.com Financial Mgmt. mC16 JONes laNg lasalle joneslanglasalle.com Real Estate & Asset Mgmt. mC

17 COlliers iNterNatiONal colliers.com Real Estate & Asset Mgmt. mC

18 sutherlaNd glObal serviCes sutherlandglobal.com Indus.-Specific Svcs. Cr

19 NeWmark grubb kNight fraNk ngkf.com Real Estate & Asset Mgmt. mC

20 tivit tivit.com.br IT & Comm. Mgmt. bp

21 teleteCh teletech.com CRM mC

22 Cgi cgi.com IT & Comm. Mgmt. mC

23 Cassidy turley cassidyturley.com Real Estate & Asset Mgmt. Cr

24 firstsOurCe firstsource.com Indus.-Specific Svcs. Cr

25 diebOld iNtegrated serviCes® diebold.com Indus.-Specific Svcs. bp

26 xChaNgiNg xchanging.com Transaction Proc. bp

27 NeusOft neusoft.com Indus.-Specific Svcs. mC

28 dONleN COrpOratiON donlen.com Corporate Svcs. mC

29 epam systems epam.com IT & Comm. Mgmt. bp

30 sOfttek softtek.com IT & Comm. Mgmt. Cr

31 syNtel syntelinc.com IT & Comm. Mgmt. dC

32 Williams lea williamslea.com Marketing mC

33 traNsCOsmOs trans-cosmos.co.jp CRM mC

34 getrONiCs WOrkspaCe alliaNCe workspacealliance.com IT & Comm. Mgmt. Cr

35 isOftstONe iNfOrmatiON teChNOlOgy isoftstone.com IT & Comm. Mgmt. bp

36 CaNON busiNess prOCess serviCes** cbps.canon.com Document Mgmt. dC

37 aramark aramark.com Facility Svcs. dC

38 hisOft teChNOlOgy iNterNatiONal*** pactera.com IT & Comm. Mgmt. bp

39 vaNCeiNfO*** pactera.com R&D mC

40 itC iNfOteCh itcinfotech.com IT & Comm. Mgmt. dC

41 luxOft luxoft.com IT & Comm. Mgmt. mC

42 hgs teamhgs.com Transaction Proc. mC

43 leaseplaN usa us.leaseplan.com Real Estate & Asset Mgmt. Cr

44 sitel sitel.com CRM dC

45 serCO serco.com CRM Cr

46 tgestiONa tgestiona.com.pe Logistics bp

47 iNsigma insigmaus.com IT & Comm. Mgmt. bp

48 sykes eNterprises sykes.com CRM mC

49 WNs glObal serviCes wns.com Indus.-Specific Svcs. mC

50 iNfOteCh eNterprises infotech-enterprises.com Indus.-Specific Svcs. bp

51 ChiNasOft iNterNatiONal chinasofti.com Indus.-Specific Svcs. mC

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The


*KEY STRENGTHBP = Balanced Performance; CR = Customer References; DC = Demonstrated Competencies; MC = Management Capabilities** FoRMERlY océ Business Services; *** NoW Pactera

IAOP GLOBAL OUTSOURCING 100 RISING STaRS


IAOP GLOBAL OUTSOURCING 100 LeaDeRS


50% Of ReSPONd- eNTS SAId They wANTed TO USe OUTSOURCINGTO INCReASe TheIR fLexIBILITy.SOuRCE: IAOP 2012 STATE Of ThE INDuSTRy SuRVEy

NO. COmpaNy Website serviCes/key streNgth*52 DatamatiCs glObal serviCes datamatics.com IT & Comm. Mgmt. bp

53 iNDeCOmm glObal serviCes indecomm.net IT & Comm. Mgmt. Cr

54 persisteNt systems persistentsys.com R&D bp

55 prOCuriaN procurian.com Marketing DC

56 expert glObal sOlutiONs (egs) egscorp.com Financial Mgmt. mC

57 kelly OutsOurCiNg & CONsultiNg grOup kellyocg.com HR Mgmt. DC

58 spi glObal spi-global.com Document Mgmt. mC

59 stefaNiNi stefanini.com IT & Comm. Mgmt. mC

60 CeriDiaN ceridian.com HR Mgmt. Cr

61 NeOris neoris.com IT & Comm. Mgmt. mC

62 Cybage sOftWare cybage.com IT & Comm. Mgmt. mC

63 rr DONNelley glObal OutsOurCiNg rrd.com Document Mgmt. DC

64 baNNer maNageD COmmuNiCatiON banner-managedcommunication.com Marketing Cr

65 QuatrrO quatrro.com Financial Mgmt. DC

66 hexaWare teChNOlOgies hexaware.com IT & Comm. Mgmt. DC

67 mastek mastek.com IT & Comm. Mgmt. mC

68 iba grOup ibagroupit.com IT & Comm. Mgmt. Cr

69 altisOurCe altisource.com Real Estate & Asset Mgmt. Cr

70 uNisys unisys.com IT & Comm. Mgmt. mC

71 tOWers WatsON towerswatson.com HR Mgmt. Cr

72 Ci&t ciandt.com IT & Comm. Mgmt. Cr

73 iNtegreON maNageD sOlutiONs integreon.com Legal DC

74 sWiss pOst sOlutiONs swisspostsolutions.com Document Mgmt. mC

75 vaDs busiNess prOCess vads.com CRM bp

NO. COmpaNy Website serviCes/key streNgth*76 iNtetiCs intetics.com R&D bp

77 bleum bleum.com R&D bp

78 prOmiNeNte prominente.com.ar IT & Comm. Mgmt. bp

79 resOurCe prO resourcepro.com Transaction Proc. bp

80 auriga auriga.com R&D Cr

81 DatrOse datrose.com HR Mgmt. bp

82 NagarrO nagarro.com IT & Comm. Mgmt. Cr

83 Oxagile oxagile.com IT & Comm. Mgmt. mC

84 itraNsitiON itransition.com IT & Comm. Mgmt. Cr

85 team iNterNatiONal teaminternational.com IT & Comm. Mgmt. mC

86 First liNe sOFtWare firstlinesoftware.com R&D Cr

87 FreebOrDers freeborders.com IT & Comm. Mgmt. mC

88 CrOss-tab marketiNg serviCes cross-tab.com Marketing mC

89 the pythiaN grOup pythian.com IT & Comm. Mgmt. mC

90 xCeeD xceedcc.com Transaction Proc. bp

91 absOlutData absolutdata.com Marketing mC

92 arteziO artezio.com IT & Comm. Mgmt. mC

93 harbiNger systems harbinger-systems.com IT & Comm. Mgmt. bp

94 reksOFt reksoft.com IT & Comm. Mgmt. Cr

95 legalbase legalbaselaw.com Legal mC

96 ags health agshealth.com Indus.-Specific Svcs. Cr

97 syNygy synygy.com Transaction Proc. mC

98 NatiONal meDiCal billiNg serviCes nationalascbilling.com Indus.-Specific Svcs. Cr

99 riverWOOD sOlutiONs rwsops.com Product Mfg. mC

100 mirateCh miratechgroup.com IT & Comm. Mgmt. Cr

S6

The


GETTING IT RIGHT EVERY TIME

When it comes to developing and managing outsourced manufacturing,

operational expertise is more important than ever. Riverwood Solutions advises the world’s leading technology product companies and innovative start-ups on manufacturing strategy, supply chain performance, operations optimization, sourcing, and supply relationships. The company also offers managed supply chain services with its award-winning Hybrid Outsourced Services Team (HOSTSM) model which provides OEMs with cost effective, highly responsive management of outsourced manufac-turing and suppliers half a world away. Let us be your company’s local feet on the street. rwsops.com.



three strategic vendors that can provide not only legacy horizontal services, but can also provide vertical business services.’ They want third par-ties to strategically plug into all pieces of their business model, both on- and offshore.”

One provider that has embraced integra-tion—and leveraged it as a key differentiator—is ISS Group, a leading facilities services company. Based in Copenhagen, with operations in more

than 50 countries, ISS’s 530,000 employees pro-vide a full range of facilities services, including clean-ing, catering, security, and property management.

“In recent years, our customers have realized the benefit of having fewer suppliers taking care of their facilities,” says Jeff Gravenhorst, Group CEO at ISS. “In response, we have developed our Integrated Facility Services concept, giving the customer a single point of contact and just one company deliver-ing all facility services—in-stead of having employees from many different service providers on their premises.”

Such integration doesn’t simply foster con-sistency and convenience. It also spurs innovative approaches to a task or challenge. “When you are so integrally involved in a

customer’s business, you see the big picture, you see better and more efficient ways of handling a process or improving a system,” says Graven-horst. “That lets you increase productivity and mitigate risk, which in turn lets customers focus on developing their businesses.”

But integration alone isn’t enough, Graven-horst cautions: “You have to partner with custom-ers in a spirit of openness and transparency. You have to value adaptability and willingness to change.” That means providing customers with tools that let them monitor and manage servic-es—and fine-tune those tools as new opportuni-ties and situations warrant.

Technology is key. Advances in connectivity and data capture and sharing can provide a real-time view into a provider’s operation to see what’s work-ing well and what could benefit from some tweaks. To this end, ISS has developed a management information system called Insight@ISS. Acces-sible via a web-based interface, it gives custom-ers secure and instant access to detailed global information about ISS services. “It helps ensure the transparency and high level of service delivery our customers demand,” says Gravenhorst.

Opening the DoorIf there is any trend that is reshaping the way outsourced services are delivered—and giving in-novative providers a leg up on the competition—it is the rise of technology. The Internet, the cloud, mobile devices, and vastly improved means to cap-ture, share, and analyze data are opening the door to more services, greater customer satisfaction, and—for providers—some brand-new markets.

That’s a lesson that has been learned—and leveraged—by Xchanging, a London-based provider of business processing, technology, and procurement services that operates in 43


If THEREIs aNY TRENdTHaT Is

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aRE dElIVEREd,IT Is THE RIsE of

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IAOP WORLD’S beST OUTSOURCING AdvISORSNO. COmpaNy NO. COmpaNy

1 DelOitte CONsultiNg 11 BOOz & COmpaNy

2 Kpmg 12 BirD & BirD

3 avasaNt 13 mayer BrOwN

4 alsBriDge 14 ziNNOv maNagemeNt CONsultiNg

5 elix-irr 15 mOrrisON & FOerster

6 erNst & yOuNg 16 shepparD mulliN

7 BaKer & mCKeNzie 17 matryzel CONsultiNg

8 paCe harmON 18 huNtON & williams

9 KirKlaND & ellis 19 pillsBury wiNthrOp shaw pittmaN

10 QuiNt welliNgtON reDwOOD 20 FOley & larDNer

S7

1

OutsourcingAdvisory Services

Deloitte’s Outsourcing Advisory Services: On-shore and off-shore outsourcing and insourcing advisory

Strategy Negotiation TransitionVendor management

Copyright © 2013 Deloitte Development LLC. All rights reserved.Member of Deloitte Touche Tohmatsu Limited

As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.


countries. “Technology is becoming a big disrupter in providing processes, and we need to take advantage of this to create new kinds of services delivered in new kinds of ways,” says Ken Lever, Xchanging’s CEO. “It gives you a whole new path to developing services that interest the companies and industries you work with.”

Xchanging has lever-aged the growth of mobile devices and ubiquitous connectivity to bring new capabilities to one of its core customer communi-ties: the London insurance market. In February it launched a new application, called X-presso, which lets claims handlers and insurers use iPads to access the Insurers’ Market Reposito-ry, a storehouse of more than 25 million insurance documents.

“Users can call up documents from their tablet, annotate them, and put them back in the repository,” says Lever. “That’s a big step forward in terms of how the insurance industry—which has traditionally been very paper-based—now works. It gives insurers a better interface and real-time mobile access to the information they need. And it gives Xchanging a platform on which to develop further applications.”

In leveraging technology, Xchanging, too, has gained a key insight: Sometimes you can’t wait for the right technical foundation to be laid but have to proac-tively lay it yourself. That was the case in Malaysia, where last year Xchanging helped roll out a high-speed 4G wire-less network in partnership with the Malaysian telecommunications company YTL Communications. It then used the network as a springboard to develop new services and markets. For the Ministry of Education, Xchanging deployed and now supports an e-learning environment that enables schoolchildren to access educational material from web browsers. For Malaysian merchants, Xchanging

provides an e-wallet service that lets customers pay via mobile devices.

“Once the 4G network was in place and people were adopting and using devices, it created a com-munity for whom we could build and offer innovative, revenue-producing appli-cations,” says Lever. “This is really what processing is going to be about going forward: providers dem-onstrating that they bring value, and much of that via technology.”

Integrated ServicesIt is crucial, too, that providers think long term in their relationships with custom-ers. “You want to create real and lasting value,” says Michel Landel, CEO of So-dexo, the leader in quality of life services with more than 420,000 employees in 80 countries. “We believe that collective performance is dependent on individual well-being, so organizations have to place people at the heart of their thinking.”

This is a challenge, says Landel, because it means “reconciling the objec-tives of the organization with the needs of individuals.” As a result, Sodexo’s focus—and, indeed, its core business—is to provide integrated services in a way that enhances people’s quality of life and, in turn, boosts performance.

This means understanding the cus-tomer and creating tailored offerings. For a client that operates an oil rig, for example, Sodexo has developed cus-tomized wellness programs that help workers maintain emotional ties with their families and achieve a healthier lifestyle. The result: increased motiva-tion, reduced absenteeism, and fewer accidents. “You have to ask, ‘How do I build productivity?’” says Landel. “What we’ve found is that quality of life plays an enormous role. Focusing on that, stressing it, and constantly enhancing it doesn’t just improve outcomes for our clients; it also improves the lives of

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soMETIMEs You caN’T

waIT foR THE RIGHT

TEcHNIcalfouNdaTIoNTo bE laId—You HaVE TopRoacTIVElY

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S9


CONGRATULATIONS TO THE EMPLOYEESOF LEASEPLAN – AGAIN!

For the second consecutive year, LeasePlan has been honored as aGlobal Outsourcing 100 Company by the International Association ofOutsourcing Professionals®!

The entire management team would like to thank you for proving,“it’s easier to leaseplan” every single day!

The LeasePlan culture promotes proactive service excellence and asuperior customer experience, driven by the best employees in theindustry. We pride ourselves on delivering high-touch service andinnovative products that offer total cost reduction for corporate andgovernment fleets across the United States. As the world’s leadingprovider of fleet management solutions, the LeasePlan team of expertscan find ways to get the most out of our clients’ vehicles, budget andtime. Find out why our clients tell us “it’s easier to leaseplan.”

WWW.US.LEASEPLAN.COM800.323.66442013

®

the 75 million people we serve every day.” At the same time, providers need to be on the

constant lookout for changes in their customers’ priorities and needs. By homing in—quickly and accurately—on a shifting focus, providers can develop tools and services that are particularly relevant. When LeasePlan, the world’s leading fleet and vehicle management company, saw an emerging focus on safety within its client base, it developed an array of offerings designed to help them manage and improve it.

LeasePlan’s Pursuit of Safety suite of prod-ucts includes SafePlan, a tool that helps identify potentially high-risk drivers by deriving ratings from driving records and accident histories. Other components include driver training and telemat-ics—using a variety of technologies, including GPS and engine diagnostics, to provide real-time vehicle data.

Spotting trends quickly means getting the jump on opportunities. Realizing that the “less is more” theme of today’s business world was trans-lating into reductions in fleet personnel among clients, LeasePlan expanded its roster of services. “A growing menu of outsource services, from field-

ing driver calls to hands-on management of daily fleet operations, helps us resolve the head-count challenge for clients,” says Jon Toups, senior vice president, Corporate Fleet, at LeasePlan USA, and the company’s chief sales and marketing officer. “It has helped us turn that challenge into a win-win situation, where we are able to strengthen the client relationship by fulfilling their fleet needs at a lower cost.”

At the end of the day, of course, no matter how a provider leverages trends or technology—no matter how vigilantly it takes the pulse of its cus-tomers or how innovative its services—collabora-tion and communication remain essential. “A key differentiator for us has always been a ‘high-touch’ level of service,” says Toups. “New tools, new technologies—they’re all great. But you have to use them as complements, not replacements, for the consultation and guidance you provide to clients. That’s what creates a true partnership and enables success.” ●

To advertise in our Global Outsourcing sections, contact Debbie Linehan at 212.522.0767. For reprints, call PARS at 212.221.9595, ext. 437.

GLOBAL - DXC Technology · 2014. 7. 3. · fortune.com/adsections SPECIAL ADVERTISING SECTION...

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Transcript of GLOBAL - DXC Technology · 2014. 7. 3. · fortune.com/adsections SPECIAL ADVERTISING SECTION...