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ijcrb.webs.com JUNE 2011 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 3, NO 2 outsourcing leaped to the fore as a cost-saving quick fix when budgets came under pressure. Soon every element of a corporation’s IT and business operations was potentially up for outsourcing consideration, with the reinforcing impact of technology and communications advances, it is expected that the next result of all these factors have not just been a largely successful explosion in outsourcing, with the overall services outsourcing market reaching three-quarters of a trillion dollars in annual revenue by 2008. (Cohen, L, al et, 2006). Subsequently, the next question would be “who would grab these opportunity will very much depend on level of infrastructure, low-cost talent pool and other important factors countries possess. Competition pressures have forced companies to look objectively and critically at business processes. Companies have been outsourcing Manufacturing operations, business services and even entire business line successfully for a long time now. Recently, contract manufacturing sector has benefited with considerable outsourcing, initiated by the electronics and pharmaceutical industries. Business processes such as information technology (IT), payroll, logistics and human resources (HR) management are among the common ones regularly outsourced. Outsourcing of core functions like engineering, research and development (R&D), manufacturing and marketing are being considered by corporations (Ghodeswar, B and Vaidyanathan, J, 2008). Furthermore, Outsourcing has become an important strategic tool in today’s competitive business environment (Zhu, Z.W., Hsu, K. and Lillie, J, 2001). Managers are searching for any strategy that can provide them with success. BPO is one of the most important strategies that can lead to greater competitiveness (Embleton and Wright, 1998). The use of BPO has been increasingly in today’s business practices more than ever. According to Nasscom Analysis (2006) India alone exported BPO services worth $6.3 billion during FY 2005-2006, and it yields 35 per cent growing worldwide (Nasscom Analysis, 2006). There is no doubt that offshore outsourcing have immensely contributed to success of many MNCs around the world. But there are worries from some experts from this field. The Linda Cohen as managing vice president in Gartner Research argued that high expectation associated with outsourcing is increasingly hard to meet. As more and functions are outsourced, integrating and managing a portfolio of service providers is becoming more difficult and I causing significant service disruptions in many organizations. According to their research outsourcing to cut costs no longer provides significant competitive advantage because all your competitors are using outsourcing as well and are reaping the same cost advantages. their research also showed that fully 50% percent of outsourcing contracts signed between 2000 and 2004 will fail to meet expectations. In their book, she suggested a new concept “Multisourcing” which defined as the disciplined provisioning and blending of business and IT services from the optimal set of internal and external providers in the pursuit of business goal (Cohen, L and Young, A, 2006) According to a survey commissioned by info-tech service provider Unisys, it reported that Malaysia companies are more advanced in back office business process outsourcing (BPO) adoption than companies in Singapore. It also mentioned that Malaysia is already a leader in BPO market. Another finding of ACA Research survey of major Singapore and Malaysian companies involved in financial services showed that Malaysia companies were more likely to reap the benefits of outsourcing their back office operations from the rapidly growing BPO market in the next five year (Unisys) COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 888
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Relevant frameworks JUNE 2011 VOL 3, NO 2 The figure 3 (source of country selection criteria; Terdiman and Berg, 2001) below shall provide an overview of theoretical framework possibly being employed in this research. According to Terdiman and Berg (2001), country’s factors are more important than offshore outsourcing vendor’s expertise. Figure 2.3.1: country selection model Country Infrastructure The regulatory environment within the country, and whether factors such as intellectual property law and export regulations have negatively impacted on business activities The communication infrastructure and the type of facilities available for business use, and whether the communications infrastructure is adequate for conducting business • Human Expertise and Resources • The use of quality certification • The availability of skilled labor resources • The competence of IT graduates and their training provision • Foreign language proficiency • Knowledge of global business practices • Cultural Issues • Cultural difficulties and issues when engaged in offshore projects (Brendan D’ Cruz) The status of Offshore BPO industry in China and Malaysia According to India's National Association of Software and Services Companies (NASSCOM) report (2007), China's BPO industry is valued at $1.06 billion for 2006, while Malaysia's BPO market, is estimated to have posted $1.01 billion in total revenues last year, with industry spending estimated to reach $979 million, COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 889
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