MolaKule
Staff member
quote:
Surprise Costs Mean Outsourcing May Not Pay Off, Survey Finds
The Wall Street Journal 05/04/05
author: Rebecca Christie / Dow Jones
(Copyright (c) 2005, Dow Jones & Company, Inc.)
WASHINGTON -- Unwary companies that outsource technology services or other core functions may be losing money instead of reaping expected savings, according to new research and industry professionals.
In a new survey, Deloitte Consulting found that outsourcing experiences haven't measured up to expectations. Cost savings and efficiency were the top goals of hiring outside help, but about a third of companies that tried these strategies said they ran into hidden costs and vendors that became complacent once contracts were in place.
"Instead of simplifying operations, outsourcing often introduces complexity, increased value and friction into the value chain," the Deloitte study said.
The study surveyed 25 major organizations, which the researchers didn't name in the report.
Using outside companies often required more senior management attention and deeper managing skills than expected, the study said. It recommended that big companies look to keep more functions in-house, even though smaller companies might benefit from hiring outside help.
Northrop Grumman Corp.'s, Jim O'Neill, president of Northrop Grumman Information Technology, said businesses often don't factor in the "soft costs" of outsourcing, like software licensing, office space and other overhead. Cheaper wages don't automatically translate into cheaper services, he said in comments to reporters.
Mr. O'Neill says his unit faces the issue from both sides, as it sells to other companies and also provides services in-house. Experience in selling technology internally helps his team market its offerings better. "We walk them through apples for apples," he said. "We believe we have a good business model to do that."
The Deloitte study warns companies that they could lose their edge if they turn to contractors to perform core elements of their business.
"Companies should outsource only commodity functions to guard against a loss of knowledge and should plan for short-term outsourcing to prevent vendor dependency," the Deloitte study said.
Other recent research echoes these concerns. For example, Boeing Co. could find unintended consequences from its decision to produce wings for its new 787 passenger jet in Japan.
"The motives for Boeing's commercial outsourcing to Japan are to access the market, spread risk, gain access to capital, and lower U.S. spending on research and development," said David Pritchard and Alan MacPherson, researchers at the State University of New York at Buffalo, in a March paper.
"This has clear implications for U.S. trade and employment, in that Japanese subcontracting boosts foreign imports and reduces the need for domestic production workers and U.S. suppliers," they said, adding that Boeing could encounter future pressure from a newly competitive Japanese aviation industry.
Boeing says it has made a point of keeping critical skills at home, even as it looks to outside companies for components. Jeff Hawk, Boeing's director of government, certification and environment, said Boeing continues to design and integrate its airplanes in-house, while looking to outside companies to provide parts cost-effectively.
"We need to make an aircraft that provides amazing values to the airlines , especially in their ongoing wounded state," Mr. Hawk said in an interview. "The obvious necessity and the sales response have indicated that we apparently made absolutely the right choice."