ruit for a contract SC Cleared …
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New York, New York (PRWEB) May 17, 2013

At present, over 70 percent of Americans support the belief that outsourcing is the problem plaguing the slow demise of the American economy and the drastic increase in unemployment. Amidst such national feelings, Daven Michaels released his guide, ‘Outsource Smart’ that basically talks about process outsourcing and virtual assistant online work as if they are the boon of the modern civilized American society. Obviously, this has put the author in the crosshair of many ardent economic experts who believe outsourcing should be taxed or at the very least controlled as it is un-American by its very nature.

“IBM, Microsoft and hundreds of other multinational American companies outsource on a regular basis not to cut costs alone but also to take competitive advantage that going across borders brings,” says Daven Michaels. “How is it un-American if these big blue chip companies have been doing this unchecked for the past three decades?”

In his new book Outsource Smart, which is currently among the New York Times Best Seller list, he teaches people why to outsource in the first place and how it has helped millions of entrepreneurs find time to enjoy life and become independent of the proverbial ‘American dream’s' pitfalls.

Daven explains, “Today’s global economy is the culmination of cost management, competitive leverage and technological prowess.” Without outsourcing, an economy would not be able to maintain all of the aforementioned traits and hence will lose out in the long run.”

He further adds that unemployment is not an issue solely related to outsourcing but also because of the inherent lack of skilled labor force that can compete with the knowledge and technological levels prevalent in particular parts of the world.

Daven knows when not to outsource and even teaches this to his readers suggesting to keep key aspects of the business within one’s own control or through the employment of local work force. He only shows specific unimportant areas where one can save money by hiring a virtual secretary or outsourcing process.

About Daven Michaels
An entrepreneur, platinum winning record producer, internet marketer, investor, New York Times & Amazon #1 Best Selling Author and outsourcing specialist, Daven Michaels started early in his entrepreneurial life at the age of 15 years. He currently heads 123Employee, a pioneering outsourcing center that provides BPO, customer support, internet marketing and telemarketing services.

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ts than the two districts in which …
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lection, no doubt eager to use outsourcing as a wedge issue against a labour-backed challenger like Olivia Chow.
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outsource its support …
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IAOP is in its eighth year of compiling its annual ranking of the world’s best outsourcing service providers and advisors The Global Outsourcing 100. The list includes companies from across the world, covering an entire spectrum of outsourcing service providers.

The ‘Global Outsourcing 100’ list ranks companies based on parameters such as customer experience and global presence. Other parameters includes depth and breadth of competencies demonstrated through industry recognition, relevant certifications and investment in the development of people, processes and technologies; and finally, the executive leadership of the company.

Commenting on this ranking, Puneet Chandra, Chief Marketing Officer, Wipro said, “Today’s rapidly changing market environment is triggering tectonic shifts in technology trends and customer requirements, and Wipro is constantly looking at solutions that will help businesses ‘differentiate at the front’ and ‘standardize at the core’. This prestigious recognition is a testament to our customers’ continued confidence in our capabilities towards adding value to their business; and our renewed emphasis on account management, deep domain skills, building targeted solutions and enhancing customer and employee engagement.”

“As applicants continually raise the bar and as the outsourcing industry continues to grow and mature in many markets, competition is tougher,” said Jag Dalal, Chief Advisor of Thought Leadership, IAOP and chairman of the judges’ panel. “Being named to The Global Outsourcing 100 and The World’s Best Outsourcing Advisors is a great achievement, particularly given the strong competition, and we are proud to recognize Wipro for their excellence.”

The evaluation was done by an independent judging panel organized by IAOP.

About IAOP
The International Association of Outsourcing Professionals® (IAOP®) is the global, standard-setting organization and advocate for the outsourcing profession. With more than 120,000 members and affiliates worldwide, IAOP helps companies increase their outsourcing success rate, improve their outsourcing ROI, and expand the opportunities for outsourcing across their businesses. To learn more, visit http://www.IAOP.org

About Wipro Ltd.
Wipro Ltd. (NYSE:WIT) is a leading Information Technology, Consulting and Outsourcing company that delivers solutions to enable its clients do business better. Wipro delivers winning business outcomes through its deep industry experience and a 360 degree view of “Business through Technology” helping clients create successful and adaptive businesses. A company recognized globally for its comprehensive portfolio of services, a practitioner’s approach to delivering innovation and an organization wide commitment to sustainability, Wipro has over 140,000 employees and clients across 54 countries. For more information, please visit www.wipro.com.

Forward-looking and Cautionary Statements
Certain statements in this release concerning our future growth prospects are forward-looking statements, which involve a number of risks, and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding fluctuations in our earnings, revenue and profits, our ability to generate and manage growth, intense competition in IT services, our ability to maintain our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which we make strategic investments, withdrawal of fiscal governmental incentives, political instability, war, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property, and general economic conditions affecting our business and industry. Additional risks that could affect our future operating results are more fully described in our filings with the United States Securities and Exchange Commission. These filings are available at www.sec.gov. We may, from time to time, make additional written and oral forward-looking statements, including statements contained in the company’s filings with the Securities and Exchange Commission and our reports to shareholders. We do not undertake to update any forward-looking statement that may be made from time to time by us or on our behalf.

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Accenture, a global management consulting, technology services and outsourcing company, was selected based on its overall excellence in a number of judging criteria: exemplary leadership in, and ongoing commitment to, activities that foster community involvement; fair operating and labor practices; respect for human rights; attention to environmental impacts; consumer issues; and good governance.

The award will be presented to an Accenture representative at an ISG Sourcing Industry Conference this fall. In addition, ISG will make a cash donation in the name of Accenture to its chosen charity, Leonard Cheshire Disability.

“On behalf of the more than 800 professionals at ISG, I want to congratulate Accenture on winning this award,” said Michael P. Connors, Chairman & CEO, ISG. “The commitment Accenture has shown to addressing these critical issues is a model for the entire sourcing industry.”

“Accenture is honored to be recognized with this award,” said Mike Salvino, group chief executive, Business Process Outsourcing, Accenture. “Good corporate citizenship is a hallmark of the way we run our company and that commitment is reflected through programs like Skills to Succeed. As one of the world’s leading outsourcing providers, we work hard every day to make a sustainable, measureable difference in the communities where we and our clients live and work. Together with employees and through a large number of pro bono, volunteering and grant-making efforts, our Skills to Succeed commitment will equip 500,000 people globally with the skills they need to get a job or build a business.”

Accenture was selected from among applicants for the IAOP 2013 Global Outsourcing 100?. The independent judging panel, selected from IAOP’s Corporate Social Responsibility committee, was chaired by Dr. Bill Hefley of the University of Pittsburgh and ITSqc, LLC, and also included Ron Babin, COP, Ryerson University; Rita Soni, NASSCOM Foundation; Sarah Troup, Rockefeller Foundation; and Tim Hopper, Microsoft.

“Accenture has demonstrated leadership in corporate social responsibility and sustainability,” Hefley said. “Not only has Accenture demonstrated internal abilities, but it has translated these into action around the world through leadership efforts such as the Skills to Succeed program. Accenture is also a firm that others turn to for excellence in CSR and sustainability. It is truly deserving of this significant award.”

Added IAOP CEO Debi Hamill: “IAOP is thrilled to have established the Global Outsourcing Social Responsibility Impact Award with ISG. It is important to recognize service provider excellence in Corporate Social Responsibility. We salute Accenture on its continued efforts and contributions; it has raised the bar for all of us.”

Service providers wishing to be eligible for the 2014 Global Outsourcing Social Responsibility Impact Award may apply at http://www.iaop.org beginning September 1.

About Information Services GroupInformation Services Group (ISG) III +3.16% is a leading technology insights, market intelligence and advisory services company, serving more than 500 clients around the world to help them achieve operational excellence. ISG supports private and public sector organizations to transform and optimize their operational environments through research, benchmarking, consulting and managed services, with a focus on information technology, business process transformation, program management services and enterprise resource planning. Clients look to ISG for unique insights and innovative solutions for leveraging technology, the deepest data source in the industry, and more than five decades of experience of global leadership in information and advisory services. Based in Stamford, Conn., the company has more than 800 employees and operates in 21 countries.

About IAOP The International Association of Outsourcing Professionals? (IAOP?) is the global, standard-setting organization and advocate for the outsourcing profession. With more than 120,000 members and affiliates worldwide, IAOP helps companies increase their outsourcing success rate, improve their outsourcing ROI, and expand the opportunities for outsourcing across their businesses. To learn more, visit www.IAOP.org.

About Leonard Cheshire DisabilityLeonard Cheshire Disability is one of the UK’s largest voluntary sector providers of services to persons with disabilities. It works with partner organizations in 54 countries around the world to campaign for change and provide innovative services that give disabled people the opportunity to live life their way.

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Labor markets have for the past quarter century been at the center of the globalization disputes under the “off-shoring and out-sourcing” rubric. How many jobs were lost at home to cheap labor abroad? What were conditions for those overseas workers? But the rapidly changing nature of the global economy has changed much, though not all, of that “off-shoring/out-sourcing” debate. Today, cheap labor is only one of many factors leading global companies to choose where to do business in diverse nations across the world. Major economic changes like the internal growth of emerging markets have scrambled debates about the global economy, posed challenges for international business, stimulated contradictory public policies and confused the general public.

It was often cheap labor in emerging markets that, more than two decades ago, led companies in developed markets to move company jobs away from the home country either to company owned facilities (off-shoring) or to third parties (out-sourcing) in developing markets. The broad idea was that less expensive manufacturing or inexpensive white collar workers would create goods and services in developing nations that would serve world markets. China, especially, would be the global product-manufacturing center; India, via the web, would be the global service provider.

The well known debate ensued between free-trade (more competition, cheaper goods in U.S., growth in developing markets) and fair trade (only wealthy benefit, hollowing out of U.S. middle class, exploitive labor standards overseas). The debate heated up in political years (including 2012), when “outsourcing” became an especially a dirty word. But, in addition to dramatic economic growth in emerging markets, four recent trends have significantly modified this old off-shoring and out-sourcing schematic.

First, labor costs for many businesses may no longer be the critical or even primary factor in global location decisions. Wages are rising in many emerging markets due, in part, to increased demand, new labor laws, and greater worker voice. Wages are declining in developed markets like the U.S. where depressed economic conditions for workers have led to lower wage and benefit packages, especially for lower entry level workers, and often through negotiations with organized labor. New technology, such as robotics, and higher productivity have also lowered the price of labor as a percentage of total product or service costs. When labor cost differences are not as dramatic or important, other costs like materials, energy, transportation, currency, capital, government imposed costs (tariffs, regulation) — which were always important — may have as great (or greater) impact on the location as cheap workers.

Second, companies are retaining but modifying their global supply chains by selectively reversing the long-term trend of outsourcing. They are “making” important parts of the products or services rather than “buying” from third parties, as described recently by U.S. business people and journalists, Companies are recognizing that closely interrelating, even co-locating, research and development, design and marketing, manufacturing and assembly close to the markets served can lead to much faster response to market shifts and to much faster innovation. The old practice of designing at home and then manufacturing abroad can slow the pace of innovation and product change to a crawl. So companies are making complex trade-offs between “making” and “buying” — and between the need to develop technology at connected global R&D centers and the need to apply it in a variety of local settings in a variety of ways.

Similarly, companies which were enamored of outsourcing key service functions like information technology to nations like India are discovering that these, too, are key to fast-paced innovation and should be “made” not “bought” — bringing them back in-house, with corporate units integrated across the world under global/local management. The “de-verticalizing” outsourcing process – when a company sent many of its functions between raw materials and the finished product to third parties – is now being partially reversed with “re-verticalization.” But, even with changes, global supply chains, even if owned more by the company and less by third parties, will remain critical.

Even when labor is a still a significant portion of the cost of a product (e.g. textiles, toys, some electronics), there is a growing movement among major, developed world companies, as I have detailed elsewhere, to engage in responsible off-shoring and out-sourcing by adopting labor and quality standards which aim to create decent wages, working conditions and environmental protections as well as more rigorous quality checks. The apparel industry has an off-shoring/out-sourcing code of conduct monitored by a third party, the Fair Labor Association (FLA), a practice now followed by Apple, but not the electronics industry as a whole.

But it must be emphasized: there are still great problems in supply chains for low cost products (as demonstrated by last year’s deadly factory fire in Bangladesh) and there is a great deal yet to do. Most brand-name, iconic multi-nationals, however, do understand that labor and quality standards are needed — both in their own overseas facilities for their own employees and in their supply chains — which will either increase costs or ameliorate some of the worst practices. And, at least for these major companies, this is another factor which may means that decisions about location and employment are not made purely on the cheapest possible labor.

Finally, companies’ choice of where to do business across the globe is heavily influenced by a witches brew of complex, often contradictory governmental policies at national, regional and local levels. Governments may seek to attract foreign investment yet also discriminate against it. They may promote non-protectionist policies for economic growth (infrastructure, R&D, more open immigration, skilled work force) or they may, especially in a recession, enact protectionist measures. They may, like China, engage in a host of illicit activities – pay-offs, piracy, hidden subsidies — to promote national champions. Or to counter state capitalism like China’s, they may engage in explicit subsidies or tax breaks or subsides or preferences or soft loans to promote domestic business’s ability to compete overseas against state supported or state owned companies — trade promotion ideas which teeter between reasonable competitive measures and bad crony-capitalism.

Ultimately, governments may recognize that virtually every other government has its thumb on the scale of economic activity and thus frustrate real global competition which can mean new jobs at home (even if old jobs may suffer). As a result, they may seek new free trade agreements to knock down tariffs and other trade barriers — as in current major trade talks in the Atlantic (between the U.S. and the EU) and in the Pacific (involving the U.S., Japan and others) — to stimulate economic growth and also to counter the rising power of China’s state capitalism. All these currents and cross-currents in present and evolving government policy have significant impact on location of global business activity.

These four trends take place in the context, as noted, of one central change: faster economic growth in developing markets than in developed markets. Much activity of global companies is now an attempt to sell in those new markets by having a powerful new local presence, even as they retain global supply chains. This is called “on-shoring” because it involves creating new, additive economic efforts in emerging markets which are far different than “off-shoring” jobs to cheap markets to export products back to expensive ones. Take China. Foreign auto makers (Japanese, European and American), have roughly 60 percent of a 15 million unit per year market, with tens of production facilities frequently owned with Chinese partners. GM is the leading car-maker in China with about 20 percent of sales (selling more units than in the U.S.) and has 11 assembly plants and four power-train plants in eight Chinese cities. For many U.S. multi-nationals approximately half their revenues, and 30-50 percent of their work-force, are outside the United States, reflecting the need to serve overseas markets.

Similarly, foreign companies have been “on-shoring” in the United States for years. . Foreign automakers built more than 3 million cars at 16 facilities in the United States in 2011 with the 70 percent of Japanese cars sold in the U.S. made in North America. Announcements of acquisitions or new plants in the U.S. are made almost every day by a non-U.S. companies, like Airbus, Siemens, Lenovo, Infosys, Ikea, and Foxconn. Indeed, foreign companies employ nearly 6 million Americans, account for 13 percent of manufacturing jobs and about 18 percent of exports.

Stories of foreign investment in the U.S. have been matched in the past few years with the “re-shoring” of overseas work back to the U.S. Iconic American companies like Apple, Google, Caterpillar, Ford, Emerson, GE, and Intel are adding plants and jobs in the U.S. or North America. The decisions are driven by some of the economic trends noted earlier (competitive overall cost for U.S. markets, desire to “make” not “buy” and integrate corporate functions for innovation close to customer). “Re-shoring” also helps symbolically and politically to counter, to an extent, the old “off-shoring” critiques. But, while “re-shoring” may slow the decades long decline in U.S. manufacturing jobs, from 20 percent of the workforce in 1980 to about 9 percent today, it is not likely to reverse it, much less herald a return to the glory days (the Bureau of Labor Statistics estimates that only 7 percent of the workforce in 2020 will be in manufacturing).

For most of the public, this significant modification in the off-shoring, out-sourcing debate is not well understood and people still revert to the old schematic This is because of politics. Companies are struggling to adjust to new global realities but generally try to present a strong nationalist face in their home countries (now aided by modest “re-shoring”). Importantly, nations that practice some version of “market capitalism” (less government intervention than “state capitalism”) are schizophrenic: torn between government policies to support real global competition and policies to support national companies and local workers. Broad adjustments in knowledge and attitudes about changes in global economic integration is necessary in developed “market capitalism” to reach the right balance of policies promoting the long-term ideal of global competition, adopting near term measures that counter state capitalism without engaging in crony capitalism, recognizing that with competition new domestic jobs may replace old ones and protecting domestic workers whose jobs may be lost due to technology and productivity – not just changes in trade.

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The move is part of JLR’s efforts to realign and refocus it’s automotive services and the said contracts may be tweaked to include strategic management consulting and application development.

JLR had outsourced bulk of its in house information technology work to the India’s largest software company. TCS has so far received a total business of USD 10 million from the Tata Motors’ subsidiary.

Also read: TCS wins USD 43 m contract from Norway Post

The sources however indicated that JLR has an option to completely exit from the said contracts. TCS had received bulk of information technology contracts from JLR over last six months.

It must be noted that for years, TCS had been losing out on lucrative outsourcing contracts from Tata group companies to IBM, one of the world’s biggest computer service company.

According to Mint newspaper, in October TCS had won fresh outsourcing business worth  USD 385 million (Rs.2,040 crore) from Tata Motors Ltd and Jaguar Land Rover. Tata Motors has been moving IT projects from IBM to TCS as part of a bigger exercise to consolidate its IT operations with a single vendor.

If JLR decides to completely exit from the said contracts, then it may come up as big blow for Mumbai-based IT company.

When contracted JLR informed CNBC-TV18 that the company continuously reviews supplier contracts and purchasing decisions on regular basis for business efficiencies. However it denied to make any further comments on the matter.
TCS provides range of technology solutions for automobile sector which includes shop floor to retail integration, solutions for entire supply chain and intelligence solutions for driving business value

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