离岸外包服务竞争策略分析外文翻译(节选)

1、14001400 单词，单词，80008000 英文字符英文字符, ,中文中文 27002700 字字 出处出处: :Javalgi R G, Granot E, Gross A C, et al. Strategies for sustaining the edge in offshore outsourcing of services: the case of IndiaJ. Journal of Business Cavusgil et al., 2008). This type of global activity, known as offshore outsourcing, has

2、 become a vital and necessary component of a firms business value chain. Outsourcing offers significant competitive advantages when goods and services are produced economically and with acceptable or superior quality by outside suppliers (see Kotabe et al., 2008; Bunyaratavej et al., 2011). A recent

3、 Duke University study on offshoring (Lewin et al., 2009) reports that, from 20012009, US firms preferring captive offshore suppliers for high technology and telecom services dropped from 52 percent (20012003) to 27 percent for 20072009, whereas preference for offshore outsourcing to independent sup

4、pliers grew from 6 to 45 percent (p. 5). Offshore outsourcing offers competitive advantages when goods and services are produced economically and with acceptable or superior quality by suppliers located outside a firms home country. Creating value through outsourcing has emerged as an important stra

5、tegy for firms the services sector in the knowledge based global economy. In spite of the growing significance of outsourcing, we have limited knowledge of offshoring and outsourcing to emerging markets that are moving up from providing lowend services to highend services (Javalgi et al., 2009). Thi

6、s article examines and identifies strategic drivers and options that a major outsourcing supplier nation, such as India, might consider in order to build a sustainable advantage in consolidating its position as an exporter of services and its relationships with global partners. More specifically, th

7、is article discusses the Indias competitive edge as a leading supplier of knowledgebased services and proposes a model for sustaining this edge. The model proposes key strategic steps to move from the current position (e.g. supplier of business process outsourcing services) to a role of knowledge le

8、ader by providing advanced value added services to global clients. This model suggests ways in which a supplier nation can gain leverage in the value chain. The remainder of the article is organized as follows. Section 1 provides a brief study background. Section 2 presents the discussion on the glo

9、balization and the rise of outsourcing to emerging markets. Section 3 focuses on India as offshore outsourcing destination and its competitive challenges. Section 4 discusses strategies for positioning India as a global knowledge leader in the offshore outsourcing area, followed by conclusions. The

10、study backgroundThe study background Off shoring business modelsOff shoring business models Outsourcing, in its simplest sense, is an extension of the classic “makeorbuy” decision that manufacturers and other organizations face as they search for costsaving alternatives or outside technical expertis

11、e while focusing on their core competencies. With the emergence of todays global economy, highcost manufacturing and service firms have realized that survival in a competitive marketplace requires a careful decoupling of selected operations from a firms captive divisions and highcost domestic suppli

12、ers that can be outsourced to qualified suppliers in offshore locations. Offshore outsourcing is the business practice of hiring organizations or employees to perform company operations overseas. For example, a company may manufacture and sell computer parts in the US yet use offshore outsourcing to

13、 handle its customer service, basic technical support, etc. As firms are increasingly locating their core activities overseas, the choice of offshore sourcing strategies depends on the firms value proposition, which depends on the type of business model chosen to accomplish desired goals. Globalizat

14、ion and the rise of outsourcing to emerging marketGlobalization and the rise of outsourcing to emerging market The key driving factors impacting the knowledgedriven economies of nations in emerging markets such as Indonesia or India are the rising importance of the globalization of services, access

15、to global talent, and the rise of offshore outsourcing of services and advancements in information and communication technologies. Emerging markets such as South Korea, Malaysia, India, China, Russia, and Brazil continue to lead in the outsourcing of knowledgebased services (Radhakrishnan, 2007). Th

16、e relocation of laborintensive services (e.g. payroll processing, telephone call centers) to lowerwage emerging markets is consistent with the well known “comparative advantage.” axiom of international trade. According to this axiom, countries such as India, China, or Vietnam, with their relative ab

17、undance of unskilled labor, should specialize in producing goods and services that are laborintensive, giving these nations a natural comparative advantage over advanced economies which are handicapped by high labor costs, hence likely to outsource manufacturing and service operations to lower cost

18、nations. But the decision to outsource offshore goes beyond just a drive to reduce costs; strategic outsourcing can shorten the supply chain, bring advanced technological skills to solve key problems,free the client firm to concentrate on its core competencies, and improve its long term viability in

19、 the harsh and unforgiving global marketplace. India as offshore outsourcing destination: competitive challengesIndia as offshore outsourcing destination: competitive challenges Indias competitive advantagesIndias competitive advantages With resource optimization, scalability and adoption of newer t

20、echnologies as the defining factors, the western enterprises searching for newer ways of investing more on core business function thereby outsource the peripheral ones to outsourcing destinations like India and Indonesia, China, and Philippines. SourcingLine, a provider of business information and r

21、esearch services, compiles an online database of outsourcing country statisticswhere each country is scored across dozens of key factors within three broad areas: cost competitiveness, resources and skills, and business and economic environment. A list of the top 20 outsourcing countries (Table I) s

22、hows India leading the list with reportedly the best mix of advantages even if it does not lead across all dimensions (SourcingLine, 2012). India remains a highly costcompetitive location with a substantial resource and skill base. Other leaders in the survey include numerous other countries from As

23、ia, but also Latin America and Europe. Concerns that threaten Indias competitive edgeConcerns that threaten Indias competitive edge Since the turn of the century, Indias economy has enjoyed an enviable rate of growth, ranging from 5 percent in 2001 to nearly 10 percent in 2010 and about 7 percent in

24、 2011 (World Bank, 2012a, b). But competitive advantages in fast changing global environments can be ephemeral. Indeed, in the wake of the global economic crises of the past four years, the Reserve Bank of India revised Indias GDP forecast to an annual growth of 5.5 percent in 20122013 as against 5.

25、7 percent estimated earlier (Moneycontrol, 2013). ConclusionConclusion India is regarded to be a super power when it comes to providing offshore IT and IT enabled outsourcing services. Over 50 percent of the Fortune 500 companies have already outsourced their requirements to Indian software vendors.

26、 Some of these beneficiaries in the current trend of outsourcing to India are: Microsoft, Oracle, Citibank, General Electric, Reebok, General Motors, Morgan Stanley, WalMart, AT安德鲁 引言引言 在过去的三十年中， 公司经营业务外包就像一种瘟疫蔓延至世界各地， 看起来远远超出 了他们国家的政治边界， 在世界范围内，跨越边境地制造商品和提供服务， 给企业以很大的 竞争优势。由于美国贸易壁垒的拆除， 全球化的得到很好的发展，

27、 以及在 20 世纪 70 年代 时，制造业务的转变，从高成本的区域，比如在美国和欧洲，转向中国等新兴经济体， 包括: 墨西哥、东南亚、巴西和欧洲中部(加瓦尔基和马丁，2007)。 20 世纪 90 年代， 一个标志性的发展就是将服务外包给其他国家， 如:爱尔兰、 俄罗斯、 菲律宾和印度。这种类型的全球外包活动， 就被称为离岸外包， 现在已成为公司商业价值链 中的一个重要的和必要的组成部分。 商品和服务外包为企业提供了显著的竞争优势， 特别是 可以找到最优质的外部供应商。 杜克大学关于离岸外包的一项最近研究(列文等人，2009)表明，从 2001 年到 2009， 美国公司倾向于被海外那些拥有

28、高技术和电信服务技术的供应商所吸引，不过这一比率从 2001 到 2003 年间的 52%下降到了 2007 到 2009 年时的 27%，而偏爱离岸外包，特别 是那些独立的供应商， 这一比率从 6%增长到了 45%。 离岸外包为企业提供了很大的竞争优 势， 特别是当在海外生产商品和服务的成本更低时， 或者可以在公司的母国获得更优质的供 应商。在当今的经济全球化背景下， 通过外包创造价值已成为服务业企业的重要战略。 尽管 外包的重要性正日益增长， 但是我们对离岸外包方面的知识是有限的， 以及从新兴市场进行 外购，或是通过外包完成产品的质量升级等(加瓦尔基等，2009) 本文讨论和确定了驱动和选

29、择战略， 主要的离岸外包供应商国家， 比如，印度将可能会 考虑建立一个可持续的整合服务业的优势出口地位及其与其他国家的全球伙伴关系。 更具体 地说， 本文探讨了印度作为一个基于知识服务的领先供应商的竞争优势， 并提出了保持这一 优势的模型。 模型提出了保持优势竞争地位的关键战略步骤， 从业务流程外包服务供应商到 知识领袖的角色， 为全球客户提供先进的增值服务。 这个模型为那些供应商国家利用价值链 提供了一种方法。 本文的其余部分组织如下。 第一节简要阐述了本文的研究背景。 第二节则介绍了全球化 和离岸外包对新兴市场的崛起影响。 第三节则着重于印度离岸外包情况和面临的竞争及挑战。 第四节则讨论了

30、印度作为全球知识领袖在离岸外包领域的战略定位，最后是结论。 研究背景研究背景 离岸外包商业模式离岸外包商业模式 外包，从最简单的意义上说，就是“做出购买决定”的一个延伸意，制造商和其他企业 组织都在设法寻找成本更低但服务更好的可替代的外部专业供应商， 将自己不擅长的并且不 属于企业核心业务的那些业务活动外包给社会上的专业服务提供商， 这样， 企业就可以专注 于自己的核心竞争力。 随着当今的经济全球化的趋势， 那些高生产和服务成本的企业已经意 识到再这样一个经济全球化背景下生存， 竞争压力很大，因此，企业需要将精力专注于自身 的核心业务，而将那些自己不擅长的业务外包出去， 只有这样，才能在竞争日

31、益的市场中取 得有利的地位。 离岸外包是雇佣其他企业组织或员工来执行公司的海外业务， 它是一种全新的商业模式。 例如， 一个公司可能会在美国生产并销售其电脑配件， 而使用离岸外包来处理其在美国的业 务， 由美国的合作企业提供基本的技术支持等等。 由于企业越来越多地定位其海外核心业务， 离岸外包策略的选择取决于公司的价值主张， 而这取决于企业的商业模式类型以及企业的预 期目标。 全球化和外包给新兴市场的崛起全球化和外包给新兴市场的崛起 影响知识驱动为基础的经济体国家的关键驱动因素， 比如在印尼和印度等新兴市场， 全 球化服务的重要性正在不断上升，离岸外包服务的兴起主要收益于信息和通信技术的进步。

32、 新兴市场，如韩国、马来西亚、印度、中国、俄罗斯和巴西将继续提供基于知识的外包 服务 (拉达克里希南，2007)。对于一些发达国家，他们会考虑将一些劳动密集型服务外包 给一些新兴的经济体国家， 通常这些国家的劳动力成本更低， 通过外包服务，企业可以很好 地节省成本，从而获得“比较优势。这也是一条“国际贸易公理” 。根据这一公理，这些国 家，如印度、中国和越南的劳动力相对丰富， 应该专门生产商品和服务，属于劳动密集型的 业务外包，交由这些国家来承担比较好，这些国家的自然比较优势在于其劳动力成本较低， 因此，一些发达国家可能将这些业务外包给低生产和服务成本国家。 但是否要离岸外包， 其 决定因素不仅技能在于降低成本， 还在于能否缩短供应链， 解决关键问题，并带来先进的技 术