Auf mehr als 90 Seiten geht diese unabhängige Sonderausgabe des Outsourcing Journals auf wichtige Aspekte der Auslagerung von IT- und Geschäftsprozessen innerhalb Europas ein. Experten geben Einblicke in die europäische OutsourcingIndustrie und liefern Informationen zu ausgewählten Outsourcingstandorten, Lösungen, Zahlen und Fakten sowie zu rechtlichen und interkulturellen Aspekten. Nutzer von Outsourcingleistungen in Deutschland, Österreich und der Schweiz erhalten zum ersten Mal unabhängige Referenzen und Tipps für die Evaluierung von Outsourcing-Projekten und -Providern sowie die Transformation von IT- und Geschäftsprozessen innerhalb Europas. www.outsourcing-journal.org

1. www.outsourcing-journal.org Q2/3-2012 - Deutsch / English
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Outsourcing von IT-Services und Geschäftsprozessen in Europa - Ein unabhängiges
Informationsangebot für Deutschland, Österreich und die Schweiz.
Auf mehr als 90 Seiten Wissen, Hintergründe
und Kontakte, inklusive der Themen:
Outsourcing - division of labour gives
competitive edge
by Deutsche Bank Research
Structural quality metrics in SLA’s
by Jay Sappidi, CAST Research Labs
Service integration &
management in multisourcing
by ISG (TPI)
Weitere Beiträge: Germany - Lucrative sourcing market; Bulgarien; Polen; Corporate &
competition law in outsourcing; Rumänien; Innovation in Outsourcing; Cloud im
Mittelstand; Stop shouting - Marketing and Communication; Belarus; BPM & BPO,
Ausschreibungsverfahren und mehr
Copyright @ Deutscher Outsourcing Verband e.V. - Deutsches Outsourcing Journal
Alle Rechte vorbehalten. Vervielfältigung oder Verteilung ohne vorherige Zustimmung untersagt

2. INHALT / CONTENT
4 - Outsourcing - Division of labour gives 48 - Sourcing: Der Mittelstand und die
competitive edge Cloud - Hybridmodellen gehört die
Dr. Thomas Meyer, Florian Schüler, Deutsche Bank Zukunft
Research, Germany Dr. Heiner Diefenbach, TDS AG, Germany
10 - Restrukturierung und Sourcing 54 - Poland – an experienced provider of
Governance services for business
Branimir Brodnik, microfin Unternehmensberatung, Anna Zawadzka, OEX Group, Poland
Germany
58 - Business- und Knowledge Process
16 - Corporate and competition law Outsourcing in Polen
- legal and contracting aspects of CERI International, Poland
outsourcing in Romania
BPV Grigorescu Stefanica, Romania 62 - Incorporating Structural Quality
Metrics into Outsourcing SLAs
20 - Ein Schritt näher an morgen. Vom Jay Sappidi, CAST Research Labs, France, Germany
Outsourcing zur Innovation
Mihaela Rosca, Remus Pereni, Yonder, Rumänien 68 - BPM enabled BPO: foundations for
long term success
25 - Assembling the Jigsaw - Service Pietro Casella, Safira, Portugal
Integration and Management in a
Multisourced IT-Operating Model 70 - Die Kluft zwischen Geschäfts-
Hannah Patterson, Information Services Group prozessen und Strategie
(ISG), United Kingdom Dr. Clemente Minonne, Zürcher Hochschule für
Angewandte Wissenschaften, Schweiz
29 - Germany - Lucrative sourcing market
and top location for shared services and 74 - Does project development
BPO delivery proficiency matter for technology start-
Josefine Dutschmann, Germany Trade & Invest up efficiency?
(GTAI), Germany Mike Grebennikov, Migrate2mobile, Belarus &
Fabian Oliva, Fiverun Inc., USA
34 - Stop Shouting
Christopher Butler, USA 77 - Belarus’ Potential of becoming
Europe’s Silicon Valley by 2015
40 - Bulgaria - Destination for IT-Services A market review by Viktor Bogdanov, Ciklum,
in Europe Ukraine
Ivaylo Slavov, BulPros, Bulgaria
82 - Das Ausschreibungs- und
45 - Sirma Group - a global outsourcing Auswahlverfahren
developer with successful projects on five Sabrina Hahn, matrix technology AG, Germany
continents
Sirma, Bulgaria 86 - Organizations
Corporate profiles and contacts
Page 2

3. EDITORIAL
Shared Services, Business-Process- & IT-
Outsourcing in Europa
Eine Sonderausgabe des Outsourcing Journals mit Fachbeiträgen
führender Organsationen, Unternehmen und Branchenexperten
Der Markt land, Österreich und der unabhängige Referenzen
Schweiz, erleben wir gleichzeitig und Tipps für die Evaluierung
In Deutschland, Österreich einen wachsenden Bedarf an von Outsourcing-Projekten
und der Schweiz blicken wir Fachwissen, Informationen zu und -Providern sowie die
heute auf einen Markt für Outsourcing-Standorten sowie Transformation von IT- und
Outsourcingleistungen von an Kontakten zu qualifizierten Geschäftsprozessen innerhalb
ca. 22 Mrd. EUR mit einem Anbietern. Europas.
potenziellen Wachstum von ca. 7
Mrd. EUR bis 2015. (Lünendonck, Diese Ausgabe
Ende 2010).
Auf mehr als 90 Seiten geht diese
Zu der Frage welchen Stellenwert unabhängige Sonderausgabe Stephan Fricke
IT-Sourcing im Unternehmen des Outsourcing Journals
einnimmt geben in einer auf wichtige Aspekte der Herausgeber des
aktuellen Studie (DACH) der Auslagerung von IT- und Outsourcing
ZHAW Zürich 56% der Befragten Geschäftsprozessen innerhalb Journals und
an, dass bestimmte Leistungen Europas ein. Vorstand sowie
ausgelagert und weitere 14% Vorsitzender
geben an, dass IT-Dienste Experten geben Einblicke in des Beirates des
weitgehend ausgelagert seien. die europäische Outsourcing- Deutschen Outsourcing
Industrie und liefern Informatio- Verbandes e.V.
Im Pan-European IT Outsourcing nen zu ausgewählten Outsour-
Intelligence Report 2011, cingstandorten, Lösungen,
durchgeführt von IT Sourcing Zahlen und Fakten sowie zu
Europe, geben mehr als 35% der rechtlichen und interkulturellen
Befragten in Deutschland an, Aspekten.
Nearshore bzw. mehr als 20%
Onshore auslagern zu wollen. Nutzer von Outsourcing-
leistungen in Deutschland,
Mit diesem Trend der Österreich und der Schweiz
Auslagerung von IT- und erhalten zum ersten Mal
Geschäftsprozessen in Deutsch-
Page 3

4. RESEARCH
Outsourcing - Division of labour gives
competitive edge
A briefing by Deutsche Bank Research, Dr. Thomas Meyer
and Florian Schüler
Division of labour and specialisation are rightly regarded in economic research as the cornerstones of
productivity and prosperity. In keeping with this idea, European firms reduced their degree of vertical
integration by about 1.5 percentage points between 2003 and 2007.
Recent research has, however, found a supposedly negative correlation between the degree of division
of labour (in the form of outsourcing, for example) and productivity at the company level, meaning that
more outsourcing allegedly hurt productivity. This would fundamentally contradict standard manage-
ment practices. In our opinion, this supposed contradiction is based on a misleading interpretation of
empirical findings which overlooks important effects.
Performing a dynamic analysis reverses the picture: a vertical integration that was 1 percentage point
lower in 2003 is statistically associated with 5-10 percentage points higher earnings growth (cumulative)
in the following four years. Disintegrated production thus delivers a competitive edge. The decisive factor,
of course, is the optimum degree of vertical integration for each individual company, which can be derived
for example from the firm’s level of specialisation, the sector in which it operates, its market position and
management capacities.
Outsourcing and offshoring are With outsourcing it is also a mat-
highly discussed management ter of the right degree, striking
practices since the dawn of the the right balance between spe-
new millennium. This form of di- cialisation benefits on the one
vision of labour promises hand and transaction costs on
major efficiency benefits be- the other. The maximum pos-
cause companies can concen- sible degree of outsourcing is
trate on their core competen- usually not efficient.
cies and get help with their
weaknesses from suppliers and Nevertheless, companies have
business partners. in recent years evidently be-
come both more inclined and
Economic research has accord- more able to specialise and
ingly been largely positive in its divide work: export ratios are
assessment of the trend towards rising and the degree of vertical
outsourcing and offshoring. This integration is falling.
view is supported by extensive technological progress has facili-
literature stretching back to the The outsourcing wave in the tated various new forms of divi-
founding fathers Adam Smith service sector has played a sion of labour. This also
(1776) and David Ricardo (1817). major part in this ; after all, applies to manufacturing firms
Page 4

5. RESEARCH
that outsource services such as tion technology, the lowering ment (the reason for the current
IT management, bookkeeping or of tariffs (e.g. via GATT/WTO or account surplus): they rose from
call centres to other companies. bilateral trade agreements), bet- 25% of GDP in 1980 to 35% in
ter infrastructure (e.g. container 2009.
Trend towards division of shipping), as well as the increas-
ing integration of the former The increasingly integrated
labour and specialisation Warsaw Pact countries and the global economy corresponds to
aspiring emerging markets in the growing division of labour at the
The trend towards division of
global economy. company level in Germany: be-
labour and specialisation is eas-
tween 1999 and 2008 the degree
ily illustrated by looking at the
Companies in Germany have not of vertical integration (measured
growing volume of trade flows.
ignored this trend. The figures in terms of value added relative
The world has grown closer to-
clearly show how the German to sales) fell for example by 22%
gether economically over the
economy has stepped up export in mechanical engineering, by
last 50 years (see chart 1). The ex-
activity: up until the early 1980s 12% in the auto industry and by
port ratio had doubled from 12%
the German export ratio was 8% in the chemicals industry (see
of global output in 1960 to over
only minimally higher than the chart 2). More recent figures are
24% in 2009.
average of other rich countries, less meaningful as they are dis-
of late it has been almost twice torted by the financial and eco-
If there had not been a financial
as high (41% of GDP). nomic crisis.
and economic crisis the figure
would probably be as much as
The interesting thing is that this An ever smaller share of value
30% – an increase of 2 ½ times.
decoupling evidently did not added is generated in-house –
This is perhaps less dramatic
commence until after the actual upstream and downstream com-
than the globalisation debate
economic miracle. Only reunifi- panies are becoming more im-
would suggest occasionally; af-
cation was able to briefly slow portant in the production chain.
ter all, numerous changes in the
the surge in exports. German Overall, German companies oc-
global economy have strength-
imports have not quite managed cupy a mid-table position in the
ened trade relations: advances
to keep pace with this develop- European rankings (see chart 3).
in communication and informa-
Page 5

6. RESEARCH
A low value-added ratio is ul- parison we always use wage-ad- cance for economic policy and
timately also an indicator of a justed labour productivity since management consultancy. The
disintegrated production chain. a key factor for a company is that findings of the Fraunhofer Insti-
In light of the trend described potentially higher productivity tute are ultimately interpreted by
above the question arises as to is not eaten up by higher wages. the public as making a case for
whether the degree of vertical Chart 4 illustrates this relation- more in-house manufacturing
integration has a systematic im- ship using the example of me- and insourcing (“outsourcing is a
pact on corporate performance chanical engineering in Europe. load of rubbish”).
metrics, that is whether the de- It would represent a clear contra-
gree of division of labour has a diction to the prevailing view to Right calculation, wrong interpre-
measurably positive or negative date. tation?
influence on productivity, re-
turns or profits. This analysis comes to a similar In a first step, our own analysis
conclusion as previously reached does indeed serve to back up
by Broedner et al. (2009) and Lay this conclusion (which we found
et al. (2009). The scientists at the surprising) with a new data set.
Fraunhofer Institute analysed However, this correlation could
a random sample of nearly 500 be distorted by other factors,
German manufacturing firms in which would alter the interpreta-
2003 to identify “instruments for tion of the results.
boosting productivity” This also
. The level of vertical integration
included testing the influence of and labour productivity are in-
the outsourcing ratio, which they fluenced by many factors that
define as the difference between are not directly related to out-
the degree of vertical integration sourcing decisions. Profits play a
level and 100%: hence, the lower pivotal role in this respect since
the level of vertical integration, profits make up a portion of val-
the higher the outsourcing ra- ue added.
tio. Contrary to their own hy-
pothesis, the authors also found The average degree of vertical in-
that less vertical integration is tegration among European firms
Is outsourcing “a load of accompanied by lower produc- in 2003 was about 30%, while
rubbish”? tivity. In other words: the higher the average gross operating rate
the outsourcing ratio, the more (i.e. operating surplus relative to
One obvious approach is to set inefficiently that companies pro- sales) was around 11% (both un-
the degree of vertical integration duce. According to the authors, weighted). Variations in the gross
against productivity. Such a com- the specialisation benefits must operating ratio alone account for
parison across different sectors be outweighed by the growth in some 20-30% of the differences
and countries does in fact reveal transaction costs. in degree of vertical integration
a systematic correlation, howev- (see chart 5). The probability is
er, it is the opposite of what we The important thing is that this thus very high that the correla-
expected. The greater the degree view is not based on erroneous tion between vertical integration
of vertical integration in the sec- individual entrepreneurial deci- and productivity is decisively in-
tor (meaning more in-house pro- sions – mistakes are made again fluenced by other factors.
duction, less division of labour), and again – but on a systematic
the higher labour productivity negative correlation between di- The opposite effect applies to
appears to be (see also model 1 vision of labour and productivity. inputs: if prices rise for inputs,
in table 6 below). For this com- This would have major signifi- the degree of vertical integra-
Page 6

7. RESEARCH
tion falls – all other things being manufacturers often operate in static model with gross operat-
equal. This is definitely a relevant lucrative niche markets in which ing ratio as an explanatory varia-
factor; after all, material costs as correspondingly high margins ble. It serves as a direct indicator
a share of gross production value are to be earned. The observable of market position.
in the German manufacturing outcome at these manufacturers
sector rose by 5.8 percentage would thus be high productivity Thirdly, we use a two-stage sta-
points (to 48%) between 2003 (on account of the margins) com- tistical estimation method that
and 2007. The rise in steel prices bined with a high degree of verti- helps to isolate the observation
could, for example, partly explain cal integration (on account of the of the influence of other endog-
why specifically the share of specialisation). This correlation enous variables (IV method).
value added in engineering has would not, however, be the result The instrument used is the num-
fallen sharply. of the outsourcing decision, but ber of people worldwide that
of the market positioning. The speak the respective language.
management recommendation This instrument is based on the
derived from this observation premise that language has no
would thus be completely differ- direct influence on productivity
ent. (an English-speaking worker is
just as productive as a German-
Dynamic instead of speaking worker ceteris paribus).
However, offshoring is made a
static analysis lot easier if the local language
is spoken worldwide (English,
We use three different empirical
for example), since this enables
approaches to isolate the influ-
straightforward communication
ence of vertical integration on
with foreign suppliers. We were
productivity and other metrics.
able to identify clear evidence
All models are based on a sample
of this effect specifically for the
at sector level (15 manufacturing
IT outsourcing field. Of course,
sectors) in 25 European coun-
Market positioning also plays an only a fraction of outsourcing is
tries.
important role. It could influence international in nature. This frac-
both productivity and degree tion is, however, sufficient as a
First, we construct a model that
of vertical integration. After all, statistical instrument.
uses dynamic instead of static
with outsourcing the objective is
performance metrics. This reduc-
not to achieve an absolute figure Table 6 provides a summary of
es static distortions such as dif-
but to determine the optimum the results – as well as a simple
ferences in market position. The
outsourcing ratio for each indi- statistical analysis (model 1) as
premise here is that the market
vidual company: the more spe- a reference point. The coeffi-
position does not change funda-
cific the production, the lower cients of degree of vertical in-
mentally in a short space of time.
the optimum outsourcing ratio tegration (2003) are negative in
The dependent variables are the
as a rule. Specific production is all the other models (2-10). This
changes in productivity, return
often associated with specialised means that the greater the ver-
on sales and profit between 2003
products. It would therefore be tical integration, the poorer the
and 2007. The dynamic approach
normal to expect that for exam- performance metrics the sectors
also takes better account of the
ple a manufacturer of highly spe- achieve. None of these estimates
fact that outsourcing decisions
cialised products would tend to is perfect, but they all point in a
can only pay off over time.
have a larger share of in-house similar direction. The only excep-
production than other firms. At tion is the model in the first col-
Secondly, we supplement the
the same time such specialist umn which replicates the simple
Page 7

8. RESEARCH
static approach described above. for the majority of companies – to sectors where profits declined.
The augmented models thus could arouse suspicions that it Models (7) and (8) factor in not
generate more differentiated is a fair-weather effect: that out- only the level of vertical integra-
outcomes than the static analy- sourcing only helps when the tion in 2003, but also the change
sis. economy is booming. Compara- in vertical integration between
ble results can, however, also be 2003 and 2007. This ensures that
For example, model (6) shows achieved if the sample is limited the relationship is not based sole-
that statistically speaking for ly on the adjustment following a
each additional percentage potential shock in some sectors.
point of vertical integration in Although the effect is weaker in
2003 earnings growth was 7 per- models (7) and (8) it retains its
centage points lower (cumula- direction and statistical signifi-
tive for 2003-2007). This is obvi- cance. The positive correlation
ously an economically relevant between the change in degree of
figure. The reaction is particular- vertical integration and earnings
ly sensitive in the glass industry; growth in model (7) does not
for plastics makers the degree of contradict the message. Rather,
vertical integration has less of an it reflects the fact already shown
influence (see chart 7). in chart 5 that earnings are part
of added value. Rising profits
Not a fair-weather effect thus also boost added value, all
other things being equal.
The generally positive business
trend between 2003 and 2007 Overall, the results are robust
– profits and productivity rose when set against numerous dif-
Page 8

9. RESEARCH
ferent specifications. The two- the potential profits from spe- Gunter; Steffen Kinkel & Angela Jäger
stage estimations (IV, models 4 cialisation. However, this is not (2009). Stellhebel für mehr Produktivität:
Benchmarking identifiziert Potenziale
and 10) back up the findings and necessarily the right interpreta- zur Steigerung der Produktivität. Mit-
result in higher coefficients. tion in our opinion as the static teilungen aus der ISI-Erhebung zur Mod-
relationship is biased by other ernisierung der Produktion. Number 48.
factors. 2 Auer, Josef and Oliver Rakau (2011).
Smart outsourcing deliv- Commodity boom: More than just risk
for German industry. Current Issues.
ers a competitive edge No hard-and-fast rules September 20, 2011. Deutsche Bank Re-
search. Frankfurt am Main.
Outsourcing on the increase Our dynamic analysis shows the 3 See Meyer, Thomas, 2007. India’s spe-
opposite: sectors which make cialisation in IT exports: Offshoring
The trend points towards falling can’t defy gravity. Research Notes 27.
stronger use of division of labour Deutsche Bank Research. Frankfurt am
vertical integration levels: of the in the production process tend Main.
375 sectors analysed here 241 to boast better performance
reduced their vertical integration metrics. This also applies to static
between 2003 and 2007 while observation in cases where dif-
only 93 increased it (there is no ferent market positions are taken
data for the other cases). Overall, into account. The basic idea of
the levels of vertical integration division of labour and speciali-
throughout Europe have fallen Authors:
sation thus still appears to have
by an average of around 1.5 per- Thomas Meyer and
something going for it. There are,
centage points. It would be very Florian Schüler
however, no hard-and-fast rules.
astonishing if a management +49 69 910-46830
Maximum outsourcing does not
practice were to be so widely de- thomas-d.meyer@db.com
necessarily result in the optimum
ployed even if it systematically degree of vertical integration.
destroyed productivity. Editor
The production depth must suit
Antje Stobbe
the corporate strategy, sector
Static analyses, however, show a Technical Assistant
and market position.
positive correlation between the Sabine Kaiser
level of vertical integration and
productivity. This observation 1 Broedner, Peter; Steffen Kinkel and Deutsche Bank Research
prompts some people to call for Gunter Lay (2009). Productivity effects Frankfurt am Main
of outsourcing: New evidence on the Germany
a revision of current outsourcing strategic importance of vertical inte-
practices because transaction Internet: www.dbresearch.com
gration decisions. International Journal
costs or other problems appear of Operations & Production Manage- E-mail: marketing.dbr@db.com
to be systematically higher than ment. Vol 29. No 2. pp. 127-150 and Lay, Fax: +49 69 910-31877
Editors message
We like to thank all authors, companies and partners who contributed to this edition.
If you would like to contribute to one of our next publications, please get in touch with us:
info@outsourcing-journal.org
Page 9

10. MANAGEMENT
Restrukturierung und Sourcing
Governance
Von Branimir Brodnik, microfin Unternehmensberatung GmbH,
Frankfurt am Main
Das Rennen im Wertschöpfungsmanagement geht in die nächste Runde. Viele Unternehmen haben in
den vergangenen Jahren erste Erfahrungen mit der Auslagerung von IT-Dienstleistungen an externe Pro-
vider gesammelt. Auf Grundlage der Erkenntnisse, die sie dabei gewonnen haben, werden die Modelle
der Zusammenarbeit zwischen Kunde und Provider nun überdacht und der Zuschnitt der auszulagernden
Leistungen neu strukturiert. Dabei ist für eine erfolgreiche Neuausrichtung eine funktionierende Govern-
ance unabdingbar.
Compliance und die ihr zuge- und IT-Governance. Dies gilt
hörige Governance werden insbesondere dann, wenn das
durch Gesetze, Richtlinien und Outsourcing dazu dient, ope-
Standards vorgegeben. Das Ziel rationelle Risiken zu optimieren
ist dabei immer eine größere oder aber Restrukturierungen
Transparenz und Kontrolle in der einzuleiten. Was bedeutet in
Unternehmensführung – erst diesem Zusammenhang aber
wenn diese gegeben ist, lässt sich Transparenz der Steuerung?
kontrolliert restrukturieren. Auch Transparenz und Beherrsch-
wer IT-Leistungen auslagert, barkeit fundieren zum einen auf
darf dabei keinen Zentimeter einer anforderungsgerechten
seiner Unternehmensführung Aufbau- und Ablauforganisation
und -kontrolle aufgeben. Im Ge- – den Gremien bzw. Prozessen –
genteil: Die Sourcing Govern- und zum anderen auf defi-
ance dient der Steuerung der nierten, objektivierbaren Leis- der Service-Erbringung. Da
Zusammenarbeit zwischen dem tungen und deren Qualitäten – man Dritte außerhalb des ei-
auslagernden Unternehmen und den Verträgen. genen Unternehmens jedoch
dem beauftragten IT-Provider in nicht disziplinarisch über die
der Sourcing-Beziehung. Spielregeln im Umgang unternehmenseigene Aufbau-
Organisation steuern kann, muss
Denn Corporate Governance
mit externen Dienstleis- man Spielregeln und Gremien
Regeln, die für das gesamte Un- tern festlegen der Zusammenarbeit einrichten.
ternehmen gelten, sollten natür-
lich ebenso in der IT allgemein Wenn Leistungen an einen Dabei liegt der primäre Fokus
und schließlich auch in der Steu- externen Provider vergeben darauf, die bedarfsgerechte Leis-
erung von Sourcing-Beziehun- werden, verändern sich die An- tungserbringung zu steuern.
gen angewandt werden. Sour- forderungen an die handelnden Dies entbindet eine IT jedoch
cing Governance steht als das Personen und Strukturen sehr nicht von ihrer internen Verant-
logisch letzte Glied in der Kette stark – fort von der operativen wortung den Fachbereichen ge-
von New Corporate Governance Ausführung hin zur Steuerung genüber – und davon, die interne
Page 10

11. MANAGEMENT
Akzeptanz der Dienstleister zu Elemente des Vertragsmanage- nities. Durch überlappende Wirk-
sichern. Insbesondere bei der ments zu ergänzen. Analog einer bereiche zwischen der strate-
Auswahl der Dienstleister ist der IT-Governance wird eine Sour- gischen, taktischen und opera-
Cultural Fit zu berücksichtigen. cing Governance in der Regel in tiven Ebene kann ein Unterneh-
In einem Multiprovider-Umfeld – drei Ebenen unterteilt. men es verhindern, von einem
oder bei einem Provider-Wechsel Dienstleister ausgespielt zu
– hat Sourcing Governance die Strategische Ebene – werden.
Harmonisierung bzw. Anglei- (vgl. Grafik 1, S.12: Wirkbereiche
chung in Richtung aller Dienst-
Alignment zur Unterneh- einer Sourcing Governance).
leister zu gestalten. mensstrategie
Dabei kommt es insbesondere
Auf der strategischen Ebene darauf an, wie die Dienstleister
Transparenz und Steue- ist ein wichtiges Kernelement gesteuert werden. In der Vergan-
rungsmöglichkeit durch des Wertschöpfungsmanage- genheit wurde in Ermangelung
objektive Leistungs- ments und damit einer Sourcing geeigneter Governance-Struk-
Governance die Ausformulie- turen und wegen eines ein-
definition rung einer Sourcing Strategie dimensionalen Verständnisses
– eingebettet in die Gesamtun- der Zusammenarbeit allzu oft
Voraussetzung für eine durch
ternehmens- und IT-Strategie. primär sanktionsorientiert ge-
Kennzahlen gestützte Steuerung
Sind die Business-IT-Alignment- steuert, während heute der er-
eines IT-Dienstleisters – Kernele-
Diskussionen abgeschlossen, ist folgsversprechendere, koopera-
ment einer IT-Governance – ist
die Ausrichtung über die Prio- tive Ansatz überwiegt.
die objektive Vereinbarung der
risierung im IT-Projektportfolio
zu erbringenden Serviceleis-
zu operationalisieren. Die Maxime „Kooperation statt
tungen und die Definition von
Zielqualitäten für den Betrieb: in Konfrontation“ wird als Provi-
Form von Outsourcingverträgen Taktische Ebene - Sicher- der-Management-Stil immer be-
und den damit verbundenen stellung des Business liebter und führt immer häufiger
Service Level Agreements. Jede zu erfolgreichen IT-Outsourcing-
Case und der Compliance Beziehungen, in denen beide
Leistung, die zuvor innerhalb des
Unternehmens erbracht wurde, Partner aktiv die Kongruenz ihrer
Die taktische Ebene einer Sour- Interessenslagen abstimmen.
die intern gelebte Praxis, ist zu cing Governance überbrückt das
formalisieren, in Verträgen fest- Spannungsfeld zwischen Preis
zuhalten und in Form eines Ver- und Leistungen und deren Be- Operative Ebene -
tragsmanagements kontinuier- schreibung in der Außenwirkung. IT-Kundenbetreuung
lich zu adjustieren. Unabdingbar sind dabei ein
Benchmarking zur Prüfung der Auf der operativen Ebene ist der
Ein effizient und koordiniert Marktkonformität und ein Com- Support der IT-Kunden sicher-
aufgestelltes Anforderungs- pliance Alignment Audit zur zustellen. Idealtpyisch wird auf
management hilft, mögliche Regelausrichtung an Gesetzes- operativer Ebene ein Krisen- und
Kostenüberschreitungen und vorgaben. Dies bedeutet, in der Problem-Management sowie ein
Leistungsverfehlungen zu ver- Praxis kontinuierlich die gesetzli- Anforderungsmanagement in
hindern und für jedes Leistungs- chen, regulatorischen und sicher- Form von Fachbereichsbetreu-
bündel ein geeignetes Preis- heitsrelevanten Anforderungen ungen geleistet.
modell zu entwickeln. Die reine zu prüfen. Aus dieser Motivation
IT-Governance ist also ebenso heraus und aus dem Drang nach Auf operativer Ebene sorgt das
um nach außen wirkende Ele- einer Industrialisierung der IT Prozessmanagement für eine
mente des Provider-Manage- im Sourcing-Umfeld bilden sich kontinuierliche Verbesserung
ments wie um formalisierte derzeit entsprechende Commu- der Ablauforganisation, die Si-
Page 11

12. MANAGEMENT
cherstellung der Leistungs- lenverteilung auf Kunden- und sind hierbei klare Aufgaben
überwachung und für die IT-Se- Dienstleisterseite in Form von und Ziele zuzuordnen, deren Er-
curity. Gremien institutionalisiert reichung durch entsprechende
werden. Steuerungswerkzeuge nachge-
halten wird.
Institutionalisierung in Dies hat im Zusammenhang mit
Gremien dem Umfang der internen Re- (Vgl. Grafik 2 : Steuerungsmecha-
tained Organization zu erfolgen nismen in einer Sourcing Bezie-
In Ausschreibungs- bzw. Tran- und sollte die neuen Skillprofile hung)
sitionsprojekten muss die Rol- berücksichtigen. Den Gremien
Grafik 1
Rahmenbedingungen zur unmittelbar auf die Gestal- Skalierung der Sourcing Govern-
tungsmöglichkeiten einer Sour- ance. Ebenso beeinflussen die
Gestaltung einer Sourcing
cing Governance aus. Shoring-Konzepte unmittelbar
Governance die Ausgestaltung der Sour-
So bestimmt die Wahl einer cing Governance. Aus einer aktiv
Die Determinanten einer Sour- Multi-, Dual- oder Single-Pro- gelebten Outsourcing Govern-
cing-Strategie wirken sich vider-Strategie unmittelbar die ance resultieren für Unterneh-
Page 12

13. MANAGEMENT
men gleich drei zentrale Vorteile: werden, die stetige Kontrolle von erfolgen die operative Zusam-
die Geschäftsanforderungen Prozessen und Compliance- menarbeit und mögliche An-
können auch in Zusammenar- Richtlinien führt zu mehr Quali- passungen gesteuert und nicht
beit mit externen Partnern tät und damit zur Risikomini- eskalationsgetrieben.
schneller und besser bedient mierung und schließlich
Grafik 2
Der Autor: Branimir Brodnik ist Gründer und geschäftsführender Gesell-
schafter der microfin Unternehmensberatung GmbH, die sich seit 2002
erfolgreich am Markt positioniert hat. Der Diplom-Informatiker, der im
Nebenfach Medizin studierte, weist eine über 20-jährige Berufserfahrung
in den Bereichen Financial Services und Consulting auf.
Seine Kompetenzen liegen vor allem in den Themen IT-Sourcing, IT-Kos-
tenoptimierung sowie Projektmanagement. Als zertifizierter Projekt-
manager und Management Coach beriet Branimir Brodnik in den letzten Jahren nicht nur zahlreiche Un-
ternehmen und Manager, sondern gab sein Wissen und seine Erfahrung auch in vielfältigen Veröffent-
lichungen weiter. Kontakt: Tel: +49 (0) 6172-17763 0 - E-Mail: info@microfin.de - Web: www.microfin.de
Page 13

14. Advert
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Page 14

15. NETWORK
Deutscher Outsourcing Verband e.V.
The German Austrian Swiss Outsourcing
Association r.s.
Independent knowledge and business network for the DACH-region
and Europe - An introduction
Outsourcing This is a limited preview.
The German Austrian Swiss
Association
(GASOA) is the leading organi-
It is available for free online
as well as in regular PDF/print
editions.
find information about service
providers, destinations, solu-
tions and more.
You can order the
zation fostering the market
development for business-
and IT-services in the DACH-
Open Network Knowledge-Partnership
full 95 pages issue
countries. With its initiatives
the association supports di-
rectly service buyers and pro-
The association maintains and
grows a regional and interna-
tional community of outsour-
The association offers know-
ledge carrieres such as uni-
versities, consultants, provid-
markets. for free via:
viders active on the DACH- icng professionals using open
network groups on Xing and
LinkedIn
ers and other organizations
to share their knowledge and
best practices as knowledge-
The Outsourcing Journal partnters.
info@outsourcing-journal.org
EUBIS - European
As the leading news and in- Business- & IT-Services In return the Knowledge Part-
formation service about BPO, nership includes unique publi-
ITO & SSC the journal provides Eubis is a free and independ- cation, presentation and com-
insights in the business- & IT- ent corporate and knowledge munication opportunities.
service industry, solutions You directory. Global service pro-
& will receive your electronic issue
organizations. The Journal is viders present 48 hours infor- www.outsourcing-verband.org
within corporate
independent and focusing on mation and expertise - entirely www.outsourcing-journal.org
non-commercialinformation. free of charge. Service buyers www.eubis.org
Members - corporates and professionals from (excerpt): T-
Systems International, Hewlett Packard, Infosys, Cognizant, Un-
isys Outsourcing, Tata Consultancy Services, Deloitte, North-
gate Arinso, Oracle, SAP, Wiener Städtische, ZHAW Zürich,
Swiss IT bridge, Safira, BulPros, BUW, Siemens AG und mehr
www.outsourcing-verband.org
Page 15

16. IMPRINT
Publisher
Deutscher Outsourcing Verband e.V. (German Austrian Swiss Outsourcing Association r.s.),
and Outsourcing Journal
Editorial office
Stephan Fricke
office@outsourcing-verband.org
Concept, realization & design
OutCome – PR & Communications in Outsourcing
info@outsourcing-marketing.org
www.outsourcing-marketing.org
Advertisement contact
info@outsourcing-journal.org
Im Auftrag des
Deutschen Outsourcing Verbandes e.V.
Lumumbastr 14
39126 Magdeburg
office@outsourcing-verband.org
www.outsourcing-verband.org
Copyright information
Deutscher Outsourcing Verband, e.V. (DOV), Outsourcing Journal
Copying, republishing or use of any contents is prohibited.
All Rights Reserved. 2012

17. The Outsourcing Journal
independent - informative - relevant
German / English
Online Edition:
www.outsourcing-journal.org
Order for free:
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