importance of outsourcing essay

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Why it’s important to outsource right now.

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During the past few months, we’ve received the warning message — businesses must focus on lean operations and the tasks that they do best. Everything else should go to specialists who know the day-to-day functions and latest updates in their field. That allows you to worry about the most important revenue-generating activities: research and development, sales and the core of what you create.

The rapid transition to remote work and nimble operations simply accelerated the issues that already plagued companies. In my role as the founder and CEO of a successful business advisory and outsourced services company and as a professional who was repeatedly referred to as a “pioneer” of the remote work model by several accounting industry publications, I saw small, focused groups of employees quickly move their work home, survive and grow through this tough time. Others trudged along and faced issues with trying to maintain their businesses and bring in revenue, all while supporting the other functions in the business — marketing, human resources, accounting, financial reporting, technology support and cybersecurity. The demands placed on business leaders to move and manage all of these areas took critical time and attention away from focusing on the core business and caused many companies to be less agile than competitors who had already embraced outsourcing and at least a partially virtual work model.  

As we move into the second half of the year, I’m urging companies to leverage this vital opportunity to outsource “non-core” tasks so you can utilize the best talent out there. A misperception exists that outsourcing is a cost center and a misuse of resources, but in reality, you have about four or five months to focus your operations before another potential wave of tough economic effects hit this fall. The businesses that leverage this now will be in the best position to sprint forward, while the others that wait may struggle to survive another round.

Consider these five benefits to outsourcing right now:

1. You can focus.

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Remember the essential areas of business: leadership, marketing, finances, management, lead conversion, lead generation and client fulfillment. If you go through each step, you’ll see that every single support area can face a disadvantage at some point in your business. Even though the idea of an all in-house staff sounds attractive, your team could become irrelevant and unable to compete in the market. Instead, you should pick the main strength of your business — sales and marketing — and invest in the rest.

2. High-value specialists know their fields intimately.

When you outsource accounting or IT, those firms work in the market daily, use the most relevant metrics and pursue continuing education in their fields. Even if you have in-house positions, they’re unlikely to stay competitive in the same ways. For instance, I saw the Payroll Protection Program become a boon for some, but for others, it felt like a backpack filled with sand, weighing them down as they completed paperwork and tried to access funds. Those who outsourced their questions were more likely to secure funding with more ease.

3. Speed generates more money.

You could spend time addressing financial questions or technology concerns, and on top of that, ramping up and managing a team that handles these issues. Instead, you could invest in an outsourced team that shows up daily, delivers on the product you purchased and has redundancies on staff to address demand. They provide you with the information you need to make the most important business decisions for your company, and now you can focus on your main strength as a selling machine rather than managing others and their tasks. This, in turn, speeds up your ability to grow and scale.

4. You reduce risk.

Companies that outsourced before the pandemic were more likely to move quickly because they had digital systems in place. Offices with paper-based systems or important paperwork that traveled by mail either came to a standstill or snuck into the building to pick up files, pay bills and access contracts. They also weren’t geared to communicate online for remote work or remote sales, and they faced issues with security requirements, social media restrictions and network access. On the other hand, outsourced teams come with built-in security systems, communications and cloud-based platforms that allow you to keep moving, no matter where you are.

5. You have a plan.

Likewise, few companies had a disaster plan in place to handle employees, clients and the public when the pandemic hit. They moved inch by inch to address each new hurdle to online operations, and even then, sometimes the solutions were extremely expensive. Outsourced teams have the capital and ability to invest in a solution that can apply to their large client base, which makes the technology, accounting and payroll systems more affordable. Prepared businesses were ready to shift as soon as “stay at home” orders required everyone to work virtually.

While speaking with clients, I’ve talked about outsourcing with a sense of urgency as we face the uncertain months ahead. We all hope we don’t end up back in the same place we were in this spring, and there are several ways to handle operations now to ensure that you’re ready. Assess the different parts of your company now to see how you compete with the market and what makes sense to outsource. Although the clock is ticking, you can easily focus on lean operations for the next quarter to set yourself up for success this fall.

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Outsourcing: Purpose, How It Works, Advantages, and Disadvantages

Outsourcing is a business model that has gained increased popularity in recent years. It involves the business practice in which a company contracts a third party to provide services or produce goods that were traditionally handled internally by the company's employees and workforce.

This article will take a deep dive into what outsourcing is, how it works, its advantages, disadvantages, challenges, and more. 

.css-2xf3ee{font-size:0.6em;margin-left:-2em;position:absolute;color:#22445F;} .css-14nvrlq{display:inline-block;line-height:1;height:1em;background-color:currentColor;-webkit-mask:url(https://assets.xometry.com/fontawesome-pro/v6/svgs/light/link.svg) no-repeat center/contain content-box;mask:url(https://assets.xometry.com/fontawesome-pro/v6/svgs/light/link.svg) no-repeat center/contain content-box;-webkit-mask:url(https://assets.xometry.com/fontawesome-pro/v6/svgs/light/link.svg) no-repeat center/contain content-box;aspect-ratio:640/512;vertical-align:-15%;}.css-14nvrlq:before{content:"";} What Is Outsourcing?

Outsourcing is a business practice in which a company contracts out certain tasks, processes, or functions to external service providers or third-party organizations rather than handling them in-house. These tasks can include a wide range of functions, such as: customer support, information technology, manufacturing, data entry, and more. The primary reasons for outsourcing are to reduce costs, improve efficiency, access specialized skills, and focus on core business activities while leaving non-core functions to external experts or entities.

What Is the History of Outsourcing?

The history of outsourcing can be traced back to the 18th-century Industrial Revolution when US companies began outsourcing certain operations to reduce costs while maintaining quality. Modern outsourcing as we know it emerged in the late 1980s and early 1990s, with businesses offering a range of services. It evolved through three key stages which are: traditional, strategic, and transformational.

The initial stage of outsourcing, which occurred from the early 1980s to the late 1980s, was characterized by traditional outsourcing practices. During this period, businesses primarily outsourced non-core activities to external suppliers with the primary goal of reducing costs. Automatic Data Processing (ADP) played a significant role during this era, specializing in payroll, taxes, and accounting services. This outsourcing approach allowed entities, including the US government and private companies, to redirect their focus away from intricate financial calculations. 

Throughout the years, outsourcing objectives fluctuated based on market needs, reflecting shifts from cost-saving measures to strategic advantages and, more recently, a focus on innovation and enhanced operational benefits. However, the traditional model of offshoring or onshoring comes with risks tied to the financial stability of outsourcing providers, as seen during the pandemic, when contract cancellations and closures affected the industry.

What Is the Other Term for Outsourcing?

Outsourcing goes by different names, but some common terms are subcontracting, externalizing, or contracting out. The term offshoring is also sometimes used interchangeably with outsourcing, although they are not the same. Outsourcing is an umbrella term that refers to one company hiring another company to perform some work. Offshoring is a specific type of outsourcing, in which the company that gets hired to do the work is located in a different country than the hiring company.

Is Outsourcing and Onshoring the Same?

What is the purpose of outsourcing.

The purpose of outsourcing is multifaceted and can vary depending on the specific goals and needs of a company. One of the primary purposes of outsourcing is to reduce operational costs. Companies often seek to lower expenses by outsourcing non-core functions to specialized service providers which can perform these tasks more efficiently and at a lower cost. Companies can also focus their efforts on core business activities by outsourcing some work. Organizations can direct their resources and efforts toward areas in which they excel and add the most value by delegating non-core tasks to external experts.

Additionally, outsourcing provides access to specialized skills and expertise that a company may not possess in-house. Service providers are often industry experts who can deliver high-quality services or products. Moreover, outsourcing offers scalability and flexibility. Companies can adjust the scope of outsourced services based on fluctuating demand, helping them adapt to changing market conditions.

In terms of risk mitigation, companies can transfer certain risks to outsourcing partners. For instance, outsourcing IT services may involve risk-sharing for data security and technology infrastructure, reducing the company's exposure to potential risks. Finally, outsourcing facilitates global expansion by leveraging the capabilities of international service providers. This is particularly valuable for companies looking to enter new markets and tap into a global talent pool.

How Does Outsourcing Work?

The process of outsourcing typically involves four main aspects, which are the following:

• Program Initiation: Focuses on documenting these ideas and intentions to create the foundation for a draft contract. It sets the stage by defining the program's objectives and outlining what the final program should achieve.
• Service Implementation: Initial ideas and intentions are transformed into a formal, planned outsourcing program. Specific activities during this phase include: defining the transition project, transferring staff to the service provider (if necessary), establishing a Service Level Agreement (SLA), defining service reporting mechanisms, and implementing and handing over the service to the outsourcing partner.
• Final Agreement: This is produced upon completing the negotiation cycle. It serves as the formal, legally binding document that outlines the terms, conditions, and expectations for the outsourcing relationship.
• Program Closure: This involves filing away the wealth of information generated throughout the program. This information, stored to varying degrees of formality by team members, is archived for future reference.

How Does Outsourcing Work in Manufacturing?

Outsourcing in manufacturing involves hiring another company to manufacture a product on your behalf. It is a fairly common practice and is usually done to reduce labor costs. Outsourcing manufacturing usually involves the following:

• Set out basic requirements.
• Identify potential manufacturers. Look for ways to vet manufacturers and select the best one based on abilities, reputation, and price.
• Request product samples or options and work with the manufacturing company to refine the design.
• Once production starts, perform quality assurance to ensure the products are up to standard.

How Does Outsourcing Differ From In-House Operations?

Outsourcing refers to hiring an external company to do a piece of work, whereas in-house operations refers to a company doing the piece of work internally. In-house operations result in a lot more control of the process, and flexibility in terms of changing procedures if any reason to do so arises. Unfortunately, there is also the risk of costs running over for a project, and the extra costs associated with managing and supplying labor for a project. Any projects taken on internally also lock in a section of the workforce, meaning they cannot focus on other areas that the company might deem important.

Conversely, with outsourcing, a company can benefit from competition on the global stage, generally leading to reduced costs, access to experts in the field, and freeing up internal employees to focus on work that could be more rewarding for the company. This does come at the cost of less control over the work being outsourced, along with extra risks, such as the outsourced company not delivering on time or up to standard.

What Are the Advantages of Outsourcing?

Outsourcing has many advantages, some of which are listed below:

• Can lead to reduced and more controlled costs, as you can shop around for the best price, and usually negotiate a fixed price.
• A company is not limited to the internal knowledge pool but has access to the global pool of experts in any given field.
• Allows a company to focus its efforts on higher-yield areas.
• A company can get more done, without increasing the size of its staff.

What Are the Disadvantages of Outsourcing?

Outsourcing has the following disadvantages:

• Have less control over the service being performed on your behalf.
• May harm internal morale, with staff potentially stagnating, or being upset at not doing the work themselves.
• There are risks involved with outsourcing, such as the risk of inferior products, the risk of a subcontractor not delivering on time, or the risks of an outsourced company going out of business or breaching a contract.

What Are the Different Types of Outsourcing?

Outsourcing can be subdivided into different types, which can be classified based on two factors: location and type of work being outsourced. The different types of outsourcing based on location can be divided into three categories: offshoring, nearshoring, and onshoring. The different types of outsourcing based on the type of work (service, product, etc.) being outsourced include:

• BPO (Business Process Outsourcing): Involves outsourcing various business processes, such as: HR, IT, accounting/payroll, and customer service, to external providers. 
• LPO (Legal Process Outsourcing): Focuses on legal services, outsourcing tasks like: legal research, contract management, and document review to external law firms or lawyers, beneficial for companies without in-house legal expertise.
• KPO (Knowledge Process Outsourcing): Handles knowledge-based processes, like: data analysis, R&D, and market research. 
• ITO (Information Technology Outsourcing): Encompasses IT services such as: web development, application management, and software or game development, helping companies stay current with evolving technology by outsourcing tasks to IT experts.
• Facilities Management Outsourcing: Outsourcing services like: security, maintenance, janitorial work, and landscaping to third-party agencies for efficient facilities management.
• Creative Process Outsourcing: Involves outsourcing creative tasks such as: photography, content creation, graphic design, video production, and voice recording to specialists. 
• Manufacturing Outsourcing: Hiring external firms to produce parts or entire products. This can range from cosplayers collaborating on costume elements to tech companies contracting manufacturers for smartphone components.

What Are Examples of Outsourcing?

Several well-known businesses began their journeys by outsourcing development in their early stages. Listed below are some examples:

• GitHub: A platform for software development collaboration, initially brought in Scott Chacon as a consultant on an outsourced basis, leveraging his rare understanding of Gits to contribute significantly to the platform's backend. 
• Fab.com: Fab.com's founder, Jason Goldberg, utilized a software development firm in India to build his e-commerce business, eventually acquiring the firm as his company's needs evolved. 
• Groove: Alex Turnbull, founder of Groove, outsourced the technical aspects of his software-as-a-service company to retain full ownership while saving costs on full-time workers. 
• Slack: Enlisted the help of a design firm, MetaLab, to refine its product during its early stages. MetaLab's redesign of the website, app, and logo contributed significantly to Slack's success.
• Upwork: Built its foundation through a team largely composed of contractors, emphasizing the flexibility and advantages of freelancers in their business model.

Is BPO an Example of Outsourcing?

Yes, Business Process Outsourcing (BPO) is an example of outsourcing. BPO specifically involves outsourcing particular business processes or functions, such as: HR, IT, accounting/payroll, customer service, and other tasks, to external service providers. In this context, outsourcing refers to the practice of delegating these specific functions to third-party entities, whether they are individual freelancers or employees of a BPO call center, to enhance efficiency, cost-effectiveness, and expertise in handling those processes.

How Does Outsourcing Affect Economics and Labor?

Outsourcing has a range of effects on economics and labor. One popular reason for outsourcing is to outsource to a company in a country with reduced labor costs. The economies of these countries, as well as the laborers themselves, benefit greatly from the influx of foreign money. Conversely, the labor force and economy of the outsourcing countries can start to suffer as more and more companies outsource their work, leading to higher unemployment.

Is Outsourcing Good?

Yes, in general, outsourcing can be good for a specific company. Outsourcing can lead to significant cost and time savings, freeing a company up to focus its efforts more effectively. If an expert company is contracted to perform a specific service, the hiring company can also end up with a superior result than if they performed it themselves.

What Is the Future of Outsourcing?

Outsourcing's future looks promising, with predictions of substantial growth. Globally, outsourcing spending is expected to reach $731 billion in 2023. IT outsourcing spending could increase by 22%, reaching $519 billion, and business process outsourcing spending is forecasted to rise by 19%, reaching $212 billion by 2023. Further into the future, the business process outsourcing industry is projected to reach $525 billion by 2030.

Several trends are poised to drive the evolution of outsourcing, including: cybersecurity, talent competition, cloud-based technology, remote work continuity, mergers, AI, automation, and global expansion.

What Are the Challenges of Outsourcing?

Some common challenges in outsourcing include:

• Project Control: Working with external companies means limited control over the project and the team executing it.
• Outsourcing Experience: A lack of experience in outsourcing can make the process overwhelming, particularly when conveying your vision and requirements to a new partner.
• Differences in Organizational Culture: When outsourcing, disparities in corporate and regional cultures can lead to misunderstandings and conflicts between the two teams. These differences can affect communication, interpretation, and productivity.
• Communication Challenges: Language and communication barriers can be significant when working with offshore outsourcing partners, leading to misunderstandings and miscommunication.
• Challenges in Data Security and Intellectual Property: Data security and intellectual property protection are major concerns when sharing sensitive information with third-party outsourcing partners.
• Challenge in Transferring Knowledge: Transferring knowledge between your organization and the outsourcing partner can be challenging, especially when project outcomes need to be managed after the partnership ends.

What Is the Difference Between Outsourcing and Offshoring?

Outsourcing is an umbrella term used to describe when one company hires another company to do work that could have been done internally. Offshoring is a type of outsourcing in which the hiring company is located in a different country than the company being hired.

To learn more, see our article on Outsourcing and Offshoring .

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The Ethics of Outsourcing: Balancing Profit and Responsibility

• April 17, 2023

In today’s globalized economy, outsourcing has become a pivotal business strategy for many organizations, offering benefits such as cost savings, enhanced efficiency, and access to specialized skills. According to a study by Deloitte, 59% of businesses surveyed reported using outsourcing to cut costs, and 57% said they leveraged it to focus on their core business functions. However, the ethical implications of outsourcing remain a topic of debate. As the practice continues to grow, it is crucial for businesses to understand the potential impact on workers, communities, and the environment.

This article delves into the ethics of outsourcing by examining its pros and cons and exploring how businesses can strike a balance between profit and responsibility when outsourcing. By understanding the potential ethical concerns and adopting responsible practices, companies can maximize the benefits of outsourcing while minimizing its negative consequences, creating a more sustainable and equitable global economy.

Advantages of Outsourcing

Outsourcing has emerged as a strategic tool in today’s competitive business landscape, enabling companies to bolster their capabilities, cut costs, and improve overall performance. By harnessing global talent and resources, businesses can unlock numerous benefits, including:

Cost Reduction

Outsourcing can lead to significant cost savings for businesses, primarily due to lower labor costs. By transferring labor-intensive tasks to countries with lower living costs, companies can minimize operational expenses. These savings can then be passed on to consumers as lower prices or reinvested in other aspects of the business, such as research and development, to drive innovation.

Access to Specialized Skills

Outsourcing allows companies to tap into global talent pools and access skills that may be scarce domestically. By collaborating with specialized service providers, businesses can leverage the expertise of professionals worldwide, resulting in higher-quality products and services.

Increased Operational Efficiency

Outsourcing can streamline business operations, resulting in enhanced efficiency and productivity. By assigning non-core tasks to external providers, companies can concentrate on their core competencies, leading to improved overall performance.

Ethical Concerns

As outsourcing gains momentum in the global economy, it is vital to consider its potential downsides, particularly concerning ethical and environmental implications. While the advantages of outsourcing can be substantial, it is essential to weigh these benefits against potential negative consequences:

Exploitation of Workers

One of the primary ethical concerns related to outsourcing is the potential exploitation of workers. When outsourcing to countries with lower labor costs, there is a risk that workers may experience low wages, long working hours, and substandard working conditions. This can lead to a race to the bottom, where companies prioritize cost savings over worker welfare, undermining labor rights and perpetuating poverty.

Loss of Domestic Jobs

Outsourcing can result in job losses in the home country as companies shift operations overseas. This can negatively impact local communities, leading to increased unemployment rates, reduced tax revenue, and social unrest. Moreover, job losses may disproportionately affect vulnerable populations, such as low-skilled workers and older employees, who may struggle to find alternative employment.

Environmental Impact

Relocating production facilities to countries with lax environmental regulations can result in heightened pollution and environmental degradation. This can harm the health of local populations and contribute to global environmental problems, such as climate change, deforestation, and water pollution.

Balancing Profit and Responsibility

As businesses navigate the global economy, it is crucial to adopt responsible and sustainable outsourcing practices that address ethical and environmental concerns. Embracing the following key areas ensures a more equitable and sustainable future while maximizing the benefits of effective outsourcing strategies.

Fair Labor Practices

To tackle concerns related to worker exploitation, companies should ensure that their outsourcing partners adhere to international labor standards, including fair wages, safe working conditions, and the right to unionize. Regular audits and monitoring of supplier practices can help ensure compliance with these standards. Additionally, businesses can support the development of ethical outsourcing guidelines and certification programs to raise industry standards and promote responsible practices.

Local Community Engagement

Businesses can engage with local communities in the countries they outsource to understand the impact of their operations and contribute to community development. This can involve investing in local infrastructure, education, and healthcare, as well as supporting local businesses and suppliers. By fostering strong relationships with local stakeholders, companies can demonstrate their commitment to the well-being of the communities they impact and promote sustainable economic growth.

Environmental Stewardship 

Companies should prioritize environmental responsibility by working with outsourcing partners that adhere to strict environmental standards. This includes monitoring emissions, waste disposal, and resource consumption, and implementing sustainable practices throughout the supply chain. Businesses can also support the development of green technologies and invest in renewable energy sources to minimize their environmental footprint. In addition, companies can collaborate with industry peers and non-governmental organizations to advocate for stronger environmental regulations and promote best practices in sustainable outsourcing.

Skill Development and Retraining Initiatives

In response to the loss of domestic jobs due to outsourcing, companies can invest in skill development and retraining programs for affected workers. By providing opportunities for upskilling and reskilling, businesses can help displaced employees transition into new roles or industries, mitigating the negative impacts of outsourcing on local labor markets.

Transparent Communication

To build trust and demonstrate their commitment to ethical outsourcing practices, companies should maintain open and transparent communication with stakeholders, including employees, customers, and investors. By disclosing information about their outsourcing partners, labor practices, and environmental impact, businesses can foster a culture of accountability and demonstrate their commitment to responsible business practices.

Outsourcing offers numerous benefits for businesses, but it also raises crucial ethical concerns. By adopting responsible practices and engaging with local communities, companies can balance the pursuit of profit with their ethical obligations. In doing so, businesses can create a more sustainable and equitable global economy, where the benefits of outsourcing are shared more broadly.

By prioritizing fair labor practices, environmental stewardship, local community engagement, skill development, transparent communication, diversification of outsourcing locations, support for local economies, and long-term partnerships, companies can navigate the complex landscape of outsourcing while maintaining their commitment to ethical business practices. With these strategies in place, businesses can enjoy the advantages of outsourcing while minimizing its potential negative consequences.

Jomar Catacutan

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Outsourcing Pros and Cons for Firms and Vendors Essay

Introduction, analytical part, references:.

One of the foremost aspects of today’s post-industrial living is the fact that, as time goes on; the very paradigm of contemporary business-practices becomes ever more technologically-intense, which deems the continuous existence of national borders (which undermine the effectiveness of international commercial/informational transactions), discursively outdated. This, of course, creates objective preconditions for the practice of outsourcing, generally defined as the process of commercial operators delegating their organizational/manufacturing functions to third-party vendors in foreign countries (Weerakkody & Irani 2010), to be increasingly perceived thoroughly legitimate.

After all, by deciding in favor of taking advantage of this practice, the concerned companies can substantially increase the extent of their competitiveness. At the same time, however, there are several shortcomings to the earlier mentioned practice, which cause some economists to adopt a rather cautious attitude to the very concept of outsourcing; as such that is being capable of undermining the affiliated companies’ long-term operating efficacy.

In this paper, I will aim to outline what is being commonly considered outsourcing’ advantages/disadvantages, while promoting the idea that the practice’s benefits substantially outweigh its apparent drawbacks. I will also strive to expose the negative aspects of outsourcing, as being of an essentially temporal/mechanical nature, which is why there can be no discursively sound rationale for Western commercial operators to refrain from affiliating themselves with the practice in question.

Initially, the concept of outsourcing used to be referred to as such that is being concerned with the process of Western manufacturers moving their production lines to the Second and Third World countries, where there is an abundance of cheap laborers. In its turn, this presupposed the practice of outsourcing to be discussed solely within the context of how affiliated companies go about reducing the self-costs of their output-activities (Wee, Peng & Wee 2010).

Nevertheless, as time goes on, the focus of outsourcing practices continues to be increasingly shifted towards increasing the cost-effectiveness of several input-related undertakings, on the part of companies associated with the economy’s IT-sector. Such an eventual development has been dialectically predetermined, because the very conceptual framework of the IT-companies’ functioning naturally presupposes them towards taking advantage of an ongoing economic Globalization, as the process that stands in striking opposition to the notion of a ‘national sovereignty’. In its turn, the Globalization’s pace is being additionally fueled by the fact that, due to the revolutionary breakthroughs that took place in the field of IT during recent decades, commercial operators are now being provided with an opportunity to make essentially instantaneous informational transactions.

This is exactly the reason why it nowadays became a commonplace practice among many Western IT-companies to outsource their input-functions to the vendors situated abroad (the so-called offshore outsourcing , or offshoring) – the modernity’s technologically intense realities establish objective prerequisites for this to be the case. As Tambe and Hitt (2010, p. 62) noted, “Technical occupations reliant on skills that can be delivered with relatively little face-to-face contact are more easily offshored, suggesting a coming shift in the skill base of the domestic its workforce”. Just as it is being the case with the corporate practitioners of conventional outsourcing, which indulge in this practice due to the considerations of increasing the extent of their operative cost-effectiveness, IT-companies that practice offshoring is being driven by essentially the same set of considerations.

That is, by delegating their input-functions to the offshore-vendors, they strive to cut their operating costs – pure and simple. As Tadelis (2007, p. 265) pointed out, “If a company learns that the cost of labor in India or Pakistan is a fraction of the costs currently incurred by the use of local labor, then the information about labor costs in different international markets will affect the decision of whether or not to outsource that activity”. Nevertheless, it would be quite inappropriate to suggest that the IT-companies’ executive decisions to choose in favor of offshore outsourcing are being driven by exclusively the earlier mentioned considerations, commonly regarded as an indication that these companies tend to emphasize pursuing an essentially short-term corporate agenda.

This is because, in the field of IT, a particular company’s willingness to delegate some of its operative functions to a third-party, reflects the company managers’ awareness of what accounts for the qualitative essence of economic dynamics in today’s world. Apparently, due to the realities of Globalization, it nowadays makes very little sense of drawing a line between what accounts for a particular company’s short-term and long-term corporate interests. As Powder, Cantrell, and Daly (2011, p. 4) suggested, “When companies outsource to reduce costs they often realize long-run secondary strategic benefits… News releases and the business press often cite both motives as influencing a firm’s decision to outsource”.

The validity of the earlier statement can be well illustrated in regards to the fact that, as of today, people’s endowment with intellect may be discussed in terms of a ‘physical asset’, in the literal sense of this word. After all, it now represents a self-evident fact that the more technologically advanced a particular manufacturing process is, the less it is being dependent on the exploitation of natural resources. If this was not the case, we would not be witnessing the process of laptops becoming ever more powerful, on the one hand, and progressively ‘lighter’ (in the weight-wise sense of this word), on the other, because there are less and less actual metals being used in them.

What it means is that, while outsourcing to offshore vendors, IT-companies do not merely try to reduce their operating costs, but they do nothing short of staking claims in the ‘intellectually rich’ territories of the Second World. This explains why it is specifically China, India, Russia, and Eastern European countries, where the majority of IT-vendors (working on behalf of Western IT-companies) are being physically situated – the earlier mentioned countries feature the world’s highest rates of IQ among their citizens (Myron 2004).

Given the fact that, as time goes on, IT-technologies/applications grow increasingly standardized, there can be indeed very few objections against the full discursive appropriateness of the offshore-outsourcing practice, even though that they do exist. Nevertheless, let us identify the foremost benefits of offshore outsourcing first:

Labor cost reduction

One of the main approaches to ensuring just about any commercial enterprise’s operating competitiveness is the establishment of preconditions for its functioning to be as less self-costly, as possible. Therefore, it does make perfectly logical sense for Western IT-companies to consider signing contracts with vendors in the Second World countries because the labor of trained IT-professionals in these countries is comparatively cheap.

As Reza (2005, p. 33) noted, “Offshore outsourcing’s most obvious benefits are in reducing the labor cost, improving efficiency, and gaining a competitive advantage…. IT companies can save up to 40 percent in operational expenses when compared to a US-based operation”. Thus, the offshore-outsourcing practice appears to be thoroughly consistent with the most fundamental principle of the free-market economy’s functioning. This alone suggests the practice’s full discursive appropriateness.

Access to the de facto valuable professionals that reside in foreign countries

Nowadays, it does not represent much of a secret that the educational standards in Western countries continue to deteriorate rather rapidly, due to the institutionalization of racially-discriminative ‘affirmative action’ policies, advocated by the hawks of political correctness in governmental offices. Partially, this also explains why, as of 2012, American university graduates specializing in ‘hard sciences’ (such as engineering, for example) accounted for only 7% (Science and engineering indicators 2012). This is why, as of today, more and more Western IT-companies strive to hire employees among foreign-born naturalized citizens/residents (particularly, among Eastern Europeans and Indians), who despite their often clearly defined unawareness as to what the concept of ‘celebrating diversity’ stands for, are nevertheless able to adequately address their professional duties.

However, given the fact that the ‘celebration of diversity’ policy, currently enacted in Western countries, prevents many of highly trained IT-professionals from abroad (particularly, from Eastern Europe) from being able to immigrate to these countries physically, hiring them ‘online’ often represents the only opportunity for Western companies to improve the effectiveness of their continual functioning.

Ability to run operations 24/7

In today’s highly dynamic market of IT-services, it often represents a matter of crucial importance for companies to make sure that their employees remain professionally active for as long, as possible. Unfortunately, the deployment of an ‘in-house’ operative paradigm, on the part of IT-companies, effectively deprives them of an opportunity to ‘squeeze workers dry’. It is not only that there are physiological limits to the length of employees’ daily professional activities, but there are also several different governmental rules and regulations, which prevent IT-employers from exploiting their workforce to its fullest.

The availability of offshore vendors, on the other hand, helps Western It-companies to effectively overcome this particular operative deficiency, on their part. It is not only that these vendors are willing to work for only a fraction of money that would have been paid to the ‘in-house’ employees, but they are also being unaffected by the governmentally enforced ‘in-house’ rules and regulations.

Improved flexibility

The extent of the IT-companies’ competitiveness is now being often measured in regards to their varying ability to promptly switch from working on one project to another. This, of course, presupposes that the fully incorporated companies may experience problems while being required to adjust their production lines within a matter of comparatively short period. This simply cannot be otherwise – it usually requires ‘in-house’ employees some time to get a mental grasp on the newly provided professional task and of the full scope of its conceptual/practical implications.

However, as practice indicates, the same cannot be said about offshore vendors that specialize in a particular professional field. The very availability of these vendors that provide the limited range of IT-services, within the boundaries of their professional competence, allows client-companies to assign the chosen vendor with a particular task, without expecting that this will require their offshore partner some time to adjust to the provided task cognitively.

Nevertheless, along with the earlier mentioned objective benefits of offshore outsourcing, there are also several what is being commonly perceived as this practice’s performance-impending disadvantages. These disadvantages can be outlined as follows:

Political risk

As was pointed out earlier, most countries where the majority of IT-vendors are physically situated, belong to the so-called Second World. Even though that the socio-economic realities in these countries are not being concerned with the never-ending tribal war of everybody against everybody, as it is usually being the case in the Third World ‘developing’ countries, there is still much political instability in them (with the possible exception of China). This, of course, cannot have any other but potentially counterproductive effect on the vendors’ ability to remain thoroughly committed to their contractual obligations to Western client-companies.

As practice suggests, before signing contracts with offshore vendors, Western IT-companies rarely make any inquiries, as to what accounts for the specifics of a legal climate, in the countries where these vendors are located. The potential risks, associated with this practice, are self-evident.

Copyright infringement

As compared to what is being the case with technologically conscious Westerners, the IT-sector’s affiliates in the Second World countries do not usually preoccupy themselves with trying to remain fully observant of the copyright laws. The example of Russia and Ukraine, where the newly released Hollywood movies can be easily downloaded online in the HD format before they hit movie-theaters in Western countries (Goel & Nelson 2009), confirms the validity of this suggestion. This course implies that, while dealing with the Second World-based vendors, Western IT-companies risk the chance of having their intellectual property stolen.

Cultural risk

As is being the case in just about every sphere of commercial entrepreneurship, which involves two or more parties working on the same project, the likelihood of the project’s successful completion depends on the involved partners’ ability to never cease remaining communicationally collaborative. Given the fact that the practice of offshore outsourcing implies the possibility for the representatives of collaborating parties to share different cultural values, this may significantly affect the integrity of a communication-process in question. Consequently, hired vendors may choose in favor of a conceptually wrong approach towards tackling the provided tasks. Besides, the specifics of a cultural climate in a particular host-country may be inconsistent with the discursive implications of the project in development.

Ethical dubiousness

It is understood, of course, that while dealing with foreign-based corporate and private vendors, Western IT-companies deprive specialists in their own countries of moneymaking opportunities. As it was noted by Tambe and Hitt in the article from which we have already quoted, “IT workers in the U.S. have experienced offshoring-related displacement at a rate of 8%, more than double the percentage in other occupations” (p. 69). Moreover, while selling their end-products (procured in collaboration with offshore vendors) to Western consumers, these companies do not make any mentioning of the involved collaboration. From a moral perspective, this practice can hardly be referred to as being fully appropriate.

Nevertheless, even a glance at the earlier mentioned offshore outsourcing’ benefits, on the one hand, and the practice’s disadvantages, on the other, suggests that there can be few doubts, as to the fact that the latter cannot possibly outweigh the first.

The reason for this is quite apparent – whereas, the benefits of outsourcing appear being predetermined by the very laws of historical progress, the outsourcing’ disadvantages cannot be referred to as anything but being of an essentially technical nature, which implies that they can be successfully managed. One’s awareness of the fact that there are indeed several different shortcomings to the practice of offshore outsourcing is exactly what will empower the concerned individual, within the context of how he or she may go about reducing the offshoring-related risks down to a minimum (Pellicelli & Meo-Colombo 2011).

As Tejaswini and Kishore (2009, p. 312) suggested, “It is important to have a clear understanding of various risks posed in collaboration initiatives, challenges faced by managers, and solutions that may allow overcoming some of these issues to succeed in these (offshore) ventures”. The only disadvantage, which is being integrally embedded into the procedural matrix of the offshoring-paradigm, is the fact that by outsourcing their input-functions abroad, Western IT-companies do indirectly contribute to the rise of unemployment rates in the West.

This, however, cannot possibly justify some Westerners’ strongly defined anti-outsourcing stance. These people still naively believe that, by residing in Western countries, they are being automatically qualified to enjoy high-quality living standards – regardless of whether they are capable of contributing to society’s well-being, or not. However, the realities of post-industrial living, which have long exposed the cheer fallaciousness of Judeo-Christian moralistic conventions, point out to something opposite.

It is a truth that, as of today, the concept of a ‘physical capital’ is being rapidly deprived of its former discursive significance, which causes more and more entrepreneurs to seek the accumulation of ‘human capital’, as a key to ensuring the continual successfulness of their commercial enterprises.

Yet, for just about anyone to be thought of in terms of a ‘human asset’, he or she does not have to merely resemble a human being externally, but also to be capable of operating with highly abstract subject matters (IQ) – as opposed to being solely capable of celebrating its ‘cultural uniqueness’ in an anti-social manner (Long 2007). To put it plainly, it is specifically people’s possession of ‘brains’, which will qualify them for highly prestigious jobs in the future, and not the fact that their predecessors have suffered from different injustices in the past.

The earlier discussed phenomenon of offshore outsourcing suggests that the ‘future’ has already come, as we speak. From now on, the talented foreign-born professionals’ inability to apply for jobs with Western IT-companies in person may no longer prevent them from getting these jobs de facto . Hence, the mutual beneficence of the practice in question – Western IT-companies will benefit from being able to reduce their operating costs and foreign-based vendors will benefit from being provided with previously undreamt-of moneymaking opportunities. The only losers, in this setup, are Western highly ambitious but professionally inadequate specialists. To this, we can only say – too bad.

I believe that the earlier provided line of argumentation, in defense of a suggestion that the benefits of offshore outsourcing considerably outweigh the practice’s drawbacks, is being fully consistent with the paper’s initial thesis.

Goel, R & Nelson, M 2009, ‘Determinants of software piracy: economics, institutions, and technology’, Journal of Technology Transfer , vol 34 no. 6, pp. 637-658.

Long, M 2007, ‘Affirmative action and its alternatives in public universities: what do we know?’, Public Administration Review , vol. 67 no. 2, pp. 315-330.

Myron, D 2004, ‘Outsourcing HOT spots’, Customer Relationship Management, vol. 8 no. 2, pp. 26-30.

Pellicelli, M & Meo-Colombo, C 2011, ‘Outsourcing strategies: how to formalize and negotiate the outsourcing contract’, The Journal of the Faculty of Economics , vol. 1 no. 1, pp. 276-287.

Pouder, R, Cantrell, S & Daly, J 2011, ‘The impact of outsourcing on firm value: new insights’, S.A.M. Advanced Management Journal , vol. 76 no. 2, pp. 4-13.

Reza, D 2005, ‘Surveying the risks and benefits of IT outsourcing’, IT Professional Magazine , vol. 7 no. 6, pp. 32 – 37.

Science and engineering indicators. 2012. Web.

Tadelis, S 2007, ‘The innovative organization: creating value through outsourcing’, California Management Review , vol. 50 no. 1, pp. 261-277.

Tambe, P & Hitt, L 2010, ‘How offshoring affects IT workers’, Communications of the ACM , vol. 53 no. 10, pp. 62-70.

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IvyPanda. (2024, February 9). Outsourcing Pros and Cons for Firms and Vendors. https://ivypanda.com/essays/outsourcing-pros-and-cons-for-firms-and-vendors/

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• Offshore Outsourcing: What's Good?
• Offshore Outsourcing
• Is There Evidence to Support That the Benefits of Outsourcing and/or Off-Shore Outsourcing Outweigh the Disadvantages?
• Should Us Government Regulates Offshore Outsourcing?
• Information Systems and Outsourcing
• Evidence to Support that the Benefits of Outsourcing Outweigh the Disadvantages
• Benefits/Advantages of Outsourcing and/or Off-Shore Outsourcing That Outweigh the Disadvantages
• Outsourcing's Benefits and Negative Aspects
• Offshore Drilling's Negative Environmental Influence
• Crafting and Executing an Offshore IT Sourcing Strategy
• "China Is Running Out of Cheap Labor" by David Frum
• The Equal Opportunities Approach and Discrimination
• Managing the Ageing Workforce
• Contingent Workforce Phenomenon
• Entrepreneurial Workforce Development

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THE IMPORTANCE OF OUTSOURCING

Outsourcing is a concept people get fired up about. Some people love it; others hate it. It seems as though nothing divides a room full of business professionals faster than the idea of sending some services out of house.

Outsourcing is the practice of using outside firms to handle work normally performed within acompany and is a familiar concept to many entrepreneurs. Small companiesroutinely outsource their payroll processing, accounting, distribution, andmany other important functions — often because they have no other choice. Manylarge companies turn to outsourcing to cut their costs. In response, entireindustries have evolved to serve companies’ outsourcing needs. But not manybusinesses thoroughly understand the benefits of outsourcing.

Although some people will argue against it until they’re blue in the face, outsourcing is incredibly important for virtually every business today.

It’s true that outsourcing can save money, but that’s not the only reason to do it. Wiseoutsourcing can provide a number of long-term benefits. Outsourcing has become a popular tool for diverse businesses around the world because of the following benefits:-

  COST EFFECTIVE           

Cost-cutting may not be the only reason to outsource, but it’s certainly a major factor. Many businesses embrace outsourcing as a way to realize cost savings or better costcontrol over the outsourced function. Outsourcing converts fixed costs into variable costs, releases capital for investment elsewhere in your business, andallows you to avoid large expenditures in the early stages of your business .The most important benefit is that outsourcing of work allows one to get thework done at a very low cost and in a much more efficient way. There is a vastdifference in the wage patterns of the western developed countries and thedeveloping companies. The kind of work which is done in the west for a veryhigh price can be obtained at a much cheaper rate in the developing countriesand the difference varies to up to 60%. Offshore outsourcing allows theorganization to obtain high quality services at a low operational cost.

  INCREASED EFFICIENCY

Companies that do everything themselves have much higher research, development, sales & marketing, and distribution expenses, all of which must be passed on to customers. Outsourcing the business functions and working with an outside provider’s cost structure and economy of scale can give your firm an important competitive advantage.

   FOCUS

Every business has limited resources, and every manager has limited time and attention. Outsourcing can free the entrepreneur from tedious and time-consuming tasks, such as payroll, so that he or she can concentrate on the marketing and sales activities that are most essential to the firm’s long-term growth and prosperity. Outsourcing can help your business to shift its focus from peripheral activities towards work that serves the customer, and it can help managers set their priorities more clearly

  GROWTH

While growth is usually a good thing, a business can experience growing pains. A good outsourcing firm has the resources to start a project right away. Handling the same project in-house might involve taking weeks or months to hire the right people, train them, and provide the support they need. And if a project requires major capital investments (such as building a series of distribution centers), the startup process can be even more difficult. Teaming up with a third-party provider is the best thing you can do.

  REDUCED RISKS

Every business and business investment carries a certain amount of risk. Markets, competition, financial conditions, government regulations and technologies all change very quickly. Outsourcing the business functions to the right providers, assume and managethis risk for you and they generally are much better at deciding how to avoidrisk in their areas of expertise.

  ACCESS TO TECHNOLOGY

Some experts tout outsourcing of computer programming and other information technology functions as a way to gain access to new technology and outside expertise. Infrastructure cost is another major concern when it comes to in-house services. Companies that outsource HR might choose to do so because implementing a new payroll system is expensive. A firm that sends customer service out of house might be looking at the total cost of implementing the technology needed to run the most up-to-date contact center and provide customers with the best service possible. The third-party provider has already invested in the technology needed to deliver the services youseek—and reps are already trained to use it.

Viaante’s mission is to be a leader in the process outsourcing space by offering products and services that will help customers gain a strategic and competitive advantage. Our solutions are practical and holistic, addressing the challenges facing the Industry today. Here at Viaante we focus on – improving processes, optimizing technology and building trusted relationships with our clients, enabling clients to focus on their core business while we optimize their backend operations by implementing the latest technology and best practices. We ensure the maximization of each encounter by use of our proprietary Business Process Management (BPM) process, working towards a common goal that is – success. We bring unique value propositions to our outsourcing relations by combining our operational capabilities, years of domain experience and proprietary technology.  For more information log on to www.viaante.com

Author:  [email protected]

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Home / Essay Samples / Business / Outsourcing / Benefits Of Outsourcing For The Us Economy

Benefits Of Outsourcing For The Us Economy

• Category: Government , Business
• Topic: Economic Growth , Outsourcing

Pages: 4 (1808 words)

Views: 1596

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Works Cited

• Coontz '04, George. 'Opinion: The Benefits and Costs of Outsourcing Jobs. ' digitalcommons. iwu. edu. The Park Place Economist: 2008.
• Correnti, Madison. “Outsourcing Overseas and its Effect on the US. Economy. ” ncbfaa. org. National Custom Brokers and Forwarders Association of America, Inc.
• G. Chambers, Elizabeth. Foulon, Mark. Handfield-Jones, Helen. M. Hankin, Steven. G Michaels III, Edward. “The war for talent. ” mckinseyquarterly. com. The Online Journal of McKinsey & Co: 29 Aug. 2007.
• Iqbal, Zafar. Munir Dad, Aasim. “Outsourcing: A Review of Trends, Winners & Losers and Future Directions. ” ijbssnet. com. International Journal of Business and Social Science: July 2013.
• Perry, Mark. “We hear about US jobs outsourced overseas (‘stolen’) but what about the 7. 1M insourced jobs we ‘steal’ from abroad?” aei. org. AEIdeas: 9 Nov. 2018.
• Seshasai, Satwik. Gupta, Amar. “Global Outsourcing of Professional Services. ” ebusiness. mit. edu

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