Investigation of the effectiveness of laboratory outsourcing. Methods for evaluating the effectiveness of outsourcing services. Personnel management

KHUGAEVA L.T.,

Senior Vikladach, Pivnichno-Ossetian State University named after K.L. Khetagurova, e-mail: [email protected]

An analysis of the approaches to outsourcing in industrial enterprises was carried out. It has been primed about those that outsourcing can damage the balance of performance indicators of the manufacturing process, while for the transfer of some of the elements of this element to the outsiders, it is necessary to save and reduce overall performance and efficiency.

Keywords: outsourcing; craftsmanship; undertaking; efficiency.

Analysis of approaches to outsourcing at industrial enterprise are given in this article.

The stench may be different from the year that the names of the culprits are directly related to the balance of results in some cases, before moving on to executors parts of its elements occurs preservation or improvement combined indicators of results and ef.

Key words: outsourcing; craftsmanship; enterprise; Efficiency.

JEL classifier codes: L51, L53.

Directly the development of business on the basis of outsourcing was known to be widely observed in the work of foreign and domestic scientists, among them - J. Brian Heywood, J-L. Bravar, R. Morgan, Paul Strassman, B.A. Anikin, V.M. Weinstein, G.Є. Gerasimova, N.A. Evdokimov, D.V. Mikhailov, L.M. Mishkin, F.M. Fіlina and іn.

At the same time, the theory of outsourcing and the practice of stagnation in enterprises will require further development. Zocrema, it is necessary to develop methods for optimizing and evaluating the efficiency of outsourcing processes. At the link with the CIM, the offensive is being promoted to assess the effectiveness of outsourcing in the undertaking.

Outsourcing of business processes includes the transfer to third-party organizations (such as, for example, an outsourcing company) of certain business processes, which are the main enterprises. As a rule, among them, the following are most often outsourced: accounting, legal support, marketing, personnel management, etc. The transfer of certain functions and processes to a number of non-core ones allows the undertaking to change the amount of money for their functions.

For example, with outsourcing (FP), part of the functions (robit, activity) of the enterprise (FP) is transferred to the old vikonavtsyu (Fa), which will bring them to a short time:

FPa = (FP - Fa).

In case of this, obviously, the dues will be reduced and the cost of undertakings for the execution of functions that are transferred. The total cost of undertaking for the implementation of functions (ZFP) is also reduced for the cost of transferring the first part of the company to the outsourcer (ZFA). However, there are additional grants for hiring an outsourcing company (FOR):

ZFP1 \u003d (ZFP0 - ZFA) + ZA., de ZFP0 and ZFP1 - the total cost of taking over the implementation of functions is only possible until then outsourcing.

In general, outsourcing for business is economically viable, as it helps to understand:

(ZFP1 + FOR)< ЗФП;

EUP1 >EUP0,

de EUP0 and EUP1 - the efficiency of management of undertakings is valid until then for outsourcing.

When investigating the economic effect of outsourcing, it is possible to overcome the method of absolute equal efficiency.

When looking at the economic efficiency of outsourcing, it is possible to secure the mind “equanimity of the effects of the parties”, as it conveys:

EFFICIENCY OF OUTSOURCING FOR ENTERPRISE

Reimbursement of all direct benefits and expenses of all participants in outsourcing processes, as well as other changes in related areas of activity;

Analysis of vitrates and results at different periods of time and at the link with zim reduced їх to a single point at a given hour;

Evaluation of the results of outsourcing for the entire term of yogo zastosuvannya;

The appearance of risks and inconsistencies, which are settled in the process of outsourcing with the development of evidence of efficiency;

Rich variant of methods for the development of vitrate and results at the stages of the life cycle of outsourcing.

With the improvement of mindfulness, in order of benefit for the undertaking-deputy, the process of outsourcing can be adequately added to for specialized infrastructure firms, so that the functions will be improved. For these firms, outsourcing is a privilege, as it ensures: 1) stability in mutual relations from undertaking-substitute services; 2) the ability to eliminate the effect on the scale (for example, for the salary of a large number of patrons); 3) increase in income for the salary of the expansion of cooperation and specialization.

In general, the criterion for assessing the cost of organizational and economic outsourcing mechanism is a significant effect, which takes into account the economy of the region, the value of which can be determined by the following formula:

^=2L" +X4->max-,

de Ea - sukupny effect for outsourcing; Ep - the effect of the marriage of undertakings-deputies; Ес – effect of firms-outsourcers; p - number of patrons-deputies; t – number of outsourcing firms.

With any effect of the skin participant in the integration relationship within the framework of outsourcing, it is possible to develop the following:

GO \u003d X (L / 1 + L / 2 + L / 3 + ... + D / D

de AP - increase in the average indicator of the assessment of the activity of the enterprise (obligation of production, productivity of work).

At the different stages of outsourcing process development (investment and withdrawal of results), follow the method of reducing them to one base hour - rose date (rock). For the rozrahunkov date, a period is accepted, which transfers the cob of the project to outsourcing. The above showcases the results due to the discounting method, which is widely used in rozrahunka for estimating the value and efficiency of investment. So, for example, for the analysis of the indicator of efficiency, there is a net discounting of income (NPV), which characterizes a penny's income and a sum of money, brought up to a single hour.

NPV is covered by the following formula:

NPV \u003d £ (P, -3,) s11 "

de: P - surplus of money for the 1st cut of the rozrahunka (for example, surplus from sales), rub.; Z1 - cost of production and sale of products for the 1st quarter of the rozrahunka, rub.; T - rozrahunkovy period (horizon of rozrahunka), rokiv; h? - Discount coefficient.

On the skin side of the outsourcing, the NPV allows you to razrahuvat vartіsny result in the balance between a surplus of penny koshtіv and їх vіdplivom, which we will incur on the cost of vitrates.

With respiratory rate< 0 процесс аутсорсинга экономически невыгоден и может привести к реальным потерям.

The value of NPV for the development period is positive, which is the rational economic contribution to outsourcing. If there are a number of alternative options, we will recognize the best option, in which the value of NPV is the maximum.

In mіru neobhіdnostі obchislyuyutsya th INSHI pokazniki ekonomіchnoї dotsіlnostі zdіysnennya outsourcing: rozrahovuєtsya vіdnosny pokaznik efektivnostі (pributkovostі), scho harakterizuє ekonomіyu scho pripadaє one karbovanets vkladen (іndeks dohodnostі - VD), vnutrіshnyu rate dohodnostі (GNI) yak discount rate at yakіy zabezpechuєtsya the equanimity of vartosity of scalding penny streams and scaling penny inflows for skin rock of the rozrachunk period is too short. .

TERRA ECONOMICUS ^ 2011 ^ Volume 9 No. 2 Part 2

L.T. KHUGAEVA

Obov'yazkovo slid razrahuvati the term of recoupment to outsourcing, like a period (during the years and months), starting from some amount of investment and other one-time expenses for this period are covered by total income. The term of recoupment shows the valor of an hour, by stretching out some kind of expense to transfer the sum of one-time fees for outsourcing.

We can see a special role for outsourcing to eliminate the synergistic effect. One of the main reasons for the outsourcing of businesses is to realize the synergistic effect, which, when two and more subjects of the government work together, the total result of which significantly outweighs the sum of their individual results. The synergistic effect of the times when outsourcing is blocked is due to such opportunities:

1. Savings, due to the increase in the scale of activity - due to the increase in the obligation of variability, the average value of the cost per unit of production is reduced. Outsourcing allows you to expand the post-production business of other companies and a greater number of your products. The main idea of business outsourcing lies in the fact that, with an increase in the number of employees and sales, it is more efficient to use available resources (for example, increase the number of employees using less pressure, with less number of workers).

Business outsourcing can generate savings by further concentrating some of the business functions, for example, marketing at specialized firms. It is also possible to transfer the function to the zbutu of firms, yakі may open a network of distributors and so on. In tsomu vipadku ekonomіya of scale utvoryuєtsya for rakhunok usunennya dublyuvannya funktsіy rіznimi pratsіvnikami of companies abo tsentralіzatsії low poslug (napriklad such yak buhgaltersky Obl_k, auditing, dіlovodstvo, pіdbіr that pіdvischennya kvalіfіkatsії toscho personnel) have fіrmah, SSMSC obslugovuyut odrazu kіlka of companies.

With this in mind, it is not easy to organize outsourcing of enterprises and achieve economies of scale. In most cases, the outsourcing process continues to function as before: without changing its organizational structure of management, saving functions transferred to it, without reducing the number of administrative and managerial personnel. In times of savings with additional outsourcing, as the transfer of some management functions to specialized firms can be unaffordable.

2. Friendly combination of mutually reinforcing one resource. Outsourcing pіdvischuє gnuchkіst i mozhlivіst for rinkovogo maneuver of metoyu zabezpechennya bіlsh vigіdnogo poєdnannya faktorіv that resursіv in porіvnyannі of іnshimi pіdpriєmstvami, dozvolyaє vikoristovuvati bagatokanalnі dzherela resursіv zovnіshnogo seredovischa, operatsіonalіzuvati strategіchnі tsіlі that dosyagti result, yaky He can be otrimati for analogіchnih vitrat, ale z vikoristannyam іnshih approach to the management of enterprises.

3. Outsourcing allows you to save money on costs and further reduce the frequency of transaction fees, which is inevitable in today's marketplaces.

4. An important factor in outsourcing is the ability to reciprocate

yogo participants in the sphere of the NDDKR, to bring to destruction a subdivision of that specialization of enterprises.

The following results of the activities of the subjects of the government show a close correlation between the differences in outsourcing and the equal competitiveness and efficiency of enterprises.

Prote outsourcing as a way to ensure the improvement of the efficiency of a business enterprise, it also creates the possibility of regrouping human, organizational, material and financial resources for the formation of new areas of activity, the development of mutually dependent directives, and building projects.

LITERATURE

1. Evdokimov N.A. Outsourcing and insourcing as a tool for vitrates // http://systech.miem. edu.ru/2004/n2/Evdokimov2.htm.

2. Investment design: a practical tool for economic investment

investment projects / Ed. S.I. Shumilina. M: Finstatinform, 1995.

3. Samoilov V. Ekonomika outsourcing. 2009 // http://www.outsourcing.ru/content/ukr/247/2470-article.asp.

Keywords

RINCU POSSIBILITY/ MARKET'S OPPORTUNITIES / OUTSOURCING SYSTEM/ THE MERITS OF OUTSOURCING / COMPETITIVE ADVANTAGE/COMPETITIVE ADVANTAGES/ TRENDS IN THE CURRENT ECONOMY/ TRENDS IN TODAY'S ECONOMY / COMPANY FUNCTIONS/ FUNCTIONS OF THE COMPANY

Abstract scientific statistics on economics and business, author of scientific work - Nazarova Varvara Vadimivna, Yur'eva Dar'ya Oleksandrivna

In this hour, the market is given the opportunity to win outsourcing in various areas of the company's activity. Outsourcing is the most important the trend of the current economy. Outsourcing can be transferred to general functions, IT support, management functions, recruitment, etc. For the help of outsourcing, companies can reach competitive advantage. It is important to choose the correct id before evaluating the benefits of outsourcing. I have been successful in depositing it due to the smartness of being close to the market, the economic and political situation in the country of the world. Currently explaining Tim, Scho Rock Outsourcing Installations Popular for Cordon, Dynamian to join our Korodniy і regularly to the Uvagi Novi Toshvyshini DRIVA, PROTA Bіlshіt Rosіyskii Kompanіi do not assist Skulling Tsієu Mozhlivіsti і Dosіyi Diaje Vycanniyi Maximi by the Maximo. Meta stats: on the basis of the basic current concepts of evaluating the effectiveness of outsourcing, to reveal the dossiness and profitability of the business enterprise.

The text of scientific work on the topic "Assessment of the efficiency of the system for outsourcing in the enterprise"

FACTS, ESTIMATIONS, PERSPECTIVES

EVALUATION OF THE EFFICIENCY OF THE SYSTEM FOR OUTSOURCING FOR ENTERPRISE

V.V. Nazarov

National Research University Higher School of Economics (St. Petersburg) E-mail: [email protected]

YES. Yur'eva

ZAT “J.T.I. marketing and sales” E-mail: [email protected]

In this hour, the market is given the opportunity to win outsourcing in various areas of the company's activity. Outsourcing is the most important trend of the current economy. Outsourcing can be transferred to general functions, IT support, management functions, recruitment, etc. For the help of outsourcing, companies can reach additional competitive advantages. It is important to choose the correct id before evaluating the benefits of outsourcing. I have been successful in depositing it due to the smartness of being close to the market, the economic and political situation in the country of the world. Currently explaining Tim, Scho Rock Outsourcing Installations Popular for Cordon, Dynamian to join our Korodniy і regularly to the Uvagi Novi Toshvyshini DRIVA, PROTA Bіlshіt Rosіyskii Kompanіi do not assist Skulling Tsієu Mozhlivіsti і Dosіyi Diaje Vycanniyi Maximi by the Maximo. Meta stats: on the basis of the basic current concepts of evaluating the effectiveness of outsourcing, to reveal the dossiness and profitability of the business enterprise.

Key words: market feasibility, outsourcing system, competitive advantage, current economy trends, company functions.

EVALUATION OF OUTSOURCING EFFICIENCY FOR INDUSTRIAL ENTERPRISES

National Research University Higher School of Economics - Saint-Petersburg E-mail: [email protected]

CJSC "JTI Marketing and Sales" E-mail: [email protected]

In this hour, the market has the opportunity to find the benefits of outsourcing in different spheres. Outsourcing is a major trend in today's economy. Outsourcing can be featured in accounts, IT support, management, recruitment, etc. Through outsourcing companies can achieve competitive advantage.

The price is important in order to signify, as a fair way, if you evaluate meri calls. It is good luck to lay in the building before joining to the change of markets, economic and political food in the country and in the world.

This topic is important because the outsourcing market is already a popular local area and dynamically developing in our country and regularly offers new unusual products but the majority of Russian companies are in no hurry to this opportunity and still prefer to perm on the areas as possible.

The nature of the third party is to identify feabiliability and profitability of outsourcing for industrial industrial based on existing modern concepts in evaluating the efficiency of outsourcing.

Key words: market's opportunities, merits of outsourcing, competitive advantages, trends in today's economy, functions of the company.

In this hour, one of the characteristic features of the economy is increased competition, for which, in the minds of the exchange of resources, advancement can only be reached by the knowledge base, I commend that creative income to the end of the problems that are blamed. One of the ways to optimize the activity and win over competitive advantages is outsourcing, that is. transfer of the main functions to the foreign organization. It is not for nothing that the authors call outsourcing "a phenomenon of the 20th century, or the main business of the remaining decades."

The advantage of outsourcing is that it allows companies to adapt to the minds, which change, most of all, to support the outside market for the same amount of outside resources, and not internal reserves. The main principle of outsourcing is: "Take care of what you can and can work better, less less, and entrust others to those who can work better and cheaper."

We go straight to the term “outsourcing” (from English outsourcing), which is the abbreviation of the English phrase “outside resource using”, which in translation means “resource calling”. In other words, outsourcing is a transfer on the basis of a dovogostrokovoї please some functions or business processes of an external organization or a "third party", as may be necessary for this resource.

In this way, on the one hand, outsourcing transfers the guilt of a few functions and sees the viability of the activity between the companies, which allows the company to concentrate on the main activity. At one time, the company-deputy transfers to the company-outsourcer a certain amount of credit for the possibility of risks. Tobto transfer to outsourcing is a strategic decision, directing to the promotion of profitability and competitiveness from a long-term perspective.

The first step in outsourcing can be the services that law firms in the United States and Great Britain rely on on the cob of the twentieth century. Practical outsourcing as a technology to management has appeared under the hour of the great struggle between Ford and General Motors, which has led to the fact that in the minds of competition, the company cannot rely only on the power resources and be completely self-sufficient. Alfred Sloan, who was so amazing at General Motors, started to stop outsourcing back to

The appearance of which term. The basis for the management of the company and the selection of wines was the method of cooperation of highly specialized selection as the middle company, as well as for the її between.

Prote understand "outsourcing" z'appeared deshcho later, in the 60s. XX century, if the company Electronic Data System (EDS), scho scho nada little services of keeping balance sheets for banks, brought the company General Motors savings in the amount of 4 billion dollars, for the services of supporting the company's information flows. Thus, a new segment was revealed in business, influencing various resources in leading organizations in the gallery of information technologies, or IT technologies, which in turn gave rise to the term IT outsourcing.

Step by step, there was an expansion of the range of services that outsourcers rely on, and the term “outsourcing” has become one of the others, so that it does not overlap with IT-spheres of business activity: gospodarska; logistics functions too.

In this manner, it is more typical for a foreign message to move the main obsyag to work there, de vin to be effective with the least vitras. Moreover, the decision about the transfer of the singing process to outsourcing should lie in the nature of the work. So, office work (business, accounting) and IT are most often transferred, more often medicine and law. It should be noted that the increase in the number of jobs that are outsourced is more typical for any other company, which is a sign of efficiency.

In Russian companies, for the most part, the approach to outsourcing is more conservative, it is important to stench outsourcing processes through non-compliance with those who can overcome the possible risks. Most Russian companies outsource a part of other processes, which are strategically important: transport, organization of eating, cleaning services, and navit IT-functions due to their complexity. More significant processes that require the main generation or require a great disclosure of information, for example, an accounting form, are rarely outsourced.

Decisions about the transfer of important functions to outsourcing are strategic and seriously affect the rating and competitiveness of the company in the future. Companies face the problem of choosing "make or buy" that. viroblyat independently or buy on the side.

As was described above, meta outsourcing is the transfer of the main functions to the company-outsourcer of the victorious servants of highly qualified fahivtsiv, like the establishment of new technologies. After that, the increase in the quality of the final product, or the service, with an one-hour decrease in vitrate, and also, the increase in competitiveness and efficiency of the organization. However, with inefficient management and an illiterate outsourcing tool, a company may not achieve good results.

It is clear that in order to take away positive results from outsourcing, it is necessary to have a large number of methods for evaluating the achieved economic effect. Knowledge

The magnitude of this effect allows us to make a decision on how to increase the cost of outsourcing, to choose the optimal provider, and also to evaluate the flow efficiency of the process, even if it was given to outsourcing. For which companies do you need to be informed about the following requirements:

1. What functions and processes should be outsourced to improve the efficiency of the company?

2. How to choose the right outsourcing company, how can you achieve the necessary results?

3. How do you evaluate the effectiveness of outsourcing in the enterprise?

Let's take a look at the order of the model, which allows you to take into account the requirements on the power supply.

1. Designation of processes, which should be transferred to outsourcing. In order to praise the decision about winning the outsourcing of the company, it is necessary to designate, firstly, if the processes are out of control, and in another way, for such processes there are no sufficient authorities' competencies. Establish different methods that allow you to praise the solution for outsourcing for song function.

a) The graphic model of MSYushey, as it will be on the list, that all companies are business-supplied individuals, which is practically ready for outsourcing. The model has two axes of coordinates X and Y. X-radiance up to the technological lanyard (depending on expert assessments), the Y-axis - profitability (the contribution from the organization’s profitability and cleanliness is assessed). Dots indicate business-ones or p_drozdili.

The introduction of business units to outsourcing is carried out in three stages:

Seeing non-core or clumsy enterprises (on the schedule of stench spread in the lower left corner). Due to low income, it is necessary to sell or liquidate, and services or products for business to be purchased on the market.

A decision has been made to change the technological basis of the business, as if the structure has been upgraded to a technological lancer, that technology is important for business, but with this stench, clean beats should be given.

Only those that are really technologically significant for business and bring real income to the company are left.

The main advantage of this model is its clarity and simplicity in stosuvanni. Prote іstotnim nedolіkom є nepriynyattya to respect the fact that the kіm zaluchennya to technological lanzyuzhka can be further furnished, like zmushuyut companies pіdtremuvati deakі structures.

b) Matrix for outsourcing D.V. Khlebnikova, in a way, the separation of the object is seen in 3x3 segments. The object of the review can be more okreme provadzhennya, pіdrozdil, kind of work and navit okremia fahivets - nosіy singing competence.

Raznesennia is measured by two scales: strategic importance; the appearance of the object to the sight of the mid-market become.

For the purpose of determining the strategic importance and the visibility of the object, I will make an expert assessment of the mid-market.

Strategic importance consists of the following parameters:

Technological excellence with the improvement of the type of business activity;

Chinnik pributkovostі;

Vlasnikov's home;

Socio-economic and political aspects of Volodinnya.

In order to assess the viability of the middle market, it is necessary to understand what to work and what to bathe in it; know the competence of the business and the power supply: who to rob; analyze the competitive environment; signify the possibility of carrying out the transformation in the current market minds.

c) The algorithm for assigning business processes for outsourcing by V.G. Shadrin, which proposes the procedure for making a decision about outsourcing, which consists of five stages, as well as the algorithm for choosing a business process for outsourcing (Fig. 1).

Rice. 1. Algorithm for designating business processes for outsourcing

The whole algorithm is a part of the procedure for appraising the decision about winning outsourcing. Vіn transferring after the last visit with the method of revealing the business process for transfer to outsourcing and increasing the quality and efficiency of delegating processes.

2. Select an outsourcing company. After seeing the functions that can be transferred to outsourcing, it is also necessary to know the best providers on the market, to help with any future vigilance, lowering the process by the authorities. For whom zastosovuetsya porivnyalny analysis of the effectiveness of vikonannya tsikh processes of self-harm and by the forces of external operators. Іsnuє kіlka models vіdboru outsourcerіv.

a) One-criteria algorithm, which evaluates the last parameter, for example, saving money and selects the outsourcer, which can have the maximum value of the parameter.

A variation of the single-criteria algorithm is the method of evaluating the economic effect for additional fuzzy numbers, with which indicators of activity are interpreted as intervals that are given not by a simple number, but by a certain interval. Using this method allows you to take more accurate results, since the interval indicators are more consistent with real situations, in which you sound accurately only between the values of the analyzed indicator.

However, the single-criteria algorithm does not allow to take the characteristics of potential outsourcers to the point of respect: the availability of knowledge, specialized possession and qualified personnel, good reputation, but in some cases they can be of primary importance.

b) It is possible to use this small share for the help of rich criteria methods, in which the assessment of outsourcers is carried out through the integral indicator Q (1):

Qj = HhwiKv> AT J e ft m)> Z" = 1W. = (!)

de n is the number of evaluation parameters; m - number of evaluated outsourcers; Wj - value of the z"-th parameter; Кц - value of the z"-th parameter of the j-th outsourcer.

Depending on the method, choose the outsourcer for which Qj = max, Kj > Kjmin, de Kjmin - the minimum acceptable value of the z-th parameter.

As parameters K can be selected the quality of services, quality, qualifications of contractors in a third-party organization, guarantee goiter of an outsourcer.

The lack of rich criteria methods and the foldability of the formation of the correct set of estimating indicators, as well as the unclear managerial and economic sense of the sub-bag indicator Q, which is a bunch of decile parameters, which is calculated according to special rules for the score of those indicators.

c) The most important, which gives an objective assessment that is available for testing in practice, in our opinion, is the model of I.D. Kotlyarova, the choice of the company-outsourcing company has to deal with the risks.

On the thought of I.D. Kotlyarova, in view of the superiority of the company-out-sourcer for outsourcing, two main risks are characteristic: the risk of the out-sourcer's management of the brainwashed minds, the risk of the outsourcer's lack of security and the necessary characteristics of the process.

Under the risk of the outsourcer’s guidance in the field of spivpratsi on the minds of the minds, it is possible to evade, for example, it may be possible to review the price of the bik advancement, or to guide the vikonannya goiter through the otrimannya of the vigilant oath.

The risk of the outsourcer's inadequacy to ensure the necessary characteristics of the process is blamed for the lack of competence of the outsourcer or its technical equipment.

1) Goodness of the outsourcer can be assessed by additional formula

V \u003d 1 - G, (2)

de g - the value of the risk of the /-th outsourcer in the spivpratsi on the minds of the minds.

The Danish type of risk can be assessed by an expert way or according to the scale prescribed by I.D. Kotlyarovim (Table 1).

Table 1

The scale for assessing the risk of an unsustainable behavior of an outsourcer

Riziku value, g Description Signs

0 Absolutely reliable provider bad market reputation; a great portfolio of deputies; firms with well-known brands are more important in portfolios, so as to value their reputation

0.2 Highest provider Garna market reputation (only positive feedback with a small amount of respect); in the portfolios of substitutes represented by firms with known brands, to value their reputation (they are positive about this outsourcer); sufficient evidence for this business process

0.4 Possibly superior provider to the services of the provider, sometimes firms are hired with a market reputation; override positive feedback

0.6 Poorly undesirable provider positive and negative feedbacks are approximately equal

0.8 Inadequate provider Override negative reviews; day-to-day confirmation of this business process; the portfolio of deputies is made up of small firms; the outsourcer has problems with paying for his financial needs

1.0 Absolutely irrelevant provider Amount of high technological and other competencies required for the development of this business process; vіdsutnіst dosvіdu vykonannya given and summіzhnyh business processes; presence of in-line lockers; vidsutnіst vіdgukіv schodo yakosі work; dumping; outsourcer to go through the bankruptcy procedure

2) The ability of the outsourcer to provide the necessary value of the g-ї characteristic is described as follows:

L, = 1 - B, (3)

de B - the value of the risk of the outsourcer's inadequacy to ensure the necessary value of the i-th characteristic.

Yi - the minimum acceptable value of the first show, which describes the process of transfers to outsourcing;

y y - the average value of the y-th indicator, which can be reached by the outsourcer; si - correction multiplier, for the help of which the possibility of adjusting the value of y y bik is corrected, increasing the value from 0 to 1, it is used for the help of expert estimates or for formula (4) (there was also a simulation of the accuracy of the outsource processor):

de ure $ - the most important vimiryan of the meaning of pan pokaznik.

In such a situation, the risk of outsourcer’s unavailability to secure the necessary value of Yi of the th indicator can be repaid according to the following formula:

The choice of the outsourcing company is determined on the basis of the insured parameters Rj and A^.

de Ath - the least acceptable value for the assignee of the value of the ability to reach the outsourcer of the target value Y¡; Rmin is the least acceptable value for the outsourcer summation indicator.

Dana technique vіdobrazhaє sutnіst outsourcing zabezpechennі dosyagnennya fіrmoyu zagalom zaplanovanih rezultatіv, daє otsіnku pov'yazanih of kompanієyu outsourcer rizikіv i dozvolyaє vibrato kompanіyu the outsourcer, yak zdatna zabezpechiti neobhіdny stupіn nadіynostі that priynyatny rіven garantії of scho neobhіdnі values pokaznikіv will attempt dosyagnutі.

3. Appropriate assessment of the efficiency of outsourcing. a) Spivvіdnoshnja vitrat at vykonannі nі nії nії ї voistnymi resourses i vitrat on outsourcing:

Eff = ^ e-, (7)

de Zsob - vitraty of the company for the victorious singing process independently; Outsourcing is the company's partner in victorious process for outsourcing assistance.

Vіdpovіdno to chgogo pіdkhodu, transition to outsourcing matime sens, so Eff\u003e 1.

Ekonomichna efektivnіst, rozrakhovan such a rank, showing how many times the company's cost decreases when transferring the singing process to outsourcing.

The main advantage of this approach is its simplicity and sharpness.

However, the cost-effectiveness of outsourcing, which is supported by this method, shows that it is less possible to overcome the process with the least costs and does not look at the downside, if you spend more money on outsourcing. Even situations are possible, if for additional outsourcing the company is able to improve the quality of products, and then, to increase the profit, compensate for the outsourcing costs and bring additional income. Until then, this ostentatious person does not have to worry about the search for an outsourcing company and the transition to outsourcing.

b) Efficiency can be insured as the sum of all discounted income and expenses per hour under the outsourcing contract:

P 77 N O p A p P T

de E$ - economic effect due to outsourcing; n - validity of the outsourcing contract (number of years); d - discount rate; Єг - economy, otrimana from roci vіd vikoristannya outsourcing. It is financed as a difference between the company's partners for the process of self-management (Authority) at the price that is paid to the outsourcer (Outsourcing); - Supplementary income from the company, severance through outsourcing (increase in the price of income, increase in capacity, increase in revenue through the improvement of the company's image); Ag - more income of the deputy in the mu rotsі, scho zavdyakovy vykoristannyu outsourcing (revenues from the sale or rent of the superfluous mine, reduction of taxes on the mine); С0 – checkout for the outsourcer's search; Cg - witrati for outsourcing management for -mu roci (administrative, transport vitrati); Tg - vouchers for the transition to outsourcing in the district (reengineering of business processes, purchase of property, payment of compensation for calls).

An important advantage of this approach is those that can avenge the latest change of possible sources of additional investments and business income in outsourcing.

It is recommended to switch to outsourcing, as the effect of repayment is greater for zero and may be the maximum value. Tobto ekonomіchny efekt again razrakhovuєtsya vkhodyachi z moreover, skіlki shrunk vytrati kompanії. Ponad those, how you designate I.D. Kotlyarov, the technique is not given, it is important for the company to achieve not just a positive value of the economic effect, but to exceed the limit value. Oskіlki ekonomіchny efekt below the threshold value, it will be insufficient in order to compensate for compa-

nі all vytrati for outsourcing, zokrema alternative. Also, the formula (10) is not immune to the risk of unfriendly changes in the outer middle or non-existent work of the outsourcer;

c) Methodology for evaluating the effectiveness of outsourcing s I.D. Kotlyarov.

The author proposes to recreate a new technique for the appearance of these risks and transfers, which the marginal value of the economic effect can be no less than the size of the company's costs at the time of the present risk.

For clarity, the description of the methodology formula (8) is given in the visual (9):

E # \u003d E + I + A - C0 - C - T, (9)

de great letter denotes the skin of the formula formula (8), which stood under the sumi sign, and the addendum C0 saves its designation.

With the improvement, the economic effect of outsourcing is covered as follows:

E//= YE+ RKV + ZHA - C0 - C - T > Lbh, (10)

de WE, WR, WA - income retrieval; WLL - current cost efficiency; L - the value of the cost of business is estimated.

Values of imovirnosti are assigned for additional expert assessments.

Moreover, it is necessary to overcome such inconsistencies:

(Vmax ^ GS

^tsh^^max^ (c)

Outsourcing is more efficient and more effective, as you know:

The shortcomings of the methodology and those that the value of imovirnosti are determined by additional expert assessments, that is. not precise.

Later, we looked at the main nutritional factors for evaluating the effectiveness of outsourcing: the assigned function, as follows

give outsourcing; choice of an outsourcing company and assessment of the economic effect of outsourcing.

Let's analyze the effectiveness of outsourcing for manufacturing on the application of the company BAT "Chelyabinsk Pipe Rolling Plant" (BAT "ChTPZ"). The analysis is carried out on the basis of general information about the company and its financial position, published on the website of the enterprise.

BAT "ChTPZ" is the industrial group of the metallurgical complex of Russia, as it is one of the leading domestic companies producing pipe products from the mainstream private market, about 20% for bags in 2013. In the present hour, the activities of the ChTPZ group are carried out for three straight lines: the production of steel pipes or the “pipe division”; naphtopromislovі servіsnі services either "naftoservіsny divіzіon", virobnizstvo obladnannya for piping systems or "majіstralne obladnannya".

Zgіdno s dannymi, otrimani on the official website of the company "ChTPZ", the company outsourced the following functions:

transport services;

IT services and phone call services;

Medical services.

Cleaning up the internal factory territory;

Organization of community eating;

Services from dry-cleaning, repair and work clothes;

Picking up service premises.

Part of the services was transferred to third-party organizations, and part - to organizations that founded the BAT "ChTPZ" (Table 2).

Table 2

Functions outsourced to ChTPZ

Functions/services Outsourcing company Head of the outsourcing company

IT services and telephone call services ZAT "TsIT ChTPZ" VAT "ChTPZ"

Medical services CJSC "MC CHTPZ" BAT "ChTPZ

Cleaning up the internal factory territory of TOV "PNTZ-Service VAT "PNTZ"

Transport services of DC "GRANT-Motors"

Organization of community eating TOV "KorpusGroup" Third party organization

Services from dry-cleaning, repair and work clothes

Cleaning up office space

For the data of Table. 2 it is possible to increase the number of whiskers that the company will adopt a conservative approach to outsourcing and saving control over more functions.

The cost-effectiveness of outsourcing is carried out on the basis of the transfer of a third-party organization DC "GRANT-Motors" of the transport function, which ensures the safety of the operation of the company's own vehicles.

More importantly, the transfer of outsourcing of the transport function is significant, having established the matrix for outsourcing D.V. Khlebnikov. Required

hіs (develop skills) spіvpratsyuy z leader galuzі

liquidate,

buy results from the leader

liquidate,

buy the results on the market (tenderi)

Develop competencies

ta activate (invest)

Liquidate, buy results on the market (transfer to staff)

Protect competencies and activate

See daughters and / or fallow land (S/A) (diversification)

Level of competencies/robit/results at the same level with the market

Rice. 2. Position of the transport function of the matrix D.V. Khlebnikova

it is necessary to evaluate the function by looking at the strategic importance and the visibility of the object in terms of the mid-market stage.

The company's motor transport is stored with special equipment, so that it stops in the middle of the factories, and the park of passenger cars. Special equipment in the general language order was obtained from the selection process of the other world, passenger cars, perhaps, corporate vehicles, which are selected for moving between the company's subsidiaries. Vyhodyachi z vyshchezazanogo, strategic importance seems to us the middle, and in the case of special equipment - high.

Assessing the function according to the scale of “level of competence”, it should be noted that this function is additional, the shards of the enterprise specialize in the preparation of pipes, which can be called “vidatkovy”, and not “pributkovy function”, then. the company has no direct need for high competence in its function. It is evident that the competence of the enterprise is lower than that of the market.

If you draw a diagonal from the left upper kut to the lower right one, then all the functions that are in the lower part will be potentially admissible for transfer to outsourcing (small 2). Thus, it is recommended to liquidate the transport function at the enterprise and transfer it to outsourcing to the leaders of the region.

Further, the company faces no less complicated problem of choosing a suitable outsourcer for the implementation of the transport function. If necessary, it is necessary to minimize the risks of the outsourcer in the form of spivpracs on the minds of the minds of the risks of nezdatnosti, to ensure the necessary characteristics of the process.

The outsourcer of the transport function of BAT "ChTPZ" є DC "GRANT-Motors" is one of the leading post-employee services

transport and logistics outsourcing for industrial companies.

However, in 2008, when the ChTPZ company made a decision to transfer the transport function to outsourcing, DC GRANT-Motors has not yet become such a widely known company, as it has brought its reputation. The risk of looking at the superiority of the company-outsourcer is high. In order to secure itself, BAT "ChTPZ" laid down a short-term agreement for 6 months for the total transfer to the lease of all transport, and then, following the results of a successful production process of the official tender, took DC "GRANT-Motors" as its outsourcer.

We will carry out an assessment of the dotality of the promotion of spivrobitnitstva with the same company, vicorist method, proponated by I.D. Kotlyarovim.

We can estimate the sum of the outsourcer. According to the scale of assessing the risk of unfair behavior, the company can be rated as a superior provider (with a risk score of 0.1). The company has a good reputation in the market, it was founded in 2004, may have sufficient knowledge of this process, and by customers in Russian industrial companies, and among them the companies "black metallurgy" CHAP "", VAT "VATіngvraz", "Mechel", VAT "Rusal" and in.

Vidpovіdno sumlіnіst of the outsourcer is more expensive:

I \u003d 1 - 0.1 \u003d 0.9.

Rozrahuyemo risk of the outsourcer’s lack of availability to ensure the necessary characteristics:

As a pokanik, who describes the process, viberally quickly vitrates at the same time as the functions of the power forces;

The minimum acceptable value of rapid vitrates (U) is 15%;

At the average, zgіdno z dannymi on the website of the company DK "GRANT-Motors", the number of clients of the company is shortened by 20%, tobto. y z = 20%;

The highest vimerian value of the indicator - 12%;

Correction factor for the shape of the breathability of the average value of the airway:

Vidpovidno risk of outsourcer's inadequacy to ensure the necessary value will be:

d \u003d 15-20-0-0.4) "15

In this rank, the possibility that the outsourcer can secure the shortfall in the future at a rate of 15%, is covered by this rank:

Ag \u003d 1 - 0.2 \u003d 0.8.

It is acceptable that the minimum acceptable value of superficiality (^m1p) is -0.8; building security and safety value (Agtsh) - 0.7

At this time, nervousness wins:

< . г е (1, и).

On the basis of the rosrahunkivs, it is possible to create visnovoks, which will help with the chosen company in the future and docile.

We estimate the efficiency of outsourcing transport functions to the company BAT "ChTPZ". At the moment, the function has been outsourced for five years. Following the words of the director of logistics Oleksiy Minullina, the method of the company was the optimization of robotic transport, which takes a part in the process of robotic plant, that development of the company's resources for business development. Interaction with the company "GRANT-Motors" has brought to a speedy turnaround on the introduction of corporate vehicles and allowed us to focus on the main plant - the supply of pipes, pipelines and components of key spare parts.

For the minds of the contract, all vehicles (280 units), as well as other transport departments were leased, the staff (296 employees) was transferred to the staff of an outsourcing company.

Estimate the economic effect of outsourcing. Efficiency studies for the methods examined in the theoretical part can be carried out for the obviousness of supplementary information about the increase in the performance of the functions of the state resources, the number of employees of the outsourcing company, the additional income and the increase, and the impact of outsourcing.

For this robot, an assessment of the economic effect will be carried out based on the goals set by the company for the transition to outsourcing: optimization of robotic transport and development of additional resources.

Depending on the goals of the company, optimization of the work and transport can be direct:

zbіlshennya obyagu work while saving the cob kolkosі loneliness;

On a non-stop yakіsne vykonannya flow obsyagіv skorochennya kіlkostі alone transport.

According to the company "GRANT-Motors" the number of cars in 2011 shortened to 148, tobto. changed by 47%. During the first period of spivpratsi, the robot of the dispatching and logic center was improved, single routes were prescribed, a corporate standard for operation, repair, and control of that zvіtnosti was ordered.

Over the course of the current short period of time, the number of vehicles transported by ChTPZ changed its transport function by 28%, tobto. additional resources were available to confirm the reach of another assigned goal. Moreover, at the same time, the wages for spivrobitniks, transferred to the company "GRANT-Motors", were increased by 10%, and the repair of the transport workshop was carried out.

The outsourcing of transport allows the company "ChTPZ" to more effectively repair the machines, which lead to a speedy increase in speed and a reduction in the quality of the performance of the function.

For the help of outsourcing, the function of managing the transport of the enterprise is being improved more and more efficiently, and more and more quickly, and the increase in the number of additional resources for the main activity of the company.

Significantly, it is significant that the meta be-like company is the achievement of maximum efficiency in the sphere of its activity. Therefore, it is necessary to regularly analyze the activity and focus attention on the main activity itself, and transfer other functions to outsourcing, and at the same time regularly assess and control the work of outsourcers, discuss in-line problems, set new tasks for them.

Literature

1. Anikin B.A., Ruda I.L. Outsourcing and outstaffing: high technologies for management: Navch. help. M: INFRA-M, 2009. 320 p.

2. Davidkin E.V. Fuzzy model for evaluating the effectiveness of outsourcing // Bulletin of TDPU 2011. No. 12. P. 162-165.

3. Kotlyarov I.D. Algorithm for selecting outsourcers according to the criterion of building capacity to ensure the value of indications that describe the transfer process // Problems of economics and management of the oil and gas complex. 2012. No. 10. S. 50-54.

4. Kotlyarov I.D. The essence of outsourcing as an organizational and economic phenomenon // Competence. 2012. No. 5. pp. 28-34.

5. Kotlyarov I.D. Estimation of the risks of cooperation with an outsourcer // Problems of economics and management of the oil and gas complex. 2012. No. 11. S. 34-37

6. Kotlyarov I.D. Problems of assessing the economic effect of outsourcing // Problems of economics and management of the oil and gas complex. 2013. No. 6. pp. 9-13.

7. Kurbanov A.Kh., Plotnikov V.A. Outsourcing in Russia: social welfare and cost savings // Management Consulting. 2011. №3. pp. 123-131.

8. Kurbanov A.Kh., Plotnikov V.A. Outsourcing: history, methodology, practice. M: INFRA-M, 2012. 112 p.

9. Mukhina I.S. Analysis of the key approaches for evaluating the efficiency of outsourcing. Corporate management. 2008. No. 6. P. 111-115.

10. Khlebnikov D.V. Outsourcing Matrix // Strategies. 2005. No. 11.

11. Official website of the Chelyabinsk Pipe Rolling Plant. URL: http://www. chelpipe.ru.

12. Official site of the outsourcing company "GRANT-Motors". URL: http://www.grantmotors.ru

1. Anikin B.A., Rudaja I.L. Autsorsing and autstaffing: high technology management: ucheb. posobie. M.: INFRA-M, 2009. 320 p.

2. Davidkin E.V. Nechetkaja model" ocenki jeffektivnosti autsorsinga // Vestnik TGPU. 2011. No. 12. IP 162-165.

3. Kotljarov I.D. Algoritm obora autsorserov po kriteriju sposobnosti obespechit" celevye znacheniya pokazatelej, opisyjushhich peredavaemyj process // Problemy jekonomiki i upravlenia neftegazovým kompleksom. 2012. No. 10. II 50-5

4. Kotljarov I.D. The essence of "authoring as an organizational and economic javle-nia // Competence". 2012. No. 5. II 28-34.

5. Kotljarov I.D. Assessing the risks of the situation with the supplier // Problems of economics and management of the oil and gas complex. 2012. No. 11. P 34-37

6. Kotljarov I.D. Problems of ekonomicheskogo jeffekta autsorsinga assessment // Problemy jekonomiki i upravlenija neftegazovým complex. 2013. No. 6. P 9-13.

7. Kurbanov A.N., Plotnikov V.A. Autsorsing in Russia: social "restraint and economic conditions of use" // Upravlencheskoe konsul "tirovanie. 2011. No. 3. P 123-131.

8. Kurbanov A.N., Plotnikov V.A. Outsourcing: history, methodology, praktika. M.: INFRA-M, 2012. 112 p.

9. Muhina I.S. Analiz sushestvujushhih podhodov k ocenke jeffektivnosti ispol "zova-nia asorsinga // Corporate management. 2008. No. 6. P 111-115.

10. Khlebnikov D.V. Matrica autsorsinga // Strategies. 2005. No. 11.

11. Oficial "nyj site Cheljabinskogo truboprokatnogo zavoda. URL: http://www.chelpipe.ru.

12. Oficial "nyj sajt autsorsingovoj company "GRANT-Motors". URL: http://www. grantmotors.ru.

In Denmark, the hour of IT-Rylink of Pokhuzi іTeєu Outsourcing IT-Sovie I Sbzіnikka Z Tsim, Zimaganka Outsourcing Outsourcing Outsourcing Vimaguє Vishennia, Oskilki Will, Shaho Outsourcing IT-Wathi Mine Minіmіzuvati Vitrati to Vicaristannya. For all that, although you can see the big phrases and ideas that are described in periodicals, the effectiveness of introducing IT services to outsourcing is not so clear-cut. When applauding decisions about outsourcing, it is necessary to analyze financial and organizational factors, not missing the area of risk analysis, which is to be blamed for organizing outsourcing of IT services. The day of the full analysis after the adoption of this decision can be replaced by the head of the important conflicts. Post-employees of outsourcing services toil methods for raising the efficiency of outsourcing, showing a healthy stench to show financial advantages and even more often deprive the boundary of the analysis of possible problems due to risks that are blamed. A lot of companies in a few hours are moving into outsourcing and are turning to the front model of IT organization - the promotion. Therefore, the task of analyzing the effectiveness of outsourcing will require the decision of a skin company Okremo.

Again, the assessment of the effectiveness of outsourcing can be divided into three main parts:

Appointment of transferring the services of a possible vysnovka for outsourcing;
Analysis of the effectiveness of outsourcing the main IT service;
Accepted decision about the choice of replacement of the outsourcing company.

Outsourcing - first assessment

For the analysis of efficiency, it is necessary to create a basis for the decision, how to win the selection of candidates for outsourcing. In this way, the catalog of IT services becomes the basis, as they are supported by internal IT support and are supported by business support. In fact, it is necessary to transfer the activity of the IT support to the service orientation of the service, which is described in ITIL / ITSM.

Mayuchi Catalog ІТ — services can be assigned a set of criteria, which are taken to the utmost respect when making a decision on the choice of services-candidates for outsourcing. An example of criteria for accepting this decision is:

criticality of services for business;
the curing of this service at the production line IT - p_drozdili;
criticality of service at a glance of information security;
criticality of the service with a glance of business continuity;
flowing quality of service;
an approximate assessment of the vartost of the service;
presence in the service of competitive advantages of the company;
the cost of operational risks in the processes of service;
presence of such services in the open market;
and etc.

p align="justify"> Among the criteria, you can assign the group "justify criteria", so. criteria, yakі may have the greatest vag when making a decision. In fact, even if one of the "pertinent criteria" shows the impossibility of outsourcing, then the service should not be outsourced. As a rule, “informational criteria” are criteria for information security and business continuity. Further, in order to praise the decision about the transfer of service candidates for outsourcing, it is necessary to conduct an interview in an expert group and set an expert assessment in the field of skin services. In addition, as the assessments have been made, an assessment of the summation is carried out, and for these results, a decision can be made, naming a change of candidate servants for outsourcing. In fact, a "short list" of IT services is being compiled, which will be analyzed for financial efficiency. The designation of the "short list" allows you to see the most critical ones for the IT business - services outsourcing of some of the services associated with great risks and includ- ing the effectiveness of the service of services of whiskers of some of the most inefficient services of high risks. Practical applications show that the services, which are impossible to see, are connected with the help of unsafe workmanship, the processing of confidential information, the specifics of the organization, too.

Outsourcing - efficiency analysis

Dalі otrimany "short list" ІТ - services are analyzed from a glance of the standard managerial tasks and the choice of "we can do it ourselves" or "buy in others". To make this decision, it is necessary to assign in-line costs for the given services, the variability of the hiring of similar services to the outsourcing company, the variability of the processes and the inputs in cooperation with the external supplier, as well as the assessment of the transfer of risks, which are Moreover, the assessment of risks can become critical from the point of view of praise for this solution, which is why in the analysis of the effectiveness of outsourcing the analysis of risks is a regular pardon for the hour of praise of this solution. The transition to an outsourcing model with the provision of IT services should be carried out until the appearance of impersonal risks of incurring as a change in processes, and so in a change of viconation.

Crim of in-line vitrates and blockages in the event of possible risks, it is necessary to transfer the vitrats to set up and control processes in the control over the activities of the outsourcing company and agree to work. A typical pardon is the use of expertise in the field of information technology from the company, which should lead to the acknowledgment of the turnover in the case of the provision of IT services. The result of the increase in prices from the side of the old post-employees is the total number of examinations from the IT middle of the Company, which leads to the dictatorship of the increase in labor costs and the prices from the side of the IT post-employees. To that, with the organization of the service model of management of information technologies, it is necessary to transfer the main competence in the middle of the company from the first supply. You can also have a substitute service, so that you can manage the selection of business-production and organize their transfer to an outsourcing company, agree to work and control over the possibility and frequency of implementation of the formations. In fact, the internal analysis of efficiency can be divided into three water-reinforced parts. The final analysis of the duty of service, the analysis of possible risks, which are blamed for the duty of service, that the degree of organization and vikonannya processes in the control of foreign post-employees.

Outsourcing - analysis of IT varity - services

Variety analysis of service data allows you to designate the service variability on the basis of the analysis of all warehouse parts that are victorious at the time of service. The butt of the analysis of the varnosti can be the analysis of the advancing elements:

varnosti resursіv, including variability keruvannya life cycle resource;
varity of software, including variability of managing the life cycle of software;
varnosti projects rozgortannya services;
variability of the processes of hiring services;
vartostі protsesіv pіdtrimki servita;
vartostі dіy schodo zabezpechennya control yakostі services;
that in.

In this case, the variability can be improved for additional maintenance of the service-resource model and the development of the variance of the processes by the method of operational-variability analysis. The service-resource model allows the distribution of services to the owner, software security and the work of their operation in the distribution of services. It’s not easy and the worker of the task, as it will require singing vitrates at the stage of making a decision.

To assess the vartosti of the processes and subdivisions of the IT services, it is necessary to add up their descriptions to the level of the working areas and split the vitrati along the centers of the middle of the IT subdivision. After that, zastosovuchi operational and variant analysis, develop the variability of processes. With the correct organization, it will work with the description of processes - this description can be used for documenting the in-line mill of IT processes and to complete the work at the time of accepting a negative decision to introduce IT services for outsourcing. As a result, a variant score will be formed for the skin service, which will show the variability of the internal implementation of the IT service.

Crim of in-line spending on IT jobs - services and possible gains and shortfalls in switching to an outsourcing model, in order to make a decision, it is necessary to analyze a group of costs related to the processes of interaction with the post-head of IT services. An important criterion in any case is an analysis of the risks associated with a possible development of a contract with an outsourcing company for various reasons. Therefore, it is necessary to analyze the variability of the change of the postal worker at a time, like a swedish rozryu vіdnosin, and at the time of step-by-step development and the variability of the processes in cooperation with an outsourcing company.

This analysis allows us to evaluate the quality of the decision taken, which also affects the quality of service provided by the outsourcing company.

In razі vivedennya vsogo IT-pіdrozdіlu on pіdstavі volovogo rіshennya, poperednya otsіnka vartostі nadannya poslug vtrachaє Sens i in danomu vipadku mozhna porіvnyuvati sukupnіst usіh vitrat on IT-pіdrozdіl to vivedennya outsourcing іz sumoyu kontraktіv on іnformatsіynі tehnologії pіslya vivedennya that vartіstyu protsesіv vzaєmodії mіzh parent and subsidiary companies that are to blame for outsourcing. Therefore, you can analyze the total amount of costs for the development of information technologies in retail outlets:

resources;
possession;
software security;
wages of practitioners;
variety of existing contract services;
variety of processes;
and etc.

Visnovok of all IT - was moved to outsourcing without first promoting a service-oriented approach and promoting the local IT market, as a rule, to bring to the attention of a subsidiary IT company, as it is not a living thing on the market without a parent company, it is not possible to beat it.

Outsourcing - risk analysis

Proteotechnical analysis does not give a new picture of the economic efficiency of outsourcing. To ensure complete analysis, it is necessary to analyze the flow of injuries in the case of operational risks, which are blamed for dermal IT-services and injuries, which can be blamed for the risks associated with the transfer of IT-services to the post-worker. In fact, the analysis is necessary for possible bugs related to the quality and reliability of IT services. In times, the results of the risk analysis can be carried out as a “vitrate”, and on the “pributkov” part of the analysis. The butt of a variant analysis of the risks related to the quality and reliability of such parameters:

1. varty zbitkiv through lack of quality IT - services;
2. vartist zbitkiv through vіdmova in nadanny IT — services;
3. quick turnaround with the introduction of new technologies in IT services;
4. variability of zbitkiv through a round of confidential information when providing IT services;
5. variance of costs in the development of competitive advantages in the implementation of IT services;
6. that in.

In times of outsourcing, the risks of 1,2 and 3 can contribute to the adoption of a positive decision on how to remove services for outsourcing, but the most important risks for these risks are the post-employee of IT services and the company can be penalized by penalties to damage its own sales in different cases. However, as risks 4 and 5, when outsourcing is seen, it can lead to a negative decision.

It is most correct in assessing the risks to beat the base of the beats, in order to keep information about the beats that the company has received during the singing period. But, with confidence, we can say that this information is not collected in most companies, so it’s necessary to bring the knowledge of experts to the point of need for evaluating risks. As a result of such an expert assessment, there is information about the immovability of risks and the average value of the losses in them, which allows us to determine the financial warehouse, which adds to the variety of IT services. To assess the risks, you can use standard methods in the IT department, in order to eliminate the elements of managing operational risks - CRAMM, MOF, etc.

One of the reasons, as it is possible to overcome the outsourcing model, is the possibility of transferring the risks to the outsourced worker, which can improve the efficiency of the IT success.

The butt of risks, which can be transferred to an outsourcing company, can be:

inspection of the qualifications of fahivtsiv at the gallery of IT from the company;
ailments and releases of key fahivtsiv;
pardons in the service, scho produce until її vіdmovi;
and etc.

Vіdpovіdno in otsіntsі it is necessary tsiu warehouse vrahuvati vartosti serfs from a glance accepting a positive decision.

Outsourcing

At the stage of selecting post-employees, it is necessary to conduct an analysis of the market of outsourcing companies in terms of the rank of outsourcing services and the stability of post-employees.

The main element of the analysis of the various post-employees, we consider the necessary analysis for the following parameters:

superiority and stability of the outsourcing company (hour of work on the market, number of clients, turnover of the company is too short);
ymovіrnіst rozrivu vіdnosin іz postalnik (number of rozrivіvіv іn given postal worker, average tіvіlnost nadannya z іnjuchih postalnikіv then);
service quality;
guarantees of integrity and competence of the postal worker;
the possibility of transferring risks to an old postal worker;
availability of services in the local market (number of companies, who should provide this service, number of customers, how many should purchase this service);
the complexity of the task of serving as a postal worker;
the possibility of attaching the duty of the postal worker;
that in.

All these parameters help you choose the most efficient outsourcing company. Krym tsgogo, knowing the rank of change of the post-employee and the imovirn_st tsієї podії it is possible to take a financial assessment, as an aggregation with the previously otrimana var_styu IT - services.

However, even though there are no mechanisms for regular assessment of the quality of work and outsourcing companies, there is a drop in the quality of work performance to an unsatisfactory level. Therefore, the most effective control over a set of key indicators of performance is that of a regular assessment. The source of key indicators of performance can be the standards in the IT department - COBIT and ITIL.

One of the key indications, in this case, financial indications, it is impossible to forget about other indications. Butts can be such indicators:

change in line vartostі ІТ, scho to be purchased - services up to the mid-market varostі of these services;
versatility in cooperation with an outsourcing company (given versatility can be great at the beginning stages, but then again, if the process of interaction is established, this versatility can be reduced);
the middle hour of the resolution of the incident in the range of services and the number of non-violent incidents;
hits for simple business because of the post-employee of IT services;
and etc.

The most effective selection of key performance indicators (KPIs) and their analyzes are carried out in information systems of the Service Desk class, which are recognized, among other things, for the removal of this managerial rank. The formalization of data on the KPR between the employer and the post-employee of IT services is fixed at Ugodah about the level of services - Service Level Agreement.

At a glance, as if the quality of the servants, we hope, became unsatisfactory and the old postal worker could not see the contractual documents, then the change of the old postal worker is necessary. However, when priynyattі rіshennya about zmіnu autsorsingovoї kompanії potrіbno rozumіti scho vartіst zmіni autsorsingovoї kompanії Mauger Buti mіnіmalnoyu, Yakscho Hotel A typical i prisutnya on local market analysis, ale Yakscho Hotel Atypical then vartіst zmіni autsorsingovoї kompanії Mauger peretvoritisya on vartіst rozgortannya podіbnoї dіyalnostі vseredinі organіzatsії nanovo .

Therefore, in order to ensure the safety of the business, it is necessary to transfer options for changing an outsourcing company for skin IT services. Moreover, two scenarios are possible here: step-by-step change of a post-man with transfer to another post-man, emergency change of a post-man with the improvement of the minimum hour for the completion of another post-man. All this also contributes to the assessment of the effectiveness of outsourcing.

Selection procedure

To appreciate the residual decision on outsourcing on the basis of the analysis carried out, it is necessary to aggregate the assessments. For this purpose, all the results of the analysis on the skin IT services (among those experts) are collected in the tables with the assessment of all warehouses, and the analysis of the risks is to be presented in the form of vartost, as it is calculated on the basis of data about the damage and the damage to the risk.

For skin IT services, a row of tables is formed, which is composed of a set of middle points, in which the current scores are placed on the IT services, the ratings of the risks, the number of services of the caller postal worker, etc. With a minus sign, it is shown the costs that the times have made decisions about outsourcing, and with a plus sign, the current costs for the IT department are services. The summation of cih vitrate shows the assessment of the effectiveness of outsourcing. If the total value is positive, then the service is more visible in the middle of the company, and if it is more negative, then the service needs to be outsourced.

However, it is necessary to understand that in order to reconsider the correctness of the decision, it is necessary to translate the difference in the value of the difference in the current varth of the service, in order to normalize the omission of the value of that number as independent in the varst of the service. If it is possible to increase the number of employees in outsourcing, and if the value is not more than 0 - 5%, then it would be correct to deprive the servant in the middle of the company, as for the purpose of the service, an employee will be required. So, as the service is given to outsourcing from a set of others, then the introduction of a whole opportunity. Even if the value is 5 or more hundreds, you can start working on the provision of this IT service for outsourcing.

Visnovok

An analysis of the effectiveness of the provision of IT services for outsourcing can be carried out before the next standard recommendations, which can be similar when a decision is made. In this hour, it is most effective to outsource the following IT services:

services, yakі є pardon, from the point of view of their organization and nadannya;
servants that help to get information dear to IT staff with incomprehensible interests;
services that do not retaliate for confidential information;
servants from the service of higher education;
services related to developmental developments in the implementation of software solutions.

Since the IT service is foldable and specific for the company, outsourcing can bring more "headache" and lower savings. More often than not, decisions about outsourcing are taken from a connection with an unsatisfactory work of an IT-producer. However, in the majority of cases, although IT-produced work is unsatisfactory, then, with a simple twist, it is possible and not to solve the problem of servicing information technologies for outsourcing. It is necessary to clearly identify the reason for the unsatisfactory work of IT-development at once, and the reasons for this can be different, repairing in a nasty organization of work, ending with a low level of development of business-development, I can’t help but formulate.

In razі slabkoї formalіzovanostі vimog BIZNES-pіdrozdіlіv to іnformatsіynih tehnologіy great ymovіrnіst nadannya IT-Hotel, yak not zadovolnit BIZNES through wrong abo nepovnu setting zavdannya scho at razі outsourcing zbіlshit zbitki oboh storіn, to outsourcing tse not just perekladannya svoїh nevirіshenih problems plechі zovnіshnogo a post-employee, for us to improve efficient work with the improvement of a service-oriented approach.

Nedarma bіblіoteka best dosvіdu ITIL / ITSM toil Taku populyarnіst, oskіlki neobhіdno Perche nіzh go to autsorsingovoї modelі dіyalnostі that zabezpechiti znizhennya vitrat on іnformatsіynі tehnologії spochatku zaprovaditi SERVIS-orієntovany pіdhіd to upravlіnnya IT, nalagoditi upravlіnnya vnutrіshnіm pіdrozdіlom, and of urahuvannyam mozhlivih for Change in dіyalnostі vsіh business-pіdrozdіlіv.

Like visnovok, you want to click readers, analyze anonymous factors when making a decision about the provision of IT services for outsourcing and do not accept it under the pressure of marketing applications.

Koptelov Andriy Kostyantinovich, Director of the Department of IT-consulting of the Company "IDS Scheer Russia and the lands of the SND"

Vishnyakov Oleg Leonidovich, Intercessor of the General Director - Director of the consulting block of the Company IDS Scheer Russia and the CIS countries

In connection with large-scale zastosuvannyam at TOV "LUKOIL-PERM" outsourcing services vymagaє vyvіshennya zavdannya evaluating the effectiveness of outsourcing. When making a decision about outsourcing, it is necessary to analyze financial and organizational relationships, not missing the risk analysis from the area, which is to be blamed when organizing outsourcing. The day of the full analysis after the adoption of this decision can be replaced by the head of the important conflicts. Post-employees of outsourcing services toil methods for raising the efficiency of outsourcing, showing a healthy stench to show financial advantages and even more often deprive the boundary of the analysis of possible problems due to risks that are blamed. A lot of companies in a few hours are moving into outsourcing and turning to the front model of organizing processes.

Evaluation of the effectiveness of outsourcing can be subdivided into three main parts:

1) Appointment of the transfer of functions that can be outsourced;

2) Analysis of the effectiveness of the outsourcing of the singing function;

3) Appointment of the organization’s varsity and the oversight of processes in the control of external postal workers

1. Appointment of the transfer of functions that can be outsourced

For the analysis of efficiency, it is necessary to create a basis for the decision, how to win the selection of candidates for outsourcing. An example of criteria for accepting this decision is:

Criticality of the function for business;

The keratinization of the function of the in-line mill for production;

Criticality of the function at a glance of information security;

The criticality of the function with a glance of business continuity;

Flow rate of function;

Approximate assessment of the vartost of the service;

Presence in the service of competitive advantages of the company;

the cost of operational risks in the processes of service;

The presence of such servants on the open market is scarce.

p align="justify"> Among the criteria, you can assign the "justify criteria" group, so. criteria, yakі may have the greatest vag when making a decision. In fact, even if one of the "viable criteria" shows that outsourcing is not possible, then this service should not be outsourced. As a rule, the "highest criteria" are the criteria for information security and business continuity. Practical applications show that the functions, which are impossible to see, are connected with the understanding of unsafe variability, the processing of confidential information, and the specificity of the organization.

In order to make a decision about the transfer of functions-candidates for outsourcing, it is necessary to conduct an interview in an expert group and give expert assessments in terms of skin services. In addition, as the assessments are made, the evaluation of the summation is carried out, and for these results, it is possible to praise the decision, having identified a list of candidate functions that can be considered for outsourcing.

2. Analysis of the effectiveness of the outsourcing of the singing function

Given a "short list" of functions, they are analyzed based on a glance of the standard managerial task, choosing "we can do it ourselves" or "buy in others." In order to accept this decision, it is necessary to assign in-line costs to the outsourcing company, the variability of the services of the outsourcing company, the variability of the processes and the inputs of the services of the outsourcing company, as well as the assessment of the risks, Moreover, the assessment of risks can become critical from the point of view of praise for this solution, which is why in the analysis of the effectiveness of outsourcing the analysis of risks is a regular pardon for the hour of praise of this solution.

Crim of in-line vitrates and blockages in the event of possible risks, it is necessary to transfer the vitrats to set up and control processes in the control over the activities of the outsourcing company and agree to work. A typical pardon is the use of a functional examination of the functional directly, which will lead to the commissioning of an hour of service. As a result of the increase in prices from the side of the ranks of the post-employees, there is an increase in the examination of the services of the middle Company, which leads to the dictate of the dependence of labor costs and prices from the side of the post-employees of the services. Therefore, with the organization of the service model, it is necessary to transfer the main competence in the middle of the company from the first supply. You can also have a substitute service, so that you can manage the selection of business-production and organize their transfer to an outsourcing company, agree on the work and control over the possibility and the fullness of the implementation of the formation of opportunities.

In fact, the internal analysis of efficiency can be divided into three parts:

a) career analysis of the service;

B) analysis of possible risks that are blamed for the hour of service;

C) praise the decision to choose or replace an outsourcing company.

A. Warranty analysis of service.

Varity of resources, including the variety of management of the life cycle of the resource;

Variety of software, including the variability of managing the life cycle of software;

Variation of projects in the distribution of services;

Vartist processes of nadannya services;

Vartist processes of service support;

Vartist dіy schodo zabezpechennya control yakostі services.

B. Analysis of possible risks that are blamed for the hour of service.

Variety analysis does not give a new picture of the economic efficiency of outsourcing. To ensure the completeness of the analysis, it is necessary to analyze the flow of problems in the form of operational risks, which are blamed for the failure of the functions of those problems, which can be blamed in the cases of risks associated with the transfer of functions to the outgoing postal worker. In fact, the analysis is necessary for possible battles, related to the quality and superiority of services. In this way, the results of the analysis of risks can be applied both to the “vitrate” part and to the “pributkovy” part of the analysis. The butt of a variant analysis of the risks related to the quality and reliability of such parameters:

Vartist zbitkiv through the lack of quality of service;

Vartist zbitkiv through vіdmova in nadanny services;

A fast turnaround time for the introduction of new technologies to the service;

Vartist zbitkiv through a round of confidential information for the hour of service;

Variety of costs in the development of competitive advantages, which are realized in the future.

In times of outsourcing, the first three risks can contribute to the adoption of a positive decision on how to transfer functions to outsourcing, the most important for the risks are the post-employee services and the company can penalize its losses in different implementations.

However, the risks of the remaining two risks in the development of outsourcing add to the adoption of a negative decision.

It is most correct in assessing the risks to beat the base of the beats, in order to keep information about the beats that the company has received during the singing period. As a result of such an expert assessment, there is information about the immovability of risks and the average value of the losses in them, which allows us to determine the financial warehouse, which adds to the varity of the service.

One of the reasons, as it is possible to overcome the outsourcing model, is the possibility of transferring the risks to the outsourced worker, which can improve the efficiency of the IT success.

The butt of risks, which can be transferred to an outsourcing company, can be:

Inspection of qualified specialists from the company;

Ailments and releases of key fahivtsiv;

Pardons of the servants, which lead to її vіdmovi, etc.

Vіdpovіdno in otsіntsі it is necessary tsiu warehouse vrahuvati vartosti serfs from a glance accepting a positive decision.

B. Accepting a decision on the choice of replacement of an outsourcing company.

The main element of the analysis of the various post-employees, we consider the necessary analysis for the following parameters:

Reliability and stability of the outsourcing company (hour of work on the market, number of clients, turnover of the company is too short);

ymovіrnіst rozrivu vіdnosin іz postalnik (number of rozrivіv dіvіnno postalnik, avdnіlіst nadannya nadnosinі z іnjuchimi postalіnki zhosho.);

Vartist services;

Guarantees of integrity and competence of the postal worker;

Possibility of transferring risks to an old postal worker;

Availability of services in the local market (number of companies, who can provide this service, the number of customers who can buy this service);

The complexity of the task of serving as a postal worker;

Possibility of attaching the duty of the postal worker

All these parameters help you choose the most efficient outsourcing company.

3. Appointment of vartosti organization and vikonannya protsessіv control over zavnіshnіmi postal workers.

Knowing the quality of the change of the post-employee and the quality of the salary, it is possible to take away the financial assessment, as an aggregation with the previously removed quality of the service.

One of the key indications, in this case, financial indications, it is impossible to forget about other indications. Butts can be such indicators:

An increase in the in-line rate of services to be purchased, up to the mid-market rate of these services;

Varity in cooperation with an outsourcing company (given cooperation may be great at the beginning stages, but then again, if the process of mutual modality is established, this degree may be reduced);

The middle hour will allow the incident in the range of services and the number of non-violent incidents;

Conflicts against simple business from the blame of the post-employee of the servants, etc.

Therefore, in order to ensure the safety of the business, it is necessary to transfer options for changing an outsourcing company for skin services. Moreover, two scenarios are possible here: step-by-step change of a post-man with transfer to another post-man, emergency change of a post-man with the improvement of the minimum hour for the completion of another post-man. All this also contributes to the assessment of the effectiveness of outsourcing.

The procedure for choosing the postmaster of services is possible in the next sequence:

To appreciate the residual decision on outsourcing on the basis of the analysis carried out, it is necessary to aggregate the assessments. For this, all the results of the analysis of skin services (for that number of experts) are collected in the tables with the improvement of all warehouses, moreover, the analysis of the risks is to be presented in the form of vartost, as it is developed on the basis of data about the damage and the ability of the risk.

For the skin service, a row of tables is formed, which is formed from a set of middle orders, decomposed in line on the basis of the services, the ratings of the risks, the number of services of the worker’s worker, etc. With a minus sign, it is shown the costs that the times have made decisions about outsourcing, and with a plus sign, the flow of costs for the performance of services (functions).

The summation of cih vitrate shows the assessment of the effectiveness of outsourcing. If the total value is positive, then the service is more visible in the middle of the company, and if it is more negative, then the service needs to be outsourced. However, it is necessary to understand that in order to reconsider the correctness of the decision, it is necessary to translate the difference in the value of the difference in the current varth of the service, in order to normalize the omission of the value of that number as independent in the varst of the service. If it is possible to increase the number of employees in outsourcing, and if the value is not more than 0 - 5%, then it would be correct to deprive the servant in the middle of the company, as for the purpose of the service, an employee will be required. However, if this function leads to outsourcing in a set with others, then it is possible to introduce it as a whole.

Even if the value is 5 or more hundred, you can start working on outsourcing this function.

In the minds of today's market economy, the leather industry is colliding with growing competition. In their own organization to become independent, all the various business processes (many of them are not the main ones) are placed in the middle of their hands, "overgrown" with non-core businesses.

However, similarly, the organization of non-core types of activity often leads to a decrease in efficiency and functioning and reshuffle of business development, but oskolki kerіvnitstvo firms zmushene give these services more respect, lower company development. On the other hand, support for the proper functioning of these services is brought to the attention of a significant part of the budget. The actual mechanism of solving the problem of ninth is outsourcing. Under outsourcing, it is understood that the transfer of functions should be included in the structure of the organization of non-core subdivisions in a third-party organization that specializes in the functions of this type.

Substantiating the outsourcing stagnation as a strategy for optimizing the functioning of the enterprise is a low priority:

· Organizational and managerial. Before this group, there are such advantages, as the concentration is based on the main activities of the organization and the development of resources for the development; transferring part of the risk to an outsourcing company;

· Technological, the main improvement of the efficiency of the transfer of the business process to the succession of competent organizations-outsourcers, as well as access to resources that are not available in the middle of the company;

· Variations, which are shown in the lowered costs due to the specialization of the outsourcing company on the higher performance and promotion of the profitability of the business.

Irrespective of the versatility of the organization in the transition to the outsourcing strategy, the main factor, as a rule, is the economic aspect. With the help of a single method for determining the economic effect, there is no way to determine the cost of optimizing inputs.

In the case of low studies related to outsourcing problems, different methods were used to determine the economic effect. O.M. Galliamovim proponated the following formula for the development of an economic effect in the case of outsourcing (1):

de ІЕk – integral effect in case of outsourcing of business process k;

- spending on the development of the business process k self-infliction on the cob moment to the hour on the basis of discount multipliers vt for the risk-free interest rate;

- Vitrati on zdіysnennya biznes-protsesu k vozdnіnі іn the beginning of the moment to the hour when outsourcing;

LSk - liquidation of costs that were lost when transferring business process k to outsourcing;

- increase in the company's revenue, which will increase the efficiency of the company or its image after transferring the k process to outsourcing.

A.V. Sofrikov, having propagated the report formula for investigating the economic effect of outsourcing strategy (2):

EiAf \u003d (CiSp-CiAf) + Zif + Iif + Pi, (2)

de EiAf - the actual economic effect of outsourcing the i-th business process;

СiСп - actual varity of the i-th business process by the authorities;

CiAf - fixed variance of the i-th business process by an outsourcer;

Zif - actual savings on the cob of rozrachunk rock, which are established in the future, the quickness of mentally-fast vitrates under the hour of building the i-th business process by power forces;

Іif - the actual income on the cob of rozrachunk rock for sale, or for rent, or for another alternative victorious lane, which takes part in the i-th business process;

Pi - income, withdrawal as a result of vykonanny zamovlenya, zaluchennya such became possible as a result of zastosuvannya outsourcing mechanism.

However, in our opinion, the formula can be expanded for a more accurate form of income and spending, which is to blame for the organization of the transition to the outsourcing strategy (3):

de IEi – assessment of the integral economic effect of the transfer of the i-th business process for outsourcing;

Зi0 - Vitrati when zdіysnennі i-th business process by the authorities of the organization;

3i1 - fixed variance for the i-th business process by the outsourcer;

Dііsp-additional income, deprivation of the property for rent, implementation or other alternative organization line, which took part in the development of the i-th business process before transferring it to outsourcing;

Dikach - additional income, obsessions to increase the viability of the i-th business process after its transfer to a more competent outsourcer;

Eiadm - economy, otrimana as a result of a decrease in administrative fees, due to the changes in the i-th business process by the forces of the organization;

Drassh-additional income, taking away the expansion of the scale in the main activities of the organization, after transferring the i-th business process to outsourcing;

Zkont- vitrati, pov'yazanі zі zdіysnennyam to control the quality of the service and contractual work;

DPN - one-time payment for the outsourcing project;

α - the rate of tax on surplus at the decimal fraction;

r-discount rate;

t - period, after which a re-rahunok is carried out.

At the time of the analysis of the forward value of the integral economic effect, some of the arguments in this function have the status of "incomplete", some of the "transferred" and some of the "insignificant":

· "Vіdomimi" for the organization will be indicators of the costs for the business process by the authorities (Зі0) and the value of the administrative costs associated with the given business process (Eіаdm) - the value of the vіdom_ organization;

· "Reduced" - Dodasii Dahhіd, repelings in the result of the Zdatchi in Orange, Real_zatskyi Aboy Vicerista Main Organizatsії, Scho took a fate in Zdіysnennі bіznes-process (DІISP), Dodakoviy Dahhіd, Remaining Vnaslіdda Rizoshennia scale scale (Drassh), Prostrati, po'yazanі іz zdіysnennyam to control the quality of service and contractual work (Zkont), one-time spending on the implementation of an outsourcing project (Zvn) - indications, I can estimate the value of such organization;

· "Insignificant" - the number of services to outsourcing (3i1) and the additional income, the omission of the increase in the quality of the business process (Pikach) - indicators of the non-domicant organizations to the market and the holding of tenders.

At the time of the advance costing of the economic effect, with the payment of "insignificant" indications, it is necessary to take up to the cost of their borderline values, for any delay in the outsourcing strategy, it will be economically correct.

List of references

1. Outsourcing in the development of business partnerships / N.K. Moiseeva, O.M. Malyutina, I.A. Moskvin; for red. N.K. Moiseevoi.: Financial statistics; INFRA-M, 2010. - 240 p.

2. O.M. Gallyamov Outsourcing in the organization of contracting work for emergency companies., 2006.

3. A.V. Sofrikov Methods and mechanisms for improving the efficiency of day-to-day organization and outsourcing., 2008.