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  • State of the Market

    March 26, 2015
    Background and Context The global sourcing market witnessed rapid growth in 2014 and reached ~US$150 billion. While the buyers leveraged various sourcing models to meet their sourcing objectives, the in-house model continued to be an integral component of this evolution. The success of the Global in-house Center (GIC) model in India and Philippines has led buyers to explore other locations. While both these countries continue to lead the GIC activity, companies also established GICs in other parts of Asia, Central and Eastern Europe (CEE), Latin America, and Middle East and Africa (MEA). Besides diversifying geographically, the GIC model has also been adopted across various verticals and functions. Scope This research leverages Everest Group’s proprietary GIC database, the industry’s most comprehensive database on GICs. The analysis is based on GICs providing offshore delivery of global services and excludes shared service centers that serve domestic operations. Data from the GIC database and Everest Group’s experience in the GIC segment has been supplemented by interactions with people in GICs on key themes of the study This report is relevant to a broad set of stakeholders – buyers/parent organizations, service providers, GICs, and industry influencers (investors, industry bodies, etc.) Contents This report provides an in-depth analysis of the GIC landscape and trends. It covers market size, growth, and distribution of GICs by buyer portfolio, scale, functions supported, and offshore delivery locations. The research also provides an overview of the trends witnessed in the overall GIC landscape in 2014. This has been compared with the GIC activity in the last two years, to bring forth key areas of differences. It also analyzes the GIC market across key offshore delivery locations, industry verticals, and functions: The location section covers GIC activity across India, Rest of Asia, CEE, Latin America, and MEA. The subsection focuses on activity in the established as well as emerging delivery locations covering the GIC market size, number of new set-ups, and key cities in these locations The industry and function section analyzes the GIC market across key industry verticals (banking, financial services, and insurance; energy and utilities; healthcare; manufacturing, distribution, and retail; technology; and telecom) and functions (business process – finance and accounting, human resource, supply chain, industry-specific processes, analytics, and customer care; information technology – application development & maintenance and infrastructure; and research & development / engineering) The study concludes with an assessment of the hybrid sourcing constructs, including assisted/virtual GIC, Joint Venture (JV), and Build Operate Transfer (BOT).
  • Accelerator

    Nov. 20, 2015
    Executive Summary Global in-house center (GIC) is an established sourcing model with leading organizations across the globe adopting the model to build in-house capabilities. Everest Group believes that there are more than 2,000 GICs across the offshore and nearshore locations globally and are growing every year. Epsilon set up its first GIC in Bengaluru, India in 2015 after evaluating multiple locations globally. Amit Saxena, Senior Director, Global Delivery of Services at Epsilon, was closely involved in the initiative from both the strategic and operational perspectives and shared his experience from the planning to the go-live stages of the GIC. Everest Group interviewed Amit to learn about his experience and learnings from this initiative. In this edition of Everest group’s Practitioner Perspectives, we cover the following aspects of a new GIC set-up in India: Planning and executing a GIC set-up initiative Experience of setting-up in an SEZ facility Talent hiring, management, and training Leadership strategy – locals vs. expats Challenges and benefits of setting up as an LLP vs Pvt. Ltd. Experience of dealing with the broader ecosystem – vendors, government bodies, etc.
  • State of the Market

    March 31, 2016
    Background and Context The global sourcing market continued to evolve and grow rapidly in 2015 to cross US$160 billion mark. While buyers leveraged different sourcing models as per their objectives and requirements, the GIC model continued to be an integral component of this evolution. The success of the GIC model in India and Philippines led buyers to explore its application in other locations. While both these countries continue to lead GIC activity, companies also established GICs in other parts of Asia, Central & Eastern Europe (CEE), Latin America, and Middle East & Africa (MEA). The CEE region is becoming a preferred delivery location for GICs. Besides the geographic diversification, the GIC market also expanded across verticals and functions. Scope This research leverages Everest Group’s proprietary GIC database, the industry’s most comprehensive database on GICs. The analysis is based on GICs providing offshore delivery of global services and excludes shared service centers that serve domestic operations. Data from the GIC database and Everest Group’s experience in the GIC segment has been supplemented by interactions with people in GICs on key themes of the study This report is relevant to a broad set of stakeholders – buyers/parent organizations, service providers, GICs, and industry influencers (investors, industry bodies, etc.) Contents This report provides an in-depth analysis of the GIC landscape and trends. It covers market size, growth, and distribution of GICs by buyer portfolio, scale, functions supported, and offshore delivery locations. The research also provides an overview of the trends witnessed in the overall GIC landscape in 2015. This has been compared with the GIC activity for the previous two years, to bring forth key areas of differences. It also analyzes the GIC market across key offshore delivery locations, industry verticals, and functions: The location section covers GIC activity across India, Rest of Asia, CEE, Latin America, and MEA. The subsection focuses on activity in the established as well as emerging delivery locations covering the GIC market size, number of new setups, and key cities in these locations The industry and function section analyzes the GIC market across key industry verticals (banking, financial services, and insurance; energy and utilities; healthcare; manufacturing, distribution, and retail; technology; and telecom) and functions (business process – finance and accounting, human resource, supply chain, industry-specific processes, analytics, and customer care; information technology – application development & maintenance and infrastructure; and research & development / engineering) The study concludes with an assessment of the best practices for GICs to leverage start-ups to drive innovation agenda for the parent enterprise.
  • Webinar

    Aug. 12, 2016
    On August 10, Everest Group hosted a one-hour webinar that offered insights on the opportunities and challenges in front of GICs due to today’s disruptive wave of digital services. The webinar also examined highlights of the global services market in Q2 2016. Key themes discussed were: Current landscape and adoption in offshore GICs Maturity assessment of GICs in digital services Implications of digital on GIC operating model Market Vista™ update on the global services market in Q2 2016, covering outsourcing transactions, GIC activity, location trends, and service provider developments This is the deck used during the presentation. Listen to a recording of this webinar.
  • Thematic Report

    Sep. 28, 2016
    The offshore GIC-centric sourcing model has seen years of focus on labor arbitrage to generate cost savings. With increasing pressure on GICs to create additional value and exhaustion of traditional means, the opportunity to lower costs through Robotic Process Automation (RPA) is rapidly emerging. RPA is an automation technology that can handle rule-based and repetitive tasks without human intervention. It is rapidly gaining acceptance among the GICs as it offers multiple benefits – incremental cost savings over traditional offshore delivery; improved service delivery in the form of process quality, speed, governance, security, and continuity; relatively shorter investment recovery period; and a generally non-invasive, easy-to-manage nature. This report focuses on the business case for RPA in offshore GICs for Business Process Services, excluding any automation in the supporting IT services. Scope Introduction to RPA and the synergies between RPA and GICs Business case for adoption of RPA in offshore GICs and the associated payback period Factors impacting the business case for RPA and the threshold limits for each of them in order to have a justifiable business case Case studies of GICs currently adopting RPA, along with key learnings Implications and call-to-action for GICs with regards to adoption of RPA technology Membership(s) Catalyst Service Optimization Technologies
  • Viewpoint

    Feb. 20, 2017
    Enterprises face many challenges as they seek next-generation models to add value and better manage risk. In addition, the external environment is no longer static anymore – there are technology disruptions, changes in the geopolitical arena, regulatory developments, etc., – all of which add to the complexity in formulating and implementing a global sourcing strategy. Therefore, it is no surprise that many enterprises today have (or aspire to have) a dedicated, high-performance global sourcing Center of Excellence (CoE) that understands the sourcing needs (demand), the risks associated with services delivery (supply), and, in some cases, even has the necessary buy-in from the enterprise to drive sourcing decisions (e.g., location strategy, vendor selection, and performance management) at multiple levels (e.g., deal, portfolio, and/or enterprise-level). At Everest Group, our continued focus on global services delivery and interactions with stakeholders in this space has helped us in understanding key responsibilities shouldered by CoEs of leading enterprises. In fulfilling these responsibilities, these CoEs take on one of the two distinct roles at the enterprise-level – “helper” or “shaper.” Our assessment further suggests that while most CoEs continue to play the role of a “helper” at an enterprise-level, many have transitioned to, or aspire to become advisors in select areas of expertise – a trend that is likely to continue over the next few years as global sourcing activities reach greater scale/saturation and complexity. This viewpoint explores the responsibilities that a global sourcing CoE is entrusted with, the typical roles played by it, and variations therein across enterprises. It also opines on the benefits that are likely to accrue to an enterprise by having CoEs that take on a more prominent role (“shaper”) as opposed to one (“helper”) where they are involved in mostly implementing global sourcing decisions. Scope and Content This report presents views on the following topics: Global sourcing Centers of Excellence (CoE) – key responsibilities Global sourcing Centers of Excellence (CoE) – key roles – “helper” vs. “shaper” Global sourcing CoEs – current role and future outlook Key benefits for an enterprise with a CoE Membership(s) Global Sourcing
  • State of the Market

    March 31, 2017
    The global sourcing market continued to evolve and grow rapidly in 2016 to cross US$175 billion. While buyers leveraged different sourcing models as per their objectives and requirements, the GIC model continued to be an integral component of this evolution. The success of the GIC model in India, Poland, and the Philippines led buyers to explore its application in other locations. While these countries continue to lead GIC activity, companies also established GICs in other parts of Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE) (which includes Ireland, Norther Ireland, Scotland, and Portugal), Latin America, and Middle East & Africa (MEA). Besides the geographic diversification, the GIC market also expanded across verticals and functions. Scope This research leverages Everest Group’s proprietary GIC database, the industry’s most comprehensive database on GICs. The analysis is based on GICs providing offshore delivery of global services and excludes shared service centers that serve domestic operations. Data from the GIC database and Everest Group’s experience in the GIC segment has been supplemented by knowledge on key themes of the study, sourced through interactions with people working in GICs This report is relevant to a broad set of stakeholders — buyers / parent organizations, service providers, GICs, and industry influencers (investors, industry bodies, etc.) Content This report provides an in-depth analysis of the GIC landscape and trends. It covers market size, growth, and distribution of GICs by buyer portfolio, scale, functions supported, and offshore delivery locations. The research also provides an overview of the trends witnessed in the overall GIC landscape in 2016. This has been compared with GIC activity for the previous two years, to bring forth key areas of differences. It also analyzes the GIC market across key offshore delivery locations, industry verticals, and functions: The location section covers GIC activity across India, Rest of Asia, CEE, RONE, Latin America, and MEA. The subsection focuses on activity in the established as well as emerging delivery locations covering the GIC market size, number of new setups, and key cities in these locations The industry and function section analyzes the GIC market across key industry verticals — Banking, Financial Services, & Insurance (BFSI); Energy & Utilities (E&U); healthcare; manufacturing; retail & Consumer Packaged Goods (CPG); and technology & communication, and functions (business process – finance and accounting, human resource, supply chain, industry-specific processes, analytics, and customer care; information technology – application development & maintenance and infrastructure; and research & development / engineering The study concludes with an assessment of the likely impact of President Trump’s job protection policies on the GIC model and its implications for enterprises. Membership (s) Catalyst
  • Thematic Report

    April 12, 2017
    President Trump’s emphasis on putting America first and returning manufacturing jobs to the United States has clearly signaled that no industry is safe from his scrutiny and vitriolic criticism. Regardless of one’s personal beliefs about the polarizing administration, there are solid moral and economic reasons the President placed a large target on the pharmaceutical industry’s back. The United States is an important market for major pharmaceutical companies, as its consumers pay the highest per capita drug prices in the world and account for the plurality of their revenues,
  • Thematic Report

    July 14, 2017
    Over the last few years, Western Europe has gained significant importance as a global/regional delivery geography. GIC growth is largely fueled by increasing number of GIC setups by Europe- / U.S-based firms. Western European locations offer a unique value proposition with availability of skilled-talent, stable business/operating environment, multilingual capabilities, and high maturity for certain services. This report provides a detailed assessment of location options within Western Europe for global service delivery. This report assesses the key drivers for enterprises/service providers to move to Western Europe and key trends affecting the operationalizing of a delivery center in the geography. It also aims to assist companies in location selection within Western Europe by highlighting the key factors to be considered while selecting locations for service delivery. Scope IT and banking back-office services delivery from in-house centers as well as third-party service providers from locations in Western Europe Western European locations include United Kingdom, Ireland, Germany, the Netherlands, Belgium, Switzerland, Italy, Spain, Portugal, Austria, Sweden, Norway, Finland, Demark, and France Assessment of select cities for delivery center setup across the following dimensions – operating cost, entry-level talent availability, experienced resources, skills, and language availability Key locations included in the assessment are Berlin, Manchester, Dublin, Edinburgh, Glasgow, Cork, Belfast, Madrid, Barcelona, and Lisbon. London (Canary Wharf) is used as a baseline location for comparison of operating cost Contents This report shares Everest Group’s perspective on Western Europe as a source/delivery geography for global services. Key topics covered are: Market overview of Western Europe as a buyer geography Market overview of Western Europe as a delivery geography Detailed assessment of value proposition (including cost, talent, market activity, skills, and language) of leading Western European locations Key drivers for move to Western Europe and trends affecting the operationalizing of a delivery center in the geography Membership(s) Locations Insider™
  • Thematic Report

    Sep. 25, 2017
    With the unemployment rates in the United States hitting a 16-year low and the digital revolution impacting the global services delivery, shared services in the United States are going through very interesting times. In the recent years, there has been a growing interest in the onshore delivery of global services, especially using the shared services model by leading enterprises in the United States. The growing interest in shared services delivery is driven by changes in regulations, evolving geo-political scenario, rise of digital services, and focus on enhancing customer experience by focusing on tenets of context, culture, and proximity. However, the talent market is becoming increasingly challenging, as multiple enterprises and service providers have accelerated their onshore delivery presence. Scope and content This report provides perspectives on the shared services landscape in select verticals in the United States including: Landscape of the United States shared services market (details of key delivery locations (states), key verticals supported, etc.) Industry-level insights into the shared services market in BFSI and Technology & Communication (T&C) verticals including analysis of: Key delivery locations Key functions delivered Talent demand-supply dynamics Overview of digital delivery landscape in BFSI and T&C verticals as well as the role played by shared services in digital delivery This report is based on Everest Group’s proprietary onshore shared services database that is updated quarterly with new set-up activity, expansion/contraction of existing shared services, and capability additions Analysis of talent demand and supply trends based on job postings and activity of job-seeking candidates on various career portals Ongoing interactions with shared services and parent stakeholders Membership(s) Catalyst™