2024年全球外包调查（英）-22正式版

GlobalOutsourcing

Survey2024

Multidimensionalsourcing:

Orchestratingtheextendedworkforceecosystem

GlobalOutsourcingSurvey2024|Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem

Contents

Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem3

Executivesummary4

AI-poweredoutsourcingprovidesaglimpseofthefuture5

InsourcingandGlobalIn-houseCenters(GICs)aresurgingasorganizations

rebalancetheirtalentecosystem

8

Outsourcingdeliverymodelscontinuetomature,withagrowingemphasison

value-basedrelationships

12

Masteringthecomplexityintalentsourcingisimperativefor

future-readyorganizations

16

Conclusion19

Let’stalk20

DefinitionsandEndnotes21

GlobalOutsourcingSurvey2024|Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem

Multidimensionalsourcing:

Orchestratingtheextended

workforceecosystem

Thetalentandsourcinglandscapeisbecomingmorediverse,

drivenbytechnologyadvancements,evolvingworkforce

expectations,andincreasingcompetitionforspecializedskills.

Organizationshaveaspectrumofoptionsbeyondtraditional

outsourcingtoacquiretheskills,services,andresourcesthey

need,andtheyareorchestratingamultidimensionalsourcing

ecosystemtokeeppace.

Deloitte'slatestsurveyreportoffersinsightsonmultidimensional

sourcingfrommorethan500globalbusinessandtechnology

leaders,includingmorethan150C-suiteexecutivesacross

industries.Sinceour2022report,organizationsarenotonly

outsourcingathighlevelsbutalsoexploringothersourcing

modelstoachievetheirobjectives.Newtrendsin2024reveal

thatthedigitalworkforce(artificialintelligenceandautomation)

isemergingasanewtalentandsourcingmodel.Executivesare

activelydeepeningoutsourcingrelationshipsanduncovering

newavenuesforvaluecreation.Ofthesurveyrespondents,67%

areadoptingoutcome-basedoutsourcingrelationshipsand50%

areleveragingoutsourcedservicesforfront-officecapabilities

(sales,marketing,R&D).Inaddition,organizationsareleveraging

insourcingandglobalin-housecenters(GICs)tofine-tunetheir

outsourcedportfolios.

Managingthisexpandedsourcingecosystemandintegrating

humananddigitaltalenthasbecomeacriticalorganizational

priority,hintingatnewpathwaysforfuturegrowth.

KaranAneja

DeloitteConsultingLLP

kaneja@

JuanCoronado

DeloitteConsultingLLP

juancoronado@

MikeStoler

DeloitteConsultingLLP

mistoler@

3

GlobalOutsourcingSurvey2024|Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem

Executivesummary

Weexaminedthechanginglandscapeofmultidimensionalsourcinginour2024surveyandtwonewfindingsemerged,whileotherssolidified.

Accesstotalenthasemergedasthenumber-onedriverinfluencing

outsourcingdecisions.Organizationsareusingmultipleavenues

tosecurecapabilities,services,andskills.Theseavenuesinclude

insourcing,outsourcing,globalin-housecenters(GICs),digital

workforce,andmostrecentlyAI-poweredoutsourcing—allofthem

typicallydisconnected.Thiscomplexityrequiresanorchestrated

approachtosourcing:Weareintheageofmultidimensionalsourcing.

AI-poweredoutsourcingprovidesaglimpseofthefuture

Thedigitalworkforce,comprisingartificialintelligence(AI)-enabled

workersandautomationbots,hasemergedasadistincttalent

model:20%oftheorganizationssurveyedarealreadydeveloping

a“digitalworkforce”strategytomanagesuchdigitalworkers.

Additionally,theintegrationofdigitalworkforceinoutsourced

servicesisakeyareaoffocus,referredtoasAI-powered

outsourcing.Ofsurveyedexecutives,83%expectthatthird-party

vendorswillbringAIcapabilitiesaspartofhowtheydeliverservices.

DespitethehighexpectationsfromAI-poweredoutsourcing,

thetangiblebenefitsremainmodest.Lessthanhalfofthe

organizationsreportproductivitygains,andonly25%areseeing

reductionincostofvendorservices.Togetthefullbenefitsof

AI-poweredoutsourcing,therearematerialchallengestoaddress

first,suchaslackofmaturecontractingstructuresandenhanced

governancemodeltomanageAI’sintegrationintovendor

relationships.

InsourcingandGICsaresurgingasorganizationsrebalance

theirtalentecosystem

AlthoughinsourcingandGICsarenotnew,thesehavereemerged

andacceleratedinthepasttwoyearsaswidelyusedstrategiesby

organizationstorebalancetheirtalentecosystemandenhance

servicedelivery.Nearlythree-quarters(70%)oforganizations

surveyedhaveselectivelyinsourcedportionsoftheirpreviously

outsourcedscopeinthepastfiveyears,primarilytostrengthen

internalcapabilities,improveservicequality,regaincontrol,and

eliminatevendormarkups.Evenorganizationsthathavereported

highsatisfactionlevelsfromtheiroutsourcingrelationshipsare

exercisinginsourcing—suggestinganorganizationalfocusto

achievebalanceacrosssourcingmodels.

GICsarealsoseeinghighinterestlevelsasacomplementary

strategytooutsourcing,allowingorganizationstostrategically

keepcriticalknowledgein-housewhilemaintainingalow-cost

structure.TheBuild,Operate,Transform,Transfer(BOTT)model

isanattractiveoption1toenableservicedeliverytransformation

throughGICsinafaster,flexible,andcost-effectiveway.Up-front

investmentinstrategyforGICsandevaluationoftheexecution

approach(e.g.,BOTT)canalloworganizationstomaximizevalue

fromthisendeavor.

Outsourcingdeliverymodelscontinuetomature,witha

growingemphasisonvalue-basedrelationships

Despiteincreasesininsourcing,investmentsinthird-party

outsourcingareexpectedtoincreasefor40%ofsurvey

respondents,withonly20%reportingaplannedreduction.

Outsourcingback-officefunctionscontinueathighrates,butas

theoutsourcingrelationshipsmature,organizationsareputting

greateremphasisonextractingvaluefromfront-officeandcore

capabilities.Halfofthesurveyrespondentsuseoutsourced

servicesforsales,marketing,andR&Dcapabilities.Outcome-

baseddeliverymodelshaveincreasedinadoption,withexecutives

reportingpositivesatisfactionresponseandaplannedincrease

ininvestment.Basedonoursurvey,67%oftheexecutivestoday

adoptoutcome-basedservices,continuingthetrendaway

fromtraditionalstaffaugmentationinfavorofresults-driven

approaches.Whilecostreductioncontinuestoremainakeydriver

foroutsourcing,executivestodayareprioritizingskilledtalentand

agilityintheiroutsourcingdecisions.

Masteringthecomplexityintalentsourcingisimperative

forfuture-readyorganizations

Someofthetopchallengesorganizationsfacetodayin

talentsourcingincludetrackingvaluerealization,managing

organizationalchange,andintegratingservices—allofwhichare

tiedtothematurityoftheirinternalgovernanceandmanagement

capabilities.Withdifferentsourcestoaccesstalent,capabilities,

andskills,definingandholisticallymanagingthe“extended

workforce”becomescriticalfororganizations.Anoptionisto

expandtheremitoftheVendorManagementOffice(VMO)to

includeGICsanddigitalworkforce,inadditiontooutsourcing

relationships—resultinginanExtendedWorkforceManagement

Office(EWMO).

However,thisjourneywilltaketimeandeffortastheVMOstill

lacksmaturityfornearly70%ofsurveyedorganizations.

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GlobalOutsourcingSurvey2024|Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem

AI-poweredoutsourcingprovidesa

glimpseofthefuture

OutsourcingandAIhadbeendistinctchoices.Today,theirintegrationisessential,andthefuturepointstoaunifiedapproach.

Theriseofdigitalworkforce

Today,thelinebetweenthehumananddigitalworkforceisblurred.DigitalWorkforce,definedasa

combinationofhumantalentandautomatedprocessespoweredbytechnologieslikeRPA,Machine

Learning,AI,andGenAIisbecomingincreasinglyprevalent.Digitalworkforcehasbecomeitsowntalent

poolthatleveragesautonomoussoftware“digitalworkers”toaugmentthehumanabilities,enhancing

efficiency,productivity,andinnovationwhilereducingoperationalcosts.

Ofsurveyedrespondents,92%oftheorganizationstodayareleveragingorplanningtoleverageAIintheir

servicedelivery.ThiswidespreadinterestinAIiscommonacrossindustriesandenterprisefunctions.

RealizedorplannedadoptionofAI

Byindustry

Utilities98%

FinancialServices96%

Energy96%

Manufacturing&Industrials94%

MediaandTelecommunications94%

LifeSciences93%

Government&PublicServices93%

HealthCare91%

RealEstate90%

ConsumerProducts90%

Technology88%

Automotive83%

Byenterprisefunction

Finance97%

Tax96%

Procurement/Sourcing94%

HumanResources93%

IT/Digital92%

Strategy92%

SalesandMarketing90%

Operations

SupplyChain/Manufacturing

85%

90%

Adigitalworkforcestrategydefinestheroleandvisionfordigitalworkerswithininternaloperations

andoutsourcedservices;setsproductivitytargets;anddefinespoliciesandproceduresfordata

governance,AIgovernance,andcybergovernance.Thedigitalworkforcestrategyalsodefinesthe

processesforqualityassurance,audit,andcomplianceofAIoutputsandprescribesapprovedtools

anddatasources—internalandexternal.

Weexpecttheadoptionofdigitalworkforcestrategytoincreaseovertimeasmoreorganizationslook

toAIandGenAIasameanstooptimizeeffortandevendelivernewcapabilities.

20%

ofexecutivesreported

havingadigitalworkforce

strategyfortheirAIand

automationbots

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GlobalOutsourcingSurvey2024|Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem

ThegrowthofAI-poweredoutsourcing

Outsourcingisakeydriverfortheriseofthedigitalworkforce.Basedonoursurvey,organizations

todayareexpectingthird-partyvendorstoenhancetheirservicesanddelivervaluebyembeddingAI

technologiesandsolutions.AI-poweredoutsourcingreferstothird-partyvendorsreducingthehuman

effortrequiredtodeliveroutsourcedservices,byusingAIandautomationtechnologies.Surveyed

organizationsthatareleveragingAI-poweredoutsourcingarealsoreportinghighersatisfactionlevels

fromtheiroutsourcedservices(by7%)relativetosurveyedorganizationsthatarenotleveragingAIin

theiroutsourcedservices.

TheinterestinandadoptionofAI-poweredoutsourcingishighacrossindustries,functions,and

regionsglobally,withthehighestlevelofinterestseenwithintheutilities,energy,andmediaand

telecommunicationssectors,andwithinITandHRfunctions.

OrganizationsadoptingorplanningtoadoptAIaspartoftheiroutsourcedservices(AI-poweredoutsourcing)

Bysector

Utilities89%

Energy87%

MediaandTelecommunications87%

RealEstate85%

Automotive

FinancialServices

84%

84%

HealthCare

Technology

83%

82%

Manufacturing&Industrials

LifeSciences

81%

79%

Government&PublicProviders

ConsumerProducts

79%

79%

Byenterprisefunction

IT/Digital87%

HumanResources87%

Tax84%

SalesandMarketing82%

Finance81%

Procurement/Sourcing80%

SupplyChain/Manufacturing78%

Operations77%

ByorganizationHQ

Italy

India

93%

92%

UKandIreland

Mexico

88%

88%

Germany

UnitedStates

83%

86%

Australia

81%

Japan

80%

Switzerland

79%

China76%

Canada74%

Netherlands67%

ThesetrendsunderscorehowAI-poweredoutsourcingisbecomingakeystrategyforbusinesses

globallytoenhancetheiroperationsandbolstertheirdigitalworkforce.

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GlobalOutsourcingSurvey2024|Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem

ChallengesinAI-poweredoutsourcing

DespitethehighlevelsofinterestforAIinoutsourcing,many

executivesarecautiousaboutthetangiblebenefits.Lessthan

halfoftheorganizationsleveragingAIaspartoftheiroutsourced

servicesareseeingproductivityandthroughputgain,andonly

about25%ofthosesurveyedareseeingreductionsinvendor

servicescostorimprovementinservicequality.

Valuedeliveredbythird-partyvendorsthroughAI/GenAI

StrategicactionstounlockAI’sfullpotential

TocapturethefullbenefitsofAI-poweredoutsourcing,surveyed

executivessuggestclosercollaborationwithvendorstodevelop

jointstrategicplans.ThesefocusonidentifyingAIusecases,

enhancingAImodeldevelopment,establishingdataandinsights

governance,andsystematicallymanagingvendorrelationshipsto

trackoutcomesandvalue.Organizationsshouldbeabletotrackthe

vendors’productivitygainthroughAIandnegotiateforsubsequent

unitpriceorfeereductions.Thedigitalworkforcestrategyshould

accountforthis.

Efficiencyandproductivitygain(effortreduction)

Increasedthroughput(doingmorewithless)

Capabilityenhancement/netnewcapibilities

Improvedcycletime(timetomarket)

Reductionincostofvendorsservices

29%

28%

26%

49%

45%

Additionally,organizationsareenteringnewoutsourcing

relationshipswithfocusonAI.Forsourcingandvendor

managementteams,thismeansrefiningtheirabilitytoevaluate

providers’AIsolutionsandcapabilities,andtodifferentiatebetween

providersbasedontheirabilitytodelivertangibleAI-drivenvalue.

Improvedservicelevels(betterquality)23%

Tooearlytosay8%

Lookingahead,expectationsarealsomodest:Ofthesurveyed

executives,30%anticipatemorethana20%efficiencygainover

thenexttwoyearsfromthird-partyvendorsusingAI,andlessthan

1%expectefficiencygainsexceeding40%.

Onereasonforthiscautionisthelackofmaturecontracting

modelsspecifictoAI.Lessthanhalfoftheexecutivessurveyed

areseekingreductionsinvendorpricingduetoproductivity

gain.Evenfeweraretakingastrategicapproachofincorporating

contractprovisionsthataddressAI-poweredservicesorentering

relationshipsfocusedongain-sharingorjointIPdevelopment.

oforganizationsareleveraging

existingthird-partyvendors

forAI-poweredoutsourcing

60%

57%

oforganizationsaredeveloping

newoutsourcingrelationships

withfocusonAI

Organizationsshouldconsiderdevelopingacomprehensivedigital

workforcestrategyandmaturetheirvendorcontractingand

governancetoaccountforit.

OrganizationsleveragingAI-specificrequirementsinoutsourcingagreements

43%40%32%25%

Primarilyrelyingonproductivity

gainincorporatedinvendorpricing

Relyingonproductivitygain

incorporatedinvendorpricing

Relyingonproductivitygain

incorporatedinvendorpricing

Relyingonproductivitygain

incorporatedinvendorpricing

+

IncorporatingAIspecificT&Cs

invendoragreement

(e.g.,committedreturns)

+

IncorporatingAIspecificT&Cs

invendoragreement

(e.g.,committedreturns)

+

IncorporatingAIspecificT&Cs

invendoragreement

(e.g.,committedreturns)

+

Leveraginggainsharingmechanisms

withvendorstoshareupsideand

downsidewithuseofAIsolutions

+

Leveraginggainsharingmechanisms

withvendorstoshareupsideand

downsidewithuseofAIsolutions

+

developAI-specificintellectual

property(IP)

Partneringwithvendorstojointly

LESSmaturityofAI-poweredoutsourcingMORE

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GlobalOutsourcingSurvey2024|Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem

InsourcingandGICsaresurgingasorganizations

rebalancetheirtalentecosystem

Thefutureoftalentsourcingliesinabalancedapproachacrosssourcingmodels.

InsourcingandGICshaveemergedaskeyrebalancingstrategiesasorganizationslook

beyondoutsourcing.

Strategicinsourcing:balancingcontrolandbuildingcapability

Insourcing(bringingservicedelivery,inpartorwhole,backin-house

fromaserviceprovider)isnotanewleverfororganizations.However,

adoptionisathistorichighlevels.

70%

Insourcingdoesnotmeanthatorganizationsaremovingawayfrom

outsourcing.Mostoftherespondentshaveinsourcedscopevery

selectively—pointingtorebalancingthetalentecosystemasthe

primaryobjective.

ofexecutivesreportedhaving

insourcedscopethatwas

previouslywithathird-party

overthepastfiveyears

Oftherespondentswhohaveinsourcedscopefromthird-parties

65%

havedonesovery

selectively(lessthan

25%ofscope)

13%

reportedsignificant

insourcing(morethan

50%ofscope)

Insourcinghasastrongoutlookwithexecutivesactivelyexploringmoreinsourcingopportunitiesthan

outsourcingopportunities.

Executivesactivelyexploringincrementalopportunitiesfortheiroutsourcedservices

7%

Moreinsourcing

39%54%

Moreoutsourcing

Unsure

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GlobalOutsourcingSurvey2024|Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem

Whatisdrivingorganizations’adoptionofinsourcing?It’snotdissatisfactionwithoutsourcedservices.

Oftherespondentswhoareexploringmoreinsourcingopportunities

82%

reported‘meets’or‘exceeds’

expectationsfromtheir

outsourcedservices

80%

areeithermaintiningor

increasingtheirinvestment

inoutsourcedservices

Theleadingdriversforinsourcingincludegainingbettercontroloverservicequalityandperformance

(beyondwhatoutsourcingcanprovide)andgrowingstrategiccapabilitiesin-house,whileeliminating

vendormarkup.

Primarydriversforinsourcingscopeorservices

Bettercontroloverservicequalityandperformance68%

Investinandgrowstrategiccapabilitiesin-house64%

Spendoptimization

56%

Forriskandsecurityreasons46%

Forimprovedtransparencyinserviceoperations39%

Haveamorebalancedtalentsourcingecosystem(riskdiversification)

39%

Forregulatoryandcompliancereasons38%

Betterculturalalignment38%

Forconfidentiality/intellectualproperty(IP)reasons12%

Organizationswilllikelycontinuebalancinginsourcingandoutsourcing,makingdecisionsaboutwhich

functionstobringin-houseandwhichtooutsource.Bothmodelswilllikelycoexistaspartoffuture

sourcingstrategies.Thistrendhaspotentialimplicationsonhoworganizationscontractforoutsourced

services.Insourcingeventscantriggerchangestototalcostofservice,lossofknowledge,andchange

impactstobusinessstakeholders.Organizationsshouldevaluatethecommercialandbusinessimpact

ofinsourcingbasedoncurrentcontractprovisions.Andbyenhancingflexibilityofcontractprovisions

(e.g.,changestoscope,servicelevels,term),organizationscanbebetterpreparedtoleverageinsourcing,

whenneeded.

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GlobalOutsourcingSurvey2024|Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem

GICs:internalsourcingbecomesmainstream

Twoyearsago,wereportedthatGICs2(alsoreferredtoascapabilitycentersor

captives)wereapopularalternativetothird-partyoutsourcing,focusingonbuilding

newcapabilitiesanddrivingenterprisetransformations.Thattrendcontinues.In2024:

GICshaveadistinct

valueproposition

relativeto

outsourcing

Organizationsthat

areleveraging

GICstoday

oftheseofthese

78%

22%

Organizationsthat

arenotleveraging

GICstoday

•Organizationshavebettercontrol

overtalent,cost,servicequality,

andongoinginvestments.

•Capabilitiesthatrelyonsensitive

orproprietaryinformationcanbe

sourcedthroughGICs.

•Globalprocessownerscanreside

withinGICstodeliverend-to-end

capabilities.

•GICoperationscanscaletocover

multiplefunctionalareas(e.g.,HR,

Finance,IT).

•Extendingandpreservingcompany

cultureisrelativelyeasier.

73%

8%

areplanningareduction

ininvestment

30%

oftheirtalentisbeing

sourcedthroughGICs

onaverage

58%

areactivelyexploring

GICadoption

areplanninganincrease

inGICinvestmentin

thenextyear

GICisanotherbalancingforcefortalentsourcingthatallowsorganizationsto

strategicallykeepcriticalknowledgeandcapabilitiesin-housewhilemaintaininga

low-coststructure.OrganizationsarenotchoosingbetweenGICsandoutsourcing,

butratherchoosingbothmodelstoachieveabalancedtalentecosystem.

However,organizationsmustinvest

timeandeffortinbuildingthe

capabilitiesin-houseandsetup

operationalprocessestomanage

facilities,talent,governance,

regulations,risk,etc.These

considerationsrequireorganization

managementtohaveexperiencein

GICsetupandoperationsandcan

reducethespeedtovaluerelative

tooutsourcing.

SincebothoutsourcingandGICsprovideaccesstotalentandcapabilitiesatlower

cost,itisimportanttoconsiderhoworganizationsareleveragingGICsinrelationto

outsourcing.Relativetothird-partyoutsourcing,GICshavedifferentadvantagesand

considerationsfororganizations(seesidebar,“GICshaveadistinctvalueproposition

relativetooutsourcing”).

Yetonly40%ofthesurveyedorganizationsthatleveragebothGICsandoutcome-

basedoutsourcingmodelsareadoptingdifferentiatedsourcingstrategiesforeach

model.Weexpectthisfiguretoincreaseovertimeasbothmodelsmatureandasthe

perceivedvaluepropositionofeachbecomesmoredistinct.

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GlobalOutsourcingSurvey2024|Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem

TheBuild,Operate,Transform,Transfer(BOTT)model:agatewaytoGICsuccess.

SettingupaGICisnoteasy.Manyorganizationsthatarenewlyadoptingorexpanding

themodeldonothavetheresourcesorexperiencetodothisontheirownandturnto

BOTandBOTTmodelsasapathwaytoGIC.

BOTTmodel

variations

TheBuild,Operate,Transfer(BOT)modelhasbeenaroundfortwodecades.However,

asreportedtwoyearsago,withthegrowingpopularityof“remotework”andincreased

focusonenterprise-leveltransformations,theBOTmodel(andwithTransform,the

BOTTmodel)isquicklyreemerging.Itisapromisingwayfororganizationstoadvance

theirGICjourneyandadoptabalancedsourcingportfolio.

oftheorganizations

oftheorganizationsthat

surveyedhaveeither

havenotleveragedaBOT/

50%

71%

leveragedorare

BOTTmodel,haveexpressed

leveragingaBOT/BOTT

apositiveinterestin

modelfortheirGICs

exploringthemodel

WiththegrowinginterestinGICs,

differentvariationsoftheBOT

modelemergedtoaddressvarying

clientneeds,suchas:

•TraditionalBOT:Thethird-

partywillestablishthecenter

onturnkeybasisattheirexisting

premises,withplanstolater

transferresourcesandassetsto

theclient.

Executivesattributedthisgrowinginteresttoincreasedspeedtovalue,flexibility,cost-

efficiency,accesstotalent,andat-scaletransformationcapability(seesidebar,“BOTT

modelvariations”).

OrganizationscanmaximizevaluefromtheBOTTmodelbyinvestingupfrontin

definingtheGICvisionandstrategyandevaluatingvendorswithBOTTexperience.

Organizationsshouldalsoevaluateimplicationsofkeydesignchoices,financial

impact,operatingmodel,talentstrategy,taxandregulatorystrategy,andfuture

waysofworking.

•AssistedBOT:Theclientand

third-partydecidewhichareas

eachwilllead,ensuringclear

responsibilityandavoiding

overlap,withthird-partytypically

leadingthesetupoffacilities

andenablingfunctionssuchas

payroll,accounting,taxstrategy,

andHRoperations

•TransformationalBOT(BOTT):

Thethird-partynotonlyestablishes

thecenterandoperations,but

alsotransformstheoperations

tooptimalsteadystatebefore

transferringittotheclient

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GlobalOutsourcingSurvey2024|Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem

Outsourcingdeliverymodelscontinueto

mature,withagrowingemphasison

value-basedrelationships

Collaborationwithserviceprovidersonnewareasofvalueiscriticaltomaximizethe

impactofincreasedinvestmentsinthird-partyoutsourcing.

Outsourcingchallengesandsuccessdrivers

Internalmanagementcapabilitiesareacommoncauseofoutsourcingchallenges.Topchallenges

includelackofbenefitrealizationtracking,inadequateorganizationalchangemanagement,andpoor

integrationofvendorservices.

Challengesfacedfromoutsourcingprograms

Lackofbenefitrealizationtracking&reporting55%

Inadequateorganizationalchangemanagement53%

Poorintegrationofvendorserviceswithyouroperatingmodel47%

Poorvendorperformanceduringtransitionsofservices46%

Inadequatefinancialmanagement40%

Poorcontractandcontractchangemanagement38%

Poorvendorperformancemanagement38%

Poorvendorrelationshipmanagement36%

Inadequatethird-partyriskmanagement29%

Poordemandintakeandmanagementofvendorservices15%

Noneoftheabove1%

Tonavigatethesechallengesandimprovethematurityofsourcingprograms,organizationsmust

enhancetheirmanagementcapabilitiesandapplythesecapabilitiestooutsourcedservices.

Thesecapabilitiesincludevaluemanagement,organizationalchangemanagement,performance

management,andvendormanagement.

Tomaximizethevaluefromtheirsourcingprograms,organizationsareadoptingstrategicmeasures

—includingdefiningacomprehensivesourcingstrategyandintegratingoutsourcingaspartoftheir

globaloperatingmodel.

Measurestocreatevalueinfutureoutsourcingprograms

Definingacomprehensivesourcing/outsourcingstrategy

57%

EvaluatingImpactonfunctionaloperatingmodelandglobalservicedeliverymodel

49%

Planningandexecutionoforganizationalchangemanagementandcommunications

36%

Buildingacomprehensivebusinesscasewithtargetstatevaluemetrics

36%

Budgetforadditionaltimeandeffortduringthetransitionphase

35%

Designingorenhancingvendormanagementandgovernancecapabilities

28%

Aligningwiththird-partyonspecificsharedoutcomes

14%

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GlobalOutsourcingSurvey2024|Multidimensionalsourcing:Orchestratingtheextendedworkforceecosystem

Focusonvaluefromoutsourcingfront-officeandcorecapabilities

Investmentinthird-partyoutsourcingcontinuestogrow,despiteincreasedadoptionofinsourcing

andGICs.

3%

11%

17%

Increasesignificantly

Increasemoderately

30%

Nochange

39%

Decreasemoderately

Decreasesignificantly

Back-officeoutsourcingremainsafundamentalcomponentformanyorganizations.Thesefunctionsare

beingoutsourcedathighrates,allowingbusinessestofocusontheircorecompetencieswhilebenefiting

fromproviders’expertisetocontinuedrivingoperationalefficiency.

%oforganizationsoutsourcingbyscopearea

ITInfrastructureServices77%

Cybersecurity77%

InnovativeTechnologies(GenAI,Blockchain,IoT,etc.)75%

DataandAnalytics72%

Application/SoftwareDevelopment72%

ApplicationSupport69%

Legal68%

HelpdeskandEnd-UserComputing65%

Tax60%

HumanResources(HR)57%

Finance54%

SupplyChain/