2024年全球外包调查（英）-22正式版

GlobalOutsourcingSurvey2024Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemGlobalOutsourcingSurvey2024|Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemContentsMultidimensionalsourcing:OrchestratingtheextendedworkforceecosystemExecutivesummary3458AI-poweredoutsourcingprovidesaglimpseofthefutureInsourcingandGlobalIn-houseCenters(GICs)aresurgingasorganizationsrebalancetheirtalentecosystemOutsourcingdeliverymodelscontinuetomature,withagrowingemphasisonvalue-basedrelationships1216Masteringthecomplexityintalentsourcingisimperativeforfuture-readyorganizationsConclusion192021Let’stalkDefinitionsandEndnotesGlobalOutsourcingSurvey2024|Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemMultidimensionalsourcing:OrchestratingtheextendedworkforceecosystemThetalentandsourcinglandscapeisbecomingmorediverse,drivenbytechnologyadvancements,evolvingworkforceexpectations,andincreasingcompetitionforspecializedskills.Organizationshaveaspectrumofoptionsbeyondtraditionaloutsourcingtoacquiretheskills,services,andresourcestheyneed,andtheyareorchestratingamultidimensionalsourcingecosystemtokeeppace.thatthedigitalworkforce(artificialintelligenceandautomation)isemergingasanewtalentandsourcingmodel.Executivesareactivelydeepeningoutsourcingrelationshipsanduncoveringnewavenuesforvaluecreation.Ofthesurveyrespondents,67%areadoptingoutcome-basedoutsourcingrelationshipsand50%areleveragingoutsourcedservicesforfront-officecapabilities(sales,marketing,R&D).Inaddition,organizationsareleveraginginsourcingandglobalin-housecenters(GICs)tofine-tunetheiroutsourcedportfolios.Deloitte'slatestsurveyreportoffersinsightsonmultidimensionalsourcingfrommorethan500globalbusinessandtechnologyleaders,includingmorethan150C-suiteexecutivesacrossindustries.Sinceour2022report,organizationsarenotonlyoutsourcingathighlevelsbutalsoexploringothersourcingmodelstoachievetheirobjectives.Newtrendsin2024revealManagingthisexpandedsourcingecosystemandintegratinghumananddigitaltalenthasbecomeacriticalorganizationalpriority,hintingatnewpathwaysforfuturegrowth.KaranAnejaJuanCoronadoMikeStolerDeloitteConsultingLLPkaneja@DeloitteConsultingLLPjuancoronado@DeloitteConsultingLLPmistoler@3GlobalOutsourcingSurvey2024|Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemExecutivesummaryWeexaminedthechanginglandscapeofmultidimensionalsourcinginour2024surveyandtwonewfindingsemerged,whileotherssolidified.Accesstotalenthasemergedasthenumber-onedriverinfluencingoutsourcingdecisions.Organizationsareusingmultipleavenuestosecurecapabilities,services,andskills.Theseavenuesincludeinsourcing,outsourcing,globalin-housecenters(GICs),digitalworkforce,andmostrecentlyAI-poweredoutsourcing—allofthemtypicallydisconnected.Thiscomplexityrequiresanorchestratedapproachtosourcing:Weareintheageofmultidimensionalsourcing.isanattractiveoptiontoenableservicedeliverytransformation1throughGICsinafaster,flexible,andcost-effectiveway.Up-frontinvestmentinstrategyforGICsandevaluationoftheexecutionapproach(e.g.,BOTT)canalloworganizationstomaximizevaluefromthisendeavor.Outsourcingdeliverymodelscontinuetomature,withagrowingemphasisonvalue-basedrelationshipsAI-poweredoutsourcingprovidesaglimpseofthefutureThedigitalworkforce,comprisingartificialintelligence(AI)-enabledworkersandautomationbots,hasemergedasadistincttalentmodel:20%oftheorganizationssurveyedarealreadydevelopinga“digitalworkforce”strategytomanagesuchdigitalworkers.Additionally,theintegrationofdigitalworkforceinoutsourcedservicesisakeyareaoffocus,referredtoasAI-poweredDespiteincreasesininsourcing,investmentsinthird-partyoutsourcingareexpectedtoincreasefor40%ofsurveyrespondents,withonly20%reportingaplannedreduction.Outsourcingback-officefunctionscontinueathighrates,butastheoutsourcingrelationshipsmature,organizationsareputtinggreateremphasisonextractingvaluefromfront-officeandcorecapabilities.Halfofthesurveyrespondentsuseoutsourcedservicesforsales,marketing,andR&Dcapabilities.Outcome-baseddeliverymodelshaveincreasedinadoption,withexecutivesreportingpositivesatisfactionresponseandaplannedincreaseininvestment.Basedonoursurvey,67%oftheexecutivestodayadoptoutcome-basedservices,continuingthetrendawayfromtraditionalstaffaugmentationinfavorofresults-drivenapproaches.Whilecostreductioncontinuestoremainakeydriverforoutsourcing,executivestodayareprioritizingskilledtalentandagilityintheiroutsourcingdecisions.outsourcing.Ofsurveyedexecutives,83%expectthatthird-partyvendorswillbringAIcapabilitiesaspartofhowtheydeliverservices.DespitethehighexpectationsfromAI-poweredoutsourcing,thetangiblebenefitsremainmodest.Lessthanhalfoftheorganizationsreportproductivitygains,andonly25%areseeingreductionincostofvendorservices.TogetthefullbenefitsofAI-poweredoutsourcing,therearematerialchallengestoaddressfirst,suchaslackofmaturecontractingstructuresandenhancedgovernancemodeltomanageAI’sintegrationintovendorrelationships.Masteringthecomplexityintalentsourcingisimperativeforfuture-readyorganizationsInsourcingandGICsaresurgingasorganizationsrebalancetheirtalentecosystemSomeofthetopchallengesorganizationsfacetodayintalentsourcingincludetrackingvaluerealization,managingorganizationalchange,andintegratingservices—allofwhicharetiedtothematurityoftheirinternalgovernanceandmanagementcapabilities.Withdifferentsourcestoaccesstalent,capabilities,andskills,definingandholisticallymanagingthe“extendedworkforce”becomescriticalfororganizations.AnoptionistoexpandtheremitoftheVendorManagementOffice(VMO)toincludeGICsanddigitalworkforce,inadditiontooutsourcingrelationships—resultinginanExtendedWorkforceManagementOffice(EWMO).AlthoughinsourcingandGICsarenotnew,thesehavereemergedandacceleratedinthepasttwoyearsaswidelyusedstrategiesbyorganizationstorebalancetheirtalentecosystemandenhanceservicedelivery.Nearlythree-quarters(70%)oforganizationssurveyedhaveselectivelyinsourcedportionsoftheirpreviouslyoutsourcedscopeinthepastfiveyears,primarilytostrengtheninternalcapabilities,improveservicequality,regaincontrol,andeliminatevendormarkups.Evenorganizationsthathavereportedhighsatisfactionlevelsfromtheiroutsourcingrelationshipsareexercisinginsourcing—suggestinganorganizationalfocustoachievebalanceacrosssourcingmodels.However,thisjourneywilltaketimeandeffortastheVMOstilllacksmaturityfornearly70%ofsurveyedorganizations.GICsarealsoseeinghighinterestlevelsasacomplementarystrategytooutsourcing,allowingorganizationstostrategicallykeepcriticalknowledgein-housewhilemaintainingalow-coststructure.TheBuild,Operate,Transform,Transfer(BOTT)model4GlobalOutsourcingSurvey2024|Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemAI-poweredoutsourcingprovidesaglimpseofthefutureOutsourcingandAIhadbeendistinctchoices.Today,theirintegrationisessential,andthefuturepointstoaunifiedapproach.TheriseofdigitalworkforceToday,thelinebetweenthehumananddigitalworkforceisblurred.DigitalWorkforce,definedasacombinationofhumantalentandautomatedprocessespoweredbytechnologieslikeRPA,MachineLearning,AI,andGenAIisbecomingincreasinglyprevalent.Digitalworkforcehasbecomeitsowntalentpoolthatleveragesautonomoussoftware“digitalworkers”toaugmentthehumanabilities,enhancingefficiency,productivity,andinnovationwhilereducingoperationalcosts.Ofsurveyedrespondents,92%oftheorganizationstodayareleveragingorplanningtoleverageAIintheirservicedelivery.ThiswidespreadinterestinAIiscommonacrossindustriesandenterprisefunctions.RealizedorplannedadoptionofAIByindustryUtilitiesFinancialServicesEnergy98%96%96%Manufacturing&IndustrialsMediaandTelecommunicationsLifeSciences94%94%93%93%Government&PublicServicesHealthCare91%90%RealEstateConsumerProductsTechnology90%88%Automotive83%ByenterprisefunctionFinanceTax97%96%Procurement/SourcingHumanResourcesIT/Digital94%93%92%92%StrategySalesandMarketing90%90%OperationsSupplyChain/Manufacturing85%Adigitalworkforcestrategydefinestheroleandvisionfordigitalworkerswithininternaloperationsandoutsourcedservices;setsproductivitytargets;anddefinespoliciesandproceduresfordatagovernance,AIgovernance,andcybergovernance.Thedigitalworkforcestrategyalsodefinestheprocessesforqualityassurance,audit,andcomplianceofAIoutputsandprescribesapprovedtoolsanddatasources—internalandexternal.20%ofexecutivesreportedhavingadigitalworkforcestrategyfortheirAIandautomationbotsWeexpecttheadoptionofdigitalworkforcestrategytoincreaseovertimeasmoreorganizationslooktoAIandGenAIasameanstooptimizeeffortandevendelivernewcapabilities.5GlobalOutsourcingSurvey2024|Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemThegrowthofAI-poweredoutsourcingOutsourcingisakeydriverfortheriseofthedigitalworkforce.Basedonoursurvey,organizationstodayareexpectingthird-partyvendorstoenhancetheirservicesanddelivervaluebyembeddingAItechnologiesandsolutions.AI-poweredoutsourcingreferstothird-partyvendorsreducingthehumaneffortrequiredtodeliveroutsourcedservices,byusingAIandautomationtechnologies.SurveyedorganizationsthatareleveragingAI-poweredoutsourcingarealsoreportinghighersatisfactionlevelsfromtheiroutsourcedservices(by7%)relativetosurveyedorganizationsthatarenotleveragingAIintheiroutsourcedservices.TheinterestinandadoptionofAI-poweredoutsourcingishighacrossindustries,functions,andregionsglobally,withthehighestlevelofinterestseenwithintheutilities,energy,andmediaandtelecommunicationssectors,andwithinITandHRfunctions.OrganizationsadoptingorplanningtoadoptAIaspartoftheiroutsourcedservices(AI-poweredoutsourcing)BysectorUtilitiesEnergy89%87%87%MediaandTelecommunicationsRealEstate85%84%84%83%82%81%AutomotiveFinancialServicesHealthCareTechnologyManufacturing&IndustrialsLifeSciences79%79%79%Government&PublicProvidersConsumerProductsByenterprisefunctionIT/DigitalHumanResourcesTax87%87%84%SalesandMarketingFinance82%81%80%Procurement/SourcingSupplyChain/ManufacturingOperations78%77%ByorganizationHQItalyIndia93%92%UKandIrelandMexico88%88%GermanyUnitedStatesAustraliaJapan86%83%81%80%79%SwitzerlandChina76%Canada74%Netherlands67%ThesetrendsunderscorehowAI-poweredoutsourcingisbecomingakeystrategyforbusinessesgloballytoenhancetheiroperationsandbolstertheirdigitalworkforce.6GlobalOutsourcingSurvey2024|Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemChallengesinAI-poweredoutsourcingStrategicactionstounlockAI’sfullpotentialDespitethehighlevelsofinterestforAIinoutsourcing,manyexecutivesarecautiousaboutthetangiblebenefits.LessthanhalfoftheorganizationsleveragingAIaspartoftheiroutsourcedservicesareseeingproductivityandthroughputgain,andonlyabout25%ofthosesurveyedareseeingreductionsinvendorservicescostorimprovementinservicequality.TocapturethefullbenefitsofAI-poweredoutsourcing,surveyedexecutivessuggestclosercollaborationwithvendorstodevelopjointstrategicplans.ThesefocusonidentifyingAIusecases,enhancingAImodeldevelopment,establishingdataandinsightsgovernance,andsystematicallymanagingvendorrelationshipstotrackoutcomesandvalue.Organizationsshouldbeabletotrackthevendors’productivitygainthroughAIandnegotiateforsubsequentunitpriceorfeereductions.Thedigitalworkforcestrategyshouldaccountforthis.Valuedeliveredbythird-partyvendorsthroughAI/GenAIEfficiencyandproductivitygain(effortreduction)Increasedthroughput(doingmorewithless)Capabilityenhancement/netnewcapibilitiesImprovedcycletime(timetomarket)ReductionincostofvendorsservicesImprovedservicelevels(betterquality)Tooearlytosay49%45%Additionally,organizationsareenteringnewoutsourcingrelationshipswithfocusonAI.Forsourcingandvendormanagementteams,thismeansrefiningtheirabilitytoevaluateproviders’AIsolutionsandcapabilities,andtodifferentiatebetweenprovidersbasedontheirabilitytodelivertangibleAI-drivenvalue.29%28%26%23%8%oforganizationsareleveraging60%57%existingthird-partyvendorsforAI-poweredoutsourcingLookingahead,expectationsarealsomodest:Ofthesurveyedexecutives,30%anticipatemorethana20%efficiencygainoverthenexttwoyearsfromthird-partyvendorsusingAI,andlessthan1%expectefficiencygainsexceeding40%.oforganizationsaredevelopingnewoutsourcingrelationshipswithfocusonAIOnereasonforthiscautionisthelackofmaturecontractingmodelsspecifictoAI.Lessthanhalfoftheexecutivessurveyedareseekingreductionsinvendorpricingduetoproductivitygain.EvenfeweraretakingastrategicapproachofincorporatingcontractprovisionsthataddressAI-poweredservicesorenteringrelationshipsfocusedongain-sharingorjointIPdevelopment.Organizationsshouldconsiderdevelopingacomprehensivedigitalworkforcestrategyandmaturetheirvendorcontractingandgovernancetoaccountforit.OrganizationsleveragingAI-specificrequirementsinoutsourcingagreements43%40%32%25%PrimarilyrelyingonproductivitygainincorporatedinvendorpricingRelyingonproductivitygainincorporatedinvendorpricingRelyingonproductivitygainincorporatedinvendorpricingRelyingonproductivitygainincorporatedinvendorpricing+++IncorporatingAIspecificT&Csinvendoragreement(e.g.,committedreturns)IncorporatingAIspecificT&Csinvendoragreement(e.g.,committedreturns)IncorporatingAIspecificT&Csinvendoragreement(e.g.,committedreturns)++LeveraginggainsharingmechanismswithvendorstoshareupsideanddownsidewithuseofAIsolutionsLeveraginggainsharingmechanismswithvendorstoshareupsideanddownsidewithuseofAIsolutions+PartneringwithvendorstojointlydevelopAI-specificintellectualproperty(IP)LESSmaturityofAI-poweredoutsourcingMORE7GlobalOutsourcingSurvey2024|Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemInsourcingandGICsaresurgingasorganizationsrebalancetheirtalentecosystemThefutureoftalentsourcingliesinabalancedapproachacrosssourcingmodels.InsourcingandGICshaveemergedaskeyrebalancingstrategiesasorganizationslookbeyondoutsourcing.Strategicinsourcing:balancingcontrolandbuildingcapabilityInsourcing(bringingservicedelivery,inpartorwhole,backin-housefromaserviceprovider)isnotanewleverfororganizations.However,adoptionisathistorichighlevels.70%Insourcingdoesnotmeanthatorganizationsaremovingawayfromoutsourcing.Mostoftherespondentshaveinsourcedscopeveryselectively—pointingtorebalancingthetalentecosystemastheprimaryobjective.ofexecutivesreportedhavinginsourcedscopethatwaspreviouslywithathird-partyoverthepastfiveyearsOftherespondentswhohaveinsourcedscopefromthird-partieshavedonesoveryselectively(lessthan25%ofscope)reportedsignificantinsourcing(morethan50%ofscope)65%13%Insourcinghasastrongoutlookwithexecutivesactivelyexploringmoreinsourcingopportunitiesthanoutsourcingopportunities.Executivesactivelyexploringincrementalopportunitiesfortheiroutsourcedservices7%Moreinsourcing39%Moreoutsourcing54%Unsure8GlobalOutsourcingSurvey2024|Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemWhatisdrivingorganizations’adoptionofinsourcing?It’snotdissatisfactionwithoutsourcedservices.Oftherespondentswhoareexploringmoreinsourcingopportunitiesreported‘meets’or‘exceeds’expectationsfromtheiroutsourcedservicesareeithermaintiningorincreasingtheirinvestmentinoutsourcedservices82%80%Theleadingdriversforinsourcingincludegainingbettercontroloverservicequalityandperformance(beyondwhatoutsourcingcanprovide)andgrowingstrategiccapabilitiesin-house,whileeliminatingvendormarkup.PrimarydriversforinsourcingscopeorservicesBettercontroloverservicequalityandperformanceInvestinandgrowstrategiccapabilitiesin-houseSpendoptimization68%64%56%ForriskandsecurityreasonsForimprovedtransparencyinserviceoperations46%39%39%38%38%Haveamorebalancedtalentsourcingecosystem(riskdiversification)ForregulatoryandcompliancereasonsBetterculturalalignmentForconfidentiality/intellectualproperty(IP)reasons12%Organizationswilllikelycontinuebalancinginsourcingandoutsourcing,makingdecisionsaboutwhichfunctionstobringin-houseandwhichtooutsource.Bothmodelswilllikelycoexistaspartoffuturesourcingstrategies.Thistrendhaspotentialimplicationsonhoworganizationscontractforoutsourcedservices.Insourcingeventscantriggerchangestototalcostofservice,lossofknowledge,andchangeimpactstobusinessstakeholders.Organizationsshouldevaluatethecommercialandbusinessimpactofinsourcingbasedoncurrentcontractprovisions.Andbyenhancingflexibilityofcontractprovisions(e.g.,changestoscope,servicelevels,term),organizationscanbebetterpreparedtoleverageinsourcing,whenneeded.9GlobalOutsourcingSurvey2024|Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemGICshaveadistinctvaluepropositionrelativetoGICs:internalsourcingbecomesmainstreamTwoyearsago,wereportedthatGICs(alsoreferredtoascapabilitycentersor2captives)wereapopularalternativetothird-partyoutsourcing,focusingonbuildingnewcapabilitiesanddrivingenterprisetransformations.Thattrendcontinues.In2024:outsourcing•Organizationshavebettercontrolovertalent,cost,servicequality,andongoinginvestments.22%OrganizationsthatareleveragingGICstodayOrganizationsthatarenotleveragingGICstoday•CapabilitiesthatrelyonsensitiveorproprietaryinformationcanbesourcedthroughGICs.78%•GlobalprocessownerscanresidewithinGICstodeliverend-to-endcapabilities.oftheseofthese•GICoperationscanscaletocovermultiplefunctionalareas(e.g.,HR,Finance,IT).•Extendingandpreservingcompanycultureisrelativelyeasier.73%8%30%58%However,organizationsmustinvesttimeandeffortinbuildingthecapabilitiesin-houseandsetupoperationalprocessestomanagefacilities,talent,governance,regulations,risk,etc.TheseareplanninganincreaseinGICinvestmentinthenextyearareplanningareductionininvestmentoftheirtalentisbeingsourcedthroughGICsonaverageareactivelyexploringGICadoptionconsiderationsrequireorganizationmanagementtohaveexperienceinGICsetupandoperationsandcanreducethespeedtovaluerelativetooutsourcing.GICisanotherbalancingforcefortalentsourcingthatallowsorganizationstostrategicallykeepcriticalknowledgeandcapabilitiesin-housewhilemaintainingalow-coststructure.OrganizationsarenotchoosingbetweenGICsandoutsourcing,butratherchoosingbothmodelstoachieveabalancedtalentecosystem.SincebothoutsourcingandGICsprovideaccesstotalentandcapabilitiesatlowercost,itisimportanttoconsiderhoworganizationsareleveragingGICsinrelationtooutsourcing.Relativetothird-partyoutsourcing,GICshavedifferentadvantagesandconsiderationsfororganizations(seesidebar,“GICshaveadistinctvaluepropositionrelativetooutsourcing”).Yetonly40%ofthesurveyedorganizationsthatleveragebothGICsandoutcome-basedoutsourcingmodelsareadoptingdifferentiatedsourcingstrategiesforeachmodel.Weexpectthisfiguretoincreaseovertimeasbothmodelsmatureandastheperceivedvaluepropositionofeachbecomesmoredistinct.10GlobalOutsourcingSurvey2024|Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemBOTTmodelvariationsTheBuild,Operate,Transform,Transfer(BOTT)model:agatewaytoGICsuccess.SettingupaGICisnoteasy.ManyorganizationsthatarenewlyadoptingorexpandingthemodeldonothavetheresourcesorexperiencetodothisontheirownandturntoBOTandBOTTmodelsasapathwaytoGIC.WiththegrowinginterestinGICs,differentvariationsoftheBOTmodelemergedtoaddressvaryingclientneeds,suchas:TheBuild,Operate,Transfer(BOT)modelhasbeenaroundfortwodecades.However,asreportedtwoyearsago,withthegrowingpopularityof“remotework”andincreasedfocusonenterprise-leveltransformations,theBOTmodel(andwithTransform,theBOTTmodel)isquicklyreemerging.ItisapromisingwayfororganizationstoadvancetheirGICjourneyandadoptabalancedsourcingportfolio.•TraditionalBOT:Thethird-partywillestablishthecenteronturnkeybasisattheirexistingpremises,withplanstolatertransferresourcesandassetstotheclient.oftheorganizationssurveyedhaveeitherleveragedorareleveragingaBOT/BOTTmodelfortheirGICsoftheorganizationsthathavenotleveragedaBOT/BOTTmodel,haveexpressedapositiveinterestin50%71%exploringthemodel•AssistedBOT:Theclientandthird-partydecidewhichareaseachwilllead,ensuringclearresponsibilityandavoidingoverlap,withthird-partytypicallyleadingthesetupoffacilitiesandenablingfunctionssuchaspayroll,accounting,taxstrategy,andHRoperationsExecutivesattributedthisgrowinginteresttoincreasedspeedtovalue,flexibility,cost-efficiency,accesstotalent,andat-scaletransformationcapability(seesidebar,“BOTTmodelvariations”).OrganizationscanmaximizevaluefromtheBOTTmodelbyinvestingupfrontindefiningtheGICvisionandstrategyandevaluatingvendorswithBOTTexperience.Organizationsshouldalsoevaluateimplicationsofkeydesignchoices,financialimpact,operatingmodel,talentstrategy,taxandregulatorystrategy,andfuturewaysofworking.•TransformationalBOT(BOTT):Thethird-partynotonlyestablishesthecenterandoperations,butalsotransformstheoperationstooptimalsteadystatebeforetransferringittotheclient11GlobalOutsourcingSurvey2024|Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemOutsourcingdeliverymodelscontinuetomature,withagrowingemphasisonvalue-basedrelationshipsCollaborationwithserviceprovidersonnewareasofvalueiscriticaltomaximizetheimpactofincreasedinvestmentsinthird-partyoutsourcing.OutsourcingchallengesandsuccessdriversInternalmanagementcapabilitiesareacommoncauseofoutsourcingchallenges.Topchallengesincludelackofbenefitrealizationtracking,inadequateorganizationalchangemanagement,andpoorintegrationofvendorservices.ChallengesfacedfromoutsourcingprogramsLackofbenefitrealizationtracking&reportingInadequateorganizationalchangemanagementPoorintegrationofvendorserviceswithyouroperatingmodelPoorvendorperformanceduringtransitionsofservicesInadequatefinancialmanagement55%53%47%46%40%38%38%36%PoorcontractandcontractchangemanagementPoorvendorperformancemanagementPoorvendorrelationshipmanagementInadequatethird-partyriskmanagement29%PoordemandintakeandmanagementofvendorservicesNoneoftheabove15%1%Tonavigatethesechallengesandimprovethematurityofsourcingprograms,organizationsmustenhancetheirmanagementcapabilitiesandapplythesecapabilitiestooutsourcedservices.Thesecapabilitiesincludevaluemanagement,organizationalchangemanagement,performancemanagement,andvendormanagement.Tomaximizethevaluefromtheirsourcingprograms,organizationsareadoptingstrategicmeasures—includingdefiningacomprehensivesourcingstrategyandintegratingoutsourcingaspartoftheirglobaloperatingmodel.MeasurestocreatevalueinfutureoutsourcingprogramsDefiningacomprehensivesourcing/outsourcingstrategyEvaluatingImpactonfunctionaloperatingmodelandglobalservicedeliverymodelPlanningandexecutionoforganizationalchangemanagementandcommunicationsBuildingacomprehensivebusinesscasewithtargetstatevaluemetricsBudgetforadditionaltimeandeffortduringthetransitionphase57%49%36%36%35%DesigningorenhancingvendormanagementandgovernancecapabilitiesAligningwiththird-partyonspecificsharedoutcomes28%14%12GlobalOutsourcingSurvey2024|Multidimensionalsourcing:OrchestratingtheextendedworkforceecosystemFocusonvaluefromoutsourcingfront-officeandcorecapabilitiesInvestmentinthird-partyoutsourcingcontinuestogrow,despiteincreasedadoptionofinsourcingandGICs.3%11%IncreasesignificantlyIncreasemoderatelyNochange17%39%30%DecreasemoderatelyDecreasesignificantlyBack-officeoutsourcingremainsafundamentalcomponentformanyorganizations.Thesefunctionsarebeingoutsourcedathighrates,allowingbusinessestofocusontheircorecompetencieswhilebenefitingfromproviders’expertisetocontinuedrivingoperationalefficiency.%oforganizationsoutsourcingbyscopeareaITInfrastructureServicesCybersecurity77%77%InnovativeTechnologies(GenAI,Blockchain,IoT,etc.)DataandAnalytics75%72%72%69%68%65%60%57%54%52%49%Application/SoftwareDevelopmentApplicationSupportLegalHelpdeskandEnd-UserComputingTaxHumanResources(HR)FinanceSupplyChain/ManufacturingProcurement/SourcingBusiness/Operations40%Organizationsarealsooutsourcingfront-officeandcorebusinesscapabilitiessuchassales,marketing,customerservice,andorderfulfillmentforadditionalvalue:56%oforganizationsnowoutsourcefront-officefunctions,an