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Outsourcing Company  functions  for  reasons  that  are  organizationally  driven, improvement driven, financially driven, revenue driven, or cost driven (Outsourcing Index, 2003). Moreover, offshore outsourcing company can be viewed as a component of corporate and  industry  international  expansion  and  restructuring.  A  recent  McKinsey Global  Institute  Report  (Farrell,  2003)  identifies  five  horizons  of  the  global industry value chain:
•    Market entry: Entering a country for purposes of market expansion.
•    Product specialization: Specialization takes place in different locations. Each location may engage in final goods trade with each other.
•    Value chain disaggregation: Product components are manufactured in a certain location and assembled elsewhere.
•    Value  chain  reengineering:  Reengineering  processes  to  capture  additional advantages from production cost differentials.
•    New market creation: New market segments are penetrated as a matter of capturing the full value of the company’s global activities. According to another McKinsey study:

effective  outsourcing web development  implies  identifying  and  managing  the  ‘natural  owner’ of  every  activity  in  he  value  chain.  Off-shore  outsourcing company  arises  from  the basic  reality  of  the  global  environment:  any  company,  in  any  country,  may be  the  natural  owner!  It  can  then  lead  to  a  drastic  restructuring,  including ‘unbundling,’  of  the  companies  affected.  Indeed,  as  total  interaction  costs among  companies  and  industries  are  changing,  companies  around  the world are reorganizing themselves by providing the answer to their question:

what business are we in?

A  firm  can  use  an  outsourcing  development company to  supplement  its  core  competencies,  by contracting with outside providers for activities in which the firm has no unique capabilities.  This  “strategic  outsourcing”  can generate several benefits:
•    Extracting  the  maximum  benefits  from  internal  activities,  since  they represent what the firm does best
•    Maximizing their competitiveness and protecting or even expanding their market  share
•    Effectively utilizing suppliers capabilities
•    Decreasing risks, shortening cycle times and fulfilling customer needs


A survey of 500 human resources executives found that:
•    92% of the firms that had moved jobs overseas did so to cut costs.
•    An average of 13% of jobs at each company are already located off-shore and an additional 12% could be relocated within the next three years.
•    45% of the 500 firms have overseas operations.
•    71% of the remaining companies planned to move some jobs abroad by  2005.
•    Of the firms who are currently using off-shore labor, 29% began doing so in the years 1995-1999, while 43% began in 2000-2003.

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Shane is the head of content department of Param Network, a Delhi based IT firm that offers a one stop solution for all your offshore outsourcing related needs.
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