Outsourcing is more than a cost-saving approach. It is an indispensable business tool harnessed by business and public service executives to elevate their organization’s performance and drive business value. Drawing on insights and experience from more than 600 outsourcing engagements in 75 countries, Accenture helps companies make money, not merely save it.
Using common methodologies, architectures and metrics, the Accenture Global Delivery Network brings together an experienced workforce spread across more than 50 delivery centers to create an integrated, 24/7 engine of high performance. The delivery center teams complement Accenture’s industry and capability professionals to create rapid and cost-effective solutions for our clients locally and across the world.
The delivery centers in Shanghai, Dalian and Guangzhou are a vibrant and important part of the Accenture Global Delivery Network.Application OutsourcingAccenture has delivered its advanced spectrum of application outsourcing services to more than 600 organizations. More than just providing labor arbitrage, our approach takes application development and application management to the next level, helping to increase value from investments and reduce total cost of ownership. Our industrialized capabilities are multidimensional, tailored to meet each client’s specific business need, carefully balancing size and complexity.
Business Process Outsourcing Our business process outsourcing units deliver a full array of business process services through standard operating models. We also provide industry-specific and custom business process outsourcing services to address our various clients’ capability needs. Accenture’s comprehensive portfolio of business process outsourcing services enables our clients to focus on their distinctive capabilities to reduce operating costs and achieve optimum business results.
Infrastructure Outsourcing Accenture Infrastructure Outsourcing’s more than 12,000 people worldwide serve in excess of 200 clients daily. Our professionals work with clients to create solutions to enable business strategy, helping organizations increase IT flexibility, scalability, predictability and security without losing control of their total IT performance.
When you handle the complex travel details of more than 19 million customers, it is a good idea to keep your own business as simple as possible. In 2002, that compelling logic led Thomas Cook, a €12 billion (US$15 billion) leader in travel services, to outsource a number of back-office business processes for its UK operations, encompassing finance, human resources and information technology, to Accenture.
Today, the Accenture Global Delivery Network manages more than 300 applications and more than 400 services in support of 750 Thomas Cook locations.
The result is a powerful example of high performance. Since 2002, Thomas Cook has reduced its back-office costs by more than 50 percent, giving the company one of the lowest cost structures in the industry. At the same time, Thomas Cook has focused its resources on customer-facing activities that contribute to profitability.
On the strength of these accomplishments, Thomas Cook and Accenture recently extended their outsourcing relationship. Following its 2007 merger with MyTravel plc, a UK travel company, Thomas Cook signed a major new agreement with Accenture to achieve back-office integration.
In the global financial services market, it is vital to be able to scale production capacity up or down rapidly. When ING, a €73 billion (US$92 billion) global financial institution based in the Netherlands, wanted to boost the operational performance of its temporary workforces while reducing costs, it turned to Accenture for outsourcing services.
As a long-time client, ING knew of Accenture’s unparalleled track record in managing diverse workforces—from back-office administrative personnel to front-office managers.
Under the multiyear Flex@ING program, Accenture provides procurement business process outsourcing services, managing all temporary personnel in the Dutch market, with the exception of IT and consulting specialists.
Within the first year, Accenture’s workforce-management services met or exceeded all service-performance targets and generated significant direct and indirect cost savings. As a result, the Flex@ING program was extended in 2007 to include ING’s retail and wholesale divisions.
By making contingent workforces more effective, Accenture helps ING maintain flexibility and cost savings—while focusing its internal resources on achieving high performance.