Production Services' global enterprise

Production services are subject to contrary pressures with continually expanding the scope and complexity and continually narrowing of budgets. Developments within the company and the governance models now have this double challenge manageable.

Whither production services...

The landscape of it service management is amended by four major trends

Maturation of computer business consolidation

Global business through aggressive consolidation centres and equipment computer management. The current model of production services management is

"Follow the Sun". "" The implementation is usually three Global Data Centers (GDC), in Southeast Asia (Singapore, Kuala Lumpur, etc.), Europe and America.

Computer as well as management staff is concentrated in these CZ assets. The GDCS provide almost all it infrastructure, connectivity, email, business applications and security services. They also serve as points of concentration for the provision of support services.

Consolidation process resulted in the application and standardization of equipment at the global level. In the countries it is mainly used for localized applications to specific local needs (such as taxation, legal etc.).

It moves in supplier - relationships with consumers to enterprise

With computers since the transaction and the backbone of business processes, there is an acute accent on quality of service measurement. Both service providers and
service consumers grow measure of quality of service. The doc published service catalogues. Users regions / countries subscribe to a menu of services. Quality management is well documented and quantifiable and formally contracted service agreements at levels very similar to the formal purchase agreements.

The delivery of it governance frameworks become available

Activation of this trend is the broad acceptance of standards for processes such as ITIL / ITSM, security standards such as asBS7799. Combining "check independent-ability" and global best practices, these standards provide the delivery of services and consumers with a robust platform for their transactions. Service
providers adopt more than these frameworks efficiency benefits as well as higher market positioning.

Outsourcing of data operations gain acceptability

While Enterprise consolidated IT in the GoC in the GoC are treated as cost centers. They face conflicting - pressures to improve service levels while lowering operating costs continuously. They must also compete for technical resources on the world market. With computer-based companies also vying for the same talent as the GDC a challenge to the hiring and the retention of high quality.

These trends have created an opportunity for a hybrid model of service delivery

Service delivery model hybrid

The hybrid model uses selective outsourcing as a strategy to achieve benefits of binoculars management costs and improving quality. In a selective outsourcing arrangement, a process, as the file and print or SAP BASIS support server management is completely or partially outsourced to a remote service provider. Vendor then provides this service in pre agreed the and Windows of time

Hybrid service delivery model key benefits

* Aggressive als performance: given that the service provider must be competitive, it has a very clear discussion of SLA performance. It is also coupled with the cost of the SLA performance (i.e., for the same service, get the year on the economies of the year for the SLA).

SLA improvements range from 10% to 15% depending on the client context.Largerimprovements also obtained when selective outsourcing has been used to redesign the process of service delivery.

* Continual improvement in the performance benefits: the service provider passes the benefits of understanding of the environment of the client's save on service charges.

Typical range of savings from 6% to 8% year on year. Delivery of the delivery is one of various options ranging from constant pricing to increase the user in the savings on payments to suppliers

* Flex capacity: as managing labour movement now service provider, spikes in the short term the necessary resources are processed by the seller. This also protects the customer for loss of key staff members.

Resulting short-term activities such as the migration tips are usually absorbed by the seller. They are about 5% of the total price of the migration.

* Taking advantage of the service provider knowledge base: given that the service provider invests in skills deep technology and process expertise in the sector of activity
technologies.

Transmitted by the service provider benefits can be in the form of improvement processes such as Six Sigma or the optimisation of infrastructure or the database design.