Integrasi Strategi Bisnis Dan Strategi Sistem Informasi
Integrasi Strategi dan Kebijakan Sistem Informasi
Program Pasca Sarjana - Magister Ilmu Komputer - Universitas Budi Luhur
Integrasi Strategi Bisnis ...
Program Pasca Sarjana - Magister Ilmu Komputer - Universitas Budi Luhur
Integrasi Strategi Bisnis Dan Strategi Sistem Informasi Kuliah Sessi – 10: IT Outsourcing Strategy
Dosen: Ir. Mas Wigrantoro Roes Setiyadi, SE, MSi, MPP
11/19/2008
Strategi & Kebijakan SI-TI-MasWig
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Integrasi Strategi dan Kebijakan Sistem Informasi
Outline • Definisi • What to Outsource • Resiko Outsourcing
11/19/2008
Strategi & Kebijakan SI-TI-MasWig
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Integrasi Strategi dan Kebijakan Sistem Informasi
Definition • Purchasing from someone else a product or service that had been provided internally • Contract-out or to sell the organization’s IT assets, staffs, and/or activities to a third party supplier who in exchange provides and manage IT assets and service for monetary return over an agreed period of time (Kern, 2002). • Study in 30 firms, outsourcing: – Reduce cost 9% – Increase 15% in capacity and quality 11/19/2008
Strategi & Kebijakan SI-TI-MasWig
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Integrasi Strategi dan Kebijakan Sistem Informasi
Emerging Issues • • • •
Corporate disaggregation Not just “Make or Buy” Process conceptualization Overall performance
11/19/2008
Strategi & Kebijakan SI-TI-MasWig
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Integrasi Strategi dan Kebijakan Sistem Informasi
What to outsource? A study in U.S.: • General & administrative (78%) • HR (77%) • Transportation & distribution (66%) • Information Systems (63%) • Manufacturing (56%) • Marketing (51%) • Finance & Accounting (18%)
11/19/2008
Strategi & Kebijakan SI-TI-MasWig
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Integrasi Strategi dan Kebijakan Sistem Informasi
Outsourcing Rule of Thumb “Purchase from outside only those activities that are not key to the companies distinctive advantage”
11/19/2008
Strategi & Kebijakan SI-TI-MasWig
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Integrasi Strategi dan Kebijakan Sistem Informasi
Therefore, must: • Identify company’s competence • Ensure the competence is continually being strengthened • Manage the competencies in such way that preserve competitive advantage
11/19/2008
Strategi & Kebijakan SI-TI-MasWig
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Integrasi Strategi dan Kebijakan Sistem Informasi
Outsourcing Matrix Some Vertical Integration: Produce some internally
Full Vertical Integration: Produce all internally
Activity’s Potential for Competitiveness Outsource: Buy on Open Market
Outsource: Purchase with long term contract
Activity’s Value-Add for Company’s Product/Service 11/19/2008
Strategi & Kebijakan SI-TI-MasWig
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Integrasi Strategi dan Kebijakan Sistem Informasi
Risks of Outsourcing • Finance & legal department dominate decision making • Vendors dominate decision making! • Short-term benefits from dominated decision making • Vendors were not prequalified based on total capabilities 11/19/2008
• Treating IT as an undiffrentiated commodity • Incomplete contracting • Difficulties in constructing deals for technical/business change • Outsourcing for short-term financial restructutirng/cash injection rather than leveraging IT assets for business advantage • Lack of maturity/experience in contracting for total outsourcing arrangements • Unrealistic expectations with multiple objectives for outsourcing • Poor sourcing/contracting for development and new technologies Time and Change
11/19/2008
Strategi & Kebijakan SI-TI-MasWig
Post-contract issues • Failure to build and retain requisite in-house competencies and skills • Difficulties adapting deals in the face of business/technical change • Lack of maturity/experience in managing “total” outsourcing • Power asymmetries developing in favour of the vendor • Lack of active management of supplier on contract and realtionship dimensions
