TOP JOBSOUTSOURCED

IT OUT$OURCINGEXPENDITURE

TRENDS, BENEFITS, STATS, FUTURE,AND A BRIEF LOOK AT DGT

MORE THAN2.4 MILLION JOBSOUTSOURCED FROM THE US

IN LAST 10 YEARS.

Information Technology

28%

32%

11%

14%

15%Human Resources

Sales and marketing

Financial Services

AdministrativeOutsourcing, etc.

Source: IMF World Economic Outlook data, Hackett Group proprietary data and publically available company data

ESTIMATED2002

TO

TA

L

JO

BS

2012 2014 2016

8.3million

6.8million

6.8million

6.8million

4.6 million

0.3 million

3.4 million 3.3 million 3.4 million

1.4 million

2.0 million

3.5 million

1.0 million

2.3 million

1.8 million

1.7 million

Jobs already offshored from North America and Europe

Jobs still based in North America and Europe but whichcan be offshored

Jobs based in North America and Europe which cannot be offshored

Terminated one or moreoutsourcing agreements.

Increased outsourcing

57%

34%

9%

POPULARITYOF

OUTSOURCINGSince the recession of

2008-2009

Restructuredone or moreoutsourcing agreementsin a significant way

Source: http://brandongaille.com/26-us-outsourcing-statistics-and-trends/

Source: Deloitte’s 2014 Global Outsourcing and Insourcing Survey

PLANS FORIT OUTSOURCING53%

26%CURRENTLYOUTSOURCINGIT FUNCTIONS

Source: The IT Outsourcing Statistics 2014/2015 study

LARGE

7.4%

ORGANIZATIONS

OF THEIRIT BUDGETS

MID-SIZEORGANIZATIONS

4.6%OF THEIRIT BUDGETS

SMALLORGANIZATIONS

6.1%OF THEIRIT BUDGETS

TOP OFFSHORINGDESTINATIONS

TRENDS TOLOOK OUT FOR

Source: http://brandongaille.com/26-us-outsourcing-statistics-and-trends/

Source: A.T. Kearney’s 2014 Global Services Location Index (GSLI)

Source: Deloitte's 2014 global outsourcing and insourcing surveyhttp://www2.deloitte.com/us/en/pages/strategy/articles/2014-global-outsourcing-and-insourcing-survey.html

Sour

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2014

REAS

ON

S FOR OUTSOUR

CIN

G

Reduce or controlcosts and /or preservecapital

Gain access toIT resourcesnot availableinternally

Free up internalresources to

focus on coreoperations

Improve business orcustomer focus

Accelerate companyreorganization/transformation

Accelerateproject

Gain access to expertisenot available internally

Reduce timeto market

44%

34% 31%

22%

28%

15%

15%

9%

1.43BILLIONI N D I A

1.03BILLIONI N D O N E S I A

780 MILLIONC H I N A

39 MILLIONP H I L L I P I N E S

26 MILLIONE G Y P T

2 MILLIONL I T H U A N I A

3 MILLIONB U L G A I R A

INDIA (7.1) 1.43 BILLIONINDONESIA (6.9) 1.03 BILLIONCHINA (6.4) 780 MILLIONBULGARIA (6.4) 3 MILLIONPHILLIPINES (6.3) 39 MILLIONJORDAN (6.2) 2 MILLIONSINGAPORE (6.5) 3 MILLIONTHAILAND (6.0) 39 MILLIONLITHUANIA (5.9) 2 MILLIONEGYPT (5.8) 26 MILLION

2 MILLIONJ O R D A N

3 MILLIONS I N G A P O R E

39 MILLIONT H A I L A N D

Companies mayseek multi-vendor or

multi-functional strategies requiring

transition and service integrationcapabilities

SOLUTION

BENEFITS

∙ HIRING DEDICATED DEVELOPMENT TEAMS

∙ DIRECT COMMUNICATION WITHTHE DEDICATED DEVELOPERS

∙ FULL CONTROL OVER THE PROJECT∙ FULL INVOLVEMENTOF TEAM MEMBERS

∙ COST CUTTING ON HIRING,TRAINING, INFRASTRUCTURE

EXPANSION ETC.

CLIENT’S ISSUES

∙ FEEL VENDORS ARE BEING REACTIVE VS. PROACTIVE49%

∙ FEEL THERE IS LACK OF INNOVATION37%

Source: Deloitte’s 2014 Global Outsourcing and Insourcing Survey

SUYATI TECHNOLOGIESPIONEERS OF DEDICATED GLOBAL TEAM (DGT)

DGT

Clients will continue to demand

more from their vendors

Vendors would continue to evolve

their services to fulfill customer needs, and deliver value on both

qualitative and quantitative terms.

CREATIVE

TECHNICAL

FINANCIAL

SAY

DGTGIVES CLIENTSCOMPLETE CONTROL

KEY ISSUE HOW DGT CAN SOLVE IT

DELAYS IN SCHEDULE ANDINABILITY TO MEET MILESTONES

HIDDEN COSTS

LACK OF APPROPRIATE RESOURCES

SECURITY ISSUES

CULTURAL BARRIERS

COMMUNICATION

INABILITY OF OUTSOURCINGPROVIDER TO UNDERSTANDCLIENT'S BUSINESS NEEDS

INFLEXIBLE CONTRACTS

LACK OF EXIT STRATEGY

PROVIDES RIGHT INFORMATION AT THE RIGHT TIME, MAKING IT EASY TO FIX CORRECT AND REALISTIC DEADLINES.

OFFERS TRANSPARENT COST STRUCTURE, ON A COST + MARGIN MODE

INVOLVES CLIENT IN THE TALENT SELECTION PROCESS

PROVIDES OVERALL CONTROL; CLIENT CAN SELECT APPROPRIATE PHYSICAL, NETWORK AND VIDEO SECURITY

CULTURAL TRAINING AND TIMELYFEEDBACK TO COUNTER DISPARITY

MULTIPLE METHODS TO COMMUNICATE, SUCH AS EMAILS, GO TO MEETING, PIVOTAL TRACKER, TFS, AND SKYPE, ETC.

DEDICATED TEAM SET UP SPECIFICALLY FOR THE CLIENT'S PURPOSE; FOCUS REMAINS ON THE CLIENTS BUSINESS

STRAIGHTFORWARD CONTRACTS, WHICH ARE TRANSPARENT AND SCALABLE

OFFERS OTHER OPTIONS SUCH AS BOT OR JV RELATIONSHIPS IF DGT DOES NOT WORK OUTAS EXPECTED

48%

Source: http://brandongaille.com/26-us-outsourcing-statistics-and-trends/

ADDITIONAL JOBS INFINANCE, IT, AND OTHERKEY BUSINESS SERVICESAREAS WILL BEOFFSHORED BY 2016(HACKETT GROUP)

VALUE OF OUTSOURCINGIS EXPECTED TOINCREASE TO TOUCH

IN 2015

COMPANIES PLAN TO HIRE MOREOUTSOURCERS THAN FULL OR PART TIMESTAFF IN THE NEXT 12-18 MONTHS

7,50,000$25 BILLION

FUTUREOF OUTSOURCING

OFFSHOREOUTSOURCING TOGROW BYMORE THAN

ANNUALLY(META GROUP)

20%

Reference• http://www2.deloitte.com/content/dam/Deloitte/us/Documents/strategy/us-%209127988%20global-%20outsourcing%20-survey%20-infographic.pdf• http://www.slideshare.net/kmukund7?utm_campaign=profiletracking&utm_medium=sssite&utm_source=ssslideview• http://suyati.com/why-dedicated-offshore-team/• http://www.thehackettgroup.com/about/research-alerts-press-releases/2012/03272012-hackett-research-forecasts-offshoring.jsp• https://www.maxaur.com/outsource_stat.aspx• http://www.computereconomics.com/temp/outsourcingstatisticssamplepages.pdf• http://www.meti.go.jp/english/report/downloadfiles/1-2e.pdf• http://brandongaille.com/26-us-outsourcing-statistics-and-trends/• http://www2.deloitte.com/us/en/pages/strategy/articles/2014-global-outsourcing-and-insourcing-survey.html• http://www.daxx.com/article/IT-Outsourcing-Statistics-Trends-2013-2014• https://www.kpmg-institutes.com/content/dam/kpmg/sharedservicesoutsourcinginstitute/pdf/2014/state-of-outsourcing-2014-exec-findings-hfs.pdf• https://www.kpmg-institutes.com/content/dam/kpmg/sharedservicesoutsourcinginstitute/pdf/2014/state-of-outsourcing-2014-exec-findings-hfs.pdf• http://suyati.com/engagementmodels/dedicated-global-teams/• http://www.slideshare.net/kmukund7/dedicated-global-teams-sm