Mariusz-Jan Radło, Ph.D.

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1 Offshoring and outsourcing of services: Evidence from Poland Mariusz-Jan Radło, Ph.D. ========================= Warsaw School of Economics, associate professor head of the Postgraduate Studies of Business Process Offshoring and Outsourcing

2 Outline Recent developments Locations and structure Factors and prospects

3 Outline Recent developments Locations and structure Factors and prospects

4 A few years go In 2003 the McKinsey&Company and the Polish Business Council predicted that Poland would soon become one of the services offshoring center and would be able to attract 15 billion euro of FDI of offshoring projects, by 2008.

5 Inflow of FDI related to BPO projects (Poland, ) Real estate and business activities (FDI inflow, millions of euro) 4899, ,1 1303,9 125,6 216,7 183,7 268,3 481,8 768,6 448,3 431,5 111,

6 2008 According to the Polish Information and Foreign Investment Agency five out of sixteen FDI investent projects completed in Poland in the first quarter of 2008 were the BPO ones

7 CEE: FDI in the business service sectors in years 2005 and 2006 (million USD) FDI inflows Average Inward annual growth FDI FDI inflows Inward FDI 1. Poland % 1. Hungary Russia n.a. 2. Czech Republic Czech Republic n.a. n.a. 3. Poland Bulgaria % 4. Russia Romania % 5. Romania Latvia % 6. Bulgaria Lithuania % 7. Lithuania Croatia % 8. Slovakia Slovakia % 9. Croatia Estonia % 10. Estonia Slovenia n.a % 11. Lithuania Ukraine n.a % 12. Albania Hungary n.a. n.a. n.a. 13. Slovenia n.a Albania n.a. n.a. n.a. 15. Ukraine n.a Source: UNCTAD (2007)

8 Offshore Location Attractiveness AT Kearney. Among other 40 countries Poland ranked at 16th position in 2007 in comparison to 18th in as the most attractive location for offshoring projects. Source: ATK, 2007

9 Outline Recent developments Locations and structure Factors and prospects

10 Rating of BPO locations in Poland Tricity PRIMARY LOCATIONS Szczecin (i.e.:gdańsk, Gdynia, Sopot) Bydgoszcz Poznań Olsztyn Warszawa biggest academic centres, best communication infrastructure, high saturation of foreign companies, simmilar wages (5% 10 % differences), high costs of livings, deepest HR pool, top class infrastructure, best quality of life SECONDARY LOCATIONS Wrocław Łódź Lublin big academic centres, underrated, smaller saturation of foreign investments, lower wages, lower costs of living, good / very good quality of live OTHER Katowice Kraków smaller academic centres, underrated, very low saturation of foreign investments, lower wages, lower costs of living, lack of office space, low communication infrastructure Source: PAIIZ

11 BPO locations in Poland and attractiveness factors City/Number of offshoring projects Number of students graduates) ( ** in thousands Finance and accounting Businessand aministr. Remarks: * D domestic, E European, O overseas, ** rough data (estimate PAIIZ), *** Tricity Gdansk, Gdynia and Sopot. Source: PAIIZ (2008) and Jones Lang LaSalle (2007). IT Office spaces Language studies Flights* Officespace thous. sq. m. Warsaw (3. 6) 78 (21) 17 (2) EN, DE, ES, I, F, JAP, ARAB, KOR D E O Krakow 32 7 (1. 2) 28 (7) (1. 2) EN, DE, ES, I, F, SE, ARAB, JAP D E O 225 Wroclaw 20 7 (1. 2) 28 (7) (1. 2) EN, DE, F D E 190 Łódź 16 7 (1. 2) 28 (7) 17 (2) EN, DE, ES, F D E 89 Poznan 10 7 (1. 2) 28 (7) (1. 2) EN, DE, ES, I, F, NOR D E 142 Katowice 6 7 (1. 2) 28 (7) (1. 2) EN, DE, ES, F D E 151 Tricity*** 6 7 (1. 2) 28 (7) (1. 2) EN, DE, F D E 253 Szczecin (0. 3) 17 (4) 4. 5 (0. 8) - D E Bydgoszcz (0. 3) 17 (4) 4. 5 (0. 8) EN D E Toruń (0. 3) 17 (4) 4. 5 (0. 8) I, F - Olsztyn (0. 3) 17 (4) 4. 5 (0. 8) - - Białystok (0. 3) 17 (4) 4. 5 (0. 8) EN - Lublin (0. 3) 17 (4) 4. 5 (0. 8) EN, F - Rzeszów (0. 3) 17 (4) 4. 5 (0. 8) - D E O Kielce (0. 3) 17 (4) 4. 5 (0. 8) - - Częstochowa (0. 3) 17 (4) 4. 5 (0. 8) EN, DE - Radom 1. 2 (0. 3) 17 (4) 4. 5 (0. 8) - -

12 Locations of offshoring projects in Poland Kraków Warszawa Wrocław 25 Łódź Poznań Katowice Gdańsk Lublin Szczecin Bielsko-Biała Bydgoszcz Source: PAIIZ, 2008.

13 Offshoring projects in Poland R&D Book keepong and finance IT Shared services Call-center HR 20 Customer services centers Clearing centers Source: PAIIZ, 2008.

14 Outline Recent developments Locations and structure Factors and prospects

15 Outsourcing in the Polish companies: Recent survey (1/4) Companies satisfied and dissatisfied with outsourcing in Poland 16% 6% Satisfied Rather satisfied 15% 63% Dissatisfied Neither dissatisfied or satisfied Source: Outsourcing Magazine, 2008

16 Outsourcing in the Polish companies: Recent survey (2/4) Services outsourced by the Polish companies IT Telecommunication HR FM TSL Finance and book-keeping CFM Other Source: Outsourcing Magazine,

17 Outsourcing in the Polish companies: Recent survey (3/4) Companies plannint (or not planning) to outsource... 32% Planning to outsource Do not planning to outsource 68% Source: Outsourcing Magazine, 2008

18 Outsourcing in the Polish companies: Recent survey (4/4) What is planned to be outsourced? IT 20 Telecommunication 10 HR Finance 8 8 CFM 5 Other 17

19 Why do companies outsource? Cost savings Acquiring third-party expertise Increased market flexibility Improved scalability Reduced time to market Reduce costs Cheap labor Gain competitive advantage Increase shareholder value Flexibility Source: Deloitte, Leverage technology expertise Improve customer value Consolidate Lack of house resources Source: Halvey and Melby, Reduce costs Increase sales Get access to foreign market Increase competencies Source: ATK, Proximity to clients Improve productivity Improve services quality Other

20 BPO drivers and BPO experience Companies without BPO experience 97% 68% 65% 39% Cutting costs Access to skilled workforce Part of growth strategy Fostering ability to meet customers needs Companies with BPO experience 92% 93% 88% 67% Source: Ventoro.com Survey

21 Changing importance of the BPO drivers Access to new markets Enhancing system redundancy Adopting an industry practice Increasing speed to market Business process redesign Improving services level Competitive pressures Growth strategy Access to qualified personnel Other cost savings Labor cost savings Notes: Percentage of Responses Selecting Driver as Important or Very Important Source: Manning, Massini and Lewin, 2007

22 Waves of global offshoring and outsourcing Outsourcing 1st generation: refers to contractual arrangements confined to the procurement of non-core competences. Outsourcing 2nd generation: access to the external specialists, experts, researches, and production possibilities; IT support, R&D (Glaxo, Bayer, Pfizer) Outsourcing 3rd generation: firms, which may rapidly react on the market (in demand) and may meet customers needs, gain competitive advantage customization of product Source: De Vita and Wang, 2006

23 Evolution of drivers and structure of outsourced business processes Generation 1st 2nd 3rd Drivers Efficiency Efficiency Efficiency Focus on core competencies Innovation Adaptation, flexible solutions for customers, Business process transformation Type of activities Peripheral activities Non-core activities Traditionally defined core activities Source: De Vita and Wang, 2006

24 Summary Poland (large Polish urban centers) became one of the most attractive locations for service offshoring in Europe Service offshoring and outsourcing sector seems to be one of the fastest developing service sectors in Poland We can expect further development of service offshoring sector (and expansion in more complex and advanced segments of this market)

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