Being part of an industry characterized by low margins and ongoing downward cost
pressures, Client leadership was seeking to understand the opportunity to further reduce the
cost of its Selling General and Administrative (SG&A) activities by migrating operations
away from an outsourced offshore operating model to a captive operating model.
The lack of transparency into the Captive vs. Outsource decision motivated Management to
examine the merits of each and to seek visibility into:
- - Structural operating costs
- - Labor market conditions
- - Operating environment
- - Trade-offs
This approach was designed to provide the information and integrity of data required to
support Executive Management decision-making.
Developed an approach to provide Executive Management with necessary data to make
informed decisions regarding the selection of a Captive versus Outsource offshore operating
- - Transparency into operating conditions
- - Transparency into prevailing structural operating costs
- - Transparency into prevailing labor market conditions (costs and availability of
- - Transparency into the reputation of outsourcers in the market
Leadership elected to pilot a new captive center in the Philippines and migrate
outsourced operations to the new captive operation at the termination of the outsource
contract. Depending on the set of assumptions applied to the program, a two to four year
payback was associated with the initiative. Management is enthusiastic about the
opportunity to create a sustainable cost structure for its back office operations while
simultaneously improving upon the quality of the operation.