{"id":1970,"date":"2012-06-29T20:02:43","date_gmt":"2012-06-29T19:02:43","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=1970"},"modified":"2015-01-21T09:57:03","modified_gmt":"2015-01-21T08:57:03","slug":"offshore-it-comment-reussir-son-externalisation","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2012\/06\/offshore-it-comment-reussir-son-externalisation\/","title":{"rendered":"Offshore IT : comment r\u00e9ussir son externalisation ?"},"content":{"rendered":"

En 2010, la part de prestations de services informatiques externalis\u00e9s en mode offshore<\/em> repr\u00e9sentait en France un chiffre d’affaires de pr\u00e8s de 1,6 Milliards d’euros. M\u00eame si elles se multiplient, il ne demeure pas moins important de pr\u00e9parer ses op\u00e9rations, d’en estimer les co\u00fbts pour en \u00e9valuer les gains possibles.<\/p>\n

Pourquoi les op\u00e9rations d‘offshore<\/em> IT sont-elles si complexes ?<\/h2>\n

Plus que des op\u00e9rations d’externalisation classiques, les op\u00e9rations d’externalisation offshore embarquent un degr\u00e9 de complexit\u00e9 suppl\u00e9mentaire.<\/p>\n

Au-del\u00e0 des objectifs strictement li\u00e9s \u00e0 la\u00a0r\u00e9duction des co\u00fbts, la strat\u00e9gie de sourcing\u00a0<\/em>doit clairement identifier les besoins IT pour\u00a0lesquels l\u2019offshore<\/em> constitue une r\u00e9ponse\u00a0p\u00e9renne.\u00a0Pour cela, il est n\u00e9cessaire de clarifier les crit\u00e8res\u00a0d\u2019\u00e9ligibilit\u00e9 \u00e0 l\u2019offshore<\/em>, de s\u00e9lectionner\u00a0les destinations potentiellement \u00e9ligibles et\u00a0d\u2019identifier le mod\u00e8le de delivery<\/em> des services\u00a0adapt\u00e9 au contexte de l\u2019entreprise et du syst\u00e8me\u00a0d\u2019information.\u00a0Tous les projets et \/ ou services IT ne sont pas,\u00a0aujourd\u2019hui, \u00e9ligibles \u00e0 l\u2019offshore<\/em>.<\/p>\n

Le choix de la destination s’av\u00e8re \u00e9galement d\u00e9terminant : \u00a0l\u2019enjeu consiste \u00e0 trouver le meilleur compromis\u00a0entre r\u00e9duction des co\u00fbts et niveau\u00a0de comp\u00e9tence \/ expertise tout en prenant\u00a0en compte les diff\u00e9rences culturelles et linguistiques, les contraintes locales du march\u00e9 de l’IT, les contraintes l\u00e9gales.<\/p>\n

En volume, l\u2019Inde domine encore le march\u00e9\u00a0de l\u2019offshore mondial. Pour la France, les\u00a0pays d\u2019Europe de l\u2019Est et le Maghreb constituent\u00a0des alternatives \u00e0 l\u2019Inde et se d\u00e9veloppent\u00a0rapidement pour des raisons de proximit\u00e9\u00a0culturelle et une politique active des\u00a0gouvernements.<\/p>\n

Quels changements l’offshore impose-t-il en termes d’organisation ?<\/h2>\n

Plusieurs business models sont\u00a0envisageables, selon le contexte et l’implantation de l’entreprise \u00a0:<\/p>\n

    \n
  • \u00a0cr\u00e9ation d\u2019une filiale locale en propre\u00a0(captive),<\/li>\n
  • \u00a0externalisation aupr\u00e8s d\u2019un prestataire\u00a0100 % offshore<\/em>,<\/li>\n
  • \u00a0externalisation aupr\u00e8s d\u2019un prestataire\u00a0global s\u2019appuyant sur son\u00a0tissu d\u2019usines locales et offshores.<\/li>\n<\/ul>\n

     <\/p>\n

    Quel que soit le mod\u00e8le retenu, il faut\u00a0apporter une attention particuli\u00e8re au\u00a0mod\u00e8le de production des services et en\u00a0particulier \u00e0 l\u2019articulation des relations
    \nentre \u00e9quipes locales et \u00e9quipes offshore<\/em>\u00a0(front-office<\/em> vs. back-office<\/em>) pour garantir\u00a0une adh\u00e9rence maximale et un contr\u00f4le\u00a0permanent des prestations offshoris\u00e9es.<\/p>\n

    Au del\u00e0 du mod\u00e8le, il est par ailleurs indispensable de muscler\u00a0sa gouvernance, tant contractuelle qu\u2019op\u00e9rationnelle,\u00a0et de mettre en place des dispositifs\u00a0de pilotage sp\u00e9cifiques des prestations.\u00a0En effet, dans de trop nombreux contrats de\u00a0service offshore, le management op\u00e9rationnel\u00a0des usines offshore<\/em> reste \u00ab invisible \u00bb ou\u00a0\u00ab intouchable \u00bb pour le client qui n\u2019a acc\u00e8s\u00a0qu\u2019aux \u00e9quipes de gouvernance fran\u00e7aise.<\/p>\n

    Il faut veiller \u00e0 ce que cette\u00a0\u00ab strate locale \u00bb de management soit directement\u00a0int\u00e9gr\u00e9e aux processus de gouvernance\u00a0avec le client.<\/p>\n

    Tous ces sujets impliquent une conduite du\u00a0changement, tant pour lever les craintes et\u00a0r\u00e9sistances potentielles des \u00e9quipes internes\u00a0qui vont subir une transformation en profondeur\u00a0de leurs m\u00e9thodes de travail que pour\u00a0s\u2019adapter au fonctionnement de ces usines\u00a0IT.<\/p>\n

    Quels gains peut-on esp\u00e9rer ?<\/h2>\n

    Une erreur encore trop largement commise\u00a0consiste \u00e0 comparer les seuls prix unitaires\u00a0\u00ab fran\u00e7ais \u00bb au prix unitaires \u00ab offshore \u00bb.\u00a0On constate pourtant que, bien que les tarifs\u00a0journaliers soient en moyenne de 40 \u00e0 45%\u00a0moins \u00e9lev\u00e9s qu\u2019en France, les gains finaux\u00a0pour l\u2019entreprise sont moins importants.\u00a0Les business cases<\/em> doivent donc \u00e9valuer les\u00a0gains en calculant le co\u00fbt complet des services,\u00a0incluant tous les co\u00fbts sp\u00e9cifiques li\u00e9s\u00a0\u00e0 l\u2019offshore :<\/p>\n

      \n
    • \u00a0co\u00fbts r\u00e9currents : surco\u00fbts induits par\u00a0une gouvernance renforc\u00e9e des prestations\u00a0offshoris\u00e9es, surco\u00fbts potentiels\u00a0li\u00e9s \u00e0 l\u2019industrialisation et \u00e0 la standardisation\u00a0des processus d\u2019interaction\u00a0avec le prestataire (gestion des incidents,\u00a0gestion des demandes, gestion\u00a0des projets\u2026), pertes de productivit\u00e9\u00a0des \u00e9quipes en offshore par rapport \u00e0 la\u00a0productivit\u00e9 des \u00e9quipes locales\u2026<\/li>\n
    • \u00a0co\u00fbts projets : co\u00fbts de mise en place du\u00a0projet, co\u00fbts induits par le(s) transfert(s) \u00a0de connaissances\u2026<\/li>\n<\/ul>\n

      Malgr\u00e9 ces surco\u00fbts potentiels, et si la DSI\u00a0s\u2019est bien pr\u00e9par\u00e9e, on observe une courbe\u00a0d\u2019apprentissage de l\u2019offshore<\/em> permettant
      \nd\u2019obtenir les gains escompt\u00e9s apr\u00e8s plusieurs\u00a0ann\u00e9es d\u2019exp\u00e9rience, dans les meilleurs\u00a0cas : 10% lors du premier projet offshore,\u00a020 \u00e0 25% apr\u00e8s 2 ou 3 projets.<\/p>\n","protected":false},"excerpt":{"rendered":"

      En 2010, la part de prestations de services informatiques externalis\u00e9s en mode offshore repr\u00e9sentait en France un chiffre d’affaires de pr\u00e8s de 1,6 Milliards d’euros. M\u00eame si elles se multiplient, il ne demeure pas moins important de pr\u00e9parer ses op\u00e9rations,…<\/p>\n","protected":false},"author":65,"featured_media":6343,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[35],"tags":[57,536,537,100,378],"coauthors":[817],"class_list":["post-1970","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategie-projets-it","tag-externalisation","tag-offshore-it","tag-reduction-de-couts","tag-sourcing","tag-tco"],"acf":[],"yoast_head":"\nOffshore IT : comment r\u00e9ussir son externalisation ? - RiskInsight<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2012\/06\/offshore-it-comment-reussir-son-externalisation\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Offshore IT : comment r\u00e9ussir son externalisation ? - RiskInsight\" \/>\n<meta property=\"og:description\" content=\"En 2010, la part de prestations de services informatiques externalis\u00e9s en mode offshore repr\u00e9sentait en France un chiffre d’affaires de pr\u00e8s de 1,6 Milliards d’euros. 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