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uberia PVC-PE
This is a mind map about "uberia PVC-PE".
Edited at 2020-12-16 23:05:05
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Tuberia PVC-PE
Tuberia PVC
Required reading:1. Getting offshore right, Aron and Singh(2005) 2. 5 phase cycle: BPO & Outsourcing 2017, Gartner(2017)
Se puede unir con sellados elostomerico o union de espiga
Sourcing/Outsourcing/Insourcing
Sourcing: the act through which work is contracted to an external or internal entity that could physically located anywhereSourcing - -> Insourcing: a business practice performed within the operational infrastructure of the -> Outsourcing: hiring an outside organization that is not affiliated with the company to complete specific tasks - - > offshore, nearshore, onshore, captive, etc.
Why sourcing?
1. access to skills set not available internally2. cost reduction3. access to innovative processes and practices4. frees up internal resources for other purposes
Which business function?
(2011)1. IT infrastructure and data management2. IT and technology consultancy3. ERP implementation, integration, maintenance, upgrade4. BPO: finance & admin, HR, payroll, helpdesk, calll center, sales, marketing5. Software testing/Software quality assurance6. Solution design and system architecture7. CRM8. Data warehouse and business intelligence systems
Who are significant players ?
(2018, top 10)1. Accenture（埃森哲，爱尔兰）2. TCS（塔塔咨询服务公司，印度）3. Cognizant（高知特，美国）4. Wipro（威普罗，印度）5. IBM（国际商业机器，美国）6. HCL（hcl科技，印度）7. Infosys（印孚瑟斯，印度）8. CapGemini（凯捷，法国）9. DXC Technologies（dxc，美国）10. NTT data（日本电信电话株式会社数据公司，日本）
What services do they provide?
1. Banking services: retail, corporate, capital market, etc.2. Customer services: general information&enquires, sales, complaint management, retention, etc.3. HR management: benefits administration, payroll, compensation management4. Financial accounting: decision support, transactional, learning & development
Longitud: generalmente de 6 m - disminuye 0.3 m de cada lado para unir
Outsource, Co-source, In source, shared service, in-house
back-source,multi-source,etc.
Unidad: Kpa y PSI
causes of cutback or slowdown of outsourcing(2009):1. unclear value for money2. high vendor management costs3. lack of governance4. loss of control5. poor quality6. desired benefits not realized
Tubería S/E
Required reading:1. Oshri et al, The Handbook of Global Outsourcing & Offshoring, 3rd Edn, Chp 1-42. Gottfredson, Puryear, & Phillips, “Strategic Sourcing: From Periphery to the Core”, Harvard Business Review, February 2005 3. Desmet, Fine, & Meyer, “Banking Behind the Scenes,” The McKinsey Quarterly, 2002 Special edition on Technology
Unir con sellado elostomérico
Instalar 50 mm hasta 630 mm
A 200 mm - Unión manual
Diámetros mayores unión con tecles o pequeñas maquinas
Tuberia E/C
1. Kern, T., Willocks, L.P., van Heck, E., “The winner’s curse in IT outsourcing”, California Management Review, 44(2), Winter 2002 2. Best Practices in Outsourcing – The Bancolombia Experiencecompared with Willcock’s & Lacity Model(4 Phases & 9 Building Blocks):This model is not only for outsourcing, but also for new business area or business acquisition.This model only consists of 'Architecture' and 'Engage' phases.3. Denis Chamberland, Ivey Business Journal, “Is It Core or Strategic ? Outsourcing as a Strategic Management Tool”, Aug 2003 4. Network Computing, Wesley Bertch, “How Offshore Outsourcing Failed Us”, Oct 2003, http:// www.nearsoft.com/images/stories/nearsoft/backupcopies/offshorefailedus.html
Unión con espiga campana
Business: high-growth, nationally expanding health and fitness chainIT: centralized IT organizationManagement: experienced executive team
Instalacioon a 20mm hasta 315 mm
Tier 1 offshore development firmCMM level 5six sigma practices
Recomendación: tubería pegable 160mm
fixed price contract9-week timelineweb application for managing real-estate of LTEvendor does all phases from business requirements to QA
Pegable
Carga Hidráulica
Required readings:◦ Lacity & Willcocks, "Transformattional Leaders", 2013 ◦ Lacity etal, "Leadership Pairs"◦ Lacity & Willcocks, "Nine Practices for Best-in-Class BPO Performance", MIS quarterly executive, 2014
Estática: Menor o igual a clase de tubería
Location/Country factors
Farell (2006), Smarter Offshoring, HBR 85-92Oshri, Kotlarsky & Wilcocks, The Handbook of Global Outsourcing & Offshoring, 2011,Palgrave & Macmillan, 66CostLaborInfrastructureTaxesSkillsSkill pool: size & graduate rate, management, technical know-how, business knowledge, language, scalabilityVendor landscape: sector size, vendor competenciesBusiness & living environmentGovernmen t supportBusiness culture/ethicsLiving environmentInfrastructureTravel accessibilityQuality of infrastructureTelco&ITReal estateTransportationPowerRisk profilePolitical & regulatoryPhysical & environmentalMacroeconomicIntellectual propertyMarket potentialSize of domestic marketAccess to nearby markets
Vendor capabilities(potential) & competency(proven)
Oshri, Kotlarsky & Willcocks, The Handbook of Global Outsourcing & Offshoring, 2015, Palgrave & MacmillanThree competencies(with 12 capabilities):Delivery: to respond to customer’s ongoing needs.LeadershipProgram m.g.GovernanceBehavior m.g. sourcingBusiness m.g.Domain expertiseTransformation: to improve service radically in terms of quality and cost.LeadershipProgram m.g.Customer developmentBehavior m.g. sourcingProcess Re-engineeringTechnology exploitationRelationship: to align its business model to the values, goals and needs of the customerLeadershipProgram m.g.Customer developmentGovernancePlanning & contractingOrganization design
Dinámica: Golpe de arriete menor a la clase de tuberia
Oshri, Kotlarsky & Wilcocks, The Handbook of Global Outsourcing & Offshoring, 2011, Palgrave & Macmillan,Nine core capabilities for high-performing IT and functionsIT Leadership - how do you manage vendor, the client business units etcInformed buyingRelationship buildingContract FacilitationMaking Technology & process workBusiness Systems Thinking – not micro-management but outcome-drivenArchitectural planning and designContract monitoringVendor Development & management
Presion de estática y dinámica 80% de la clase de tubería
Riego Técnificado: presion red menor a 50 mca
Parcelas
Aspersión:20 a 30 mca
Micro-Aspersión: 15 a 25 mca
Goteo:5 a 20 mca
Rendimiento
Required readings:◼ Leslie Willcocks & MC Lacity, Innovation: Step Change in Outsourcing: Towards Collaborative Innovation, The New IT Outsourcing Landscape , 2012, Palgrave Macmillan, pg 129 (JFST-v3n02_willcocks_09.pdf)◼ Lacity & Willcocks, Outsourcing Business Processes for Innovation, MIT Sloan Mgt Review, 2013◼ Oshri and Kotlarsky, Innovation in Outsourcing, 2011◼ A Catalyst for Innovation, Accenture Outlook
Varía del diámetro de la tubería
What:
1.“Introduction of something new that creates value for the organisation that adopts it”2. broader than invention3. types of innovation
Why
Competitive advantage e.g. GoogleMarket pressures e.g. MicrosoftSurvival e.g. BlackberryPolitical e.g. Word BankEconomic slowdown e.g. Europe, US Ref: Innovation in Outsourcing: Towards a Practical Framework, Ilan Oshri and Julia Kotlarsky (2011)
How
Ref: Leslie Willcocks & MC Lacity, Innovation: Step Change in Outsourcing: Towards Collaborative Innovation, The New IT Outsourcing Landscape , 2012, Palgrave Macmillan, pg 129 (JFST-v3n02_willcocks_09.pdf)◼ Three phases of outsourcing between 1989 to 2009 ie:Contract administrationContract managementSupplier/Relationship management◼ Now: Move towards collaborative innovation
Collaborative Innovation
Ref: Leslie Willcocks & MC Lacity, Innovation: Step Change in Outsourcing: Towards Collaborative Innovation, The New IT Outsourcing Landscape , 2012, Palgrave Macmillan, pg 129 (JFST-v3n02_willcocks_09.pdf)
Trust
Ref: Leslie Willcocks & MC Lacity, Innovation: Step Change in Outsourcing: Towards Collaborative Innovation, The New IT Outsourcing Landscape , 2012, Palgrave Macmillan, pg 129 (JFST-v3n02_willcocks_09.pdf)
Innovation ladder
Ref: Innovation in Outsourcing: Towards a Practical Framework, Ilan Oshri 1 and Julia Kotlarsky (2011)
Source of innovation ideas
Ref: M Sharma, M Lacity and L Willcocks, BPO: A Catalyst for Innovation, Outlook by Accenture 2012
Challenges
Ref: Oshri et al, The Handbook of Global Sourcing & Offshoring, 2 nd EdWhat are the challenges?Frequent failures to achieve43% viewed innovation as a critical element of in BPO, more than half were disappointed Lessons to mitigate failures:Take the lead in innovation ie do not be passiveBuild early momentum & expand scope graduallyMeasure & publiciseCulture is not prerequisite – changeableBuild enabling environment for innovationDo not innovate alone, get partnersGain executive support
Accesorios
Required Readings:◼ Kern, T., Willocks, L.P., van Heck, E., "The winner’s curse in IT outsourcing", California Management Review, 44(2), Winter 2002
Depende de la función que van a realizar
Ref: MD Aundhe, SK Matthew, Risks in offshore IT Outsourcing, European Mgt Journal (2009)Macroeconomic risksRelationship specific risksProject specific risksRelationship maturityNature of contractNature of serviceNature of client
Manguera de Polietileno
LDPE
Densidad: 910 y 925 g/l
Abiding by the legislative and regulatory frameworks as defined by the localities’ authorities.
Para laterales y distribuidores de riego
◼ Labor & Industrial Relations Laws (Visas quotas etc)◼ Central Bank's Regulations (eg MAS Banking Act)◼ Occupational and Safety Regulations◼ Taxation rules eg VAT; Cross border withholding taxes
Diámetro: 12 y 50 mm
Banking Secrecy Act
MAS Technology Risk Management Notice(TRM)
◼ Background and History: 2013, consolidation of IBTRM and other technology risk-related guidelines.◼ Scope: technology riskKey points relating to IT outsourcing:-> 5: Management of IT Outsourcing RisksDue diligenceCloud computing
MAS Outsourcing Guidelines
◼ This is a separate section in addition to TRM◼ Revised Version Issued in July 2016 by the MAS◼ Key Revision: Cloud Technology OutsourcingKey points:-> 5.2: Responsibility of the Board amd Senior Management-> 5.4: Due dililgence on Vendor
Clase: 0.2 y 0.4 Mpa
Longitud
12 mm- 600 mm
16 mm-400 mm
20 mm- 200 mm
32 a 50 mm- 100 mm
Resiste 10 atm
HDPE
Densidad: 941 y 959 g/l
Dura hasta 100 años
Flexible: Succiones flotantes de bombas y pasos elevados