By S.N. Name Roll No. Designation Organization 1. Mr. Umesh R. Sonawane EPGCMM-06-024
Manager Corporate Communications Sahara India Pariwar 2. Mr. Raj Kumar
EPGCMM-06-015 Key Account Manager Nestle India Ltd 3. Mr. Roshan Joseph Pauly
EPGCMM-06-016 Sales Manager Dell India Pvt. Ltd. 4. Mr. Marripudi Jaya Rao EPGCMM-06-010 Area Business Manager Biogen Idec India
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1. Looking beyond the immediate Ariba e-Procurement System project, what challenging issues related to global marketing does this case pose for Infosys? Ans: The key issue for Infosys here to make a compelling solution to win this contract without harming their cost-plus targets, following are some of the challenges Infosys have to overcome: a. The fact that Infosys does not have any prior experience in installation of Ariba or any other insurance solution for that matter. b. As this will be an onshore project (at least at the initial stage) Infosys pricing may come near or the same as that of its competitor c. For all these years, Infosys was providing maintenance, they also have gained reputation in the industry as the best offshore maintenance for IT and ITES companies. In order to earn this project Infosys have to put up a convincible argument that they can manage end-to-end implementation project. This is where the competition will have an edge over Infosyss proposal. d. The perception of Indian companies could be an issue for Infosys because Indian companies are perceived as labor intensive outsourcing agencies for its capacity of doing mechanically routine jobs but when it comes to high end consulting or management of large scale projects Indian companies are never taken seriously Stages of Infosys Evolution:
2. What quantifiable cost savings not specified in project contracts has Infosys delivered to PFS during the past five years? Ans: Following are the areas Infosys has proved quantified cost savings for PFS: a. Project re-engineering- i. PFS designated 5 projects to Infosys under its offshore policy to save cost ii. Infosys not only performed its off shore partner responsibility, but also saved cost using mix of off and on shore resources iii. Over the time Infosys optimized its resources and made the entire process more efficient both in terms of performance and cost to the company iv. Cost saving illustration: Year On-site Resource On site Cost Off-site Resource Off-site Cost Total Cost Savings compare to previous years 1 250 2,40,00,000 0 2,40,00,000 2 250 2,40,00,000 0 2,40,00,000 3 75 72,00,000 250 96,00,000 1,68,00,000 72,00,000 4 75 72,00,000 100 38,40,000 1,10,40,000 57,60,000 5 75 72,00,000 100 38,40,000 1,10,40,000 Total Savings 1,29,60,000
Labour Intensive Outsourcing IT Maintenance Services End-to-End Solutions Domain Specefic Solutions Current position of the Infosys in the Industry Required position to earn the Ariba Contract Private and Confidential Page 3 of 4
b. Data Corruption Subroutine- i. Previous to Infosys PFS batch system running after 5am used to cause loss of time and resource for the company ii. Infosys diagnosed the issue and came up with an innovative program that enabled PFS to run its batch processes during night from 11pm to 5am avoiding any glitch during working hours iii. This has saved cost for PFS as below illustrated- Details Time Cost ($) Corruption events 24 5,04,000 Idled hours at PFS (125*4*24) 12,000 Repair hours (3*4*24) 288 12,960 Technical assistance hours (1*1*24) 24 960 CPU seconds (15*24) 360 140.40 Total Savings 5,18,060
c. Record Comparison Algorithm- i. Team Infosys proactively wrote an algorithm to improve the record comparison efficiency by 56% ii. It resulted in optimized usage of CPU, especially during month end heavy workload to avoid regulatory submission penalty iii. Approximately cost savings of $3,60,000 (penalty for late submission)
d. Reduce disability claims- i. Infosys automated some of the manual processes like claim submission and payments which has resulted in a reduced number of reserved jobs ii. Cost saving approximately - cost of capital at 10% reduction of $14,00,000 will give savings of $1,40,000
3. What knowledge transfer time cost savings can PFS expect from sole sourcing the Ariba e- Procurement System project? Ans: Given the situation where PFS does employ Infosys to implement the Ariba e-procurement, it will avoid the time taken for knowledge transfer of the Infosys maintenance team to understand the implemented solution from another vendor.
Since, Infosys team is involved from the inception they can directly get on with the maintenance work for the project without going for any special orientation program to understand the Ariba, which will give cost saving as: 5 programmers take 12 weeks (3 month) to understand the Ariba installed by another vendor = 5 x 3months x $8,000 = $1,20,000
4. How can Infosys PFS Account Team persuasively sell the firms ability to deliver a superior end-to-end solution for the Ariba e-Procurement System project? Ans: It is evident that Infosys has delivered on its promises to PFS over its 5years if relationship by not only adding value but also saved costs for PFS. Proposal for Ariba project should focus on the following strong points of Infosys- a. High performance - Infosys has delivered consistently based on quality, reliability and timeliness b. Value offer and value delivered - Quantifiable savings over $13 million in the 5 years of relationship c. Process optimization - Continuous improvement and automation of processes followed by optimization of resources resulted in smooth operations and increased productivity for PFS Private and Confidential Page 4 of 4
d. Capability in end-to-end implementation - Infosys should mention that fact that they have done the installations at other clients for Ariba and testimonials of such clients can be produced to claim their efficiency in managing end-to-end implementation projects e. Best of both the world - Infosys is the only competitive company which can offer expert off shore and equally competent on shore workforce f. Pilot proposal - Infosys can offer a pilot project to prove their capability of managing end- to-end project to PFS g. Infosys should give special focus on its costing for this project because the local player who has already done this for a long time will definitely have competent pricing. As a last resort, Infosys may have to lower their margins to get entry into this consultative market.
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