Special Advertising Feature

THE 2007 GLOBAL OUTSOURCING

INSIDE: Winning the Global Talent War. . . . .S2 A Look at the Ranking...... S11 The 2007 Global Outsourcing 100. . . .S12

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Winning the Global Talent War

ive years ago Tata Consultancy Services has a fi ve-year, 200-million-Euro contract with TCS to was in a quandary. As its multinational maintain many of the software applications support- customers continued to diversify opera- ing operations in Europe and Brazil, and to create the tions around the world, the company next generation of enterprise software supporting the wondered if it, too, could grow and pros- bank’s global operations. The product development is Fper if it followed in their footsteps. So the IT services a collaborative effort among teams around the world; company in Mumbai, India, began scouring the globe TCS tapped its global delivery centers in Luxembourg, for untapped talent in many nooks and crannies of the Hungary, Brazil, as well as India. “In the end,” says developing world—from Budapest, Hungary, to Hang- Chandra, “it’s not about seeking incremental revenue zhou, China, to Montevideo, Uruguay. What it found opportunities. It’s about serving the needs of our cus- was an eye-opener: Not only did emerging tomers in all their markets with the best talent we market countries possess highly edu- can fi nd.” cated and trained workers in a wide range of business and technical The Second Wave fi elds, they also had strong uni- he TCS tale illustrates a new versity systems, sophisticated chapter in outsourcing that telecommunications infra- Thas an ironic twist. Indian structures, and government companies that have pioneered policies that catered to for- and dominated the IT industry for eign investors. two decades—by touting their So TCS began its off- ability to leverage domestic tal- shore exploits by opening ent at a low cost while delivering a software development competitvely-priced services— center in Budapest, and an are now going global themselves. engineering solutions center According to the 2006 study “Next in Hangzhou, both staffed with Generation Offshoring,” by Duke locals. That sparked a strategic University and Booz Allen Hamilton, shift in its business strategy. To- we are now seeing the market evolve day, 8.8% of its 83,500 employees into global centers of excellence, where are foreigners, and the company oper- companies outsource specifi c services in ates in 47 countries across six continents. countries or regions that have untapped tal- TCS, with more than $4 billion in annual rev- ent in those niches. (See chart, p. S4) Mexico and enues, created its Global Network Delivery Model Eastern Europe, for example, have joined India as (GNDM) as a result of its own offshoring initia- meccas for software engineering and IT ser- tives. The model provides a common frame- vices, while the Philippines and Canada work for managing projects and maintaining are becoming well-known call center quality across its worldwide operations destinations. Statistics tell the story: by ensuring that state-of-the-art pro- The International Association of cesses are followed and continuously Outsourcing Professionals esti- improved everywhere the company oper- mates that up to 10% of outsourc- ates. “It helps us locally serve our global ing spending is now being chan- customers, and at an affordable cost,” neled to emerging markets in says N. Chandrasekaran, TCS’s head of such functional areas as busi- global sales and operations. ness process outsourcing, IT TCS has benefi ted from this approach development, call centers, in a variety of ways. Sourcing global tal- and R&D.

ent has allowed it to boost effi ciency and According to experts Mausser Erik improve customer service. As a result, like Arie Lewin, a profes- clients like ABN AMRO now look to the sor of business administra- company to support their local needs any- tion and sociology at Duke where around the globe. The Dutch bank University’s Fuqua School of

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Where the Jobs are Going A survey of 537 companies based in Germany, the Netherlands, Spain, the U.S. and the U.K. reveals what geographic areas are popular outsourcing locations for specifi c corporate activities.

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Source: Duke University/Booz Allen Hamilton Offshoring Research Network 2006 Survey

Business, and head of its Offshore Research Network, it’s not just a tactic being used by large corporations. this trend should continue unabated throughout the Smaller fi rms are following suit, going overseas to tap decade. He expects “double-digit growth” in this type talent to help in product development and back-offi ce of offshoring as companies continue to look for ways functions, like payroll processing and accounting, for to remain competitive in the global marketplace. the same reasons as their larger brethren. His research of 537 European and North American corporations also reveals demographic trends are at The People Chase work. The reality is the workforces of Europe, Japan, o how are outsourcers equipped to compete and the U.S. are aging and shrinking, forcing compa- in this planetary war for talent? Well, it turns nies to look beyond their borders for human resources. Sout these organizations are generally far bet- Forecasts are unsettling: About 75 million U.S. baby- ter able to attract, develop, and retain talent in their boomers are nearing retirement and there are only 30 area of specialization than their customers. “In fact,” million Gen-Xers that can replace them, according to says Joe Marciano, president and CEO of Océ Business the Bureau of Labor Statistics. In Europe the situation Services, the New York-based document process man- is also precarious: The working-age population will fall agement specialist, “clients today are rethinking out- by 48 million, or 16%, while the elderly population will sourcing as a means to accelerate transformation and rise 77% through 2050, according to forecasts from the gain competitive advantage, and that means using out- International Monetary Fund. sourcing to gain access to the best people to provide Despite that gloomy prognosis, some Western non-core competencies such as document services.” European nations, like Germany, are in an even worse In Océ Business Services’ case, that means having situation; in that country the workers in this key age its specialists work with public and private organiza- group are projected to decline by 20% during this pe- tions of all sizes to help them effectively manage their riod. So, unless U.S. companies begin to aggressively business processes through enhanced document man- fi gure out how to attract talent globally—on their own agement. The life cycle of a document begins with its and through outsourcing—they run a real risk of losing creation, then evolves through distribution, printing, their competitive edge. access, and archiving, and ends with its disposal. It’s Chris Campbell, a principal of Booz Allen Hamil- about technology—but even more importantly, it’s ton who advises corporate clients about globalization about people who can fi nd innovative ways of using it. strategies, also notes that companies are fi nding this To make sure its staff is the best at what they do, Océ approach benefi cial when servicing their customers has a consistent commitment to ongoing employee around the world. As he explains, it helps them be training and education at all levels of the organiza- more reactive and fl exible, and boosts effi ciency. And tion. Classroom instruction, on-the-job training, and

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translated into millions of dollars of savings for the bank in reduced production, distribution, and post- What Lies Ahead age costs. “Océ is not simply an outsourcing vendor, they’re another arm of the bank—constantly using its EMCOR’s Chairman even in the outsourcing talented people and process knowledge to fi nd ways to and CEO Frank T. business eight years improve our operations.” MacInnis gives his ago. But today, it’s a “Most importantly,” notes Marciano, “our focus on perspective on the $1 billion business for document process management enables us to attract outsourcing market- us, representing 20% the best people, because we can offer them a career place and its future of our total opera- path not available in most corporations.” In fact, most prospects. tions, and it’s growing site managers—67%, to be exact—placed at client lo- at 22% annually. Half cations have been promoted from within. “This invest- How would you de- of EMCOR’s 2006 in- ment in our people, combined with operational excel- scribe the state of come was from its lence, providing innovative customer support tools, and outsourcing today? outsourcing business. constantly expanding our services to meet customer MacInnis: Outsourc- We will continue to in- needs, is core to how we create value,” says Marciano. ing continues to be a vest in that business British Airways’ relationship with EMCOR—which has growth industry, out- in a number of ways, managed everything from the airline’s energy systems, pacing most of the rest both domestically and to security, to its industrial buildings, corporate offi ces, of the economy. One internationally. call centers, and hangars for 14 years—is another ex- reason is that busi- ample of companies using outsourcing to gain access to nesses are having a Do you think U.S. the right talent and know-how. Overall, there has been harder and harder time companies are a signifi cant annual savings. But savings is actually the employing specialized winning the war last thing BA considers when contemplating outsourcing. people for many parts for talent? “We consider EMCOR our strategic partner,” says Bryan of their operations. MacInnis: Many com- Mitchell, manager of BA’s global facilities operations at They really need these panies are just getting its Heathrow Airport headquarters. That is why in March specialists, but for op- into the battle, so it’s it extended its contract for three years to include over 8.6 timum budgeting pur- probably too early to million square feet of facilities at the airport (including poses, only want to pay say. At EMCOR, we try the new Terminal 5), and at its headquarters in London. for them for the spe- hard to identify new As he explains, “We describe ourselves as an intelligent cifi c number of hours sources of talent—such client. We manage the contract and EMCOR adds real required. as women and minori- value. EMCOR is with us for the long haul.” ties. We are also looking EMCOR is in a num- for ways to retain tal- Leveraging the Workforce ber of businesses. ented, seasoned work- s the outsourcing industry matures, companies Just how important ers. There is no doubt are realizing that service providers are strategic is outsourcing to the industry has Apartners that aim not to replace an organiza- the company? a tremendous talent tion’s in-house staff, but augment it. This allows corpo- MacInnis: We weren’t challenge ahead of us. rations to focus their attention on the most valuable ac- tivities and not burden Grade-A players with back-offi ce tasks. Gary Rappeport, CEO of Northbrook, Ill.-based Donlen Corp., clearly sees this trend in his industry, more than 1,500 online courses are woven together vehicle fl eet management. There was a time when cus- into a comprehensive staff education program—rang- tomers only saw companies like his as providers of leas- ing from specialized print technologies to how to apply ing or fi nancing for the cars, trucks, and other vehicles quality improvement methodologies like Six Sigma. used in their operations. “Today companies use us for PNC Financial Services Group can attest to the ef- all aspects of fl eet administration—everything from ac- fi ciency of Océ’s approach. The nation’s twelfth-largest quiring and maintaining their vehicles to being the fi rst bank has been an Océ Business Services client for nine point of contact for their drivers,” he says. This frees years, relying on its print and mail expertise to help it their internal fl eet departments to become business handle 65 million pieces of customer correspondence managers, linking their fl eet operations to company per year. According to Doug Lippert, vice president for strategy and goals. operations, PNC’s relationship with Océ has directly In addition, outsourcing partners can provide access

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to proprietary know-how. Donlen, for example, offers forms, mortgage applications, bills, and statements, clients access to its unique online fl eet management that are tied right to a company’s bottom line. software, FleetWeb. The business intelligence applica- At the same time, the convergence of technology tion lets users stay in control of their fl eet’s operations and globalization is leading companies like PBMS and analyze cost-effectiveness by monitoring many in- to search the world for solutions and talent to meet dustry variables including fuel and maintenance costs. changing customer needs. Even with “physical” mail, According to Rappeport, the technology has helped much of the work is now done using digital technol- many customers make more-informed decisions about ogy, Six Sigma processes, and an on-site/off-site man- their fl eets and reduce costs. Often they are surprised agement strategy. A case in point: Through its global to learn that replacing a fl eet of vehicles makes sense partner network, PBMS now handles imaging and re- earlier in the vehicles’ life than expected. cords-management operations for many of its clients at locations all around the world, offering them lower Champions of Innovation costs and 24-hour-a-day processing capabilities. ometimes outsourcing partners can help speed “The real payoff for companies,” says Joe Hogan, up innovation. Their expertise can help corporate vice president of Global Outsourcing Solutions for Uni- Sclients redesign business functions so they be- sys based in Blue Bell, Pa., “is when great technology, come more effi cient and leapfrog competitors. talent, and know-how come together to create That was the experience of a major auto- tremendous expertise in an industry seg- mobile manufacturer who began out- ment.” As an example, he cites the ver- sourcing about two years ago with tical process knowledge that Unisys Pitney Bowes Management Ser- has gained by processing, on be- vices (PBMS), a wholly-owned We are now half of its customers, more than subsidiary of Pitney Bowes Inc., seeing the market $10 billion of residential mort- that designs and manages cus- gage loans in Australia and 70% tomized print, mail, and docu- evolve into global of the paper checks in Britain. ment management solutions. centers of excellence, “It gives our people a level Within the fi rst few weeks, of understanding—not only PBMS helped streamline the where companies about the process itself, but automaker’s entire process for outsource services in about the tools and technolo- producing marketing packages countries that have gies needed to make it work— distributed directly to consum- that few others possess.” ers. Where once it was a matter untapped talent in For Unisys, all of these forces of pulling together and mailing those niches . converged when it launched its a folder of preprinted brochures 3D Visible Enterprise in 2003, a pro- stored in a warehouse, prospects now prietary approach to align IT to busi- receive totally personalized packages— ness goals with a comprehensive set of right down to the model and color of the au- modeling tools and methods. The resulting tomobile they expressed interest in—printed in real “blueprints” can be used to identify business pro- time using the latest digital variable print technology. cess and IT infrastructure that can be effectively out- The result: More prospects are becoming customers. sourced. Hogan says clients are amazed at what they According to Vincent De Palma, executive vice uncover, and the model helps them work with Unisys president and president, PBMS, “It really takes a com- to tailor an outsourcing program. bination of new technologies, new management tech- So how will the outsourcing industry shake out in niques, and talented people to produce results like the months and years ahead? It will likely continue to this.” Pitney Bowes, the mail and document manage- morph into a transnational business spread across ment-industry giant based in Stamford, Conn., is prob- continents, transcending cultural and political barri- ably less well-known for its ability to manage a client’s ers. For companies, the challenge will be managing entire “mailstream.” This includes all aspects of in- their extended far-fl ung operations and workforce. bound and outbound document design, production, Hogan sums it up best: “In this environment only the processing, and distribution.“ There’s actually been a best-of-breed will fl ourish.” Brainpower will be the dramatic shift over the past decade in the very nature great equalizer. of corporate mail,” points out De Palma. The focus has gone from correspondence mail to inbound transac- About the Author: Michael F. Corbett is chairman of the tional and direct mail, including items such as claim International Association of Outsourcing Professionals.

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100THE 2007 GLOBAL OUTSOURCING hen the International Association of and the depth of its expertise. Capgemini follows its Outsourcing Professionals (IAOP) lead: It is up three notches from last year, due to its unveiled the fi rst ranking of the exceptional ability to fi nd innovation solutions for cus- world’s top outsourcing companies tomers. Hot on its heels are Hewlett-Packard, France’s last year, the listing was an over- Sodexho Alliance, and Accenture. Wnight sensation. In just a few weeks it became one of Another interesting twist is the fact that a trio of In- the most talked-about outsourcing topics on the web, dian companies are among the top ten Leaders: Wipro, generating thousands of page views on Google alone. Infosys, and Tech Mahindra. Just as impressive is the That’s not surprising: The Global Outsourcing 100 is an fact that, for the fi rst time ever, a Chinese company, important benchmark that helps executives gauge the Neusoft, cracked the top 25. Established in 1991, the strengths of industry providers. Shenyang-based software services company Companies are ranked according to now has 10,000 employees and 40 loca- 18 criteria, including revenue, growth, tions worldwide. number of employees, the skills and Leading Newcomers on the Global Out- training of their workforce, number outsource sourcing 100 are companies target- of technical and business certifi ca- ing various niches—from human tions they have secured (such as companies resource management to engi- ISO 9001), the track record of the have a high level neering and design services—re- management team, and quality of of productivity . fl ecting the fact that the industry customer service. Average revenue has evolved into areas far beyond Since the industry is composed contract manufacturing, informa- of two types of players—larger, per employee is tion technology, and back-offi ce well-established organizations a staggering operations. Examples include Océ (Leaders), and smaller, fast-growing $83,000 . Business Services and Pitney Bowes, companies (Rising Stars) that have an- which specialize in document manage- nual revenues of less than $60 million— ment, and Infotech Enterprises, an Indian the IAOP created two separate lists. engineering design company. A snapshot of the industry, the list reveals As you might expect, six of last year’s Ris- underlying trends in the marketplace. Revenue among ing Stars—ExlService, HiSoft, KPIT Cummins, Concur this elite group grew by 19% in 2006, topping over $170 Technologies, EPAM Systems, and MindTree Con- billion. On average, companies on the list had $1 bil- sulting—all made the leap to this year’s Leaders list. lion in annual sales, and a very high level of productiv- Other up-and-comers that didn’t quite make this year’s ity: revenue per employee was a staggering $83,000. list but are experiencing a business surge are: Mera Employment growth was up, as well, rising 13% over Networks, Itransition, Vsource Asia, Apollo Health the prior year to an average workforce of 13,688. Street, TechTeam Akela, Ci&T Software, Hundsun, IBM topped this year’s Leaders list for the second OB10, Frontline Outsourcing, and SlashSupport. All year in a row. The $96 billion technology giant leads proof that the outsourcing industry’s unbridled growth this illustrious group because of its continued growth shows no sign of slowing down.

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IAOP GLOBAL OUTSOURCING LEADERS Scoring was based on reviewed applications with some additional fact-checking. Leaders and Rising Stars were judged separately. Final ranking was based on a weighted average of all four distinguishing characteristics: size and growth rate; customer references; documented competencies; and management capabilities.

COMPANY WEBSITE STRENGTH SERVICES 1 IBM www.ibm.com Size & Growth CRM; HR Mgmt.; IT & Comm. Mgmt. 2 Capgemini www.capgemini.com Customer Testimonials CRM; IT & Comm. Mgmt.; Financial Mgmt. 3 Hewlett-Packard www.hp.com/go/outsourcing Executive Leadership IT & Comm. Mgmt.; Financial Mgmt.; Printing Svcs. 4 Sodexho Alliance www.sodexho.com No. of Locations/Centers Real Estate & Asset Mgmt.; Facility Svcs.; Service Vouchers & Cards 5 Accenture www.accenture.com Balanced Performance HR Mgmt.; IT & Comm. Mgmt.; Financial Mgmt. 6 Wipro Technologies www.wipro.com Balanced Performance Product Engineering Solutions; IT & Comm. Mgmt.; Transaction Proc. 7 Infosys www.infosys.com Customer Testimonials IT & Comm. Mgmt.; Transaction Proc.; IT & Strategic Consulting 8 Genpact www.genpact.com Executive Leadership IT & Comm. Mgmt.; Financial Mgmt.; Transaction Proc. 9 Tech Mahindra www.techmahindra.com Employee Management CRM; IT & Comm. Mgmt.; Security & Digital Rights Mgmt. 10 Cambridge www.cambridgeworldwide.com Executive Leadership IT & Comm. Mgmt.; Financial Mgmt.; Transaction Proc. 11 Mastek www.mastek.com Methodology/Innovation IT & Comm. Mgmt.; BPO 12 CGI Group www.cgi.com No. of Locations/Centers HR Mgmt.; IT & Comm. Mgmt.; Transaction Proc. 13 Xchanging www.xchanging.com Size & Growth HR Mgmt.; Corporate Svcs.; Transaction Proc. 14 EDS www.eds.com Methodology/Innovation CRM; IT & Comm. Mgmt.; Transaction Proc. 15 HCL Technologies www.hclbpo.com Methodology/Innovation CRM; Financial Mgmt.; Transaction Proc. 16 ARAMARK www.aramark.com No. of Locations/Centers Facility Svcs.; Food & Facilities Mgmt. Svcs. 17 ACS www.acs-inc.com No. of Locations/Centers IT & Comm. Mgmt.; Administrative Svcs.; Transaction Proc. 18 TeleTech www.teletech.com Balanced Performance Sales; CRM; IT & Comm. Mgmt. 19 Colliers International www.colliers.com Global Presence Real Estate & Asset Mgmt. 20 Cognizant Technology Solutions www.cognizant.com Size & Growth IT & Comm. Mgmt.; Financial Mgmt.; Transaction Proc. 21 Unisys www.unisys.com Balanced Performance IT & Comm. Mgmt.; Corporate Svcs.; Transaction Proc. 22 EMCOR www.emcorgroup.com No. of Locations/Centers Real Estate & Asset Mgmt.; Facility Svcs.; IT & Comm. Mgmt. 23 ClientLogic www.clientlogic.com No. of Locations/Centers Sales; CRM; Transaction Proc. 24 LASON www.lason.com Balanced Performance Financial Mgmt.; Transaction Proc.; Document Mgmt. 25 Neusoft www.neusoft.com Employee Management IT & Comm. Mgmt. 26 Tata Consultancy Svcs. www.tcs.com Size & Growth IT & Comm. Mgmt.; Financial Mgmt.; Transaction Proc. 27 ExcellerateHRO www.excelleratehro.com Employee Management HR Mgmt.; Administrative Svcs.; Transaction Proc. 28 Advanced Technology Svcs. www.advancedtech.com Balanced Performance Production Equip. Maintenance; IT & Comm. Mgmt.; Facility Svcs. 29 Zensar Technologies www.zensar.com Balanced Performance HR Mgmt.; IT & Comm. Mgmt.; Transaction Proc. 30 Amdocs www.amdocs.com Global Presence CRM; IT & Comm. Mgmt. 31 ExlService www.exlservice.com Employee Management CRM; Financial Mgmt.; Transaction Proc. 32 SPi www.spi-bpo.com Size & Growth CRM; Document Mgmt.; Administrative Svcs. 33 Patni www.patni.com Balanced Performance IT & Comm. Mgmt.; Transaction Proc.; IT Svcs. & Solutions 34 HiSoft www.hisoft.com Size & Growth IT & Comm. Mgmt.; Transaction Proc. 35 Cushman & Wakefi eld www.cushwake.com Global Presence Real Estate & Asset Mgmt.; Facility Svcs.; Financial Mgmt. 36 Sutherland Global Svcs. www.suth.com Employee Management CRM; IT & Comm. Mgmt.; Transaction Proc. 37 Convergys www.convergys.com Customer Testimonials CRM; HR Mgmt. 38 KPIT Cummins www.kpitcummins.com Customer Testimonials IT & Comm. Mgmt.; Financial Mgmt. 39 WNS www.wnsgs.com Size & Growth CRM; Financial Mgmt.; Transaction Proc. 40 Johnson Controls www.johnsoncontrols.com No. of Locations/Centers CRM; Real Estate & Asset Mgmt.; Facility Svcs. 41 NCS www.ncs.com.sg Executive Leadership IT & Comm. Mgmt.; Financial Mgmt.; Corporate Svcs. 42 24/7 CUSTOMER www.247customer.com Employee Management Sales; CRM; Transaction Proc. 43 Perot Systems www.perotsystems.com Balanced Performance IT & Comm. Mgmt.; Transaction Proc. 44 Cartus www.cartus.com Methodology/Innovation HR Mgmt. 45 Stream www.stream.com Methodology/Innovation CRM 46 Concur Technologies www.concur.com Size & Growth Financial Mgmt. 47 MphasiS www.mphasis.com Executive Leadership CRM; IT & Comm. Mgmt.; Transaction Proc. 48 Vertex www.vertex.co.uk Balanced Performance Sales; CRM; HR Mgmt. 49 Hexaware www.hexaware.com Methodology/Innovation HR Mgmt.; IT & Comm. Mgmt.; Transaction Proc. 50 Headstrong www.headstrong.com Balanced Performance IT & Comm. Mgmt.; Transaction Proc.

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COMPANY WEBSITE STRENGTH SERVICES 51 CBRE www.cbre.com Global Presence Real Estate & Asset Mgmt.; Facility Svcs. 52 Satyam www.satyam.com Recognition/Certification IT & Comm. Mgmt.; Logistics 53 Comprehensive Health Services www.chsmedical.com Balanced Performance HR Mgmt. 54 Ceridian www.myceridian.com No. of Locations/Centers HR Mgmt. 55 EPAM Systems www.epam.com Size & Growth IT & Comm. Mgmt. 56 Source 1 HTMT www.source1htmt.com Size & Growth CRM; Transaction Proc. 57 Océ Business Services www.oceusa.com/obs Employee Management Document Mgmt.; Facility Svcs.; Administrative Svcs. 58 SITEL Corporation www.sitel.com No. of Locations/Centers Sales; CRM; Transaction Proc. 59 CSC www.csc.com Recognition/Certification CRM; IT & Comm. Mgmt.; Transaction Proc. 60 Inspur www.inspur.com Size & Growth IT & Comm. Mgmt. 61 Polaris Software Lab www.polaris.co.in Recognition/Certification Product R&D, Manufacturing; IT & Comm. Mgmt.; Transaction Proc. 62 Syntel www.syntelinc.com Methodology/Innovation IT & Comm. Mgmt.; Transaction Proc. 63 Donlen www.donlen.com Size & Growth Fleet Mgmt.; CRM; Financial Mgmt. 64 Diebold www.diebold.com Global Presence CRM; IT & Comm. Mgmt.; Transaction Proc. 65 ADP www.adp.com Balanced Performance HR Mgmt.; Financial Mgmt.; Transaction Proc. 66 Eclipsys www.eclipsys.com Balanced Performance IT & Comm. Mgmt. 67 Jones Lang LaSalle www.joneslanglasalle.com Global Presence Real Estate & Asset Mgmt.; Facility Svcs.; Corporate Svcs. 68 MindTree Consulting www.mindtree.com Size & Growth Product R&D, Manufacturing; IT & Comm. Mgmt. 69 Equinox www.equinoxco.com Recognition/Certification CRM; Financial Mgmt.; Transaction Proc. 70 Pitney Bowes www.pb.com Balanced Performance Document Mgmt.; Facility Svcs.; Logistics 71 SEI Investments www.seic.com Employee Management Financial Mgmt.; Transaction Proc.; Investment Mgmt. 72 SNC-Lavalin ProFac www.snclavalinprofac.com No. of Locations/Centers Real Estate & Asset Mgmt.; Facility Svcs. 73 OfficeTiger www.officetiger.com Size & Growth Document Mgmt.; Financial Mgmt.; Transaction Proc. 74 ITC Infotech www.itcinfotech.com Recognition/Certification CRM; IT & Comm. Mgmt. 75 Integrated Process Technologies www.goIPT.com Balanced Performance Financial Mgmt.; Facility Svcs.; Transaction Proc.

IAOP GLOBAL OUTSOURCING RISING STARS

COMPANY WEBSITE STRENGTH SERVICES 76 Summit HR Worldwide, Inc. www.summithrww.com Methodology/Innovation HR Mgmt. 77 Ajuba International www.ajubanet.net Size & Growth Financial Mgmt.; Administrative Svcs.; Transaction Proc. 78 ReSource Pro www.resourcepro.com Balanced Performance Financial Mgmt.; Administrative Svcs.; Transaction Proc. 79 Cross-Tab Marketing Svcs. www.cross-tab.com Balanced Performance Market Research & Analytics 80 Luxoft www.luxoft.com Customer Testimonials Product Engineering; IT & Comm. Mgmt. 81 Outsource Partners International www.opiglobal.com Customer Testimonials Document Mgmt.; Financial Mgmt.; Business Valuation, Intelligence 82 IST Management Svcs. www.istmanagement.com Executive Leadership Document Mgmt.; Facility Svcs.; Administrative Svcs. 83 vCustomer www.vcustomer.com Employee Management CRM; IT & Comm. Mgmt.; Transaction Proc. 84 Emerio www.emeriocorp.com No. of Locations/Centers HR Mgmt.; IT & Comm. Mgmt.; Transaction Proc. 85 Bleum www.bleum.com Recognition/Certification IT & Comm. Mgmt.; Information Security Mgmt. Systems 86 I.T. UNITED www.ituc.com Balanced Performance IT & Comm. Mgmt.; Marketing 87 Datrose www.datrose.com Methodology/Innovation HR Mgmt.; Document Mgmt.; Financial Mgmt. 88 Indecomm Global Svcs. www.indecommglobal.com Executive Leadership IT & Comm. Mgmt.; Document Mgmt.; Transaction Proc. 89 Objectiva Software Solutions www.objectivasoftware.com Methodology/Innovation IT & Comm. Mgmt.; Document Mgmt. 90 Intetics Co. www.intetics.com Methodology/Innovation IT & Comm. Mgmt.; Offshore HR 91 Maxil Technology www.maxiltechnology.com Balanced Performance IT & Comm. Mgmt.; Financial Mgmt.; Knowledge Process Mgmt. 92 DataArt www.dataart.com Employee Management IT & Comm. Mgmt. 93 Infotech www.infotechsw.com Customer Testimonials Design Engineering; IT & Comm. Mgmt.; GIS & Engineering 94 QuEST www.quest-global.com Executive Leadership Product R&D, Manufacturing; Engineering Svcs.; Outsourcing 95 StarSoft Development Labs www.starsoftlabs.com Employee Management IT & Comm. Mgmt. 96 Worksoft www.worksoft.com.cn Balanced Performance IT & Comm. Mgmt. 97 Cybage www.cybage.com Employee Management IT & Comm. Mgmt. 98 Smart Sourcing www.smart-sourcing.com Methodology/Innovation Product R&D, Manufacturing; Logistics; CRM 99 Sento www.sento.com Methodology/Innovation CRM; IT & Comm. Mgmt.; Transaction Proc. 100 Achievo Corporation www.achievo.com Employee Management IT & Comm. Mgmt.; Billing & CRM

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