THE 2007 GLOBAL OUTSOURCING

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THE 2007 GLOBAL OUTSOURCING

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

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has a ﬁ ve-year, 200-million-Euro contract with TCS to maintain many of the software applications support-ing operations in Europe and Brazil, and to create the next generation of enterprise software supporting the bank’s global operations. The product development is a collaborative effort among teams around the world; TCS tapped its global delivery centers in Luxembourg, Hungary, Brazil, as well as India. “In the end,” says Chandra, “it’s not about seeking incremental revenue opportunities. It’s about serving the needs of our cus-tomers in all their markets with the best talent we

can ﬁ nd.”

The Second Wave

T

he TCS tale illustrates a new chapter in outsourcing that has an ironic twist. Indian companies that have pioneered

and dominated the IT industry for two decades—by touting their ability to leverage domestic tal-ent at a low cost while delivering competitvely-priced services— are now going global themselves. According to the 2006 study “Next Generation Offshoring,” by Duke University and Booz Allen Hamilton, we are now seeing the market evolve into global centers of excellence, where companies outsource speciﬁ c services in countries or regions that have untapped tal-ent in those niches. (See chart, p. S4) Mexico and Eastern Europe, for example, have joined India as

meccas for software engineering and IT ser-vices, while the Philippines and Canada

are becoming well-known call center destinations. Statistics tell the story:

The International Association of Outsourcing Professionals

esti-mates that up to 10% of outsourc-ing spendoutsourc-ing is now beoutsourc-ing chan-neled to emerging markets in

such functional areas as busi-ness process outsourcing, IT development, call centers,

and R&D.

According to experts like Arie Lewin, a profes-sor of business administra-tion and sociology at Duke University’s Fuqua School of

F

ive years ago Tata Consultancy Services

was in a quandary. As its multinational customers continued to diversify opera-tions around the world, the company wondered if it, too, could grow and pros-per if it followed in their footsteps. So the IT services company in Mumbai, India, began scouring the globe for untapped talent in many nooks and crannies of the developing world—from Budapest, Hungary, to Hang-zhou, China, to Montevideo, Uruguay. What it found was an eye-opener: Not only did emerging

market countries possess highly edu-cated and trained workers in a wide range of business and technical ﬁ elds, they also had strong uni-versity systems, sophisticated telecommunications infra-structures, and government policies that catered to for-eign investors.

So TCS began its off-shore exploits by opening a software development center in Budapest, and an engineering solutions center in Hangzhou, both staffed with locals. That sparked a strategic shift in its business strategy. To-day, 8.8% of its 83,500 employees are foreigners, and the company oper-ates in 47 countries across six continents. TCS, with more than $4 billion in annual rev-enues, created its Global Network Delivery Model (GNDM) as a result of its own offshoring initia-tives. The model provides a common frame-work for managing projects and maintaining quality across its worldwide operations by ensuring that state-of-the-art pro-cesses are followed and continuously improved everywhere the company oper-ates. “It helps us locally serve our global customers, and at an affordable cost,” says N. Chandrasekaran, TCS’s head of global sales and operations.

TCS has beneﬁ ted from this approach in a variety of ways. Sourcing global tal-ent has allowed it to boost efﬁ ciency and improve customer service. As a result, clients like ABN AMRO now look to the company to support their local needs any-where around the globe. The Dutch bank

Winning the Global Talent War

E rik M au ss er

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S4 www.fortune.com/sections Business, and head of its Offshore Research Network,

this trend should continue unabated throughout the decade. He expects “double-digit growth” in this type of offshoring as companies continue to look for ways to remain competitive in the global marketplace.

His research of 537 European and North American corporations also reveals demographic trends are at work. The reality is the workforces of Europe, Japan, and the U.S. are aging and shrinking, forcing compa-nies to look beyond their borders for human resources. Forecasts are unsettling: About 75 million U.S. baby-boomers are nearing retirement and there are only 30 million Gen-Xers that can replace them, according to the Bureau of Labor Statistics. In Europe the situation is also precarious: The working-age population will fall by 48 million, or 16%, while the elderly population will rise 77% through 2050, according to forecasts from the International Monetary Fund.

Despite that gloomy prognosis, some Western European nations, like Germany, are in an even worse situation; in that country the workers in this key age group are projected to decline by 20% during this pe-riod. So, unless U.S. companies begin to aggressively ﬁ gure out how to attract talent globally—on their own and through outsourcing—they run a real risk of losing their competitive edge.

Chris Campbell, a principal of Booz Allen Hamil-ton who advises corporate clients about globalization strategies, also notes that companies are fi nding this approach benefi cial when servicing their customers around the world. As he explains, it helps them be more reactive and fl exible, and boosts effi ciency. And

it’s not just a tactic being used by large corporations. Smaller ﬁ rms are following suit, going overseas to tap talent to help in product development and back-ofﬁ ce functions, like payroll processing and accounting, for the same reasons as their larger brethren.

The People Chase

S

o how are outsourcers equipped to compete in this planetary war for talent? Well, it turns out these organizations are generally far bet-ter able to attract, develop, and retain talent in their area of specialization than their customers. “In fact,” says Joe Marciano, president and CEO of Océ Business Services, the New York-based document process man-agement specialist, “clients today are rethinking out-sourcing as a means to accelerate transformation and gain competitive advantage, and that means using out-sourcing to gain access to the best people to provide non-core competencies such as document services.” In Océ Business Services’ case, that means having its specialists work with public and private organiza-tions of all sizes to help them effectively manage their business processes through enhanced document man-agement. The life cycle of a document begins with its creation, then evolves through distribution, printing, access, and archiving, and ends with its disposal. It’s about technology—but even more importantly, it’s about people who can ﬁ nd innovative ways of using it. To make sure its staff is the best at what they do, Océ has a consistent commitment to ongoing employee training and education at all levels of the organiza-tion. Classroom instruction, on-the-job training, and

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

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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more than 1,500 online courses are woven together into a comprehensive staff education program—rang-ing from specialized print technologies to how to apply quality improvement methodologies like Six Sigma.

PNC Financial Services Group can attest to the ef-ﬁ ciency of Océ’s approach. The nation’s twelfth-largest bank has been an Océ Business Services client for nine years, relying on its print and mail expertise to help it handle 65 million pieces of customer correspondence per year. According to Doug Lippert, vice president for operations, PNC’s relationship with Océ has directly

translated into millions of dollars of savings for the bank in reduced production, distribution, and post-age costs. “Océ is not simply an outsourcing vendor, they’re another arm of the bank—constantly using its talented people and process knowledge to ﬁ nd ways to improve our operations.”

“Most importantly,” notes Marciano, “our focus on document process management enables us to attract the best people, because we can offer them a career path not available in most corporations.” In fact, most site managers—67%, to be exact—placed at client lo-cations have been promoted from within. “This invest-ment in our people, combined with operational excel-lence, providing innovative customer support tools, and constantly expanding our services to meet customer needs, is core to how we create value,” says Marciano.

British Airways’ relationship with EMCOR—which has managed everything from the airline’s energy systems, to security, to its industrial buildings, corporate ofﬁ ces, call centers, and hangars for 14 years—is another ex-ample of companies using outsourcing to gain access to the right talent and know-how. Overall, there has been a signiﬁ cant annual savings. But savings is actually the last thing BA considers when contemplating outsourcing. “We consider EMCOR our strategic partner,” says Bryan Mitchell, manager of BA’s global facilities operations at its Heathrow Airport headquarters. That is why in March it extended its contract for three years to include over 8.6 million square feet of facilities at the airport (including the new Terminal 5), and at its headquarters in London. As he explains, “We describe ourselves as an intelligent client. We manage the contract and EMCOR adds real value. EMCOR is with us for the long haul.”

Leveraging the Workforce

A

s the outsourcing industry matures, companies are realizing that service providers are strategic partners that aim not to replace an organiza-tion’s in-house staff, but augment it. This allows corpo-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, vehicle fl eet management. There was a time when cus-tomers only saw companies like his as providers of leas-ing or fi nancleas-ing for the cars, trucks, and other vehicles used in their operations. “Today companies use us for all aspects of fl eet administration—everything from ac-quiring and maintaining their vehicles to being the fi rst point of contact for their drivers,” he says. This frees their internal fl eet departments to become business managers, linking their fl eet operations to company strategy and goals.

In addition, outsourcing partners can provide access

EMCOR’s Chairman and CEO Frank T. MacInnis gives his perspective on the outsourcing market-place and its future prospects.

How would you de-scribe the state of outsourcing today?

MacInnis: Outsourc-ing continues to be a growth industry, out-pacing most of the rest of the economy. One reason is that busi-nesses are having a harder and harder time employing specialized people for many parts of their operations. They really need these specialists, but for op-timum budgeting pur-poses, only want to pay for them for the spe-ciﬁ c number of hours required.

EMCOR is in a num-ber of businesses. Just how important is outsourcing to the company?

MacInnis: We weren’t

even in the outsourcing business eight years ago. But today, it’s a $1 billion business for us, representing 20% of our total opera-tions, and it’s growing at 22% annually. Half of EMCOR’s 2006 in-come was from its outsourcing business. We will continue to in-vest in that business in a number of ways, both domestically and internationally.

Do you think U.S. companies are winning the war for talent?

MacInnis: Many com-panies are just getting into the battle, so it’s probably too early to say. At EMCOR, we try hard to identify new sources of talent—such as women and minori-ties. We are also looking for ways to retain tal-ented, seasoned work-ers. There is no doubt the industry has a tremendous talent challenge ahead of us.

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S8 www.fortune.com/sections to proprietary know-how. Donlen, for example, offers

clients access to its unique online fl eet management software, FleetWeb. The business intelligence applica-tion lets users stay in control of their fl eet’s operaapplica-tions and analyze cost-effectiveness by monitoring many in-dustry variables including fuel and maintenance costs. According to Rappeport, the technology has helped many customers make more-informed decisions about their fl eets and reduce costs. Often they are surprised to learn that replacing a fl eet of vehicles makes sense earlier in the vehicles’ life than expected.

Champions of Innovation

S

ometimes outsourcing partners can help speed up innovation. Their expertise can help corporate clients redesign business functions so they be-come more efﬁ cient and leapfrog competitors. That was the experience of a major auto-mobile manufacturer who began out-sourcing about two years ago with Pitney Bowes Management Ser-vices (PBMS), a wholly-owned subsidiary of Pitney Bowes Inc., that designs and manages cus-tomized print, mail, and docu-ment managedocu-ment solutions. Within the ﬁ rst few weeks, PBMS helped streamline the automaker’s entire process for producing marketing packages distributed directly to consum-ers. Where once it was a matter of pulling together and mailing a folder of preprinted brochures stored in a warehouse, prospects now receive totally personalized packages— right down to the model and color of the

au-tomobile they expressed interest in—printed in real time using the latest digital variable print technology. The result: More prospects are becoming customers.

According to Vincent De Palma, executive vice president and president, PBMS, “It really takes a com-bination of new technologies, new management tech-niques, and talented people to produce results like this.” Pitney Bowes, the mail and document manage-ment-industry giant based in Stamford, Conn., is prob-ably less well-known for its ability to manage a client’s entire “mailstream.” This includes all aspects of in-bound and outin-bound document design, production, processing, and distribution.“ There’s actually been a dramatic shift over the past decade in the very nature of corporate mail,” points out De Palma. The focus has gone from correspondence mail to inbound transac-tional and direct mail, including items such as claim

forms, mortgage applications, bills, and statements, that are tied right to a company’s bottom line.

At the same time, the convergence of technology and globalization is leading companies like PBMS to search the world for solutions and talent to meet changing customer needs. Even with “physical” mail, much of the work is now done using digital technol-ogy, Six Sigma processes, and an on-site/off-site man-agement strategy. A case in point: Through its global partner network, PBMS now handles imaging and re-cords-management operations for many of its clients at locations all around the world, offering them lower costs and 24-hour-a-day processing capabilities.

“The real payoff for companies,” says Joe Hogan, vice president of Global Outsourcing Solutions for Uni-sys based in Blue Bell, Pa., “is when great technology,

talent, and know-how come together to create tremendous expertise in an industry seg-ment.” As an example, he cites the

ver-tical process knowledge that Unisys has gained by processing, on

be-half of its customers, more than $10 billion of residential

mort-gage loans in Australia and 70% of the paper checks in Britain.

“It gives our people a level of understanding—not only about the process itself, but about the tools and technolo-gies needed to make it work— that few others possess.”

For Unisys, all of these forces converged when it launched its 3D Visible Enterprise in 2003, a pro-prietary approach to align IT to busi-ness goals with a comprehensive set of modeling tools and methods. The resulting “blueprints” can be used to identify business pro-cess and IT infrastructure that can be effectively out-sourced. Hogan says clients are amazed at what they uncover, and the model helps them work with Unisys to tailor an outsourcing program.

So how will the outsourcing industry shake out in the months and years ahead? It will likely continue to morph into a transnational business spread across continents, transcending cultural and political barri-ers. For companies, the challenge will be managing their extended far-ﬂ ung operations and workforce. Hogan sums it up best: “In this environment only the best-of-breed will ﬂ ourish.” Brainpower will be the great equalizer.

About the Author: Michael F. Corbett is chairman of the International Association of Outsourcing Professionals.

We are now

seeing the market

evolve into global

centers of excellence,

where companies

outsource services in

countries that have

untapped talent in

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W

hen the International Association of Outsourcing Professionals (IAOP) unveiled the ﬁ rst ranking of the world’s top outsourcing companies last year, the listing was an over-night sensation. In just a few weeks it became one of the most talked-about outsourcing topics on the web, generating thousands of page views on Google alone. That’s not surprising: The Global Outsourcing 100 is an important benchmark that helps executives gauge the strengths of industry providers.

Companies are ranked according to 18 criteria, including revenue, growth, number of employees, the skills and training of their workforce, number of technical and business certiﬁ ca-tions they have secured (such as ISO 9001), the track record of the management team, and quality of customer service.

Since the industry is composed of two types of players—larger, well-established organizations (Leaders), and smaller, fast-growing companies (Rising Stars) that have an-nual revenues of less than $60 million— the IAOP created two separate lists.

A snapshot of the industry, the list reveals

underlying trends in the marketplace. Revenue among this elite group grew by 19% in 2006, topping over $170 billion. On average, companies on the list had $1 bil-lion in annual sales, and a very high level of productiv-ity: revenue per employee was a staggering $83,000. Employment growth was up, as well, rising 13% over the prior year to an average workforce of 13,688.

IBM topped this year’s Leaders list for the second year in a row. The $96 billion technology giant leads this illustrious group because of its continued growth

and the depth of its expertise. Capgemini follows its lead: It is up three notches from last year, due to its exceptional ability to ﬁ nd innovation solutions for cus-tomers. Hot on its heels are Hewlett-Packard, France’s Sodexho Alliance, and Accenture.

Another interesting twist is the fact that a trio of In-dian companies are among the top ten Leaders: Wipro, Infosys, and Tech Mahindra. Just as impressive is the fact that, for the ﬁ rst time ever, a Chinese company, Neusoft, cracked the top 25. Established in 1991, the

Shenyang-based software services company now has 10,000 employees and 40

loca-tions worldwide.

Newcomers on the Global Out-sourcing 100 are companies

target-ing various niches—from human resource management to

engi-neering and design services—re-ﬂ ecting the fact that the industry has evolved into areas far beyond contract manufacturing, informa-tion technology, and back-ofﬁ ce operations. Examples include Océ Business Services and Pitney Bowes, which specialize in document manage-ment, and Infotech Enterprises, an Indian engineering design company.

As you might expect, six of last year’s Ris-ing Stars—ExlService, HiSoft, KPIT Cummins, Concur Technologies, EPAM Systems, and MindTree Con-sulting—all made the leap to this year’s Leaders list. Other up-and-comers that didn’t quite make this year’s list but are experiencing a business surge are: Mera Networks, Itransition, Vsource Asia, Apollo Health Street, TechTeam Akela, Ci&T Software, Hundsun, OB10, Frontline Outsourcing, and SlashSupport. All proof that the outsourcing industry’s unbridled growth shows no sign of slowing down.

100

THE 2007 GLOBAL OUTSOURCING

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Average revenue

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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 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. 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