OFFSHORE OUTSOURCING – NOW AVAILABLE FOR ARCHITECTS
M.I Mulder*, and J.L. Heintz†
*Delft University of Technology, Faculty of Architecture, Berlageweg 1, 2628 CR Delft, The Netherlands
e-mail: muldermarlies@hotmail.com †
Delft University of Technology, Faculty of Architecture, Berlageweg 1, 2628 CR Delft, The Netherlands
e-mail: j.l.heintz@tudelft.nl
Abstract. Offshore Outsourcing is a topical development in a globalising economy. Since digitalization of architectural practice enables design teams to collaborate remotely, architectural firms are now offered the possibility to outsource time-consuming or repetitive tasks to low wage countries. This paper attempts to identify what benefits could be achieved by transferring construction and working drawings to offshore service providers. The lower cost of labour and the availability of a qualified workforce were concluded to be beneficial in dealing with labour shortages, accommodation of uneven workloads, competition and the need for faster production and cost reduction. A survey among Dutch architects measured the current outsourcing activity and the openness towards the development. Parallel, interviews with experienced persons in the field of outsourcing CAD related activities were held. Although it was concluded that offshore outsourcing is almost non-existent in Dutch architectural practice, many Dutch firms are accustomed in distinguishing between design and drafting. Adaptations required for successful offshore outsourcing could be less significant for these practices. The study evaluated the benefits offshore outsourcing offers the several types of Dutch architectural firms. However, interviews showed that cultural and professional differences could form serious barriers. To overcome these barriers and to benefit from offshore outsourcing, explicit as well as tacit knowledge should be transferred adequately. Long term partnering strategies were found to be most effective and recommended for most types of Dutch architectural firms.
1 INTRODUCTION
Based on the World’s division in high and low income nations, transferring tasks and processes from high to low income nations takes place. Since World War II industrial production activities are transferred, but it is only since the mid nineties that outsourcing takes place in services1. Offshore Outsourcing has become a standard practice in the IT-Industry. Based on this experience, businesses in other sectors have been adopting the practice. Activities similar to software activities in that they can be decomposed and digitally transferred abroad are eligible for offshore outsourcing. In India the market for these IT-enabled services grew from zero in 1998 to US$ 2.4 billion by 2003 and is forecasted to grow eight-fold within 5 years1. These figures give us an idea about the scope of the emerging trend that is offshore outsourcing. Imminently design, which includes architectural services, will be among activities that are outsourced to low cost nations2,3. In fact, British, American and Australian architectural practices are already doing so.
1.1 Practice Pressures
The performing of architectural services outside the boundaries of the architectural firm to service providers in low cost nations is referred to as Architectural Offshore Outsourcing. One of the main drivers behind decisions to outsource work to service providers in low cost nations is reducing direct labour costs. With direct labour costs taking up 66% of the annual operating budget of a Dutch architectural firm, architecture is a salaried profession4. Not only the American5 and Australian6 practices, but also the Dutch architectural practice signals an increase in competition among architects4. Since revenues in the architectural practice are already marginal4, financial savings due to offshore outsourcing could be worth considering for architects.
Building activity, and thus demand for architectural services, is expected to increase over the next few years7. At the same time a shortage of professionals is expected for the future profession8,9. This development is a threat to the profession and since graduates tend to aim for high end jobs right from the start of their career especially to lower end activities such as architectural drafting. The available surplus of population in the working age group of low income nations provides an extra labour pool of qualified professionals that could serve as a solution to this alarming trend in Western countries.
1.2 Globalization
As result of the standardization of CAD software, digitalisation now characterizes the architectural profession and enables design teams to much more easily collaborate remotely10. Digitalization is also a major factor in the contemporary Dutch architectural practice11. One normally thinks of globalization in relation to the architectural practice in terms of international acquisitions where the work is divided between an internationally recognized architect and a locally based firm. However, globalization also offers the possibility of outsourcing design work to low wage countries. The digitalization of architectural design has made a large pool of offshore labour easily available. This offers Dutch architects the ability to lower costs, increase staff flexibility and enhance their competitive position. However, to exploit these opportunities, architects will have to make a deliberate decision to divide and transfer design work for strategic business reasons10. This may be a less severe barrier in the Netherlands as the outsourcing of contract drawings and specifications is already commonplace.
1.3 The project
Although the Netherlands is one of the leading countries in terms of offshore outsourcing of business services1,12,13 architectural offshore outsourcing is almost non-existent in the Dutch construction industry14. To improve our understanding of offshoring outsourcing in the Dutch architectural practice we conducted a study of the risks and benefits for Dutch architects associated with offshoring contract documentation. The study surveyed current onshore and offshore outsourcing activity in Dutch architectural practice and the openness of Dutch architects towards offshoring. We attempted to identify what exact benefits could be achieved and what key factors contribute to an effectively organized offshore outsourcing
collaboration. This paper offers provisional answers to the question whether offshore outsourcing could become a new way of service delivery for the Dutch construction industry and what offshore outsourcing strategy would serve Dutch practices best.
1.4 Research Method
A multi-method approach was found to be the most adequate research strategy in this yet to be explored field. Interviews with key-persons involved in collaborations, such as civil engineering projects, similar to architectural offshore outsourcing gave insight in how offshore outsourcing collaborations might work. The outsourced work of renowned Dutch architectural practices provided more direct evidence. One of the main players in the field, Atlas Industries was interviewed. The data acquired in unstructured interviews was supplemented with data collected in a survey of Dutch architects that was conducted with support of the Royal Dutch Architectural Institute (BNA) The survey measured the awareness and openness of the target group towards the new way of service delivery.
1.5 Summary of findings
Architectural offshore outsourcing was found to provide an advantageous opportunity for service delivery in the Dutch architectural practice. As a majority of practices are already accustomed to distinguishing between design and drafting either for the distribution of work within the firm or for subcontracting, implementation of offshore outsourcing would not present significant new barriers. The most important argument for offshore outsourcing is that by transferring the time consuming drafting activities to external service providers, architects are able to focus on their core competency, raise design quality and handle larger projects. It was concluded though, that only firms which allow themselves a thorough introspection of the internal process, a willingness to delegate and an understanding of how information should be transferred will be in a position to benefit from offshore outsourcing.
2 FUNDAMENTALS 2.1 Available Strategies
Offshore outsourcing could be pursued in different ways depending on the level of energy, time and money to be invested. The possibility of establishing a branch office in a remote area – build strategy – represents a larger upfront investment and longer time to benefit, but offers greater control1 compared to buying services from independent providers offering their services at digital portals such as OffshoreXperts.com or Eindiabusiness.com (buy-strategy). These providers provide mainly CAD-conversion, 3D rendering and visualization services. Although these strategies lead to faster start-up times and greater short-term savings, additional risks lie in process control or the leakage of intellectual property rights. A third strategy lies between the two extremes and reduces risks for one or both of the partners. In this case, the offshore provider is contracted for temporary services but the contracting party is remains involved throughout the process. The contracted partner supplies labour and manages human resource issues such as recruitment, training and benefits1. In this way an
offshore back office is provided for the purpose of staff augmentation of the contracting partner. Two main players in the offshore CAD-services market, Satellier and Atlas Industries offer this Hybrid offshore outsourcing strategy. The availability of different offshore outsourcing strategies raises the question: which strategy is the best to pursue?
2.2 Standardization
It is known from the IT-industry, that one of the driving forces behind offshore outsourcing is standardization1. Although certain aspects of architectural practice have become standardized due to the influence of CAD, it should be kept in mind that software is produced in a globally recognized java script whereas buildings are still unique, site specific and culturally embedded6 This makes the architectural profession highly centralised2,6,11 therefore it is uncertain whether architects will be able to isolate activities which would be suitable for outsourcing. It has been suggested that drafting activities, as opposed to design activities, could be regarded as the low-end activities in the architectural profession and would be therefore suitable for outsourcing10. Others found that the willingness to offshore outsource architectural activities depended on the type of practice or approach to architecture5.
2.3 Classification of firms
Dutch architectural practice distinguishes itself from Anglo-Saxon practice by the degree of work is outsourced to domestic building technologists or drafting agencies. A stable 7.5 % of the yearly turnover is outsourced9. In this way flexibility in the organization is achieved and fluctuations in turnover can be accommodated. Dutch architectural practice acknowledges three different models of the way architectural firms are organized11. These models are closely related to the division of the internal architectural design process into design and drafting activities. The Classic Model represents firms that internally divide the process into design activities carried out by architects and documentation activities carried out by draftsmen. This type of firm employs specialists for different activities. The Atelier Model represents firms that strongly focus on design and outsource activities such as drafting and documentation to external service providers. The Scandinavian Model represents firms that focus on employing generalists qualified to execute work in all stages of the design process. 3 RESULTS
3.1 Current Activity
Whereas 43% architects that responded to the survey had experience with outsourcing work to Dutch service providers, only 5% had experience with outsourcing work to low cost nations. It is interesting to note that all architects who had outsourced work offshore, already had experience with outsourcing work to onshore service providers. Interviews confirmed that offshore outsourcing is not yet common in Dutch practice. A large international engineering firm with an engineering centre based in India claimed that they are the only firm offshoring work on a larger scale basis. “Taking into account that we are one of the bigger players in the market, I don’t believe offshore outsourcing is very common.” Still, several key-persons
mentioned that they had come across firms that outsource work. One problem with measuring current offshoring activity is that architects tend to be hesitant to make their offshore outsourcing activity public. This could be out of fear of loosing their newly gained competitive edge when other architects jump on the same bandwagon. Another possibility is the fear that clients believe quality of the work delivered will be inferior or will try to squeeze the fees5. In Civil Engineering it is the detailed engineering, done in the last stages of the engineering chain, which is outsourced offshore to for instance Indonesia or India. Interviewees reported that the work was outsourced because it is time-consuming, repetitive and does not call for client interaction. Several key-persons interviewed emphasized that work with an architectural scope would be more complex to outsource since architecture has little to do with routine production. However, survey responses showed that many architects felt that work in the last stage of the project could be discretely bundled and outsourced. Contract and construction documentation was cited most frequently as work to be outsourced as opposed to design activities which are preferably kept in house.
Another large Dutch architecture and engineering firm with an international scope that was interviewed said to have completed several projects in collaboration with their offshore branches in Thailand and Vietnam. Although these collaborations were successful, it was said that these projects were straight forward in terms of architectural design and detailing. This is consistent with the attitude reported by Solomon et al5 advocating when one regards buildings as commodities that can be decomposed into generic parts, offshore outsourcing seems to be an adequate way of delivery of contract documentation, while this is still questionable for buildings that are valued as creative solutions to site- and client-specific needs.
Although this opinion was shared among several key-persons interviewed, the principal clients of Atlas Industries (one of the leading offshore services providers hitting on the UK and Australian architectural market) are in the top 10 of Architect’s Journal’s yearly ranking of British firms15. Firms in this ranking would not be able to sustain such a large practice and thus prominent position without confronting architectural issues or maintaining high standards of design values16. The track record of these top 10 firms suggests that outsourcing could be successfully used even for firms where the emphasis is on creative solutions. This point is further reinforced by the fact that in The Netherlands it is most often firms renowned for their creative designs that outsource contract documentation to service providers. These firms also often work with foreign executive architects on international commissions.
3.2 Benefits
Results of the survey showed that financial savings, faster production, labour shortage and the alleviation of the workload would be the main drivers for offshore outsourcing. At one of the firms interviewed savings of 30% up to 45% were achieved by offshore outsourcing detailed engineering of several civil engineering pilot projects. One key-person stated that
“By sending the construction documentation to Bangkok a project that would have ended with a substantial loss, now ended with a positive result.” Based on a decennium of experience in architectural offshore outsourcing Atlas Industries showed that savings of 20% to 30% are achieved when taking the additional costs of pre- and post-processing into account15.
Furthermore the transfer and faster production of the time-consuming construction work permitted firms to acquire more and larger projects and in this way profitability was raised.
Faster production, labour shortage and the accommodation of uneven workloads are all motivations that can be met by the growing pool of skilled workers in low income nations and the ability to access this available labour source. It was stated by Atlas Industries that “the attraction of collaboration with Atlas is in part the reduced costs, but is largely the access to the pool of competent resources and risk sharing.” By outsourcing work to specialized service providers more people can be put on one task when the pressure is on and faster production could be achieved. Also, the offshore available workforce could be a solution to the emerging lack of qualified personnel, a problem that was addressed by many interviewees:
“Because of a high demand for technical experts due to economical prosperity in combination with demographic ageing and the decrease in numbers of students choosing a technical education, a lack is foreseen for the next 5 to 10 years”. Besides, offshoring could contribute to a more equal distribution of the workload, since the offshore workforce could be hired on-demand. As architectural practice is characterized by uneven workloads because demand is cyclical, offshore outsourcing could be a way to lower the high percentage of Dutch architectural firms that indicate their employees to work overtime frequently17.
Besides financial savings and the advantages of the ability to tap into an extra workforce, offshore outsourcing gives architects the opportunity to enhance their position among other participants in the building design process. By offshoring time-consuming drafting activities, architects become able to offer construction and working documentation for a competitive price to the client. This way, architects could compete with contractors – who in most cases are contracted to deliver contract documentation – in acquiring these last work stages of the building design process. Since the delivery of construction drawing and working drawings together accounts for 48% of the architect’s fee18, this benefit could be very attractive to architects trying to obtain the full commission instead of being contracted separately for each stage.
Key-persons also reported disappointing experiences with outsourcing: “I have come across many firms with disappointing experiences. Due to a different perception of quality, different standards and cultural problems processes ended in failures”. Survey respondents cited lack of project control, lack of quality and different culture and language as their most important concerns. Carmel et al1 state that the transfer of tacit knowledge – domain specific knowledge and organizational and national culture – has led to mutual misunderstanding and failures in offshore collaborations. Explicit knowledge – the transfer of facts, principles and specifications – were marked as never being serious problems. This was confirmed in the interviews: although inexperienced interviewees reported the compliance to Dutch Standards would be their most important concern, key persons with experience in the field of offshore outsourcing did not mark this as a major constraint.
3.3 Key success factors
Carmel et al1 state that since tacit knowledge is about transferring knowledge into the minds of people, the transfer requires face-to-face interaction. Interviews also reported this
need for face-to-face contact. The supervisor of a firm-owned Indian branch for Marine and soon to be Architectural engineering stated that: “Fundamentally the business is about people. It is about communication and getting the message across. One can write it on a piece of paper, but nothing is as effective as sitting across the desk and to communicate face to face”. For this reason face-to-face contact was singled out as a key-factor for successful collaboration. Not only the transfer of information but also the building of interpersonal relationships and trust were regarded as the purposes of visits to collaborators. The moment of transfer was marked as most crucial for face-to-face contact. Frequency and length of visits was reported to strongly depend on the project. Architects with a particular drive to deliver a good design seem to prefer frequent face-to-face contact.
“When one wants to split the process and transfer a part of the work, one has got to know exactly what knowledge and information transfer takes place at this stage, standardization of
the internal process is a key factor”. This quote is an example of the wide spread
acknowledgement that a well-defined internal process and a disciplined approach to documentation is crucial before outsourcing work. Establishing clear arrangements was also cited frequently as necessary to improve future outsourcing processes by survey respondents with prior experience in outsourcing work to Dutch service providers. Additionally, an interview with a leading service provider in the Netherlands emphasised the need for clear arrangements and drafting and documentation protocols to enhance process efficiency. On the other side Atlas Industries emphasizes the importance of a thorough understanding of the architects of their own process and of how information should be transferred. Since many practices in the UK are not familiar with working with service providers, Atlas Industries provides comprehensive planning of drawing delivery, review and input to manage the collaboration. This planning is presented to the architect as way to manage other consultants in the design process15.
It was concluded that – in the case of outsourcing work to offshore firm-owned branches – protocols for organization should not only be defined but also implemented in the offshore organization. Training in the form of initial programmes as well as on a project basis is necessary for good implementation. In interviews it became clear that initial training periods only focused on the transfer of explicit knowledge. It was widely acknowledged that the intelligence and skills level of employees overseas is sufficient, but that there is a lack of knowledge of European practices. Therefore exchanges of personnel and internships are necessary to transfer work and cultural norms. Again, this underlines the importance of face-to-face contact.
In many cases the success of offshore outsourcing experiences was aided by the presence in the service provider of staff from the country of the architectural firm. For example, Atlas Industries works with senior expatriate architects that instruct and monitor Vietnamese graduates15. Expatriate CAD-experts are able to train offshore staff on a permanent basis in the required norms and standards of their client’s countries and to improve professional skills to raise the quality of the work delivered. Also, the presence of client’s countries staff on a managerial level was found to improve daily communication and coordination. By having representatives in place, frequency and length of visits could be diminished.
outsourcing field employing a hybrid strategy in which the contracting party stays involved throughout the process and regards the staff at the offshore service provider as their own back office. These service providers target long term partnerships with their clients. These providers also offer complex construction documentation services rather than discrete graphical services. In addition to identifying the key-factors – face to face contact, consequences for the in-house process, training and the presence of client’s countries representatives – we concluded that a long term partnership is essential to success. Long term partnerships allow for trust building between team members and for an increasing level of control by the contracting party. Since partnered teams grow familiar with each other tacit knowledge is transferred. On the long term this raises quality of the delivered work and increases efficiency. Moreover, the initial costs of adapting to the outsourcing process will be amortized over the longer run.
In defining key-factors for successful collaboration it was concluded that only firms which are willing to adapt the organization of their design processes for the implementation of offshore outsourcing and have the leverage to manage an outsourcing collaboration will be in a position to benefit from offshore outsourcing.
4 OPPORTUNITY 4.1 Openness
A majority (55%) of the survey respondents believed that architectural offshore outsourcing will become a common form of service delivery in the Dutch architectural profession. From this figure it was concluded that the target group is open towards the development and therefore the first barrier to adopting offshore outsourcing is eroding.
The three different models of architectural firms that were introduced in the first pages of this paper helped to further define the opportunity for offshore outsourcing. For the 12% of Dutch firms following the Atelier model and already frequently outsource work, offshore outsourcing presents a clear opportunity, providing that the key-factors are kept in mind. This is especially important as these architects aim for highly creative unique projects with little repetition. For the 55% of firms working along the Classic model (internally splitting design and drafting) offshore outsourcing will present an opportunity if they are making a strategic shift in focus towards design activities. Since the added value offered by firms working along the Scandinavian Model is to offer the full package of services from program to construction documentation, it is not very likely that offshore outsourcing offers any benefits to these practices.
4.2 Possibility
Having said this, it should be noted that the opportunities presented by offshore outsourcing not only depend on the organizational type of architectural firms, but also on the availability of projects that are suitable for outsourcing. From the project portfolio of Atlas Industries it became clear that it is mainly projects in the commercial, residential and healthcare sector with an average build costs of € 37.5 million that are outsourced. At the low
end it appeared that outsourcing can be financially attractive for projects with build costs over € 4.5 million. In Dutch practice, 24% of the Total Net Turnover is generated by projects larger than € 4.5 million. Commercial, residential and healthcare sectors are major sectors 17.There would seem therefore to be an abundance of projects suitable for outsourcing in the Dutch building industry.
4.3 Model
To incorporate the importance of project type and size into a model determining the suitability for offshore outsourcing for the Dutch practice, a second classification of Dutch architectural firms was used alongside the firm typology of Classic, Atelier and Scandinavian firms. The second classification distinguishes the Private, Mixed and Professional firm17. Private firms are small firms with an average size of less than 4 fte and project build projects of mainly less than € 100.000 with clients mainly being private households. Mixed firms are middle sized firms employing around 9 fte that are mainly working for private households and housing associations with almost one third of the projects being larger than € 5 million. Professional firms represent the larger practices with an average size of 20 fte and work for the government, developers and housing associations.
By cross tabulating the two classifications, nine different firm types were distinguished. We determined the suitability of offshore outsourcing for each type of practice. As stated above, offshore outsourcing was determined not to be suitable for the Scandinavian Model firms. An In-house strategy was therefore recommended to these firms. The same applies for Classic-Private firms employing only a few people to complete design and drafting in-house. For these firms, the advantages of offshore outsourcing will most likely not exceed the costs of the organizational changes necessary for offshore outsourcing. For all other types of firms offshore outsourcing was seen to offer benefits. A hybrid strategy was recommended for these firms. The large independent professional offshore service providers that offer this strategy to their clients train personnel according to the acquired standards, employ expatriate staff familiar with the required standards, focus on long-term collaborations and set rigorous criteria for collaboration.
The up front costs and adaptations associated with the hybrid strategy may, however, present a significant barrier for Private firms or smaller Mixed firms. For this reason was recommended that Atelier-Private or Atelier-Mixed firms consider a buy strategy. Since Atelier firms are very keen on the quality of architectural projects, extra attention should be paid to partner selection and the organization of drawing review. For Professional firms build strategies could also be feasible. Start-up costs are significant and a large investment of time, energy and money is necessary. Even large firms reported they might not have the leverage to do this. Where possible, an attractive option would be to expand a satellite office with extra drafting capacity recruited offshore to serve the head practice. Several interviewees indicated that the establishment of a joint offshore drafting facility would also be an attractive option
5 CONCLUSION
It was concluded that offshore outsourcing offers benefits to several types of architectural firms but requires a thorough review of internal processes, willingness to delegate and an understanding of how information should be transferred. The adaptations required for successful offshore outsourcing could be significant for many Dutch firms, but those accustomed to distinguishing between design and drafting or already working globally with executive architects will find the barriers less significant. These architects could have an advantage in implementing offshore outsourcing as business strategy. Long term collaboration with offshore service providers employing staff from the client’s country was recommended to bridge professional and social cultural issues such as compliance to building standards and communication. Although the recommended hybrid strategy was proven to be successful for British, American and Australian practices, at this time there are no Dutch firms employing this strategy.
Increased demand for architectural services, shortage of qualified labour, and a diminishing role of the architect in the building design process are pressures contemporary architectural practice must deal with. It is widely acknowledged that construction is no longer a local industry. Our study demonstrated that outsourcing of the lower-end drafting activities in this industry may be suitable for offshoring and that this may give architects the opportunity to benefit from the village the Globe has become. In this way, globalization in relation to architectural practice could contribute to a more efficient service delivery and maybe even to an enhanced position for architects in the building design process, if and only when managed and monitored thoroughly. An opportunity is in establishing an offshore drafting facility particularly serving the Dutch architectural practice.
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Atelier
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Classic Atelier-Private ÆHybrid / Buy Classic-Private ÆIn-House Atelier-Professional ÆHybrid / Build Classic-Mixed ÆHybrid Classic-Professional ÆHybrid / Buy Firm type Scandinavian-Private ÆIn-House Atelier-Mixed ÆHybrid / Buy Scandinavian-Mixed ÆIn-House Scandinavian-Professonial ÆIn-House O rgani z at io n M o de l Outsourcing Strategy per firm type.
Atelier
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