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Editor's Notes

• #4: Ulkar Holding Jenerik İlaç pazarında faaliyet göstermekte olan Nobel İlaç’ın da içinde bulunduğu 16 şirketi kapsayan bir kuruluşudur.Holding bünyesinde Nobel İlaç’ın yanı sıra hammadde üretimi yapan Ulkar Kimya, fason üretim yapan Nobelfarma, Ar&Ge şirketi Fargem öne çıkan şirketler olarak yer almaktadır.Özellikle 2000’li yıllarda başladığı yurtiçi ve yurtdışı atılımlarla Ulkar Holding bugün Türkiye’de 1700, yurtdışında da 800 civarında çalışanı ile geride kalan nadir %100 yerli ilaç üreticilerinden biri olarak faaliyetlerine devam etmektedir.Yurtdışında Özbekistan ve Kazakistan’daki fabrikaları ve 17 ülkedeki temsilcilikleri ile çok uluslu ulusal bir şirket olarak yoluna devam etmektedir.Yerli ve yabancı 300’ün üzerinde firmanın faaliyet gösterdiği ilaç piyasasında 180 milyon dolar civarındaki cirosu (2011) ve 46 milyon doları aşan ihracatı ile ilk 20 firma arasındaki yerini uzun süredir korumaktadır.
• #7: Firmalar temelde 3 sebepten Dış Kaynak kullanımına yönelirler:Maliyetleri düşürmekDeğişen piyasa koşullarına göre operasyon hızını artırmak. İç müşteri talebi ile servis kalitesinin yükseltilmesiIT outsourcing, or buying IT-related functions as a service from a third-party instead of performing the functions in-house, is one way organizations can reduce the time and money spent on infrastructure and operations and dedicate more resources to strategic business initiatives.Outsourcing may be the answer if your company:.Requires a highly skilled IT staff but can’t afford one.Doesn’t have money to allocate to IT in its yearly budget.Would benefit from the latest technology but doesn’t have the expertise to deploy it, or.Needs temporary help
• #9: ■The company’s leadership should state what it hopes to accomplish by outsourcing before the process of vetting vendors begins.■Don’t treat outsourcing as a cost-saving measure only. Make it a core business function and appoint a dedicated team whose job it is to align the company’s outsourcing activities with its business development strategy.■IT outsourcing is not an all-or-nothing proposition; companies should evaluate which IT functions are cheaper in-house, and when it’s more cost-effective to outsource.Benim iç ve dış müşterilerim kimler?Bu müşterilere ne tür hizmetler veriyorum?Bu hizmetleri nasıl ve hangi seviyelerde veriyorum?Müşterilerimin benden beklentileri neler?Ben bu işi mevcut hali ile kaça mal ediyorum?
• #10: Kapsamıbelirle! (mevcutdurumunstratejikhedeflereuyguniyileştirmeplanıyapılmasıgerekir)Hangiservislerimidışarıyavermekistiyorumhangileriniiçeridetutacağım?Dışkaynakhizmetlerindenbeklentilerimneler?Bu işiçinayıracağımbütçe ne kadar?Unutmayınucuz her zamaniyideğildir!!!
• #11: Potansiyel hizmet sağlayıcıları belirle! Piyasada bugünkü ve ilerideki ihtiyaçlarımı karşılayabilecek firmalar kimler? – ReferansEn az 3 firmaya şartname göndererek teklif isteMümkün olduğu kadar firma ziyaretleri yaparak size hizmet vermek isteyen firmaların çalışmalarını gözlemle■Don’t forget to ask about the vendor’s security policies and procedures. Make sure the company’s data will be well-protected with adequate access control, network security measures and physical security precautions.1.What access control and encryption methods do they use? 2.Are their employees subject to background checks? 3.What are their disaster recovery policies and procedures? 4.How has the company responded to failure in the past, i.e., missed deadlines, missed requirements, etc., and what do they do to make sure it doesn’t happen again? 5.To what extent are their processes visible to their clients?
• #12: KontratYönetimi! – En can alıcınokta!KontratındilisadeveanlaşılırolmalıHizmetinkapsamıçokdetaylıve net birşekildeyazılmalıSüresiveçıkışşartlarıçokönemli!Denetim hakkınızmutlaka içinde belirtilmeliUnutmayındışkaynaksağlayıcılaruzmanfirmalar(!) siz de biruzmandandestekalın ■Make sure the delivery model of the service provider suits the business’s operational and financial goals.■Define what success means for both parties at the outset and tie payments and incentives to outcomes. Use metrics to track the vendor’s performance and customer satisfaction.■Be prepared to negotiate the best possible terms to any contract or SLA, and to renegotiate after a couple of years, as the business’s priorities may change.■Prepare for the possibility of having to switch vendors down the road. Come up with a plan to deal with financial penalties for early contract termination, difficulties in transferring data, potential downtime and bringing the operation back in-house if necessary.
• #13: İçkaynaklarıgözdengeçirin!6. İçSüreçlerigözdengeçirinvehazırlayınDışkaynakkullanımınageçiştebeklentileridüzgünbelirleyin (ilk günden her şeypürüzsüzolmaz)Artık operasyonel bir BT değildışkaynakyönetenbirBTsiniz. Buna ne kadarhazırsınız?Mevcutkadronuzbunusürdürebilecekdonanımdamı?■Understand that outsourcing is not a once and done thing; a successful outsourcing arrangement requires active management and monitoring. Both parties need to have a clear idea of who is responsible for what.
• #14: IT outsourcing providers cannot resolve your problems without your involvement and willingness to change the way you do businessOutsourcing does eliminate work. But it also creates work. And, just as importantly, the management of an outsourcing relationship requires different skills than the management of the individuals that had been performing the function. The people in your IT department may not have the skill sets to do the job. A “retained” organization must be created to focus on relationship management, change control, and contract management in connection with the outsourcing. This may actually add personnel to the deal, and experts have estimated that six to 10 per cent of the cost of an outsourcing deal should be allocated for this purpose. If you are not going to pay attention to managing the deal and constantly assuring it makes sense for your company, you will get burned. And should your most experienced and knowledgeable people stay with your company or should they move to the outsourcer? Which of you has more need to tap that intimate knowledge of your business developed over many years?
• #15: IT outsourcing providers cannot resolve your problems without your involvement and willingness to change the way you do businessOutsourcing does eliminate work. But it also creates work. And, just as importantly, the management of an outsourcing relationship requires different skills than the management of the individuals that had been performing the function. The people in your IT department may not have the skill sets to do the job. A “retained” organization must be created to focus on relationship management, change control, and contract management in connection with the outsourcing. This may actually add personnel to the deal, and experts have estimated that six to 10 per cent of the cost of an outsourcing deal should be allocated for this purpose. If you are not going to pay attention to managing the deal and constantly assuring it makes sense for your company, you will get burned. And should your most experienced and knowledgeable people stay with your company or should they move to the outsourcer? Which of you has more need to tap that intimate knowledge of your business developed over many years?
• #16: IT outsourcing providers cannot resolve your problems without your involvement and willingness to change the way you do businessOutsourcing does eliminate work. But it also creates work. And, just as importantly, the management of an outsourcing relationship requires different skills than the management of the individuals that had been performing the function. The people in your IT department may not have the skill sets to do the job. A “retained” organization must be created to focus on relationship management, change control, and contract management in connection with the outsourcing. This may actually add personnel to the deal, and experts have estimated that six to 10 per cent of the cost of an outsourcing deal should be allocated for this purpose. If you are not going to pay attention to managing the deal and constantly assuring it makes sense for your company, you will get burned. And should your most experienced and knowledgeable people stay with your company or should they move to the outsourcer? Which of you has more need to tap that intimate knowledge of your business developed over many years?