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A Case Study on IT Service Innovation through Improvement of Outsourcing Contract Structures for Information System Operations

정보시스템 운영 아웃소싱 계약구조 개선 기반의 IT서비스 혁신 추진에 관한 사례 연구

  • Received : 2024.05.29
  • Accepted : 2024.06.12
  • Published : 2024.09.30

Abstract

Many companies are adopting Information System (IS) operation outsourcing to focus on their core competencies and enhance operational efficiency. However, most of them employ a headcount-based pricing model, which often leads to exhaustive negotiations over contract costs without objective criteria or systematic frameworks. This headcount-based outsourcing contract environment results in low motivation/incentives for both client companies and IT service providers to improve productivity, efficiency, and quality, which poses challenges in securing a competitive advantage. This study introduces the development process of an IS operation outsourcing pricing model, which was collaboratively developed and agreed upon for implementation in actual contracts by an IT service company of a conglomerate. Also, the study underscores the activities undertaken to secure IT service competitiveness based on this model so as to deliver a practical guide for companies seeking to transition their outsourcing contract methods.

많은 기업에서 핵심 역량 집중과 효율적 운영을 위해 정보시스템(IS) 운영 아웃소싱을 도입하고 있다. 그러나, 대부분 인력 기반 산정 방식(Head Counting)을 적용하고 있고, 이는 사업 비용을 객관적인 기준이나 체계 없이 당사자 간의 합의에 따라 산정하는 방식으로 계약까지 소모적인 논쟁이 발생한다. 또한, 인력 기반의 아웃소싱 계약 환경에서는 고객사와 IT서비스 제공사 모두 생산성, 효율, 품질 향상에 대한 동기부여가 미흡하여 기업 경쟁력 확보에 어려움이 있다. 본 연구에서는 실제 그룹사 기반의 IT서비스 기업에서 오랫동안 고객사와 협의를 거쳐 개발하고 실제 계약에 적용하기로 합의한 IS 운영 아웃소싱 가격모델 개발과정과 이를 기반으로 IT서비스 경쟁력을 확보해가기 위해 추진해 온 활동들을 소개함으로써, 향후 아웃소싱 계약방식 전환을 시도하는 기업들에 현실적인 가이드를 제시하고자 한다.

Keywords

References

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