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Essay / Research Paper Abstract
This 10 page paper is written in two parts, each answering questions set by the student. The first part of the paper looks at the practice of offshoring in IT. The potential trends in IT offshoring and outsourcing are discussed, the type of IT work that may be offshored and the needs for SAP or ERP integration when implemented by a third party. The second part of the paper looks at a case study of WildCharge, a wireless charging pad, considering if there ahs been the creation of a technology platform, the potential network effects, ways of increasing sales and whether this is likely to be a highly concentrated market. The bibliography cites 9 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEinfsysq.rtf
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Unformatted sample text from the term paper:
be a five fold increase in the amount of off shoring that take place in the country over the next decade, taking the value of the offshoring activities for IT
and business services up to $225 billion by 2020 (Information week, 2009). Another major player that is emerging in the off shoring industry is that of China (Hinata, 2009).
When looking at why this is occurring there are several potential reason. In many cases the move is one that is also, but not always, part of an outsourcing strategy,
with the offshoring/outsourcing firms seeking to minimise costs and take advantage of comparative advantages (Thompson, 2007). A key area that is likwey to drive this forward at the current
time is the credit crunch. The pressure for offshoring can be seen as increasing as the economic difficulties have an impact on the business, with pressure to find ways of
cutting costs. A common approach to assessing areas of cutting costs or adding value is Porters Value Chain. Porter divided this into five separate sections; inbound logistics, operations, outbound
logistics, marketing and sales, and service (Mintzberg et al, 2008). The model is not specifically aimed at outsourcing, but it is a useful tool for the understanding of the value
of outsourcing. These different activities are also linked by the same support activities, there are four of these, but they can be seen to be active throughout the entire
value chain, they are firm infrastructure, human resource management, technological development and procurement (Mintzberg et al, 2008). These support activities may relate to more than only one section of the
supply chain and as they are in existence they also add costs to the value chain, but are necessary and as such they must be seen to actively add value
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