The 2007 Global Outsourcing 100

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THE 2007 GLOBAL OUTSOURCING

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INSIDE:Winning the Global Talent War . . . . .S2A Look at the Ranking . . . . . . . . . . . . . . S11The 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

The 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 spending is now being 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

Five 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

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Erik M

ausser



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

So 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

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

Where the Jobs are GoingA 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.



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

As 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 nancing 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.

What Lies Ahead



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 operations 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

Sometimes 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 management 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 outbound 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

those niches .


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When 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.

100THE 2007 GLOBAL OUTSOURCING

Leading outsource companies

have a high level of productivity .

Average revenue per employee is

a staggering $83,000 .

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;HRMgmt.;IT&Comm.Mgmt.2 Capgemini www.capgemini.com CustomerTestimonials CRM;IT&Comm.Mgmt.;FinancialMgmt.3 Hewlett-Packard www.hp.com/go/outsourcing ExecutiveLeadership IT&Comm.Mgmt.;FinancialMgmt.;PrintingSvcs.4 Sodexho Alliance www.sodexho.com No.ofLocations/Centers RealEstate&AssetMgmt.;FacilitySvcs.;ServiceVouchers&Cards5 Accenture www.accenture.com BalancedPerformance HRMgmt.;IT&Comm.Mgmt.;FinancialMgmt.6 Wipro Technologies www.wipro.com BalancedPerformance ProductEngineeringSolutions;IT&Comm.Mgmt.;TransactionProc.7 Infosys www.infosys.com CustomerTestimonials IT&Comm.Mgmt.;TransactionProc.;IT&StrategicConsulting8 Genpact www.genpact.com ExecutiveLeadership IT&Comm.Mgmt.;FinancialMgmt.;TransactionProc.9 Tech Mahindra www.techmahindra.com EmployeeManagement CRM;IT&Comm.Mgmt.;Security&DigitalRightsMgmt.10 Cambridge www.cambridgeworldwide.com ExecutiveLeadership IT&Comm.Mgmt.;FinancialMgmt.;TransactionProc.11 Mastek www.mastek.com Methodology/Innovation IT&Comm.Mgmt.;BPO12 CGI Group www.cgi.com No.ofLocations/Centers HRMgmt.;IT&Comm.Mgmt.;TransactionProc.13 Xchanging www.xchanging.com Size&Growth HRMgmt.;CorporateSvcs.;TransactionProc.14 EDS www.eds.com Methodology/Innovation CRM;IT&Comm.Mgmt.;TransactionProc.15 HCL Technologies www.hclbpo.com Methodology/Innovation CRM;FinancialMgmt.;TransactionProc.16 ARAMARK www.aramark.com No.ofLocations/Centers FacilitySvcs.;Food&FacilitiesMgmt.Svcs.17 ACS www.acs-inc.com No.ofLocations/Centers IT&Comm.Mgmt.;AdministrativeSvcs.;TransactionProc.18 TeleTech www.teletech.com BalancedPerformance Sales;CRM;IT&Comm.Mgmt.19 Colliers International www.colliers.com GlobalPresence RealEstate&AssetMgmt.20 Cognizant Technology Solutions www.cognizant.com Size&Growth IT&Comm.Mgmt.;FinancialMgmt.;TransactionProc.21 Unisys www.unisys.com BalancedPerformance IT&Comm.Mgmt.;CorporateSvcs.;TransactionProc.22 EMCOR www.emcorgroup.com No.ofLocations/Centers RealEstate&AssetMgmt.;FacilitySvcs.;IT&Comm.Mgmt.23 ClientLogic www.clientlogic.com No.ofLocations/Centers Sales;CRM;TransactionProc.24 LASON www.lason.com BalancedPerformance FinancialMgmt.;TransactionProc.;DocumentMgmt.25 Neusoft www.neusoft.com EmployeeManagement IT&Comm.Mgmt.26 Tata Consultancy Svcs. www.tcs.com Size&Growth IT&Comm.Mgmt.;FinancialMgmt.;TransactionProc.27 ExcellerateHRO www.excelleratehro.com EmployeeManagement HRMgmt.;AdministrativeSvcs.;TransactionProc.28 Advanced Technology Svcs. www.advancedtech.com BalancedPerformance ProductionEquip.Maintenance;IT&Comm.Mgmt.;FacilitySvcs.29 Zensar Technologies www.zensar.com BalancedPerformance HRMgmt.;IT&Comm.Mgmt.;TransactionProc.30 Amdocs www.amdocs.com GlobalPresence CRM;IT&Comm.Mgmt.31 ExlService www.exlservice.com EmployeeManagement CRM;FinancialMgmt.;TransactionProc.32 SPi www.spi-bpo.com Size&Growth CRM;DocumentMgmt.;AdministrativeSvcs.33 Patni www.patni.com BalancedPerformance IT&Comm.Mgmt.;TransactionProc.;ITSvcs.&Solutions34 HiSoft www.hisoft.com Size&Growth IT&Comm.Mgmt.;TransactionProc.35 Cushman & Wakefi eld www.cushwake.com GlobalPresence RealEstate&AssetMgmt.;FacilitySvcs.;FinancialMgmt.36 Sutherland Global Svcs. www.suth.com EmployeeManagement CRM;IT&Comm.Mgmt.;TransactionProc.37 Convergys www.convergys.com CustomerTestimonials CRM;HRMgmt.38 KPIT Cummins www.kpitcummins.com CustomerTestimonials IT&Comm.Mgmt.;FinancialMgmt.39 WNS www.wnsgs.com Size&Growth CRM;FinancialMgmt.;TransactionProc.40 Johnson Controls www.johnsoncontrols.com No.ofLocations/Centers CRM;RealEstate&AssetMgmt.;FacilitySvcs.41 NCS www.ncs.com.sg ExecutiveLeadership IT&Comm.Mgmt.;FinancialMgmt.;CorporateSvcs.42 24/7 CUSTOMER www.247customer.com EmployeeManagement Sales;CRM;TransactionProc.43 Perot Systems www.perotsystems.com BalancedPerformance IT&Comm.Mgmt.;TransactionProc.44 Cartus www.cartus.com Methodology/Innovation HRMgmt.45 Stream www.stream.com Methodology/Innovation CRM46 Concur Technologies www.concur.com Size&Growth FinancialMgmt.47 MphasiS www.mphasis.com ExecutiveLeadership CRM;IT&Comm.Mgmt.;TransactionProc.48 Vertex www.vertex.co.uk BalancedPerformance Sales;CRM;HRMgmt.49 Hexaware www.hexaware.com Methodology/Innovation HRMgmt.;IT&Comm.Mgmt.;TransactionProc.50 Headstrong www.headstrong.com BalancedPerformance IT&Comm.Mgmt.;TransactionProc.





51 CBRE www.cbre.com GlobalPresence RealEstate&AssetMgmt.;FacilitySvcs.52 Satyam www.satyam.com Recognition/Certification IT&Comm.Mgmt.;Logistics53 Comprehensive Health Services www.chsmedical.com BalancedPerformance HRMgmt.54 Ceridian www.myceridian.com No.ofLocations/Centers HRMgmt.55 EPAM Systems www.epam.com Size&Growth IT&Comm.Mgmt.56 Source 1 HTMT www.source1htmt.com Size&Growth CRM;TransactionProc.57 Océ Business Services www.oceusa.com/obs EmployeeManagement DocumentMgmt.;FacilitySvcs.;AdministrativeSvcs.58 SITEL Corporation www.sitel.com No.ofLocations/Centers Sales;CRM;TransactionProc.59 CSC www.csc.com Recognition/Certification CRM;IT&Comm.Mgmt.;TransactionProc.60 Inspur www.inspur.com Size&Growth IT&Comm.Mgmt.61 Polaris Software Lab www.polaris.co.in Recognition/Certification ProductR&D,Manufacturing;IT&Comm.Mgmt.;TransactionProc.62 Syntel www.syntelinc.com Methodology/Innovation IT&Comm.Mgmt.;TransactionProc.63 Donlen www.donlen.com Size&Growth FleetMgmt.;CRM;FinancialMgmt.64 Diebold www.diebold.com GlobalPresence CRM;IT&Comm.Mgmt.;TransactionProc.65 ADP www.adp.com BalancedPerformance HRMgmt.;FinancialMgmt.;TransactionProc.66 Eclipsys www.eclipsys.com BalancedPerformance IT&Comm.Mgmt.67 Jones Lang LaSalle www.joneslanglasalle.com GlobalPresence RealEstate&AssetMgmt.;FacilitySvcs.;CorporateSvcs.68 MindTree Consulting www.mindtree.com Size&Growth ProductR&D,Manufacturing;IT&Comm.Mgmt.69 Equinox www.equinoxco.com Recognition/Certification CRM;FinancialMgmt.;TransactionProc.70 Pitney Bowes www.pb.com BalancedPerformance DocumentMgmt.;FacilitySvcs.;Logistics71 SEI Investments www.seic.com EmployeeManagement FinancialMgmt.;TransactionProc.;InvestmentMgmt.72 SNC-Lavalin ProFac www.snclavalinprofac.com No.ofLocations/Centers RealEstate&AssetMgmt.;FacilitySvcs.73 OfficeTiger www.officetiger.com Size&Growth DocumentMgmt.;FinancialMgmt.;TransactionProc.74 ITC Infotech www.itcinfotech.com Recognition/Certification CRM;IT&Comm.Mgmt.75 Integrated Process Technologies www.goIPT.com BalancedPerformance FinancialMgmt.;FacilitySvcs.;TransactionProc.

76 Summit HR Worldwide, Inc. www.summithrww.com Methodology/Innovation HRMgmt.77 Ajuba International www.ajubanet.net Size&Growth FinancialMgmt.;AdministrativeSvcs.;TransactionProc.78 ReSource Pro www.resourcepro.com BalancedPerformance FinancialMgmt.;AdministrativeSvcs.;TransactionProc.79 Cross-Tab Marketing Svcs. www.cross-tab.com BalancedPerformance MarketResearch&Analytics80 Luxoft www.luxoft.com CustomerTestimonials ProductEngineering;IT&Comm.Mgmt.81 Outsource Partners International www.opiglobal.com CustomerTestimonials DocumentMgmt.;FinancialMgmt.;BusinessValuation,Intelligence82 IST Management Svcs. www.istmanagement.com ExecutiveLeadership DocumentMgmt.;FacilitySvcs.;AdministrativeSvcs.83 vCustomer www.vcustomer.com EmployeeManagement CRM;IT&Comm.Mgmt.;TransactionProc.84 Emerio www.emeriocorp.com No.ofLocations/Centers HRMgmt.;IT&Comm.Mgmt.;TransactionProc.85 Bleum www.bleum.com Recognition/Certification IT&Comm.Mgmt.;InformationSecurityMgmt.Systems86 I.T. UNITED www.ituc.com BalancedPerformance IT&Comm.Mgmt.;Marketing87 Datrose www.datrose.com Methodology/Innovation HRMgmt.;DocumentMgmt.;FinancialMgmt.88 Indecomm Global Svcs. www.indecommglobal.com ExecutiveLeadership IT&Comm.Mgmt.;DocumentMgmt.;TransactionProc.89 Objectiva Software Solutions www.objectivasoftware.com Methodology/Innovation IT&Comm.Mgmt.;DocumentMgmt.90 Intetics Co. www.intetics.com Methodology/Innovation IT&Comm.Mgmt.;OffshoreHR91 Maxil Technology www.maxiltechnology.com BalancedPerformance IT&Comm.Mgmt.;FinancialMgmt.;KnowledgeProcessMgmt.92 DataArt www.dataart.com EmployeeManagement IT&Comm.Mgmt.93 Infotech www.infotechsw.com CustomerTestimonials DesignEngineering;IT&Comm.Mgmt.;GIS&Engineering94 QuEST www.quest-global.com ExecutiveLeadership ProductR&D,Manufacturing;EngineeringSvcs.;Outsourcing95 StarSoft Development Labs www.starsoftlabs.com EmployeeManagement IT&Comm.Mgmt.96 Worksoft www.worksoft.com.cn BalancedPerformance IT&Comm.Mgmt.97 Cybage www.cybage.com EmployeeManagement IT&Comm.Mgmt.98 Smart Sourcing www.smart-sourcing.com Methodology/Innovation ProductR&D,Manufacturing;Logistics;CRM99 Sento www.sento.com Methodology/Innovation CRM;IT&Comm.Mgmt.;TransactionProc.100Achievo Corporation www.achievo.com EmployeeManagement IT&Comm.Mgmt.;Billing&CRM

IAOP GLOBAL OUTSOURCING RISING STARS

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Economy & Finance

The 2007 Global Outsourcing 100