Strategic Outsourcing Management
Kartika Chandra Hotel, Jakarta | July 14 – 17, 2009 | Rp. 7.650.000,-
BACKGROUND & OBJECTIVES
Outsourcing is, essentially, the contracting out of non-core activities. Outsourcing is defined as a contractual relationship between an external vendor and an enterprise in which the vendor assumes responsibility for one or more business functions of the enterprise. Outsourcing concerns with the external provision of functional activity, and therefore outsourcing decisions are strategic in nature. It impacts upon the nature and scope of the organization. As such, they are not taken at the operational level, but involve top management, and the consideration of a great variety of variables such as:
- Do we have a candidate functions for outsourcing?
- How do we select?
- How do we assess ourselves?
- Who are the potential providers?
- How do we assess them?
- What sort of relationship will we form?
- How will we manage it?
- How do we ensure efficiency?
Outsourced functions normally lead to relationships where the vendor is providing services on a continuous basis.
- The Concept of Core and Non-Core Activities
- Porter’s Value Chain Concept
- What is Outsourcing?
- Strategic Aspects of Outsourcing Decisions
- Make or Buy Decisions
- The Decision Making Process to Outsource a Function
- Different Types of Outsourcing
- Other Aspects of Outsourcing
- Multiple versus Sole Outsourcing Policy
- Reverse Marketing Concept
- Outsourcing in Logistics and Materials Management
- Measuring the Benefit of Outsourcing
- Some Pitfalls in Outsourcing
- Strategic Alliances
- Future Trends of Outsourcing in Indonesian Oil and Gas Industry
- Key personnel in procurement
- Corporate planner
- HRD Manager/ Superintendent/ Supervisor
- Finance Manager /Superintendent/ Supervisor
- Commercial Analyst
- Business Development Manager and Staff
- All key personnel dealing with outsourcing
Saifudin Bachrun & Associate
Saifudin Bachrun has formal education in Chemistry and Industrial Management focus on Project Planning. He has more 25 years worked in multinational such as: PT. Amoco Mitsui, PT. MATTEL Indonesia, PT. CABOT Indonesia, PT. Maxus Southeast Sumatra, PT. BAT Indonesia and other national company as managerial position until leader executive for Industrial Relation and Human Capital.
He received many reward form companies such as: Mattel Inc. CEO (Head Quarter at El Segundo, California, USA) on Crisis Management, the Best Cabot Worldwide Employee Role Model form Cabot CEO, Boston, USA. And he also works as lecturer and consultant.
Fachri F. Fachrul graduated from Faculty of Law of University of Indonesia. His area of expertise include: Land Law, Corporate Law, Capital Market Law, Banking Law, Airline Business, etc. He has experienced at PT. Sempati Air, Minang Warman Sofyan & Associates Law Offices, etc.
Maryosdi has more 12 years experiences as an appraiser in some company such as: PT. Telkom Indonesia, PT. Antam, PT. Wijaya Karya, PT. SMART, RNI Group, Aqua Group, PT. PGN, PT. Coca Cola Amatil Indonesia, PT. Petrokimia Gresik, RS. MH Thamrin, etc.
July 14 – 17, 2009
Kartika Chandra Hotel
Rp. 7.650.000,- per participant, excluding accommodation & tax.