Nirmalya Kumar Quotes

The important thing about outsourcing or global sourcing is that it becomes a very powerful tool to leverage talent, improve productivity and reduce work cycles.

I've decided to take advantage of outsourcing. My next novel will be written by a couple of guys in Bangalore, India.

The United States and Arizona are both losing jobs to offshore locations.

By 'flat' I did not mean that the world is getting equal. I said that more people in more places can now compete, connect and collaborate with equal power and equal tools than ever before. That's why an Indian in Bangalore can take care of the office work of American doctors or read the X-rays of German hospitals.

Jobs offshoring began with manufacturing, but the rise of the high-speed Internet made it possible to move offshore tradable professional skills, such as software engineering, information technology, various forms of engineering, architecture, accounting, and even the medical reading of MRIs and CT-Scans.

In the long run, outsourcing is another form of trade that benefits the U.S. economy by giving us cheaper ways to do things.

The other part of outsourcing is this: it simply says where the work can be done outside better than it can be done inside, we should do it.

And just remember, every dollar we spend on outsourcing is spent on U.S. goods or invested back in the U.S. market. That's accounting.

Businesses are no longer receiving the cost savings from outsourcing that they once did.

Outsourcing and globalization of manufacturing allows companies to reduce costs, benefits consumers with lower cost goods and services, causes economic expansion that reduces unemployment, and increases productivity and job creation.

Outsourcing is inevitable, and I don't think it's necessarily treating people like things.

Low-wage jobs have gone offshore. We need to innovate to stay competitive.

Will the industry outsource more? I think it depends on the client base.

Digitally enabled supply chains initially increased efficiency and dramatically shortened lead times. Capital was mobile; labor, less so. Economic activity (production, research, design, etc.) moved to any accessible country or region that had relatively inexpensive labor and human capital.

Prior to 2001, hardly any company in North America or Europe would buy from India.

Indian IT corporations have made work in the U.S. much more efficient by enhancing their productivity and quality of work. We have helped to add sufficient value to the corporations in the U.S.

I invite you to leverage Serbia because we have talented young professionals who are multilingual, highly educated, and willing to work for competitive wages.

Western companies want access to Indian talent. That is why they outsource; that is why they come to India to set up base.

I'm tired of seeing American jobs, manufacturing, and headquarters forced overseas due to a tax code that works against us.

If we ramp up capabilities in China, including additional 737-related work, the actions that we'll take are actions that ultimately allow us to grow jobs in the U.S.

If you offshore, if you telecommute, if you do anything to minimize your company's physical real estate, there are real consequences to its culture and cohesion.

We have offshored a lot of our industry for critical supplies, critical health care supplies, and critical medicines to save money.

Once companies begin to outsource, they never go back.

The thought process of India was more around its potential as a cost arbitrage. We always recognised the potential of India, but we were more coming from how can we fit into cost structure rather than selling things here.

There is no business in the world - I don't care what it is, whether it's I.T. or manufacturing - that does not have what I may refer to as a blended resource base. You have high-end work. You have engineering work. You have some local knowledge you require. Then, you have some very low-cost work to be done.