Nearshoring Management
Focus on Your Core Business
Neither Outsourcing nor Nearshoring are rocket science. Routine Nearshoring is manageable without decades of expertise.
As long as projects run smooth. As long as activities follow the plan. In most projects neither happens. As soon as problems appear, experience and expertise make all the difference.
Leave Nearshoring to Us
Neither Outsourcing nor Nearshoring are rocket science. Routine Nearshoring is manageable without decades of expertise.
Why should companies invest in external expertise?
Well, one reason is Murphy´s law. Most Nearshoring projects don´t follow the plan, most projects don´t run smoothly. They tend to run along a bumpier road. And as soon as disaster strikes, experience and expertise in Nearshoring management makes all the difference.
Another important reason is time - your time. The time you would have to invest in proper Nearshoring management. The time you would spend digging through dozens of reports, looking for crucial mistakes. The time you need to figure out how to deal with the most recent problem. The time to assess timelines and costs once again, just to report them at the next Board meeting.
Neither companies nor their top management have time to waste. Managers need to focus their time and resources on their core business, on the most relevant topics and challenges. This leaves precious little time for Nearshoring management and this shows all to often.
Leave Nearshoring to Us
- End to End Nearshoring Management
- All Nearshoring activities under central control.
- All activities neatly integrated in your business operations
- Focus on your core topics. Leave Nearshoring to Us.
Value Your Time
Time is valuable, no doubt about that. But what is the impact of Nearshoring on top management´s time budget? At Qemicon, we frequently see three levels of impact on the time of our clients.
Most Nearshoring projects operate with a limited headcount, and most will have to do without a Nearshoring expert on the internal payroll. But Nearshoring requires at least some time – time that will have to be found somewhere. Usually in the schedule of a person with a different core expertise who could easily use all “Nearshoring" time on activities that would add a lot more value. This is level 1 – Nearshoring cannibalizes other activities by using resources already allocated.
Nearshoring management is possible without decades of expertise – the difference between non-experts and experts is the time needed to get things done. This is level 2 – non-experts have to invest a disproportionate amount of time for Nearshoring management.
Lastly some light at the end of the tunnel – time investment in Nearshoring management frequently isn´t so large at all. Let´s be realistic - most managers faced with the decision of either investing time in Nearshoring or in topics within their personal expertise and responsibility will choose the latter. As a result, Nearshoring projects in many companies run almost on their own. This is level 3 – Nearshoring processes run well below the required minimum of time.