I
摘 要
IT 服务外包是信息技术产业发展的核心步骤，是经济全球化的产物。为了保持企业
的竞争优势，越来越多的企事业单位选择 IT 服务外包策略。以更低的成本获取 IT 服务
外包承包商最前沿的技术和服务，使企业更专注自身核心能力的发展。Global IT 作为 S
公司 2012 年 12 月从 UTC 总公司剥离后成立的独立机构，在选择新公司的 IT 策略时遇
到了急需解决的问题是：原来庞大的 UTC IT 服务体系将在 12 个月后，停止对剥离后的
S 公司提供所有的 IT 支持。如何选择新公司的 IT 策略成了公司信息技术部首要解决的
问题。

本研究以 S 公司为研究对象，分析了制造业如何制定自己的 IT 策略选择。站在发
包企业的角度分析研究 IT 服务外包的可行性。从要不要外包到怎么外包，以及外包过
程中可能出现的问题和对应措施做实例研究。首先，梳理了 IT 服务外包的相关概念，
并从规模经济理论、核心竞争力理论和交易成本理论等方面阐述了外包的必要性。以 S
公司为例，使用 IT 服务投资的平衡计分卡（BSC）工具，对要不要外包进行了分析，
显示“IT 服务外包”是最合适 S 公司的选择；使用 IT 服务外包策略的 SWOT 模型，对
采用哪种方式外包进行了分析，显示“选择性外包”是最优方案；对设备租赁和购买进
行比较研究，显示“设备租赁”是 S 公司获取 IT 设备的最佳方式。然后，针对 S 公司
IT 服务外包的整体思路，从供应商的选择，到 IT 外包的管理，再到内部 IT 的转变，对
S 公司 IT 服务外包策略的实施进行了研究。特别是使用设备租赁和购买的经济比选财务
分析，提供了选择低成本的供应商的计算方法；最后，对 S 公司 IT 服务外包进行风险
评估和分析。主要分析了业务、运作、文化和技术四方面的风险及其表现，并针对各个
风险逐个提出了对策和建议。

分析结果显示，IT 服务外包对制造业不仅能节约成本，增强经营柔性，提供前沿的
技术服务。更重要的是可以使企业能致力于自己的核心专长，增强竞争优势。同时，我
们也不难看出可能遇到的诸多风险。

企业如何正确的选择 IT 服务外包策略，并能有效的评估和控制风险，将是决定 IT
服务外包成败的关键。

关键词：IT 服务外包；设备租赁；平衡计分卡分析；SWOT 分析

ABSTRACT
IT service outsourcing is the core steps of the information technology industry
development. It is the product of economic globalization. In order to keep the enterprise’s
competitive advantage, more and more enterprises choose IT service outsourcing. The
enterprises can get the cutting edge of IT technology at lower cost, and they can focus on the
growth of their core competence. “Global IT” is an independence department of S company
after she divestiture from UTC corporation. It is the urgent problem to S company that all of
the IT service from UTC will be stop after 12 months later. It is the most important problem
how to decision IT service strategy of S company.
This study focus on how to decision-making their IT service strategy of S company. It
will study and analysis the feasibility of IT service outsourcing on the side of client’s
perspective. As a actual case, It will analysis that why we select IT service outsourcing, how
we do, what possible problems may arise in the process, and what precaution ways can been
used. Firstly, explains the necessity of IT service outsourcing through carding concepts, and
analyzing the scale economy theory, the core competence theory and the transaction cost
theory. Base on S company, this study analyze that “IT Service Outsourcing” is the suitable
way using Balanced Scorecard (BSC) of IT investment; “Selective Outsourcing” is the best
way using SWOT model; “Equipment Rental” is the best way to get IT equipment through
making compare purchase and tent. Secondly, analyze the implementation of IT service
outsourcing of S company. Include how to select vendor, how to manage the IT service
outsourcing and how to change of S company internal IT. Especially, give the way how to
select low-cost vendor using the economy compare and selection of the equipment rental and
purchase. Lastly, assess the risk of IT service outsourcing of S company. Mainly analyze the
business risk, operation risk, culture risk and technology risk. Also give the countermeasures
and suggestions on every manifestation of risk of S company.
Analysis results show that the IT service outsourcing of manufacturing industry can not
only save costs, enhance the flexibility, get cutting-edge technology. More important is that it
can make the enterprise focus on their core expertise, enhance competitive advantage. At the
same time, we also can see that we will encounter some risks about this strategy.
How to decision-make IT service outsourcing strategy, and how to control the risks. That
will be the success key of IT service outsourcing.
Key words: IT Service Outsourcing; Equipment Rental; BSC; SWOT