ppt cathay pasific++
TRANSCRIPT
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 18
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 28
1946 cathay was founded by american Roy CFarrell and
australian Sydney H de kantzow
In 2002 Cathay employeed 15000 staff and 77 wide-bodied aircraft to 62 international destinations
In 2010 Cathay have about 101 passanger aircraft and 22 cargo
1970 yeung and team develop the first reservationsystem for cathay called CPARS
1948 Swire group acquired 45 share of
cathay
1980 Cathay goes to global expand their business(travelers tourist and cargo) and expand their route
map(incl amsterdam frankfurt vancouver rome san
francisco paris and zurich)
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 38
What the solution to focus in our business
outsourcing
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 48
East Asian Economical Crisisldquo in 1997 and 1998 cause
the organization decided to outsource nonstrategic
business functions in order to cut costs
How would IT support the cost cutting initiatives set by the organization
The contractual conditions with IBM included the absorption of Cathays
Data Center staff by IBM a price structure that was 10 to 15 percent
bellow in-house costs and services that equaled or exceed in-house
Cathay had made the decision to outsource its Data
Center to IBM and airline applications to SABRE
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 58
1970s Creates CPARS Cathay Pacific Passenger Reservation Systems and Legacy Systems
During 1980s Begin purchasing software packages (ex Form SITA) System Development and Support turns into System Delivery
Late 1980s Data center separated in 3 location around Hong Kong consisted entirely 12 mainframes
Sep-95 Opened US$ 30 million data center in Sydney Australia
1992 Initiated ldquoOperation Better Shaperdquo Outsource non-strategic business units
Mid 1997 Implementing ldquoSmartSourcingrdquo ndash IBM for infrastructure amp SABRE for application
End 1997 Sydney Data Center outsourced to IBM
2001 Desktop PC environments were outsourced to IBM
Aug-02 Outsource web-hosting to HP
Nov-02 HP took over Cathayrsquos e-business infrastructure
Nov-02 Sydney Data Center has been sold to a third party
Dec-02 Cathay has been outsourced most of non-competitive non-strategic aspects of its IT resources
Cathays Timeline
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 68
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 78
Cross Opinion
bull Cathay doesnrsquot have to outsource its IT division instead it
could make it as its subsidiary While it would serve
Cathayrsquos needs it could serve another customer as well This
is to the fact that Cathay has made its own IT System in the1970s and still support the company until 2007-8 (Legacy
System)
bull Outsourcing Cathayrsquos IT infrastructures might be a cost
saving strategy but Cathay should concerns that the data it
contained was a strategic resources Business Intelligences
poses threat to the business
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 88
Our Conclusion
bull Evaluate current processes to identify non-value added activities
and perhaps use IT to develop or purchase the systems to cut costs
and improve operating efficiencies within Cathays organization
bull Outsourcing is the alternative way to cut cost but we must considerthat supplier must have a proven record in IT management project
management airline specific applications service delivery and
customer service
bull Contractual agreement with the supplier must be clear Goals or
expectations would include expected service satisfaction and cost reductions levels
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 28
1946 cathay was founded by american Roy CFarrell and
australian Sydney H de kantzow
In 2002 Cathay employeed 15000 staff and 77 wide-bodied aircraft to 62 international destinations
In 2010 Cathay have about 101 passanger aircraft and 22 cargo
1970 yeung and team develop the first reservationsystem for cathay called CPARS
1948 Swire group acquired 45 share of
cathay
1980 Cathay goes to global expand their business(travelers tourist and cargo) and expand their route
map(incl amsterdam frankfurt vancouver rome san
francisco paris and zurich)
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 38
What the solution to focus in our business
outsourcing
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 48
East Asian Economical Crisisldquo in 1997 and 1998 cause
the organization decided to outsource nonstrategic
business functions in order to cut costs
How would IT support the cost cutting initiatives set by the organization
The contractual conditions with IBM included the absorption of Cathays
Data Center staff by IBM a price structure that was 10 to 15 percent
bellow in-house costs and services that equaled or exceed in-house
Cathay had made the decision to outsource its Data
Center to IBM and airline applications to SABRE
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 58
1970s Creates CPARS Cathay Pacific Passenger Reservation Systems and Legacy Systems
During 1980s Begin purchasing software packages (ex Form SITA) System Development and Support turns into System Delivery
Late 1980s Data center separated in 3 location around Hong Kong consisted entirely 12 mainframes
Sep-95 Opened US$ 30 million data center in Sydney Australia
1992 Initiated ldquoOperation Better Shaperdquo Outsource non-strategic business units
Mid 1997 Implementing ldquoSmartSourcingrdquo ndash IBM for infrastructure amp SABRE for application
End 1997 Sydney Data Center outsourced to IBM
2001 Desktop PC environments were outsourced to IBM
Aug-02 Outsource web-hosting to HP
Nov-02 HP took over Cathayrsquos e-business infrastructure
Nov-02 Sydney Data Center has been sold to a third party
Dec-02 Cathay has been outsourced most of non-competitive non-strategic aspects of its IT resources
Cathays Timeline
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 68
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 78
Cross Opinion
bull Cathay doesnrsquot have to outsource its IT division instead it
could make it as its subsidiary While it would serve
Cathayrsquos needs it could serve another customer as well This
is to the fact that Cathay has made its own IT System in the1970s and still support the company until 2007-8 (Legacy
System)
bull Outsourcing Cathayrsquos IT infrastructures might be a cost
saving strategy but Cathay should concerns that the data it
contained was a strategic resources Business Intelligences
poses threat to the business
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 88
Our Conclusion
bull Evaluate current processes to identify non-value added activities
and perhaps use IT to develop or purchase the systems to cut costs
and improve operating efficiencies within Cathays organization
bull Outsourcing is the alternative way to cut cost but we must considerthat supplier must have a proven record in IT management project
management airline specific applications service delivery and
customer service
bull Contractual agreement with the supplier must be clear Goals or
expectations would include expected service satisfaction and cost reductions levels
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 38
What the solution to focus in our business
outsourcing
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 48
East Asian Economical Crisisldquo in 1997 and 1998 cause
the organization decided to outsource nonstrategic
business functions in order to cut costs
How would IT support the cost cutting initiatives set by the organization
The contractual conditions with IBM included the absorption of Cathays
Data Center staff by IBM a price structure that was 10 to 15 percent
bellow in-house costs and services that equaled or exceed in-house
Cathay had made the decision to outsource its Data
Center to IBM and airline applications to SABRE
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 58
1970s Creates CPARS Cathay Pacific Passenger Reservation Systems and Legacy Systems
During 1980s Begin purchasing software packages (ex Form SITA) System Development and Support turns into System Delivery
Late 1980s Data center separated in 3 location around Hong Kong consisted entirely 12 mainframes
Sep-95 Opened US$ 30 million data center in Sydney Australia
1992 Initiated ldquoOperation Better Shaperdquo Outsource non-strategic business units
Mid 1997 Implementing ldquoSmartSourcingrdquo ndash IBM for infrastructure amp SABRE for application
End 1997 Sydney Data Center outsourced to IBM
2001 Desktop PC environments were outsourced to IBM
Aug-02 Outsource web-hosting to HP
Nov-02 HP took over Cathayrsquos e-business infrastructure
Nov-02 Sydney Data Center has been sold to a third party
Dec-02 Cathay has been outsourced most of non-competitive non-strategic aspects of its IT resources
Cathays Timeline
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 68
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 78
Cross Opinion
bull Cathay doesnrsquot have to outsource its IT division instead it
could make it as its subsidiary While it would serve
Cathayrsquos needs it could serve another customer as well This
is to the fact that Cathay has made its own IT System in the1970s and still support the company until 2007-8 (Legacy
System)
bull Outsourcing Cathayrsquos IT infrastructures might be a cost
saving strategy but Cathay should concerns that the data it
contained was a strategic resources Business Intelligences
poses threat to the business
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 88
Our Conclusion
bull Evaluate current processes to identify non-value added activities
and perhaps use IT to develop or purchase the systems to cut costs
and improve operating efficiencies within Cathays organization
bull Outsourcing is the alternative way to cut cost but we must considerthat supplier must have a proven record in IT management project
management airline specific applications service delivery and
customer service
bull Contractual agreement with the supplier must be clear Goals or
expectations would include expected service satisfaction and cost reductions levels
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 48
East Asian Economical Crisisldquo in 1997 and 1998 cause
the organization decided to outsource nonstrategic
business functions in order to cut costs
How would IT support the cost cutting initiatives set by the organization
The contractual conditions with IBM included the absorption of Cathays
Data Center staff by IBM a price structure that was 10 to 15 percent
bellow in-house costs and services that equaled or exceed in-house
Cathay had made the decision to outsource its Data
Center to IBM and airline applications to SABRE
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 58
1970s Creates CPARS Cathay Pacific Passenger Reservation Systems and Legacy Systems
During 1980s Begin purchasing software packages (ex Form SITA) System Development and Support turns into System Delivery
Late 1980s Data center separated in 3 location around Hong Kong consisted entirely 12 mainframes
Sep-95 Opened US$ 30 million data center in Sydney Australia
1992 Initiated ldquoOperation Better Shaperdquo Outsource non-strategic business units
Mid 1997 Implementing ldquoSmartSourcingrdquo ndash IBM for infrastructure amp SABRE for application
End 1997 Sydney Data Center outsourced to IBM
2001 Desktop PC environments were outsourced to IBM
Aug-02 Outsource web-hosting to HP
Nov-02 HP took over Cathayrsquos e-business infrastructure
Nov-02 Sydney Data Center has been sold to a third party
Dec-02 Cathay has been outsourced most of non-competitive non-strategic aspects of its IT resources
Cathays Timeline
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 68
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 78
Cross Opinion
bull Cathay doesnrsquot have to outsource its IT division instead it
could make it as its subsidiary While it would serve
Cathayrsquos needs it could serve another customer as well This
is to the fact that Cathay has made its own IT System in the1970s and still support the company until 2007-8 (Legacy
System)
bull Outsourcing Cathayrsquos IT infrastructures might be a cost
saving strategy but Cathay should concerns that the data it
contained was a strategic resources Business Intelligences
poses threat to the business
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 88
Our Conclusion
bull Evaluate current processes to identify non-value added activities
and perhaps use IT to develop or purchase the systems to cut costs
and improve operating efficiencies within Cathays organization
bull Outsourcing is the alternative way to cut cost but we must considerthat supplier must have a proven record in IT management project
management airline specific applications service delivery and
customer service
bull Contractual agreement with the supplier must be clear Goals or
expectations would include expected service satisfaction and cost reductions levels
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 58
1970s Creates CPARS Cathay Pacific Passenger Reservation Systems and Legacy Systems
During 1980s Begin purchasing software packages (ex Form SITA) System Development and Support turns into System Delivery
Late 1980s Data center separated in 3 location around Hong Kong consisted entirely 12 mainframes
Sep-95 Opened US$ 30 million data center in Sydney Australia
1992 Initiated ldquoOperation Better Shaperdquo Outsource non-strategic business units
Mid 1997 Implementing ldquoSmartSourcingrdquo ndash IBM for infrastructure amp SABRE for application
End 1997 Sydney Data Center outsourced to IBM
2001 Desktop PC environments were outsourced to IBM
Aug-02 Outsource web-hosting to HP
Nov-02 HP took over Cathayrsquos e-business infrastructure
Nov-02 Sydney Data Center has been sold to a third party
Dec-02 Cathay has been outsourced most of non-competitive non-strategic aspects of its IT resources
Cathays Timeline
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 68
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 78
Cross Opinion
bull Cathay doesnrsquot have to outsource its IT division instead it
could make it as its subsidiary While it would serve
Cathayrsquos needs it could serve another customer as well This
is to the fact that Cathay has made its own IT System in the1970s and still support the company until 2007-8 (Legacy
System)
bull Outsourcing Cathayrsquos IT infrastructures might be a cost
saving strategy but Cathay should concerns that the data it
contained was a strategic resources Business Intelligences
poses threat to the business
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 88
Our Conclusion
bull Evaluate current processes to identify non-value added activities
and perhaps use IT to develop or purchase the systems to cut costs
and improve operating efficiencies within Cathays organization
bull Outsourcing is the alternative way to cut cost but we must considerthat supplier must have a proven record in IT management project
management airline specific applications service delivery and
customer service
bull Contractual agreement with the supplier must be clear Goals or
expectations would include expected service satisfaction and cost reductions levels
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 68
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 78
Cross Opinion
bull Cathay doesnrsquot have to outsource its IT division instead it
could make it as its subsidiary While it would serve
Cathayrsquos needs it could serve another customer as well This
is to the fact that Cathay has made its own IT System in the1970s and still support the company until 2007-8 (Legacy
System)
bull Outsourcing Cathayrsquos IT infrastructures might be a cost
saving strategy but Cathay should concerns that the data it
contained was a strategic resources Business Intelligences
poses threat to the business
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 88
Our Conclusion
bull Evaluate current processes to identify non-value added activities
and perhaps use IT to develop or purchase the systems to cut costs
and improve operating efficiencies within Cathays organization
bull Outsourcing is the alternative way to cut cost but we must considerthat supplier must have a proven record in IT management project
management airline specific applications service delivery and
customer service
bull Contractual agreement with the supplier must be clear Goals or
expectations would include expected service satisfaction and cost reductions levels
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 78
Cross Opinion
bull Cathay doesnrsquot have to outsource its IT division instead it
could make it as its subsidiary While it would serve
Cathayrsquos needs it could serve another customer as well This
is to the fact that Cathay has made its own IT System in the1970s and still support the company until 2007-8 (Legacy
System)
bull Outsourcing Cathayrsquos IT infrastructures might be a cost
saving strategy but Cathay should concerns that the data it
contained was a strategic resources Business Intelligences
poses threat to the business
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 88
Our Conclusion
bull Evaluate current processes to identify non-value added activities
and perhaps use IT to develop or purchase the systems to cut costs
and improve operating efficiencies within Cathays organization
bull Outsourcing is the alternative way to cut cost but we must considerthat supplier must have a proven record in IT management project
management airline specific applications service delivery and
customer service
bull Contractual agreement with the supplier must be clear Goals or
expectations would include expected service satisfaction and cost reductions levels
842019 PPT Cathay Pasific++
httpslidepdfcomreaderfullppt-cathay-pasific 88
Our Conclusion
bull Evaluate current processes to identify non-value added activities
and perhaps use IT to develop or purchase the systems to cut costs
and improve operating efficiencies within Cathays organization
bull Outsourcing is the alternative way to cut cost but we must considerthat supplier must have a proven record in IT management project
management airline specific applications service delivery and
customer service
bull Contractual agreement with the supplier must be clear Goals or
expectations would include expected service satisfaction and cost reductions levels