公私部門辦理資訊業務委外之比較—以C公司為個案之探討

委託外包（Outsourcing）係組織為了兼顧核心業務及非核心業務，將非核心業務需求委託外部承包商辦理，以節省人力資源並強化組織推動核心業務，資訊業務委託外包尤其如此。無論公私部門皆將資訊業務委託外包給外部承包商，期以更高效率處理資訊相關業務，並讓組織能將重心放在核心業務上，於是，無論公私部門，資訊業務委託外包給外部承包商已成為策略性業務推動模式。然而，公私部門組織性質不同，委託外包目的、需求及態度皆有差異，故本研究欲延伸探析雙方於資訊業務委託外包過程中是否也有所差異？是以，本研究將以代理人角色為出發點，透過同樣代理人身分，分別代理公私部門（以中小企業作為私部門之代表）不同組織的資訊網站做為比較，釐清在承接公私部門資訊系統委外案的過程中是否有所差異？差異性為何？是否影響委外成效？以為公私部門提出資訊業務委託外包的實務應用建議，作為其未來推動資訊業務委託外包之精進參考。研究發現公私部門（中小企業）在推動資訊業務委託外包上，於採購制度、契約規範程度、人力資源管理及承辦窗口的專業知識背景有所差異，且上述差異影響了夥伴關係建立以及代理成本產生，也使得後續委外後成效有所不同，即公部門的資訊業務委託外包成效優於私部門。冀此，本研究分別針對公私部門提出提升委外成效之建議：公部門於跨部門合作可採納私部門作法、增加人事誘因提高業務積極性以及弱化採購防弊規範以強化夥伴關係；私部門（中小企業）則可將人力成本轉換為人力資本觀念、參考公部門並加強採購制度及契約規範項目以維持履約管理及品質。

關鍵字

資訊業務委外；夥伴關係；代理成本；公私部門之比較

並列摘要

Outsourcing is a strategy for an organization to outsource the non-core business to the external contracting agency. This can improve the performance of the organization core activities. Furthermore, this can help reduce the cost. Outsourcing of information technology (IT) services is a key strategy to both the public and private sectors. There are fundamental differences between the public and private sectors; so are their approaches to outsourcing – purpose, selection criteria and partnership development. This study is on the IT service outsourcing procedure difference between these two sectors (the small and medium enterprise as the private sector case of interest). There is a comparison of organization website outsourcing procedures from both the public and private ones by the same contracting agency. This is an assessment of the procedure difference and the corresponding outcome. Several recommendations are also made for further procedure improvement of IT service outsourcing for both sectors. According to this study, by outcome comparison, the public sector outperforms the private one, the small and medium enterprise, in IT service outsourcing. In the public sector, there are strict outsourcing requirements on the procurement procedure, the scope of suitability and evaluation criteria. Furthermore, the human resource management is also detailed in the requirement. And the expertise of the principal to the outsourcing subject is also required in the public sectors. All these factors are of looser requirement in the private sector. However, they are with the direct impacts on agency costs and the partnership development between the shareholders and the contracting agency, affecting the outcome of the outsourcing. From this study, there are recommendations to the public sector outsourcing. compensation increase can be an incitive for cross-discipline collaboration, this approach widely applied in the private sector. Also, less strict anti-corruption rules are beneficial to partnership development. Moreover, there are commendations to the private sector, the small and medium enterprise. Labor forces in the outsourcing are not costs but assets. Referred to the approach in the public sector, more strict and detailed procurement and contracting rules can be an assurance to contract execution management and quality.