Outsource everything! A panel looks to the limits of outsourcing
A panel at DesignCon Tuesday brought together executives from the fabless semiconductor industry and outsourcing vendors to examine just how far outsourcing can—and should—go.
On the question of what is left to outsource, the two fabless executives on the panel suggested that after you begin licensing IP, using design services, and working with a foundry, you still have a lot of options. "You can even outsource generating ideas and developing design requirements," observed 3Leaf Systems chairman and CTO Bob Quinn. "At 3Leaf, we do chip design in-house, but we outsource much of our software development and our operations."
Even IP licensing still has lots of room to grow, added Synopsys VP marketing for IP John Koeter. "Today, only about 30 percent of the IP that design teams could be reusing from outside is actually being licensed. So we could do a lot more reuse. And Synopsys is finding that in some cases, it makes sense for a company to bring in not just the IP but whole turnkey design flows."
Todd Oseth, president and CEO at Neterion, said that in principle a lot of executives would love to outsource their way down to the proverbial five-person design team. And Brad Paulsen vice president with TSMC North America, added that in some cases his organization actually did deal with engineering teams of one or two people. Some companies have reduced themselves to being nothing more than product definition groups and channel managers, leaving all the development, manufacturing, and operations up to others. "For some people design is just a means to an end, not a way to create value," observed Kalar Rajendiran, senior director of marketing at eSilicon.
Just how to get to maximum outsourcing and when to know that you are there requires a disciplined process, panelists said. "It’s about competitiveness, not just about shrinking," explained Oseth. "The functions you want to keep are the ones that will be key to your business in 18 months."
"It’s the tasks where your expertise is better than others," Quinn agreed. Panelists described a process of successively refining the company by investing in differentiating skills while outsourcing the rest.
But there are caveats. "Difficult is not the same as differentiating," Koeter cautioned. "For example, a USB 3.0 interface is very difficult to develop. But it’s a standard—there are good IP cores available. Designing your own interface is not going to help differentiate your end-product."
The panelists also emphasized that while outsourcing shifted expenses from fixed to variable, it did not automatically make life easier, or the project cheaper. "Outsourcing may be about efficiency, but it may be about enablement," Quinn said, "allowing your company to do things you couldn’t have done with only your own staff." And it can be a time-to-market play, Oseth added. "If you offshore design, you can form a 24-7 development effort and reduce your schedule." And Oseth added another entire dimension to the discussion: "In the future, we will be looking for vendors who will take a position in the product. We would like to outsource funding and risk, too."
"But you mustn’t underestimate the mental anguish of outsourcing," Oseth warned. Panelists said that in the first place, you are telling people in your own company that it would be better if outsiders did a large piece of the work—and perhaps you are then laying some of your people off. Nor is it easy for those who remain. "The default state of outsourcing is garbage-in/garbage-out," Oseth said. "The first time you do this, it’s hard for managers to let go of the good parts of the task. You just give the outsource team the garbage jobs. And you get garbage back. You have to define the work clearly, and assign a whole task to the outsource team."
Rajendiran also counseled caution. "Every service is available out there," he said, "but integration is not automatic. There can be interactions between the components in your process. You have to be able to manage the project."
This involvement begins with selecting a vendor, panelists emphasized. "For this to work, your team and your outsource vendor’s team have to work as one group," Quinn said. "So choosing a vendor is like hiring: you have to do due diligence, and you have to retain enough internal expertise to understand the tasks you are outsourcing." Paulsen underlined this point. "Often when we provide services, our people end up badged and working at the client’s site," he said.
And Koeter agreed. "During evaluation you should qualify your vendor’s processes. But even then you only really learn about a vendor at the crisis points. So it’s indispensable to talk to others who’ve worked with this vendor before."
The panel emphasized the commitment and expertise required to make outsourcing work. Not only must you wisely choose what tasks to outsource, select a vendor carefully, and retain enough expertise to control the project, but you must think about the future. Outsourcing is a one-way street. "Once you outsource a skill, it is very hard to get it back" Quinn said.
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