{"id":1518,"date":"2013-07-02T21:24:08","date_gmt":"2013-07-02T14:24:08","guid":{"rendered":"http:\/\/science-technology.vn\/?p=1518"},"modified":"2013-07-02T21:24:08","modified_gmt":"2013-07-02T14:24:08","slug":"khoan-ngoai-cntt-o-trung-quoc","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=1518","title":{"rendered":"Kho\u00e1n ngo\u00e0i CNTT \u1edf Trung Qu\u1ed1c"},"content":{"rendered":"

Nhi\u1ec1u ng\u01b0\u1eddi ngh\u0129 th\u00e0nh c\u00f4ng kinh t\u1ebf c\u1ee7a Trung Qu\u1ed1c trong ch\u1ebf t\u1ea1o s\u1ebd cho ph\u00e9p n\u00f3 c\u1ea1nh tranh trong c\u00f4ng ngh\u1ec7 th\u00f4ng tin (CNTT) v\u1edbi \u1ea4n \u0110\u1ed9 v\u00e0 c\u00e1c n\u01b0\u1edbc kh\u00e1c. Tuy nhi\u00ean, theo m\u1ed9t kh\u1ea3o c\u1ee9u to\u00e0n c\u1ea7u m\u1edbi \u0111\u00e2y v\u1ec1 xu h\u01b0\u1edbng kho\u00e1n ngo\u00e0i, \u0111i\u1ec1u \u0111\u00f3 c\u00f3 th\u1ec3 kh\u00f4ng x\u1ea3y ra v\u00ec Trung Qu\u1ed1c c\u00f3 nhi\u1ec1u nh\u01b0\u1ee3c \u0111i\u1ec3m ng\u0103n c\u1ea3n n\u00f3 c\u1ea1nh tranh trong th\u1ecb tr\u01b0\u1eddng sinh l\u1eddi n\u00e0y. Kh\u1ea3o c\u1ee9u n\u00e0y n\u00f3i r\u1eb1ng trong qu\u00e1 kh\u1ee9, ph\u1ea7n l\u1edbn c\u00e1c d\u1ef1 \u00e1n \u0111\u01b0\u1ee3c kho\u00e1n ngo\u00e0i \u0111\u1ec1u nh\u1ecf v\u00e0 \u0111\u01a1n gi\u1ea3n. Nhi\u1ec1u d\u1ef1 \u00e1n \u0111\u00e3 \u0111\u01b0\u1ee3c ki\u1ebfn tr\u00fac v\u00e0 thi\u1ebft k\u1ebf b\u1edfi kh\u00e1ch h\u00e0ng v\u00e0 \u0111\u01b0\u1ee3c kho\u00e1n ngo\u00e0i ph\u1ea7n vi\u1ebft m\u00e3 v\u00e0 ki\u1ec3m th\u1eed cho c\u00e1c nh\u00e0 cung c\u1ea5p n\u01b0\u1edbc ngo\u00e0i. Ng\u00e0y nay nhi\u1ec1u d\u1ef1 \u00e1n \u0111\u01b0\u1ee3c kho\u00e1n ngo\u00e0i l\u00e0 t\u01b0\u01a1ng \u0111\u1ed1i l\u1edbn; m\u1ed9t s\u1ed1 c\u00f3 th\u1ec3 l\u00ean t\u1edbi h\u00e0ng tri\u1ec7u d\u00f2ng m\u00e3. Kh\u00e1ch h\u00e0ng th\u01b0\u1eddng kho\u00e1n ngo\u00e0i to\u00e0n b\u1ed9 d\u1ef1 \u00e1n ph\u00e1t tri\u1ec3n thay v\u00ec ch\u1ec9 vi\u1ebft m\u00e3 hay ki\u1ec3m th\u1eed. C\u00e1ch ti\u1ebfp c\u1eadn n\u00e0y y\u00eau c\u1ea7u kh\u00e1c \u0111i, c\u00e1c m\u1ee9c k\u0129 n\u0103ng kh\u00e1c, \u0111\u00e0o t\u1ea1o kh\u00e1c v\u00e0 c\u00e1ch ngh\u0129 kh\u00e1c m\u00e0 Trung Qu\u1ed1c kh\u00f4ng \u0111\u01b0\u1ee3c chu\u1ea9n b\u1ecb.<\/span><\/p>\n

L\u00e0m kho\u00e1n ngo\u00e0i c\u00f4ng ngh\u1ec7 th\u00f4ng tin c\u1ee7a Trung Qu\u1ed1c l\u00e0 ng\u00e0nh c\u00f4ng nghi\u1ec7p b\u1ecb ph\u00e2n m\u1ea3nh cao \u0111\u1ed9 v\u1edbi nhi\u1ec1u c\u00f4ng ti nh\u1ecf. Theo d\u1eef li\u1ec7u ch\u00ednh ph\u1ee7 Trung Qu\u1ed1c, n\u0103m 2010 \u0111\u00e3 c\u00f3 tr\u00ean 8,000 c\u00f4ng ti kho\u00e1n ngo\u00e0i CNTT, nh\u01b0ng ph\u1ea7n l\u1edbn (6,400 c\u00f4ng ti) c\u00f3 \u00edt h\u01a1n 50 nh\u00e2n vi\u00ean. V\u00e0i c\u00f4ng ti l\u1edbn h\u01a1n c\u00f3 200 t\u1edbi 500 nh\u00e2n vi\u00ean. Ch\u1ec9 n\u0103m c\u00f4ng ti c\u00f3 h\u01a1n 2,000 nh\u00e2n vi\u00ean v\u00e0 hai c\u00f4ng ti l\u1edbn nh\u1ea5t \u0111\u00e3 v\u01b0\u1ee3t qu\u00e1 10,000 nh\u00e2n vi\u00ean. Ng\u01b0\u1ee3c l\u1ea1i, \u1ea4n \u0110\u1ed9 c\u00f3 \u00edt h\u01a1n 2,600 c\u00f4ng ti l\u00e0m kho\u00e1n ngo\u00e0i. Trong s\u1ed1 n\u00e0y, 485 c\u00f3 h\u01a1n 2,000 c\u00f4ng nh\u00e2n. C\u00e1c c\u00f4ng ti h\u00e0ng \u0111\u1ea7u nh\u01b0 Infosys Technologies, Tata Consultancy Services, Wipro Technologies, v\u00e0 Mahindra Satyam t\u1ea5t c\u1ea3 \u0111\u1ec1u c\u00f3 tr\u00ean 100,000 nh\u00e2n vi\u00ean v\u1edbi c\u00e1c v\u0103n ph\u00f2ng tr\u00ean kh\u1eafp th\u1ebf gi\u1edbi.<\/p>\n

B\u1edfi v\u00ec k\u00edch c\u1ee1 nh\u1ecf, ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti CNTT Trung Qu\u1ed1c \u0111ang v\u1eadn h\u00e0nh nh\u01b0 “doanh nghi\u1ec7p gia \u0111\u00ecnh” nh\u1ecf thay v\u00ec l\u00e0 doanh nghi\u1ec7p to\u00e0n c\u1ea7u. \u0110\u00e2y l\u00e0 nh\u01b0\u1ee3c \u0111i\u1ec3m ch\u00ednh gi\u1eef cho h\u1ecd kh\u00f4ng l\u1ea5y \u0111\u01b0\u1ee3c c\u00e1c d\u1ef1 \u00e1n l\u1edbn h\u01a1n v\u00e0 c\u00f3 l\u1eddi h\u01a1n t\u1eeb c\u00e1c n\u01b0\u1edbc ngo\u00e0i. \u0110\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao \u0111a s\u1ed1 h\u1ecd v\u1eabn tu\u1ef3 thu\u1ed9c v\u00e0o th\u1ecb tr\u01b0\u1eddng qu\u1ed1c n\u1ed9i thay v\u00ec qu\u1ed1c t\u1ebf. Kh\u00e1ch h\u00e0ng l\u1edbn nh\u1ea5t l\u00e0 ch\u00ednh ph\u1ee7 Trung Qu\u1ed1c ng\u01b0\u1eddi cung c\u1ea5p tr\u00ean 73% kinh doanh cho c\u00e1c c\u00f4ng ti n\u00e0y. C\u00e1c kh\u00e1ch h\u00e0ng kh\u00e1c ph\u1ea7n l\u1edbn l\u00e0 c\u00e1c c\u00f4ng ti \u0111\u1ecba ph\u01b0\u01a1ng mu\u1ed1n chuy\u00ean bi\u1ec7t ho\u00e1 c\u00e1c \u1ee9ng d\u1ee5ng ph\u1ea7n m\u1ec1m hay thi\u1ebft l\u1eadp k\u1ebft c\u1ea5u n\u1ec1n cho nhu c\u1ea7u c\u1ee7a h\u1ecd. Kh\u00f4ng c\u00f3 k\u00edch c\u1ee1 th\u00edch h\u1ee3p v\u00e0 c\u1ea5p qu\u1ea3n l\u00ed c\u00f3 k\u0129 n\u0103ng, nh\u1eefng c\u00f4ng ti n\u00e0y th\u01b0\u1eddng kh\u00f4ng th\u1ec3 h\u1ea5p d\u1eabn \u0111\u01b0\u1ee3c kh\u00e1ch h\u00e0ng qu\u1ed1c t\u1ebf v\u00ec c\u00f4ng ti nh\u1ecf h\u01a1n c\u00f3 r\u1ee7i ro nhi\u1ec1u h\u01a1n v\u00e0 \u0111\u1ed9 tin c\u1eady \u00edt h\u01a1n c\u00e1c c\u00f4ng ti l\u1edbn v\u00e0 \u0111\u01b0\u1ee3c qu\u1ea3n l\u00ed chuy\u00ean nghi\u1ec7p. H\u1ecd d\u1ec5 d\u00e0ng m\u1ea5t nh\u00e2n vi\u00ean, v\u00e0 kh\u00f4ng c\u00f3 s\u1ee9c m\u1ea1nh t\u00e0i ch\u00ednh \u0111\u1ec3 t\u1ed3n t\u1ea1i l\u00e2u. Ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti nh\u1ecf kh\u00f4ng c\u00f3 tri th\u1ee9c \u0111\u00fang hay n\u0103ng l\u1ef1c \u0111\u1ec3 gi\u1ea3i quy\u1ebft vi\u1ec7c kinh doanh qu\u1ed1c t\u1ebf. Ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u1ee7a h\u1ecd v\u00e0 c\u00f4ng nh\u00e2n c\u00f3 k\u0129 n\u0103ng gi\u1edbi h\u1ea1n m\u00e0 kh\u00f4ng \u0111\u1ee7 trong \u0111\u00e1p \u1ee9ng cho y\u00eau c\u1ea7u kinh doanh to\u00e0n c\u1ea7u.<\/p>\n

Ngay c\u1ea3 ng\u00e0y nay, \u0111a s\u1ed1 c\u00f4ng nh\u00e2n CNTT Trung Qu\u1ed1c kh\u00f4ng n\u00f3i \u0111\u01b0\u1ee3c ti\u1ebfng Anh hay c\u00f3 k\u0129 n\u0103ng ng\u00f4n ng\u1eef t\u1ed1t. Kh\u00f4ng l\u00e0m ch\u1ee7 t\u1ed1t v\u1ec1 ti\u1ebfng Anh, Trung Qu\u1ed1c s\u1ebd kh\u00f4ng tr\u1edf th\u00e0nh \u0111i\u1ec3m \u0111\u1ebfn cho kho\u00e1n ngo\u00e0i CNTT \u0111\u1ed1i v\u1edbi c\u00e1c c\u00f4ng tin \u1edf M\u0129 hay ch\u00e2u \u00c2u. M\u1ed9t quan ch\u1ee9c \u0111i\u1ec1u h\u00e0nh ph\u01b0\u01a1ng t\u00e2y b\u00ecnh lu\u1eadn: \u201cCh\u1eebng n\u00e0o \u00edt nh\u1ea5t m\u1ed9t n\u1eeda c\u00f4ng nh\u00e2n ph\u1ea7n m\u1ec1m \u1edf Trung Qu\u1ed1c c\u00f2n kh\u00f4ng n\u00f3i \u0111\u01b0\u1ee3c ti\u1ebfng Anh, h\u1ecd kh\u00f4ng th\u1ec3 c\u1ea1nh tranh \u0111\u01b0\u1ee3c v\u1edbi \u1ea4n \u0110\u1ed9.\u201d Hi\u1ec7n th\u1eddi c\u00f4ng nghi\u1ec7p kho\u00e1n ngo\u00e0i c\u1ee7a Trung Qu\u1ed1c c\u00f3 \u00edt h\u01a1n 16 ph\u1ea7n tr\u0103m th\u1ecb ph\u1ea7n, so v\u1edbi 52 ph\u1ea7n tr\u0103m c\u1ee7a th\u1ecb tr\u01b0\u1eddng do \u1ea4n \u0110\u1ed9 ch\u1ec9 huy. V\u1ea5n \u0111\u1ec1 ch\u00ednh kh\u00e1c l\u00e0 vi\u1ec7c b\u1ea3o v\u1ec7 ngh\u00e8o n\u00e0n v\u1ec1 quy\u1ec1n s\u1edf h\u1eefu tr\u00ed tu\u1ec7 (IP). Kh\u1ea3o c\u1ee9u n\u00e0y th\u1ea5y \u0111a s\u1ed1 c\u00e1c c\u00f4ng ti Trung Qu\u1ed1c v\u1eabn d\u00f9ng ph\u1ea7n m\u1ec1m kh\u00f4ng c\u00f3 th\u1ea9m quy\u1ec1n hay kh\u00f4ng c\u00f3 gi\u1ea5y ph\u00e9p, \u0111i\u1ec1u c\u0169ng t\u1ea1o n\u00ean nh\u1eefng v\u1ea5n \u0111\u1ec1 l\u1edbn v\u1edbi kh\u00e1ch h\u00e0ng n\u01b0\u1edbc ngo\u00e0i. Kh\u00f4ng c\u00f3 h\u00e0nh \u0111\u1ed9ng \u0111\u1ec3 b\u1ea3o \u0111\u1ea3m hi\u1ec7u l\u1ef1c v\u1ec1 quy\u1ec1n tr\u00ed tu\u1ec7, c\u00e1c c\u00f4ng ti ph\u01b0\u01a1ng t\u00e2y lo s\u1ee3 kho\u00e1n ngo\u00e0i b\u1ea5t k\u00ec c\u00e1i g\u00ec \u1edf \u0111\u00f3 v\u00ec t\u00e0i s\u1ea3n tr\u00ed tu\u1ec7 c\u1ee7a h\u1ecd c\u0169ng c\u00f3 th\u1ec3 b\u1ecb \u0111\u00e1nh c\u1eafp.<\/p>\n

Kh\u1ea3o c\u1ee9u n\u00e0y th\u1ea5y r\u1eb1ng ch\u1ea5t l\u01b0\u1ee3ng c\u1ee7a h\u1ea7u h\u1ebft c\u00e1c c\u00f4ng ti CNTT Trung Qu\u1ed1c l\u00e0 kh\u00f4ng th\u00edch h\u1ee3p. \u0110\u00e3 c\u00f3 t\u1ec9 l\u1ec7 l\u1ed7i r\u1ea5t cao trong c\u00e1c s\u1ea3n ph\u1ea9m c\u1ee7a h\u1ecd. Ngay c\u1ea3 ng\u00e0y nay, ch\u1ec9 6 c\u00f4ng ti \u1edf Trung Qu\u1ed1c \u0111\u01b0\u1ee3c \u0111\u00e1nh gi\u00e1 \u1edf CMMI m\u1ee9c 5 trong khi t\u01b0\u01a1ng ph\u1ea3n l\u1ea1i, qu\u00e3ng 85 c\u00f4ng ti ph\u1ea7n m\u1ec1m \u1ea4n \u0110\u1ed9 \u0111\u00e3 \u0111\u1ea1t t\u1edbi x\u1ebfp h\u1ea1ng n\u00e0y. M\u1eb7c d\u1ea7u c\u00e1c c\u00f4ng ti Trung Qu\u1ed1c \u0111\u00e3 c\u1ed1 g\u1eafng th\u1ef1c hi\u1ec7n chu\u1ea9n CMMI trong nhi\u1ec1u n\u0103m, nh\u01b0ng ph\u1ea7n l\u1edbn \u0111\u1ec1u t\u1eeb b\u1ecf v\u00ec qu\u00e1 kh\u00f3 \u0111\u1ec3 tu\u00e2n theo v\u00e0 m\u1ed9t n\u1ed7 l\u1ef1c nh\u01b0 v\u1eady kh\u00f4ng x\u1ee9ng \u0111\u00e1ng cho c\u00e1c c\u00f4ng ti nh\u1ecf h\u01a1n v\u00e0i tr\u0103m nh\u00e2n vi\u00ean. Kh\u00f4ng c\u00f3 cam k\u1ebft m\u1ea1nh \u0111\u1ec3 theo \u0111u\u1ed5i qui tr\u00ecnh chu\u1ea9n v\u00e0 kh\u00f4ng c\u00f3 kh\u1ea3 n\u0103ng c\u1ea3i ti\u1ebfn ch\u1ea5t l\u01b0\u1ee3ng, s\u1ebd kh\u00f3 h\u1ea5p d\u1eabn \u0111\u01b0\u1ee3c h\u1ee3p \u0111\u1ed3ng hay \u0111\u1ea7u t\u01b0 n\u01b0\u1edbc ngo\u00e0i .<\/p>\n

M\u1ed9t nh\u01b0\u1ee3c \u0111i\u1ec3m ch\u00ednh kh\u00e1c c\u1ee7a c\u00e1c c\u00f4ng ti Trung Qu\u1ed1c l\u00e0 thi\u1ebfu ph\u00e1t tri\u1ec3n c\u1ee7a\u00a0 nh\u00e2n vi\u00ean. Ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti kh\u00f4ng c\u00f3 ch\u01b0\u01a1ng tr\u00ecnh \u0111\u00e0o t\u1ea1o hay khuy\u1ebfn kh\u00edch \u0111\u1ec3 \u0111\u1ed9ng vi\u00ean x\u00e2y d\u1ef1ng k\u0129 n\u0103ng. H\u1ecd th\u00e0 “\u0111\u00e1nh c\u1eafp” nh\u00e2n vi\u00ean c\u1ee7a nhau c\u00f2n h\u01a1n \u0111\u00e0o t\u1ea1o nh\u00e2n vi\u00ean. \u0110\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao vi\u1ec7c \u0111\u1ed5i nh\u00e2n vi\u00ean h\u00e0ng n\u0103m \u1edf Trung Qu\u1ed1c l\u00e0 qu\u00e3ng 22 ph\u1ea7n tr\u0103m. Ph\u1ea7n l\u1edbn nh\u1eefng ng\u01b0\u1eddi t\u1ed1t nghi\u1ec7p CNTT \u0111\u1ec1u s\u1eb5n l\u00f2ng l\u00e0m vi\u1ec7c cho c\u00e1c c\u00f4ng ti nh\u1ecf ch\u1ec9 \u0111\u1ec3 c\u00f3 \u0111\u01b0\u1ee3c kinh nghi\u1ec7m c\u1ea7n thi\u1ebft cho h\u1ecd \u0111\u1ec3 chuy\u1ec3n sang nh\u1eefng c\u00f4ng ti l\u1edbn h\u01a1n v\u1edbi l\u01b0\u01a1ng t\u1ed1t h\u01a1n v\u00e0 ph\u00fac l\u1ee3i nhi\u1ec1u h\u01a1n. Kh\u1ea3o c\u1ee9u n\u00e0y th\u1ea5y v\u1ec1 trung b\u00ecnh, 65% ng\u01b0\u1eddi t\u1ed1t nghi\u1ec7p CNTT \u0111\u1ed5i vi\u1ec7c l\u00e0m n\u0103m l\u1ea7n trong b\u1ea9y n\u0103m.<\/p>\n

Nh\u01b0\u1ee3c \u0111i\u1ec3m ch\u00ednh \u0111\u00e3 \u0111\u01b0\u1ee3c nh\u1eadn di\u1ec7n l\u00e0 h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c nh\u00e0 n\u01b0\u1edbc qu\u00e1 ch\u1eadm thay \u0111\u1ed5i. V\u1edbi ngo\u1ea1i l\u1ec7 cho c\u00e1c \u0111\u1ea1i h\u1ecdc h\u00e0ng \u0111\u1ea7u, \u0111a s\u1ed1 c\u00e1c \u0111\u1ea1i h\u1ecdc nh\u00e0 n\u01b0\u1edbc \u0111\u00e3 kh\u00f4ng c\u1ea3i ti\u1ebfn gi\u00e1o tr\u00ecnh c\u1ee7a h\u1ecd trong nhi\u1ec1u n\u0103m. M\u1ecdi ng\u01b0\u1eddi \u0111\u1ec1u bi\u1ebft r\u1eb1ng c\u00f4ng ngh\u1ec7, \u0111\u1eb7c bi\u1ec7t c\u00f4ng ngh\u1ec7 th\u00f4ng tin thay \u0111\u1ed5i nhanh nh\u01b0ng \u0111\u00e0o t\u1ea1o \u0111\u1ea1i h\u1ecdc \u0111\u00e3 kh\u00f4ng \u0111\u01b0\u1ee3c \u0111i\u1ec1u ch\u1ec9nh \u0111\u1ec3 ph\u00f9 h\u1ee3p v\u1edbi nh\u1eefng thay \u0111\u1ed5i n\u00e0y. K\u1ebft qu\u1ea3 l\u00e0 nhi\u1ec1u ng\u01b0\u1eddi t\u1ed1t nghi\u1ec7p kh\u00f4ng c\u00f3 k\u0129 n\u0103ng m\u00e0 c\u00f4ng nghi\u1ec7p c\u1ea7n. Ng\u00e0y nay, c\u00e1c \u0111\u1ea1i h\u1ecdc n\u00e0y \u0111ang t\u1ea1o ra, v\u1ec1 trung b\u00ecnh tr\u00ean 450,000 k\u0129 s\u01b0 v\u00e0 ng\u01b0\u1eddi t\u1ed1t nghi\u1ec7p khoa h\u1ecdc m\u00e1y t\u00ednh m\u1ed7i n\u0103m \u0111\u1ec3 \u0111\u00e1p \u1ee9ng m\u1ee5c \u0111\u00edch c\u1ee7a ch\u00ednh ph\u1ee7. Tr\u00ean 75% s\u1ed1 h\u1ecd kh\u00f4ng th\u1ec3 ki\u1ebfm \u0111\u01b0\u1ee3c vi\u1ec7c l\u00e0m do k\u0129 n\u0103ng gi\u1edbi h\u1ea1n c\u1ee7a h\u1ecd t\u1eeb \u0111\u00e0o t\u1ea1o kh\u00f4ng th\u00edch h\u1ee3p. Con s\u1ed1 ng\u01b0\u1eddi th\u1ea5t nghi\u1ec7p l\u00e0 m\u1ed1i quan t\u00e2m ch\u00ednh cho ch\u00ednh ph\u1ee7 v\u00ec m\u1ed7i n\u0103m, ng\u00e0y c\u00e0ng c\u00f3 nhi\u1ec1u sinh vi\u00ean t\u1ed1t nghi\u1ec7p m\u00e0 kh\u00f4ng c\u00f3 vi\u1ec7c l\u00e0m.<\/p>\n

M\u1eb7c d\u1ea7u c\u00f4ng nghi\u1ec7p l\u00e0m kho\u00e1n ngo\u00e0i CNTT c\u1ee7a Trung Qu\u1ed1c \u0111ang t\u0103ng tr\u01b0\u1edfng v\u1edbi thu nh\u1eadp h\u00e0ng n\u0103m \u0111\u1ea1t t\u1edbi $22.8 t\u1ec9 \u0111\u00f4 la, n\u00f3 v\u1eabn \u00edt h\u01a1n nhi\u1ec1u so v\u1edbi $98 t\u1ec9 \u0111\u00f4 la m\u00e0 c\u00f4ng nghi\u1ec7p l\u00e0m kho\u00e1n ngo\u00e0i c\u1ee7a \u1ea4n \u0110\u1ed9 \u0111\u00e3 l\u00e0m n\u0103m ngo\u00e1i. Kh\u00e1ch h\u00e0ng ch\u00ednh c\u1ee7a Trung Qu\u1ed1c l\u00e0 c\u00e1c c\u00f4ng ti Nh\u1eadt B\u1ea3n v\u00e0 H\u00e0n Qu\u1ed1c, cung c\u1ea5p c\u00e1c h\u1ee3p \u0111\u1ed3ng gi\u00e1 tr\u1ecb th\u1ea5p, ph\u1ea7n l\u1edbn l\u00e0 vi\u1ebft m\u00e3 v\u00e0 ki\u1ec3m th\u1eed thay v\u00ec c\u00e1c h\u1ee3p \u0111\u1ed3ng l\u1edbn h\u01a1n v\u00e0 sinh l\u1eddi h\u01a1n v\u1ec1 thi\u1ebft k\u1ebf, t\u00edch h\u1ee3p t\u1eeb c\u00e1c n\u01b0\u1edbc ph\u01b0\u01a1ng t\u00e2y. L\u1ec1 l\u1ee3i nhu\u1eadn c\u1ee7a c\u00e1c c\u00f4ng ti \u0111\u01b0\u1ee3c l\u00e0m kho\u00e1n ngo\u00e0i n\u00e0y l\u00e0 r\u1ea5t th\u1ea5p, trung b\u00ecnh qu\u00e3ng 7 ph\u1ea7n tr\u0103m, so v\u1edbi 22 ph\u1ea7n tr\u0103m c\u1ee7a c\u00f4ng ti t\u01b0\u01a1ng t\u1ef1 \u1edf \u1ea4n \u0110\u1ed9. B\u1edfi v\u00ec nhi\u1ec1u c\u00f4ng ti l\u00e0 nh\u1ecf v\u00e0 li\u1ec1u l\u0129nh cho kinh doanh, h\u1ecd th\u01b0\u1eddng c\u1ea1nh tranh v\u1ec1 gi\u00e1. Th\u1ef1c h\u00e0nh gi\u00e1 th\u1ea5p \u0111\u1ec3 th\u1eafng h\u1ee3p \u0111\u1ed3ng v\u00e0 l\u1ee3i nhu\u1eadn th\u1ea5p l\u00e0m cho vi\u1ec7c kho\u00e1n ngo\u00e0i CNTT k\u00e9m mong mu\u1ed1n cho \u0111\u1ea7u t\u01b0 v\u00e0 t\u0103ng tr\u01b0\u1edfng th\u00eam.<\/p>\n

Hi\u1ec7n th\u1eddi, kinh doanh l\u00e0m kho\u00e1n ngo\u00e0i c\u00f4ng ngh\u1ec7 th\u00f4ng tin \u0111\u01b0\u1ee3c ch\u00ednh ph\u1ee7 coi l\u00e0 “\u01b0u ti\u00ean cao”. C\u00f3 nhi\u1ec1u \u0111\u1ea7u t\u01b0 c\u1ee7a ch\u00ednh ph\u1ee7 v\u00e0o x\u00e2y d\u1ef1ng c\u00e1c c\u00f4ng vi\u00ean c\u00f4ng ngh\u1ec7 v\u00e0 khuy\u1ebfn kh\u00edch v\u1ec1 thu\u1ebf \u0111\u1ec3 h\u1ea5p d\u1eabn \u0111\u1ea7u t\u01b0 n\u01b0\u1edbc ngo\u00e0i nh\u01b0ng nh\u1eefng c\u1ed1 g\u1eafng n\u00e0y \u0111\u00e3 kh\u00f4ng \u0111em l\u1ea1i k\u1ebft qu\u1ea3. M\u1ed9t quan ch\u1ee9c Trung Qu\u1ed1c ph\u00e0n n\u00e0n: \u201cCh\u00fang t\u00f4i c\u00f3 k\u1ebft c\u1ea5u n\u1ec1n t\u1ed1t h\u01a1n, ch\u00fang t\u00f4i c\u00f3 c\u00f4ng vi\u00ean c\u00f4ng ngh\u1ec7 t\u1ed1t h\u01a1n, ch\u00fang t\u00f4i c\u00f3 khuy\u1ebfn kh\u00edch thu\u1ebf t\u1ed1t h\u01a1n v\u00e0 chi ph\u00ed c\u1ee7a ch\u00fang t\u00f4i th\u1ea5p h\u01a1n nhi\u1ec1u so v\u1edbi \u1ea4n \u0110\u1ed9 nh\u01b0ng ch\u00fang t\u00f4i v\u1eabn kh\u00f4ng c\u00f3 kh\u1ea3 n\u0103ng ki\u1ebfm \u0111\u01b0\u1ee3c kinh doanh nh\u01b0 mong \u0111\u1ee3i.\u201d S\u1ef1 ki\u1ec7n l\u00e0 Trung Qu\u1ed1c c\u00f3 c\u00f4ng vi\u00ean c\u00f4ng ngh\u1ec7 v\u00e0 h\u1ea1 t\u1ea7ng t\u1ed1t h\u01a1n \u1ea4n \u0110\u1ed9. Khuy\u1ebfn kh\u00edch thu\u1ebf c\u1ee7a n\u00f3 v\u00e0 chi ph\u00ed c\u0169ng t\u1ed1t h\u01a1n \u1ea4n \u0110\u1ed9. Tuy nhi\u00ean, thi\u1ebfu l\u00e3nh \u0111\u1ea1o \u1edf m\u1ee9c cao nh\u1ea5t v\u00e0 “b\u00ed quy\u1ebft” qu\u1ea3n l\u00ed\u00a0 \u1edf m\u1ee9c trung, c\u00f4ng nghi\u1ec7p CNTT s\u1ebd kh\u00f4ng c\u00f3 kh\u1ea3 n\u0103ng thay \u0111\u1ed5i. Hi\u1ec7n th\u1eddi, kh\u00f4ng c\u00f3 chi\u1ebfn l\u01b0\u1ee3c hay k\u1ebf ho\u1ea1ch n\u00e0o \u0111\u1ec3 s\u1eeda nh\u1eefng nh\u01b0\u1ee3c \u0111i\u1ec3m c\u1ee7a h\u1ecd m\u00e0 ch\u1ec9 c\u00f3 khuy\u1ebfn kh\u00edch \u0111\u1ec3 c\u00f3 \u0111\u01b0\u1ee3c nhi\u1ec1u kinh doanh n\u01b0\u1edbc ngo\u00e0i. Ch\u1eebng n\u00e0o nh\u1eefng nh\u01b0\u1ee3c \u0111i\u1ec3m \u0111\u00e3 \u0111\u01b0\u1ee3c nh\u1eadn di\u1ec7n n\u00e0y c\u00f2n ch\u01b0a \u0111\u01b0\u1ee3c s\u1eeda; ch\u1eebng n\u00e0o ng\u00e0nh c\u00f4ng nghi\u1ec7p n\u00e0y c\u00f2n ch\u01b0a c\u00f3 chi\u1ec1u h\u01b0\u1edbng v\u00e0 h\u01b0\u1edbng d\u1eabn r\u00f5 r\u00e0ng; ch\u1eebng n\u00e0o c\u00f4ng nh\u00e2n c\u00f2n ch\u01b0a \u0111\u01b0\u1ee3c \u0111\u00e0o t\u1ea1o \u0111\u00fang, ch\u1eebng n\u00e0o h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c c\u00f2n ch\u01b0a \u0111\u01b0\u1ee3c c\u1ea3i ti\u1ebfn, Trung Qu\u1ed1c s\u1ebd ph\u1ea3i \u0111\u1ee3i nhi\u1ec1u n\u0103m tr\u01b0\u1edbc khi b\u1eaft k\u1ecbp v\u1edbi \u1ea4n \u0110\u1ed9 hay l\u00e0m cho CNTT th\u00e0nh d\u1eabn l\u00e1i then ch\u1ed1t cho t\u1ea1o vi\u1ec7c l\u00e0m.<\/p>\n

 <\/p>\n

—-English version—-<\/p>\n

 <\/p>\n

IT outsourcing in China<\/p>\n

Many people think China’s economic success in manufacturing will allow it to compete in Information Technology (IT) with India and other countries. However, according to a new global study on outsourcing trends, it may not happen because China has many weaknesses that prevent it from competing in this lucrative market. The study stated that in the past, most outsourced projects were small and simple. Many were architected and designed by customers and outsourced the coding and testing to offshore suppliers. Today many outsourced projects are relatively large; some can be in the million lines of code. Customers often outsourced the entire development project rather than just coding or testing. This approach requires a different approach, different skill levels, different trainings and different mind-set that China is not prepared.<\/p>\n

China\u2019s Information Technology (IT) outsourcing is a highly fragmented industry with many small companies. According to Chinese government data, in 2010 there were over 8,000 IT outsourcing companies, but most (6,400 companies) have less than 50 employees. Few larger ones have 200 to 500 employees. Only five companies have more than 2,000 employees and two largest have reached over 10,000 employees. On the contrary, India has fewer than 2,600 outsourcing companies. Of these, 485 have more than 2,000 workers. The top companies such as Infosys Technologies, Tata Consultancy Services, Wipro Technologies, and Mahindra Satyam all have over 100,000 employees with offices all over the world.<\/p>\n

Because of the small size, most Chinese IT companies are operating like a small \u201cfamily business\u201d rather than a global enterprise. This is a major weakness which keeps them from getting larger and more profitable projects from foreign countries. That is why a majority of them are still depending on domestic market rather international. The largest customer is Chinese government which provides over 73% of the business to these companies. Other customers are mostly local companies that want to customize software applications or set up infrastructure to their needs. Without adequate size and skilled management, these companies are unlikely to attract international customers because smaller companies are riskier and less reliable than large and professional managed companies. They are easier to lose employees, and do not have the financial strength to survive for long. Most small companies do not have the proper knowledge or capacity to handle international business. Their managers and workers have limited skills which are not sufficient in meeting global business requirements.<\/p>\n

Even today, a majority of Chinese IT workers do not speak English or have good language skills. Without good command of the English-language, China will not become a destination for IT outsourcing for companies in the U.S or Europe. A western executive commented: \u201cUntil at least half of software workers in China speak English, they cannot compete with India.\u201d Currently China’s outsourcing industry has less than 16 percent share of the market, compared with the 52 percent of the market commanded by India. Another major issue is its poor protection of intellectual property (IP) rights. The study found a majority of Chinese companies are still using unauthorized or unlicensed software which also created significant problems with foreign customers. Without strong enforcement of intellectual right, western companies are afraid to outsource anything there for their intellectual assets can also be stolen.<\/p>\n

The study found that quality of most Chinese IT companies was not adequate. There were very high defects rate among their products. Even today, only 6 companies in China are appraised at CMMI levels five when by contrast, about 85 Indian software companies have achieved these rankings. Although Chinese companies have tried to implement the CMMI standard for years, but most gave up as it is too difficult to follow and such efforts are not worthwhile for small companies less than few hundred employees. Without a strong commitment to following a standard process and not be able to improve the quality, it would be difficult to attract foreign contracts or investments.<\/p>\n

Another major weakness of Chinese companies is the lack of employee\u2019s development. Most companies do not have training programs or incentives to encourage skills building. They rather \u201csteal\u201d each other\u2019s employees than train them. That is why annual employee turnover in China is about 22 percent. Most IT graduates are willing to work for small companies just to get the experience necessary for them to switch to larger companies with better salaries and more benefits. The study found on the average, 65% of IT graduates change employment five times in seven years.<\/p>\n

A major weakness that has been identified is the state education system that is too slow to change. With the exception of few top universities, a majority of state university has not improved their curricula for years. Everyone knows that technology, especially information technology changes fast but college trainings have not been adjusted to accommodate these changes. The result is many graduates do not have the skills needed by the industry. Today, these universities are producing, on the average over 450,000 engineers and computer science graduates per year to meet government\u2019s goal. Over 75% of them could not find jobs due to their limited skills from inadequate trainings. The number of unemployed graduates is a major concern for government as each year, more and more students graduate without jobs.<\/p>\n

Although China\u2019s IT outsourcing industry is growing with annual revenues reaching $22.8 billion dollars. It is still far much less than the $98 billion dollars that India\u2019s outsourcing industry made last year. China\u2019s main customers are Japanese and S. Korean companies, which provide low-value contracts, mostly coding and testing rather than large and more lucrative contracts for design, integration from western countries. Profit margins of these outsourced companies are very low, average about 7 percent, compared with 22 percent of similar companies in India. Because many companies are small and desperate for business, they often compete on price. The practice of lower price to win contracts and low profits make IT outsourcing less desirable for further investments and growth.<\/p>\n

Currently, information technology outsourcing business is considered \u201cHigh priority\u201d by the government. There are many government investments in building technology parks and tax incentives to attract foreign investments but these attempts have not brought result. A Chinese official complain: \u201cWe have better infrastructures, we have better technology parks, we have better tax incentives and our cost is much lower than India but we are still not being able to get business as expected\u201d. The fact is China has better technology parks and infrastructures than India. Its tax incentives and costs are also better than India. However, lacking leadership at the top and management \u201cknow how\u201d at the middle, the IT industry will not be able to change. Currently, there is no strategy or plans to fix their weaknesses but only encouragement to get more foreign business. Unless these identified weaknesses are fixed; unless the industry has a clear direction and guidance; unless workers are properly trained, unless the education system is improved, China will be looking for many years before catching up with India or make IT a key driver for job creation.<\/p>\n","protected":false},"excerpt":{"rendered":"

Nhi\u1ec1u ng\u01b0\u1eddi ngh\u0129 th\u00e0nh c\u00f4ng kinh t\u1ebf c\u1ee7a Trung Qu\u1ed1c trong ch\u1ebf t\u1ea1o s\u1ebd cho ph\u00e9p n\u00f3 c\u1ea1nh tranh trong c\u00f4ng ngh\u1ec7 th\u00f4ng tin (CNTT) … <\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1518","post","type-post","status-publish","format-standard","hentry","category-xu-huong-toan-cau"],"_links":{"self":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1518","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1518"}],"version-history":[{"count":2,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1518\/revisions"}],"predecessor-version":[{"id":1520,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1518\/revisions\/1520"}],"wp:attachment":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1518"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1518"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1518"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}