scholarly journals Business Process Outsourcing: Lessons From Case Studies In India, Poland, And Canada

2011 ◽  
Vol 4 (12) ◽  
pp. 37 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Anis Samaha
Keyword(s):  
Literature Review ◽  
Best Practices ◽  
Cultural Differences ◽  
Business Process ◽  
Business Processes ◽  
Anecdotal Evidence ◽  
Business Process Outsourcing ◽  
Partner Relationship ◽  
Survey Results ◽  
Selection Of

The objective of this article is to study the effectiveness of the company-partner relationship when outsourcing business processes in a large aerospace company. The intent is to supplement existing anecdotal evidence with data collected through a structured methodology in an effort to highlight process inefficiencies that may lead to hidden costs. Recommendations are provided to management as a means of addressing the process gaps to improve productivity. A literature review was conducted and a selection of findings from relevant papers and studies were retained as best practices for a successful outsourcing venture. These findings were then used to generate questions as part of a survey. The latter was distributed to 90 employees and managers from both the company and the vendor with the purpose of identifying gaps with the literature. A mismatch between the survey results and the literature would signal an improvement opportunity requiring management of attention. Although the overall health of the outsourcing process is satisfactory, several aspects of the working relationship were found to be deficient and the cause of inefficiencies (i.e. loss time, frustration, increased cost ). In particular, employees from both sides found a lack in upfront planning, communication of expectations, and information sharing. Furthermore, both employees and managers expressed concern about the need for training to better deal with cultural differences and motivation.

Business processes in the insurance company: The method of operation through separating the key areas of activities

2020 ◽  
Vol 23 (11) ◽  
pp. 1269-1290
Author(s):  
A.A. Turgaeva
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Systems Approach ◽  
Insurance Company ◽  
Entry And Exit ◽  
Control Procedures ◽  
Selection Of

Subject. This article analyzes the business processes in the insurance company, using the method of their operation with the selection of key areas of activity. Objectives. The article aims to describe certain business processes in insurance, highlighting participants, lines of activity, and the sequence of procedures. It analyzes the business process Settlement of Losses, which is one of the significant business processes in the insurance company. Methods. For the study, I used the methods of induction and deduction, analogy, and the systems approach. Results. Based on the analysis and description of business processes in the insurance company and the identification of key elements and steps in terms of the effectiveness of decisions, the article identifies the checkpoints of Entry and Exit, activity direction, and resources of the Settlement of Losses process. Conclusions. The application of the categories that split business processes makes it possible to develop step regulation for all processes and acceptable control procedures for different operations. The presented checkpoints at different steps of the business process will help identify weaknesses and eliminate them by re-checking the point.

Strategies for Business Process Outsourcing

2010 ◽  
pp. 188-210
Author(s):  
Subrata Chakrabarty
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Service Providers ◽  
Strategic Decision ◽  
Business Process Outsourcing ◽  
Comprehensive Overview ◽  
Application Service Providers ◽  
Application Service ◽  
Client Firm ◽  
Alliance Building

This chapter provides a comprehensive overview of business process outsourcing (BPO) strategies and analyzes related issues. The discussions in this chapter can serve as an aid to decision makers who face the great dilemma of whether to insource or outsource a process, and additionally how to handle outsourcing to offshore locations. While business processes themselves are activities that need to be performed efficiently, outsourcing them is essentially a strategic decision that can ultimately impact the competitiveness of the client firm. This chapter explores the risks and opportunities associated with the numerous strategies related to outsourcing and offshoring alternatives, business process migration, contracting and alliance building, the role of the vendor, the nature of the relationship, multiclient or multivendor relationships, infusing maturity and ushering transformations in business processes, locating required expertise and quantity of workers, and also utilizing on-demand software services from application service providers.

Strategies for Business Process Outsourcing

2011 ◽  
pp. 204-229 ◽  
Author(s):  
Subrata Chakrabarty
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Service Providers ◽  
Strategic Decision ◽  
Business Process Outsourcing ◽  
Comprehensive Overview ◽  
Application Service Providers ◽  
Application Service ◽  
Client Firm ◽  
Alliance Building

This chapter provides a comprehensive overview of business process outsourcing (BPO) strategies and analyzes related issues. The discussions in this chapter can serve as an aid to decision makers who face the great dilemma of whether to insource or outsource a process, and additionally how to handle outsourcing to offshore locations. While business processes themselves are activities that need to be performed efficiently, outsourcing them is essentially a strategic decision that can ultimately impact the competitiveness of the client firm. This chapter explores the risks and opportunities associated with the numerous strategies related to outsourcing and offshoring alternatives, business process migration, contracting and alliance building, the role of the vendor, the nature of the relationship, multiclient or multivendor relationships, infusing maturity and ushering transformations in business processes, locating required expertise and quantity of workers, and also utilizing on-demand software services from application service providers.

Managing E-Collaboration Risks in Business Process Outsourcing

2011 ◽  
pp. 424-429
Author(s):  
Anne C. Rouse
Keyword(s):  
Human Resources ◽  
Business Process ◽  
Customer Value ◽  
Business Processes ◽  
World Market ◽  
Business Process Outsourcing ◽  
Customer Support ◽  
Reduced Costs ◽  
External Vendors ◽  
Back Office

A marked development in the last decade has been the growth of “virtual organizations” (or “extended enterprises”), where a network of service supplier and vendor firms cooperates to create customer value. One form of cooperation is described as business process outsourcing (BPO). A business process involves several interrelated activities performed with the goal of generating customer value. Because of the growth in e-collaboration tools, it is now possible for firms to outsource even core business processes to external vendors. Examples of processes typically outsourced include logistics, customer support, human resources, and back-office accounting functions. BPO and the value networks created by vendors and purchasers hold the promise of substantial business benefits associated with specialization and scale. These include reduced costs, greater business flexibility, and higher service quality. According to the Gartner Group, the world market for BPO services is likely to increase from $100 billion in 2002 to $173 billion by 2007(Gartner, 2004).

scholarly journals SELECTION OF ACTIVITIES IN DYNAMIC BUSINESS PROCESS SIMULATION / VEIKLŲ PASIRINKIMAS DINAMINIO VERSLO MODELIO SIMULIACIJOJE

2016 ◽  
Vol 8 (3) ◽  
pp. 187-281
Author(s):  
Toma Rusinaitė ◽  
Titas Savickas ◽  
Tadas Vysockis ◽  
Olegas Vasilecas
Keyword(s):  
Simulation Model ◽  
Business Process ◽  
Process Simulation ◽  
Business Processes ◽  
Dynamic Processes ◽  
Changing Environment ◽  
The Core ◽  
The Past ◽  
Core Issues ◽  
Selection Of

Maintaining dynamicity of business processes is one of the core issues of today's business as it enables businesses to adapt to constantly changing environment. Upon changing the processes, it is vital to assess possible impact, which is achieved by using simulation of dynamic processes. In order to implement dynamicity in business processes, it is necessary to have an ability to change components of the process (a set of activities, a content of activity, a set of activity sequences, a set of rules, performers and resources) or dynamically select them during execution. This problem attracted attention of researches over the past few years; however, there is no proposed solution, which ensures the business process (BP) dynamicity. This paper proposes and specifies dynamic business process (DBP) simulation model, which satisfies all of the formulated DBP requirements. Šiuolaikiniam verslui svarbu vykdyti procesus dinamiškai, norint laiku prisitaikyti prie besikeičiančios aplinkos. Keičiant procesus reikia įvertinti keitimo pasekmes, o įvertinimui galima naudoti dinaminių procesų imitaciją. Siekiant realizuoti procesų dinamiką, reikia imitacijos metu turėti galimybę keisti proceso komponentus. Problema pritraukia daug dėmesio jau kelerius metus, tačiau vis dar nepasiūlytas sprendimas, kuris užtikrintų verslo proceso dinamiškumą. Šis straipsnis siūlo ir pateikia dinaminio verslo proceso imitacinį modelį, kuris atitinka anksčiau suformuotus dinaminio verslo proceso reikalavimus.

Managing E-Collaboration Risks in Business Process Outsourcing

2009 ◽  
pp. 992-999
Author(s):  
Anne C. Rouse
Keyword(s):  
Human Resources ◽  
Business Process ◽  
Customer Value ◽  
Business Processes ◽  
World Market ◽  
Business Process Outsourcing ◽  
Customer Support ◽  
Reduced Costs ◽  
External Vendors ◽  
Back Office

A marked development in the last decade has been the growth of “virtual organizations” (or “extended enterprises”), where a network of service supplier and vendor firms cooperates to create customer value. One form of cooperation is described as business process outsourcing (BPO). A business process involves several interrelated activities performed with the goal of generating customer value. Because of the growth in e-collaboration tools, it is now possible for firms to outsource even core business processes to external vendors. Examples of processes typically outsourced include logistics, customer support, human resources, and back-office accounting functions. BPO and the value networks created by vendors and purchasers hold the promise of substantial business benefits associated with specialization and scale. These include reduced costs, greater business flexibility, and higher service quality. According to the Gartner Group, the world market for BPO services is likely to increase from $100 billion in 2002 to $173 billion by 2007(Gartner, 2004).

Strategies for Business Process Outsourcing

2009 ◽  
pp. 290-312
Author(s):  
Subrata Chakrabarty
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Service Providers ◽  
Strategic Decision ◽  
Business Process Outsourcing ◽  
Comprehensive Overview ◽  
Application Service Providers ◽  
Application Service ◽  
Client Firm ◽  
Alliance Building

This chapter provides a comprehensive overview of business process outsourcing (BPO) strategies and analyzes related issues. The discussions in this chapter can serve as an aid to decision makers who face the great dilemma of whether to insource or outsource a process, and additionally how to handle outsourcing to offshore locations. While business processes themselves are activities that need to be performed efficiently, outsourcing them is essentially a strategic decision that can ultimately impact the competitiveness of the client firm. This chapter explores the risks and opportunities associated with the numerous strategies related to outsourcing and offshoring alternatives, business process migration, contracting and alliance building, the role of the vendor, the nature of the relationship, multiclient or multivendor relationships, infusing maturity and ushering transformations in business processes, locating required expertise and quantity of workers, and also utilizing on-demand software services from application service providers.

Business Process Management

2013 ◽  
pp. 245-301
Keyword(s):  
Best Practices ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Business Units ◽  
Business Operations ◽  
It Systems ◽  
Effective Decision Making ◽  
The Right

As the business competition gets increasingly intensified, a competitive business becomes increasingly dependent upon effective and reliable computing services empowered by integrated IT systems. Effective IT systems in an organization are remarkably delineated with the same characteristics: the right data and information can be delivered to the right user at the right place on time; the underlying IT supports can be easily adapted to the ever-changing business setting so that the first characteristic can be consistently maintained; business intelligence can be incrementally developed to facilitate business operations with the support of effective decision-making at a variety of organizational levels across the organization. IT systems can be effectively integrated through implementing business process management (BPM) – a newly emerging corporate IT concept, philosophy, and technology that help align business operations and IT supports in a competitive manner. This chapter first explores the concept of aligning business processes with IT systems. Surely, computing service processes are derived from the correlated business activities within a business unit or across business units, reflecting corporate best practices. How BPM can be well defined, modeled, and managed while integrating enterprise systems is then discussed. As the best practices evolves along with the changes in business operations for a competitive advantage, approaches to building the necessary agility in support of managing the changes of IT-driven business processes is finally discussed.

The BPM lifecycle

2017 ◽  
Vol 23 (1) ◽  
pp. 155-175 ◽  
Author(s):  
Ronaldo Bernardo ◽  
Simone Vasconcelos Ribeiro Galina ◽  
Silvia Inês Dallavalle de Pádua
Keyword(s):  
Literature Review ◽  
Business Process ◽  
Dynamic Capabilities ◽  
Process Management ◽  
Business Processes ◽  
Theoretical Models ◽  
Content Type ◽  
Fourth Step ◽  
The Relationship

Purpose The purpose of this paper is to develop a conceptual framework that incorporates factors external to the organization into the business process management (BPM) lifecycle through dynamic capabilities (DCs), beginning with strategy and persisting through the business process transformation. Design/methodology/approach The study comprised four distinct phases. First, a literature review was conducted to identify validated theoretical models related to the topic. Then, a systematic review of the literature was conducted by accessing the EBSCOhost, ISI/Web of Science and Scopus databases, for the purpose of understanding how the relationship between BPM and DCs has been addressed. The third step was the identification of the meta-capabilities involved in the relationship between DC and BPM, the fourth step was the construction of a framework that integrated an external view into BPM through DC, and the final step evaluated these framework through a case study. Findings Ten texts were selected after a systematic literature review. The following main points of convergence were identified: DC contributes to the conceptualization and understanding of BPM, DC assists in the process of organizational change by promoting the adaptation of the company to the environment, and DC enhances BPM performance. A framework was developed and presented. Practical implications The proposed framework, which incorporates an external perspective into the BPM lifecycle through DCs, can be used by managers and researchers interested in the promotion of BPM. Originality/value The study shows how the sensing, seizing and transforming meta-capabilities can act to evaluate the outside-in perspective, serve as a benchmark for the alignment of business processes and enable the operationalization of emerging demands through the dynamic adaptation of processes.

Comparative Analysis of Contemporary Modeling Languages Based on BPM4KI Meta-Model for Sensitive Business Processes Representation

2018 ◽  
Vol 14 (3) ◽  
pp. 41-78 ◽  
Author(s):  
Mariam Ben Hassen ◽  
Mohamed Turki ◽  
Faïez Gargouri
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Evaluation Framework ◽  
Modeling Languages ◽  
Dynamic Complexity ◽  
Business Process Modelling ◽  
Multi Criteria Evaluation ◽  
Modeling Formalism ◽  
High Degree ◽  
Selection Of

This article presents a set of Sensitive Business Process (SBP) modeling requirements and proposes a multi-criteria evaluation framework to appraise the expressiveness of currently widely used business process modelling formalisms to select the most suitable for SBP representation. The modelling of SBPs, be they process oriented or knowledge oriented, presents special requirements dictated by several factors: the highly dynamic complexity and flexibility of the processes; the high number of critical activities requiring intensive acquisition, sharing, storage and (re)use of very specific crucial knowledge; the specificity and diversity of information and knowledge sources; and the high degree of collaboration and interaction (intra/inter-organizational) among participants (who apply, create and share a great amount of very important tacit organizational knowledge, in order to achieve collective objectives and create value). As SBP models get more complex, the selection of the appropriate modeling formalism gains in importance to improve the identification of crucial knowledge that is mobilized and created by these processes. Furthermore, the result of the evaluation led us to justify the choice of the better one positioned nowadays, the standard BPMN 2.0. Besides, the authors have illustrated the practical applicability of this specification on a medical process in the context of the organization of protection of the motor disabled people of Sfax-Tunisia.

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