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).

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).

Managing E-Collaboration Risks in Business Process Outsourcing

2010 ◽  
pp. 1648-1655
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).

Analysis of Manpower Capability Needs in Business Process Outsourcing (BPO) for Tobacco Industry: A Case study on BPO industry in Clark Pampanga, Philippines.

2021 ◽  
Vol 7 (5) ◽  
pp. 2916-2923
Author(s):  
Feng Shuo ◽  
Qi Yao ◽  
Gualberto A. Magdaraog
Keyword(s):  
Human Resources ◽  
Business Process ◽  
Tobacco Industry ◽  
Research Study ◽  
Business Process Outsourcing ◽  
Qualitative Research Study ◽  
Quantitative And Qualitative Research ◽  
Insight Into

Objectives: The study focus on the capability needs of Business Process Outsourcing (BPO) employees for tobacco industry.The study is a quantitative and qualitative research study. It used a survey questionnaire to gather data needed for analysis. The respondents of the study were 50 employees of BPO companies in Clark Pampanga Philippines,where BPO industry is a trend. The findings show an up-to-date picture of BPO industries in Clark Pampanga and an insight into BPO human resources capabilities needs for tobacco industry. It may let Tobacco companies analyze own employee management system with increased precision. They still enabled us to define employment perspective and the challenges tobacco companies are facing, to identify the current BPO human resources capability issues and the long-term human resources trends for Tobacco industry. Together, they provide an exact depiction for the Tobacco industry and valuable foresights to both its employees and employers.

scholarly journals International Real Estate Review

2006 ◽  
Vol 9 (1) ◽  
pp. 153-166
Author(s):  
Kiran Kumar Naidu ◽  
◽  
Chris Heywood ◽  
Richard Reed ◽  
◽  
...  
Keyword(s):  
Quantitative Analysis ◽  
Real Estate ◽  
Human Resources ◽  
Business Processes ◽  
Qualitative And Quantitative Analysis ◽  
Business Process Outsourcing ◽  
Qualitative And Quantitative ◽  
Corporate Real Estate ◽  
Analyze Data

Business process outsourcing (BPO) is transforming Western companies’ corporate real estate (CRE) requirements. When business processes move to a developing country there are consequences for that country’s CRE practice. This paper considers the effects of western BPO on Indian CRE. Qualitative and quantitative analysis was used to analyze data from a survey of professionals operating in Indian CRE. Location issues, quality of workspace, and the availability of human resources were identified as important in establishing BPO activities in India. Suburban, and campus or built-to-suit facilities, were increasingly preferred locations and styles of workplace that were transforming Indian CRE practice. Also, the effect of western BPO was impacting on the types of CRE services being offered. With the continuing growth in BPO to ‘secondary cities’ the transformational effects on local CRE practice are likely to spread and further transform CRE practice in India.

The Financial Related Analysis on Sales Management and Human Resources by Means of BI Type Solutions

2013 ◽  
pp. 12-34
Author(s):  
Luminita Serbanescu ◽  
Magdalena Radulescu
Keyword(s):  
Human Resources ◽  
Business Process ◽  
Decision Process ◽  
Process Management ◽  
Business Processes ◽  
Market Competition ◽  
Knowledge Society ◽  
Sales Management ◽  
Competition Advantage ◽  
It Systems

All companies need information in order to make decisions. There is usually too much data spread in the IT systems of the company, but transforming the data into information that can be analyzed in order to make decisions is a difficult process. Considering the demands imposed by the knowledge society, each organization strives to become an intelligent organization and, by the means of new and innovative Business Intelligence(BI) strategy, to gain a market competition advantage. The new BI era integrates information into the decision process through the means of decision services, relates business processes to business rules that may be changed at any time, and integrates BI benefits to capabilities provided by teamwork, cooperation, and business process management. In this article, the authors present a BI solution, implemented through QlikView Application, thanks to which it is possible to analyse the employee expenses and for management sales.

Business Process Design Meets Business Practices through Enterprise Patterns

2016 ◽  
pp. 1249-1266
Author(s):  
Carmelo Ardito ◽  
Ugo Barchetti ◽  
Antonio Capodieci ◽  
Annalisa Guido ◽  
Luca Mainetti
Keyword(s):  
Human Resources ◽  
Business Process ◽  
Business Processes ◽  
Knowledge Workers ◽  
Virtual Enterprise ◽  
Business Practices ◽  
Enterprise 2.0 ◽  
Business Process Design ◽  
Organizational Issues

Every day companies deal with internal problems in order to manage human resources during the execution of business processes. The ability to quickly identify and rapidly apply effective business practices to recurring problems becomes crucial in order to improve the efficiency of the organization. To seize the opportunity of adapting their business practices to emerging organizational forms (Extended Enterprise, Virtual Enterprise) and to reuse the expertise of knowledge workers – who are central to an organization's success – companies are required to face several challenges. This paper presents a set of business patterns useful in resolving emerging organizational issues to support the activities of knowledge workers, increase their productivity and their ability to find the information they need, and enable collaboration with colleagues without changing their habits. Also it describes a real case study and a software system that allows companies to introduce these business patterns in the workplace, adopting an Enterprise 2.0 approach.

Model-based Validation of Business Processes

2012 ◽  
pp. 165-183 ◽  
Author(s):  
Alireza Pourshahid ◽  
Liam Peyton ◽  
Sepideh Ghanavati ◽  
Daniel Amyot ◽  
Pengfei Chen ◽  
...  
Keyword(s):  
Data Warehouse ◽  
Business Process ◽  
Information Exchange ◽  
Customer Value ◽  
Data Exchange ◽  
Business Processes ◽  
Business Strategies ◽  
Legal Compliance ◽  
Critical Elements ◽  
Model Based

Validation should be done in the context of understanding how a business process is intended to contribute to the business strategies of an organization. Validation can take place along a variety of dimensions including legal compliance, financial cost, customer value, and service quality. A business process modeling tool cannot anticipate all the ways in which a business process might need to be validated. However, it can provide a framework for extending model elements to represent context for a business process. It can also support information exchange to facilitate validation with other tools and systems. This chapter demonstrates a model-based approach to validation using a hospital approval process for accessing patient data in a data warehouse. An extensible meta-model, a flexible data exchange layer, and linkage between business processes and enterprise context are shown to be the critical elements in model-based business process validation.

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.

scholarly journals CONSULTING AND OUTSOURCING AS A MODERN ENTRY MANAGEMENT INSTRUMENT

2019 ◽  
pp. 7-12
Author(s):  
T. Savchenko ◽  
A. Iaroshyna
Keyword(s):  
Business Process ◽  
Business Processes ◽  
World Market ◽  
Industrial Society ◽  
Enterprise Management ◽  
It Services ◽  
Consulting Services ◽  
Digital Era ◽  
Level Of Training ◽  
High Level

With the transition to post-industrial society, a revolution in the business and technology has taken place. Innovation has begun to require a high level of training and rapid adaptation to the trends of the digital era, and in this regard, managers are in dire need of rapid training. Human capital has come to the fore, so consulting and outsourcing services have become quite popular and necessary tools for managing an enterprise. In the article we have explained the essence of the concepts of "outsourcing" and "consulting". We have considered the main motives of the management personnel, regarding the transition to outsourcing, ie delegation of certain business processes to an outsourced organization - the executor. We have learned that outsourcing services can be broadly divided into two parts: business process (both manufacturing and non-manufacturing) and outsourcing of IT services. Based on this classification, we have analyzed the world market and identified trends in the use of outsourcing by species in Ukraine. In our work we have identified the main types of consulting services and historical prerequisites for their development. Having analyzed the international rating editions, we have found out modern trends of consulting services, and analyzed the market in Ukraine. Much attention is paid to the general and distinctive features of outsourcing and consulting. The hypothesis of the effectiveness of consulting and outsourcing as an innovative tool of enterprise management is proved in the article. Keywords: outsourcing, consulting, IT outsourcing, business process outsourcing, accounting, management decisions.

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