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If you wish to Speak at or conduct anything else related none; border-bottom-style: none; to Wikipedia during the conference, please border-left-style: none; bordersubmit your proposal here. Last date for width: initial; border-color: initial; vertical-align: middle; "> submission is August 30, 2011. Business process outsourcing From Wikipedia, the free encyclopedia This article is written like a magazine article; it does not use the direct, balanced tone expected of an encyclopedia. Please discuss this issue on the talk page. Editing help is available.(December 2008) This article contains weasel words: vague phrasing that often accompanies biased orunverifiable information. Such statements should be clarified or removed. (December 2008) Business process outsourcing (BPO) is a subset of outsourcing that involves the contracting of the operations and responsibilities of specific business functions (or processes) to a third-party service provider. Originally, this was associated with manufacturing firms, such asCoca Cola that outsourced large segments of its supply chain.[1] In the contemporary context, it is primarily used to refer to the outsourcing of business processing services to an outside firm, replacing in-house services with labor from an outside firm. BPO is typically categorized into back office outsourcing - which includes internal business functions such as human resources or financeand accounting, and front office outsourcing which includes customer-related services such as contact centre services. BPO that is contracted outside a company's country is called offshore outsourcing. BPO that is contracted to a company's neighboring (or nearby) country is called nearshore outsourcing. Often the business processes are information technology-based, and are referred to as ITES-BPO, where ITES stands for Information

Technology Enabled Service.[2] Knowledge process outsourcing (KPO) and legal process outsourcing (LPO) are some of the sub-segments of business process outsourcing industry. Contents

1 Industry size 2 Benefits and limitations 3 Threats 4 See also 5 References

[edit]Industry size India has revenues of US$10.9 billion[3] from offshore BPO and US$30 billion from IT and total BPO (expected in FY 2008). India thus has some 5-6% share of the total BPO Industry, but a commanding 63% share of the offshore component. This 63% is a drop from the 70% offshore share that India enjoyed last year: despite the industry growing 38% in India last year, other locations like Philippines, and South Africa have emerged to take a share of the market[citation needed] . China is also trying to grow from a very small base in this industry. However, while the BPO industry is expected to continue to grow in India, its market share of the offshore piece is expected to decline. Important centers in India are Bangalore, Hyderabad, Chennai, Kolkata, Mumbai, Pune, Patna and New Delhi. The top five Indian BPO exporters for 2009-2010 according to NASSCOM are Genpact, TCS BPO, WNS Global Services, Wipro BPO, andAegis Ltd..[4] [edit]Benefits and limitations An advantage of BPO is the way in which it helps to increase a companys flexibility. However, several sources[which?] have different ways in which they perceive organizational flexibility. Therefore

business process outsourcing enhances the flexibility of an organization in different ways. Most services provided by BPO vendors are offered on a fee-forservice basis[citation needed]. This can help a company becoming more flexible by transforming fixed into variable costs.[5] A variable cost structure helps a company responding to changes in required capacity and does not require a company to invest in assets, thereby making the company more flexible.[6] Outsourcing may provide a firm with increased flexibility in its resource management and may reduce response times to major environmental changes[citation needed]. Another way in which BPO contributes to a companys flexibility is that a company is able to focus on its core competencies, without being burdened by the demands of bureaucratic restraints.[7] Key employees are herewith released from performing non-core or administrative processes and can invest more time and energy in building the firms core businesses.[8] The key lies in knowing which of the main value drivers to focus on customer intimacy, product leadership, or operational excellence. Focusing more on one of these drivers may help a company create a competitive edge.[9] A third way in which BPO increases organizational flexibility is by increasing the speed of business processes. Supply chain management with the effective use of supply chain partners and business process outsourcing increases the speed of several business processes, such as the throughput in the case of a manufacturing company.[10] Finally, flexibility is seen as a stage in the organizational life cycle: A company can maintain growth goals while avoiding standard business bottlenecks.[11] BPO therefore allows firms to retain their entrepreneurial speed and agility, which they would otherwise sacrifice in order to become efficient as they expanded. It avoids a premature internal transition from its informal entrepreneurial phase to a more bureaucratic mode of operation.[12] A company may be able to grow at a faster pace as it will be less constrained by large capital expenditures for people or equipment

that may take years to amortize, may become outdated or turn out to be a poor match for the company over time. Although the above-mentioned arguments favor the view that BPO increases the flexibility of organizations, management needs to be careful with the implementation of it as there are issues, which work against these advantages. Among problems, which arise in practice are: A failure to meet service levels, unclear contractual issues, changing requirements and unforeseen charges, and a dependence on the BPO which reduces flexibility. Consequently, these challenges need to be considered before a company decides to engage in business process outsourcing[13] A further issue is that in many cases there is little that differentiates the BPO providers other than size. They often provide similar services, have similar geographic footprints, leverage similar technology stacks, and have similar Quality Improvement approaches.[14] [edit]Threats Risk is the major drawback with Business Process Outsourcing. Outsourcing of an Information System, for example, can cause security risks both from a communication and from a privacy perspective. For example, security of North American or European company data is more difficult to maintain when accessed or controlled in the Sub-Continent. From a knowledge perspective, a changing attitude in employees, underestimation of running costs and the major risk of losing independence, outsourcing leads to a different relationship between an organization and its contractor.[15][16] Risks and threats of outsourcing must therefore be managed, to achieve any benefits. In order to manage outsourcing in a structured way, maximizing positive outcome, minimizing risks and avoiding any threats, a Business continuity management (BCM) model is set up. BCM consists of a set of steps, to successfully identify, manage and control the business processes that are, or can be outsourced.[17] Another framework, more focused on the identification process of potential outsourceable Information Systems, identified as AHP, is

explained.[18] L. Willcocks, M. Lacity and G. Fitzgerald identify several contracting problems companies face, ranging from unclear contract formatting, to a lack of understanding of technical IT- processes.[19] [edit]See also

Outsourcing Offshoring Nearshoring Homeshoring Globalization List of call centre companies Banking BPO Services Recruitment Recruitment Process Outsourcing Software testing outsourcing BPO security Business process outsourcing in India+------Business process outsourcing in the Philippines Website Management Outsourcing Captive service Offshoring Research Network cv Legal outsourcing

[edit]References ^ Tas, J. & Sunder, S. 2004, Financial Services Business Process Outscourcing, Communications of the ACM, Vol 47, No. 5 2. ^ J. G. Nellis; David Parker (2006). Principles of Business Economics. Financial Times Prentice Hall. p. 213. ISBN 978-0273-69306-2. 3. ^ Cover Story
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^ NASSCOM Announces Top-15 ITES-BPO Exporters Rankings for FY 09-10 5. ^ Willcocks, L., Hindle, J., Feeny, D. & Lacity, M. 2004, IT and Business Process Outsourcing: The Knowledge Potential, Information Systems Management, Vol. 21, pp 715 6. ^ Gilley, K.M., Rasheed, A. 2000. Making More by Doing Less: An Analysis of Outsourcing and its Effects on Firm Performance. Journal of Management, 26 (4): 763-790. 7. ^ Kakabadse, A., Kakabadse. N. 2002. Trends in Outsourcing: Contrasting USA and Europe. European Management Journal Vol. 20, No. 2: 189198 8. ^ Weerakkody, Vishanth, Currie, L. Wendy and Ekanayake, Yamaya. 2003. Re-engineering business processes through application service providers - challenges, issues and complexities. Business Process Management Journal Vol. 9 No. 6: 776-794 9. ^ Leavy, B. 2004. Outsourcing strategies: opportunities and risk. Strategy and Leadership, 32 (6) : 20-25. 10. ^ Tas, Jeroen, Sunder, Shyam. 2004. Financial Services Business Process Outsourcing. COMMUNICATIONS OF THE ACM Vol. 47, No. 5 11. ^ Fischer, L.M. 2001. From vertical to Virtual; How Nortels Supplier Alliances Extend the enterprise [online]. Strategy+Business, Available fromhttp://www.strategybusiness.com/press/16635507/11153 [Accessed 5 February 2008] 12. ^ (Leavy 2004, 20-25) 13. ^ Michel, Vaughan, Fitzgerald, Guy. 1997. The IT outsourcing market place: vendors and their selection. Journal of Information Technology 12: 223-237 14. ^ Adsit, D. (2009) Will a Toyota Emerge from the Pack of Me-Too BPO's?, In Queuehttp://www.nationalcallcenters.org/pubs/In_Queue/vol3n o21.html
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^ Bunmi Cynthia Adeleye, Fenio Annansingh and Miguel Baptista Nunes. "Risk management practices in IS outsourcing: an investigation into commercial banks in Nigeria", International Journal of Information Management 24 (2004): 167-180. 16. ^ K. Altinkemer, A. Chaturvedi and R. Gulati. "Information systems outsourcing: Issues and evidence", International Journal of Information Management 14- 4 (1994): 252- 268. 17. ^ Forbes Gibb, and Steven Buchanan. "A framework for business continuity management", International Journal of Information Management 26- 2 (2006): 128- 141. 18. ^ Chyan Yang and Jen-Bor Huang. "A decision model for IS outsourcing", International Journal of Information Management 20- 3 (2000): 225- 239. 19. ^ L. Willcocks, M. Lacity and G. Fitzgerald. "Information technology outsourcing in Europe and the USA: Assessment issues", International Journal of Information Management 15- 5 (1995): 333- 351.
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