In 2010, The Philippine Information Technology and Business Process Outsourcing (IT BPM) industry garnered recognition from around the world
The UK's Nation Association determined the country #1 in business process outsourcing service in its Global Business Trends report
The Philippine is a major player in global IT-BPM
The global offshoring services market is seen to more than double by 2016
The industry has the potential to bring USD25 billion in revenue, and employ 1.3 million individuals by 2016
Offshoring and Outsourcing (O & O)
One of the most unique developments in business and industry where firms now adopt a truly global scope with the opportunity to situate their Operations across the world
Outsourcing first flourished
Beginning of the second millennium
IT processes and Operations were migrated to India as some American and European companies focused on dealing with the Y2K problem
Reasons why companies outsource
Capacity Management
Lower Cost
Better Performance
Faster and Continuous Service Delivery
Part-based Activities
What is being outsourced
Support or Auxiliary Services
IT services
Advantage of outsourcing for employer and employee
Advantages of outsourcing - Employee Perspective
"Work Abroad, Live here"
Professional Growth
Financial Independence
Employee Assistance
Enjoy your favorite food
Disadvantages of outsourcing - Employer Perspective
Cost can be higher
Buyer does not have full control of resources doing work
Disadvantages of outsourcing - Employee Perspective
Shifting schedule (possibility to work at night)
Dealing with irate customer
Two types of outsourcing
Third-Party
Shared Service Center
Strategies for outsourcing
Multisourcing
Crowdsourcing
Onshoring
Nearshoring
Offshoring
What to outsource
Core Activities-Tasks-Processes
Non-Core Activities-Tasks-Processes
What NOT to outsource are core activities, tasks and processes
What to outsource
Well-defined/documented tasks, standard outputs
Typically outsourced activities-tasks-processes
Business Process Outsourcing (BPO)
IT Outsourcing
Support Function/s
Routine activities or activities that can be automated at larger centers
Seasonal Requirement/s
Part-based Activities
Key technologies that support outsourcing
Video conferencing
Web-based conferencing and workflow tools
The client company is concerned with quality transition of processes and efficient operation in business functions that were once handled in-house
The service-provider company is concerned with scope of service, performance measures, and benchmarks to ensure objective standards in assessing work quality
The BPO contract is a unique, "tailor-fit" agreement captured in a document that resembles a performance contract
Business process outsourcing (BPO) contract
A formal agreement between a client and a service provider to take over a "pre-agreed portion" of the client's business operations
Master services agreement (MSA)
The BPO contract, with all its attachments
Main elements of the Master Services Agreement
Service to be provided
Performance management, issues, change management
Country laws
Scope of Work (SOW)
Describes specific work to be delivered, by when, at what cost
Core elements of the BPO contract
Services to be rendered or provided as documented in the Scope of Work (SOW)
Performance standards expected from the service provider; Service Level Agreements (SLA), and, Key Performance Indicators (KPI)
Timeline of the contract; start date ("go live"), and, duration
Costs to the client
Master Service Agreement (MSA)
Covering agreement that summarizes terms applicable to every job-order with the service provider
Main Elements of MSA
Service to be provided
Performance management, issues, change management
Country laws
Group (A) and (B)
Operational elements, used day to day
Group (C)
Just-in-case terms
SOW
Can be similar to a "job order"
Generally an attachment / addendum to a Master Agreement, points to covering terms
May state that in case of terms inconsistency, the SOW or Master Agreement supersedes
Core Elements of BPO Contract
Services to be rendered or provided as documented in the Scope of Work (SOW)
Performance standards expected from the service provider; Service Level Agreements (SLA), and, Key Performance Indicators (KPI)
Timeline of the contract; start date ("go live"), and, duration
Costs to the client
Other Specific Operational Requirements
Services to be rendered or provided as documented in the Scope of Work (SOW)
Out-bound sales calls
In-bound inquiries or subscriptions
Delivering food or flowers or mail
Performance standards expected from the service provider; Service Level Agreements (SLA), and, Key Performance Indicators (KPI)
"Handle Time" and "Average Handle Time"
Sales attainment
Customer satisfaction rating
Timeline of the contract
Detailed schedule of when the transition period starts and when the service provider assumes control of the contracted processes
Contract Duration
Most contracts are typically multi-year contracts, however and when deemed most effective, on-demand contracts may also be put into effect
Cost to the client
Payment made by the client to the service provider for honoring contractual agreements