microBPO is the last step in the proceedit’s value chain (Optimization
> Automation > µOutsourcing) that takes profit of the
capacity to externalize a single task of a specific instance of each of our
automated business processes depending on real-time automated decisions based
on work-load picks, holidays, absences, less cost, …
To apply a microBPO strategy, the different process tasks are classified in three
categories: the ones that always have to be done internally, the ones that
shall always be done externally and the intermediate ones that can be
outsourced or not, depending on the circumstances and guided in or out by
predefined automatic process rules.
Many advantages came from this approach: of course, savings when outsourced tasks are clearly of low added value and mechanical, homogenization of the process cycles times and then having less troubles in accomplishing always the contracted SLAs, capacity to absorb expected or unexpected picks on demand or valleys on resources available to perform the process tasks, make easier to go to 24 / 7 hours operations, preparation of contingence plans (accidents, strikes, …).
microBPO is the hardest part of the whole trip because it
needs to reinvent all business and it hurts a lot in the organization, but
there is no other way, if you want to sustain a competitive advantage against businesses
that have been born nearly 100
% automatic, real competitors of
the “physical” companies.
Therefore, when it
appears that the company has done everything (optimize and automate) the hardest
part begins, try to outsource as much as possible and as cheap as possible
(while maintaining quality and SLAs) but
not always varying a lot depending on the circumstances of the moment, trying
to obtain the most profitable combination of internal and external resources, a
real never-end challenge.
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