The outsourcing industry, having matured significantly during the past ten years, faces changes in 1999 that will not only alter the focus of the outsourcing industry itself, but will also transform the companies entering into such transactions.
Whether your crystal ball suggests a bear or a bull market for 1999, the view for business process outsourcing (BPO) is unambiguously rosy. According to Richard Smith, partner, European outsourcing for PricewaterhouseCoopers…
When ABB Power Generation Ltd. decided earlier this year to outsource the operation of the client server infrastructure for their total office environment, the Switzerland-based company’s reason was clear. They wanted secure access to resources and skills.
Enterprise Resource Planning (ERP) solutions are increasingly attractive to clients who recognize the benefits of enterprise-wide integration of information technology, applications and business processes.
The Many Flavors of BPO: The business process outsourcing (BPO) industry is growing everyday, with new processes being outsourced and new players entering the market. Allie Young, principle analyst, Dataquest, a Gartner Group company, sums up the situation succinctly.
Back in 1995, Michael A. Boyle, associate hospital director, William Beaumont Hospital, was in a quandary. The hospital had identified facilities management as an area where they wanted to reduce costs without sacrificing the quality for which the hospital system is known, but the traditional approaches had not yielded any solutions.
Although we’ve dressed it up and given it a new name, business process outsourcing (BPO) has been with us since the beginning of outsourcing as an industry. Areas such as payroll processing and credit card processing are regarded as mature outsourcing industries, and payroll is perhaps one of the oldest outsourcing niches around.
Partnership: More Than a Fancy Phrase. One of the most telling changes in future outsourcing will be the reshaping of relationships as companies continue to move away from cost reduction as the single key driver.
Culture shock. That’s not something most would expect conservative icon Rolls Royce to embrace, but that’s exactly what the company sought in its outsourcing relationship with EDS.
This relationship was chosen based on the strong affinity between supplier and customer in particular, the high degree of dependence of MedPartners on ACS.
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