Managing Business Process Outsourcing April 2024


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Assignment Sample Solution: Managing Business Process Outsourcing April 2024

NMIM$ Global Access

School for Continuing Education (NGA-SCE)

Course: Managing Business Process Outsourcing April 2024

Internal Assignment Applicable for April 2024 Examination

1) In the dynamic landscape of the automobile manufacturing industry, XYZ Motors is contemplating a strategic move to outsource its call center for customer support and digital marketing processes to a reputable Business Process Outsourcing (BPO) firm.
Recognizing that such ventures carry inherent risks, the leadership team at XYZ Motors is keen on identifying and addressing potential challenges systematically.
Enumerate and elaborate on the diverse risk factors associated with outsourcing these pivotal functions to a BPO. The scope includes considerations like data security, service quality, communication nuances, regulatory compliance, vendor
reliance, technology infrastructure, employee turnover, financial stability of the BPO, external risks such as natural disasters and geopolitical events, and safeguarding intellectual property.
Outline how XYZ Motors can conduct a thorough risk assessment, incorporate risk mitigating clauses in the outsourcing agreement, and establish ongoing monitoring
mechanisms to ensure a seamless and secure collaboration with the chosen BPO.
(10 Marks)
2) Explore the concept of value-added services in BPO strategic partnering. How can BPO service providers go beyond cost savings and efficiency improvements to deliver value-added services that drive business growth and innovation for their
clients? Provide examples of such value-added services in BPO partnerships.
(10 Marks)
3) Banks have often built the majority of their technology solutions in-house in the past, this has changed gradually in recent years for a number of reasons, including costs,
speed to market, and access to innovation and expertize. XDFL Bank’s outsourcing focused approach has been led by its desire to concentrate resources on meeting clients’ banking needs.
Part of a larger financial services group, the bank has a small but growing share of domestic household lending and retail deposit markets, with growth driven by marketing to the parent group’s clients and by generating new business. The bank
serves customers via both digital channels and a branch network, with a particular focus on high levels of automation and investment in self-service delivery channels.
“Any bank’s systems must provide high availability, high levels of security and have the ability to cope with periods of high transaction volumes. Indeed, the ability of a bank’s underlying operating infrastructure to deliver on these expectations is critical to maintaining client trust,” said the bank’s head of IT.
From an IT perspective, the bank’s strategy has been to outsource system support and development as much as possible: it brought in all of its 80—100 systems – from core banking to reporting to applications supporting its digital channels. This means the primary responsibility of its 30 in-house IT staff is to govern and manage relationships with third-party vendors.
The key reason for choosing an outsourcing strategy was to help the bank to focus on meeting customers’ banking needs; IT supports this aim, but it is not a core competence integral to the bank’s ability to serve customers.
“Rather than competing to recruit today’s developer skills, the bank decided it was better served hiring staff that can combine a number of skills, including developer experience, project and vendor management to ensure that we work effectively with
third-parties to deliver superior banking services to clients,” explained the bank’s head of IT. The bank’s approach to service development is customer-driven and agile, which means it tends to make a lot of incremental changes on an ongoing basis, rather than launching big projects or releases. Despite only hiring around 30 in-house IT employees, the total number of people working on the bank’s IT infrastructure across all vendors runs into the hundreds.
a) Does XDFL Bank’s approach on outsourcing give itself an advantage in terms of managing risk better? Justify. (5 Marks)
b) What would be the factors on which the success of the outsourcing endeavor of the bank be most dependent on? Explain in brief. (5 Marks)

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