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Business Process outsourcing The Competitive Advantage phần 6

họ cho thế hệ doanh thu gia tăng. Như năng lực kinh doanh không cốt lõi của gia công phần mềm đã trở thành phổ biến hơn, có hai điều đã xảy rahiệu quả quản lý thay đổi bằng cách lựa chọn các một vài nguyên tắc tổng quát hiệu quả. | Identify and Select a BPO Vendor 111 Based on the telephone conference two to three vendors will be invited back for a second formal presentation. Vendor selection should be followed by a precontract period during which the firms become acquainted and a pilot project may be implemented to test the relationship. 6 BPO Contracts Even when laws have been written down they ought not always to remain unaltered. Aristotle author and philosopher It is commonly believed that many outsourcing ventures fail to meet their objectives. What is surprising however is that the outsourcing success rate for first-time users of the strategy has not changed much since 1998. According to a survey conducted by the American Management Association in 1998 three-quarters of U.S. managers surveyed reported that outsourcing outcomes had failed to meet expectations.1 Four years later in a 2002 study conducted by DiamondCluster International 78 percent of the companies surveyed admitted to ending at least one prior outsourcing relationship prematurely because it was not meeting expectations.2 Although the reasons for dissatisfaction with outsourcing relationships are as varied and complex as outsourcing relationships themselves there are several common reasons for failure cited in the studies. Outsourcing failures are generally not strictly legal in nature but careful consideration of the elements of a good outsourcing contract can help avoid many of the significant risk factors. In fact a poorly drafted outsourcing contract is one of the most significant reasons cited by companies for failed outsourcing relationships.3 Just as significantly however the careful negotiation and drafting of a good outsourcing contract will eliminate most of the other reasons for dissatisfaction with outsourcing relationships.4 This chapter examines the legal side of the outsourcing relationship but it must always be remembered that the buyer-vendor relationship in successful BPO initiatives must have a .