{"id":4054,"date":"2014-02-14T18:21:25","date_gmt":"2014-02-14T11:21:25","guid":{"rendered":"http:\/\/science-technology.vn\/?p=4054"},"modified":"2015-02-03T18:16:42","modified_gmt":"2015-02-03T11:16:42","slug":"cong-nghiep-quan-li-qui-trinh-doanh-nghiep-cua-an-do","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=4054","title":{"rendered":"C\u00f4ng nghi\u1ec7p qu\u1ea3n l\u00ed qui tr\u00ecnh doanh nghi\u1ec7p c\u1ee7a \u1ea4n \u0110\u1ed9"},"content":{"rendered":"

Nh\u01b0 m\u1ed9t ph\u1ea7n c\u1ee7a b\u00e0i gi\u1ea3ng kh\u00e1ch m\u1eddi, t\u00f4i \u0111\u00e3 m\u1eddi Ajay Gupta, m\u1ed9t ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u1ea5p cao c\u1ee7a m\u1ed9t c\u00f4ng ti l\u00e0m kho\u00e1n ngo\u00e0i ph\u1ea7n m\u1ec1m l\u1edbn t\u1edbi n\u00f3i chuy\u1ec7n cho l\u1edbp Qu\u1ea3n l\u00ed h\u1ec7 th\u00f4ng tin c\u1ee7a t\u00f4i. Sau \u0111\u00e2y l\u00e0 \u0111i\u1ec1u anh \u1ea5y \u0111\u00e3 n\u00f3i:<\/span><\/p>\n

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\u201cTrong h\u01a1n hai m\u01b0\u01a1i n\u0103m qua, \u1ea4n \u0110\u1ed9 \u0111\u00e3 r\u1ea5t th\u00e0nh c\u00f4ng trong Kho\u00e1n ngo\u00e0i qui tr\u00ecnh doanh nghi\u1ec7p (BPO) nh\u01b0ng h\u00ecnh \u1ea3nh v\u1ec1 c\u00f4ng nh\u00e2n chi ph\u00ed th\u1ea5p v\u1edbi k\u0129 n\u0103ng c\u00f4ng ngh\u1ec7 th\u1ea5p nh\u01b0 b\u00e0n tr\u1ee3 gi\u00fap, tr\u1ea3 l\u1eddi \u0111i\u1ec7n tho\u1ea1i, vi\u1ebft m\u00e3 v\u00e0 ki\u1ec3m th\u1eed KH\u00d4NG C\u00d2N \u00e1p d\u1ee5ng cho \u1ea4n \u0110\u1ed9 n\u1eefa. Ng\u00e0y nay ch\u00fang t\u00f4i \u0111ang qu\u1ea3n l\u00ed c\u00e1c ch\u1ee9c n\u0103ng C\u00f4ng ngh\u1ec7 th\u00f4ng tin (CNTT) then ch\u1ed1t cho kh\u00e1ch h\u00e0ng v\u00e0 th\u1ef1c hi\u1ec7n c\u00e1c c\u00f4ng vi\u1ec7c ph\u1ee9c t\u1ea1p \u0111\u1ec3 h\u1ed7 tr\u1ee3 cho nghi\u1ec7p v\u1ee5 c\u1ee7a h\u1ecd. \u0110\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao v\u00e0i n\u0103m tr\u01b0\u1edbc, ch\u00fang t\u00f4i \u0111\u00e3 \u0111\u1ed5i t\u00ean ch\u00fang t\u00f4i t\u1eeb Kho\u00e1n ngo\u00e0i qui tr\u00ecnh doanh nghi\u1ec7p (BPO) sang Qu\u1ea3n l\u00ed qui tr\u00ecnh doanh nghi\u1ec7p (BPM) \u0111\u1ec3 cho h\u00ecnh \u1ea3nh m\u1edbi v\u1ec1 \u1ea4n \u0110\u1ed9 \u0111ang l\u00e0 m\u1ed9t nh\u00e0 cung c\u1ea5p d\u1ecbch v\u1ee5 \u0111\u1ea7y \u0111\u1ee7. N\u1ec1n c\u00f4ng nghi\u1ec7p c\u1ee7a ch\u00fang t\u00f4i \u0111\u00e3 tr\u01b0\u1edfng th\u00e0nh \u0111\u1ea7y \u0111\u1ee7 v\u00e0 ch\u00fang t\u00f4i b\u00e2y gi\u1edd \u0111ang ti\u1ebfn sang c\u00e1c d\u1ecbch v\u1ee5 \u0111\u1ea7y \u0111\u1ee7 \u1edf \u0111\u1ea7u cao h\u01a1n.\u201d<\/p>\n

\u201cC\u00f3 nh\u1eefng c\u00f4ng ti kh\u00e1c ph\u00e1t tri\u1ec3n c\u00f4ng nghi\u1ec7p BPO c\u1ee7a h\u1ecd \u0111\u1ec3 c\u1ea1nh tranh v\u1edbi \u1ea4n \u0110\u1ed9 nh\u01b0 Trung Qu\u1ed1c, Philippines, Indonesia, v\u00e0 Vi\u1ec7t Nam nh\u01b0ng khi h\u1ecd n\u00f3i c\u00f3 chi ph\u00ed th\u1ea5p, \u1ea4n \u0110\u1ed9 v\u1edbi l\u1ef1c l\u01b0\u1ee3ng lao \u0111\u1ed9ng c\u00f3 k\u0129 n\u0103ng c\u0169ng nh\u01b0 n\u0103ng l\u1ef1c n\u00f3i ti\u1ebfng Anh s\u1ebd ti\u1ebfp t\u1ee5c c\u00f2n \u1edf h\u00e0ng \u0111\u1ea7u. Ng\u00e0nh c\u00f4ng nghi\u1ec7p BPM c\u1ee7a \u1ea4n \u0110\u1ed9 ng\u00e0y nay kh\u00f4ng ph\u1ea3i c\u1ea1nh tranh v\u1ec1 chi ph\u00ed n\u1eefa v\u00ec ch\u1ea5t l\u01b0\u1ee3ng c\u1ee7a ch\u00fang t\u00f4i l\u00e0 t\u1ed1t h\u01a1n, k\u0129 n\u0103ng c\u1ee7a ch\u00fang t\u00f4i l\u00e0 t\u1ed1t h\u01a1n, v\u00e0 c\u00f4ng nh\u00e2n c\u1ee7a ch\u00fang t\u00f4i c\u00f3 nhi\u1ec1u kinh nghi\u1ec7m h\u01a1n. Ch\u00fang t\u00f4i c\u0169ng kh\u00f4ng c\u1ea1nh tranh v\u1edbi c\u00e1c d\u1ef1 \u00e1n nh\u1ecf v\u00ec ch\u00fang t\u00f4i th\u01b0\u1eddng gi\u1ea3i quy\u1ebft to\u00e0n b\u1ed9 c\u00e1c ch\u1ee9c n\u0103ng CNTT v\u00ec ch\u00fang t\u00f4i c\u00f3 k\u00edch c\u1ee1 v\u00e0 kinh nghi\u1ec7m m\u00e0 ng\u01b0\u1eddi kh\u00e1c kh\u00f4ng c\u00f3. Ng\u01b0\u1eddi c\u1ee7a ch\u00fang t\u00f4i b\u00e2y gi\u1edd l\u00e0m vi\u1ec7c s\u00e1t c\u00e1nh v\u1edbi kh\u00e1ch h\u00e0ng \u0111\u1ec3 h\u1ed7 tr\u1ee3 h\u1ecd b\u1eb1ng nh\u1eefng c\u00f4ng ngh\u1ec7 m\u1edbi n\u1ed5i l\u00ean. Ng\u00e0nh c\u00f4ng nghi\u1ec7p c\u1ee7a ch\u00fang t\u00f4i \u0111ang chuy\u1ec3n l\u00ean v\u1ecb tr\u00ed t\u1ed1t h\u01a1n khi ch\u00fang t\u00f4i m\u1edf r\u1ed9ng ph\u1ea1m vi c\u1ee7a ch\u00fang t\u00f4i t\u1eeb d\u1ef1 \u00e1n l\u00ean c\u00e1c d\u1ecbch v\u1ee5 ch\u1ee9c n\u0103ng \u0111\u1ea7y \u0111\u1ee7. Ch\u00fang t\u00f4i bi\u1ebft nhu c\u1ea7u th\u1ecb tr\u01b0\u1eddng to\u00e0n c\u1ea7u, ch\u00fang t\u00f4i hi\u1ec3u nhu c\u1ea7u c\u1ee7a kh\u00e1ch h\u00e0ng, v\u00e0 ch\u00fang t\u00f4i l\u00e0m \u0111i\u1ec1u ch\u1ec9nh c\u1ea7n thi\u1ebft \u0111\u1ec3 h\u1ed7 tr\u1ee3 cho h\u1ecd. Ng\u01b0\u1eddi c\u00f3 k\u0129 n\u0103ng c\u1ee7a ch\u00fang t\u00f4i l\u00e0m vi\u1ec7c ch\u1eb7t ch\u1ebd v\u1edbi kh\u00e1ch h\u00e0ng \u0111\u1ec3 gi\u00fap h\u1ecd v\u01b0\u1ee3t qua t\u1ea7m c\u1ee1 thay \u0111\u1ed5i k\u0129 thu\u1eadt cho n\u00ean h\u1ecd \u0111\u00e1nh gi\u00e1 cao \u0111\u1ec1 ngh\u1ecb c\u00f3 gi\u00e1 tr\u1ecb do nh\u00e0 cung c\u1ea5p d\u1ecbch v\u1ee5 c\u1ee7a ch\u00fang t\u00f4i cung c\u1ea5p.\u201d<\/p>\n

\u201cM\u00f4 h\u00ecnh BPM c\u1ee7a ch\u00fang t\u00f4i s\u1ebd ti\u1ebfp t\u1ee5c ti\u1ebfn ho\u00e1 v\u00e0 d\u1eabn l\u00e1i kinh doanh to\u00e0n c\u1ea7u c\u1ee7a ch\u00fang t\u00f4i. Ch\u00fang t\u00f4i hi\u1ec3u qu\u00e1 tr\u00ecnh c\u00e1ch m\u1ea1ng cho n\u00ean ch\u00fang t\u00f4i r\u1ea5t c\u1ed1 k\u1ebft trong chi\u1ebfn l\u01b0\u1ee3c v\u00e0 h\u00e0nh \u0111\u1ed9ng c\u1ee7a ch\u00fang t\u00f4i. Ch\u00fang t\u00f4i kh\u00f4ng \u0111\u1ee3i kh\u00e1ch h\u00e0ng t\u1edbi m\u00e0 ch\u00fang t\u00f4i t\u1edbi v\u1edbi h\u1ecd. Ch\u00fang t\u00f4i m\u1edf v\u0103n ph\u00f2ng tr\u00ean kh\u1eafp th\u1ebf gi\u1edbi \u0111\u1ec3 tham gia t\u00edch c\u1ef1c v\u1edbi kh\u00e1ch h\u00e0ng ti\u1ec1m n\u0103ng. \u0110i\u1ec1u n\u00e0y \u0111\u00e3 l\u00e0m cho ch\u00fang t\u00f4i r\u1ea5t th\u00e0nh c\u00f4ng v\u00ec ch\u00fang t\u00f4i bao gi\u1edd c\u00f9ng t\u00ecm c\u01a1 h\u1ed9i trong c\u00e1c d\u1ecbch v\u1ee5 m\u1edbi h\u01a1n v\u00e0 kinh doanh m\u1edbi h\u01a1n. Ch\u00fang t\u00f4i \u0111\u00e0o t\u1ea1o c\u00f4ng nh\u00e2n c\u1ee7a ch\u00fang t\u00f4i v\u1ec1 nh\u1eefng k\u0129 n\u0103ng m\u1edbi, c\u00f4ng ngh\u1ec7 m\u1edbi v\u00e0 \u0111\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao ch\u00fang t\u00f4i ti\u1ebfn ho\u00e1 t\u1eeb cung c\u1ea5p trung t\u00e2m g\u1ecdi \u0111i\u1ec7n tho\u1ea1i, d\u1ecbch v\u1ee5 \u0111i\u1ec7n tho\u1ea1i, d\u1ecbch v\u1ee5 ki\u1ec3m th\u1eed v\u00e0 vi\u1ebft m\u00e3 sang d\u1ecbch v\u1ee5 l\u00e0m kho\u00e1n ngo\u00e0i qui tr\u00ecnh, qu\u1ea3n l\u00ed ch\u1ee9c n\u0103ng CNTT, v\u00e0 cung c\u1ea5p c\u00e1c gi\u1ea3i ph\u00e1p CNTT ph\u1ee9c t\u1ea1p. V\u1ec1 c\u0103n b\u1ea3n \u1ea4n \u0110\u1ed9 mu\u1ed1n l\u00e0 trung t\u00e2m CNTT c\u1ee7a th\u1ebf gi\u1edbi n\u01a1i m\u1ecdi c\u00f4ng vi\u1ec7c CNTT s\u1ebd \u0111\u01b0\u1ee3c th\u1ef1c hi\u1ec7n b\u1edfi c\u00e1c c\u00f4ng ti \u1ea4n \u0110\u1ed9.\u201d<\/p>\n

\u201cTi\u1ebfn ho\u00e1 c\u1ee7a ch\u00fang t\u00f4i t\u1eeb chi ph\u00ed th\u1ea5p sang ch\u1ea5t l\u01b0\u1ee3ng cao; t\u1eeb d\u1ecbch v\u1ee5 h\u1ed7 tr\u1ee3 sang n\u0103ng su\u1ea5t cao \u0111\u01b0\u1ee3c d\u1ef1a tr\u00ean chi\u1ebfn l\u01b0\u1ee3c \u0111\u01b0\u1ee3c x\u00e1c \u0111\u1ecbnh r\u00f5 m\u00e0 ch\u00fang t\u00f4i th\u1ee9c hi\u1ec7n m\u1ed9t c\u00e1ch ho\u00e0n m\u0129. Hi\u1ec7n th\u1eddi ch\u00fang t\u00f4i \u0111ang chuy\u1ec3n sang chuy\u00ean d\u1ee5ng ho\u00e1, t\u00e1i k\u0129 ngh\u1ec7 qui tr\u00ecnh v\u00e0 c\u00e1c n\u1ec1n do c\u00f4ng ngh\u1ec7 t\u1ea1o kh\u1ea3 n\u0103ng. C\u00f4ng nghi\u1ec7p BPM c\u1ee7a ch\u00fang t\u00f4i b\u00e2y gi\u1edd cung c\u1ea5p h\u1ed7 tr\u1ee3 n\u1ec1n t\u1ea3ng d\u1ef1a tr\u00ean m\u00f4 h\u00ecnh chia s\u1ebb thu nh\u1eadp d\u1ef1a tr\u00ean k\u1ebft qu\u1ea3 kinh doanh c\u1ee7a ch\u00fang t\u00f4i thay v\u00ec m\u00f4 h\u00ecnh c\u0169 v\u1ec1 \u0111\u1ea1t t\u1edbi c\u00e1c tho\u1ea3 thu\u1eadn m\u1ee9c d\u1ecbch v\u1ee5 (SLAs). Ch\u00fang t\u00f4i c\u00f3 nhi\u1ec1u c\u00f4ng nh\u00e2n c\u00f3 k\u0129 n\u0103ng \u0111\u01b0\u1ee3c \u0111\u00e0o t\u1ea1o trong ph\u00e2n t\u00edch d\u1eef li\u1ec7u l\u1edbn, t\u00ednh to\u00e1n m\u00e2y, di \u0111\u1ed9ng v\u00e0 c\u00f3 kh\u1ea3 n\u0103ng cung c\u1ea5p c\u00e1c d\u1ecbch v\u1ee5 m\u1edbi nh\u01b0 t\u01b0 v\u1ea5n, bi\u1ebfn \u0111\u1ed5i doanh nghi\u1ec7p v\u00e0 t\u1ed1i \u01b0u ho\u00e1. \u0110\u1ec3 t\u0103ng hi\u1ec7u qu\u1ea3 v\u1eadn h\u00e0nh, ch\u00fang t\u00f4i cung c\u1ea5p cho kh\u00e1ch h\u00e0ng c\u00e1c \u0111\u1ec1 ngh\u1ecb kinh doanh m\u1edbi. Thay v\u00ec thi\u1ebft l\u1eadp h\u1ee3p \u0111\u1ed3ng d\u1ef1a tr\u00ean gi\u00e1 c\u1ea3 th\u01b0\u01a1ng l\u01b0\u1ee3ng, ch\u00fang t\u00f4i c\u00f3 th\u1ec3 cung c\u1ea5p d\u1ecbch v\u1ee5 c\u1ee7a m\u00ecnh d\u1ef1a tr\u00ean vi\u1ec7c l\u00e0m gi\u00e1 theo giao t\u00e1c n\u01a1i ch\u00fang t\u00f4i s\u1eb5n l\u00f2ng chia s\u1ebb r\u1ee7i ro v\u1edbi kh\u00e1ch h\u00e0ng n\u1ebfu h\u1ecd chia s\u1ebb thu nh\u1eadp v\u1edbi ch\u00fang t\u00f4i. N\u00f3 l\u00e0 c\u00e1ch ti\u1ebfp c\u1eadn \u0111\u1ed1i t\u00e1c thay v\u00ec c\u00e1ch ti\u1ebfp c\u1eadn kh\u00e1ch h\u00e0ng – ng\u01b0\u1eddi ph\u1ee5c v\u1ee5. Ch\u00fang t\u00f4i \u0111ang chuy\u1ec3n sang l\u00e0m m\u1ea1nh cho n\u0103ng l\u1ef1c nghi\u00ean c\u1ee9u c\u1ee7a ch\u00fang t\u00f4i qua h\u1ed9i t\u1ee5 mi\u1ec1n \u0111\u1eb7c bi\u1ec7t v\u00e0 khuy\u1ebfn kh\u00edch nhi\u1ec1u c\u1ed9ng t\u00e1c v\u1edbi kh\u00e1ch h\u00e0ng.\u201d<\/p>\n

\u201cC\u00f4ng nghi\u1ec7p BPM c\u1ee7a \u1ea4n \u0110\u1ed9 \u0111\u00e3 \u0111\u1ea1t tr\u00ean $100 t\u1ec9 \u0111\u00f4 l\u00e0 trong v\u00e0i n\u0103m qua v\u00e0 \u0111\u00e3 t\u1ea1o ra n\u0103m tri\u1ec7u vi\u1ec7c l\u00e0m m\u1edbi cho n\u1ec1n kinh t\u1ebf c\u1ee7a ch\u00fang t\u00f4i. M\u1ee5c \u0111\u00edch c\u1ee7a ch\u00fang t\u00f4i l\u00e0 \u0111\u1ea1t t\u1edbi $200 t\u1ec9 \u0111\u00f4 la n\u0103m 2020 v\u00e0 ch\u00fang t\u00f4i \u0111ang l\u00e0m vi\u1ec7c h\u01b0\u1edbng t\u1edbi n\u00f3.\u201d<\/p>\n

 <\/p>\n

—English version—<\/p>\n

 <\/p>\n

India’s Business Process Management industry<\/p>\n

As part of the guest speaker lecture, I invited Ajay Gupta, a senior manager of a large software outsourcing company to talk to my Information System Management class. Following is what he said:<\/p>\n

 <\/p>\n

\u201cFor over twenty years, India has been very successful in Business Process Outsourcing (BPO) but the image of low cost workers with low technology skills such as help-desks, answering phones, coding and testing is NO LONGER applied to India. Today we are managing key Information Technology (IT) functions for customers and perform sophisticated works to support their business. That was why few years ago, we changed our name from Business Process Outsourcing (BPO) to Business Process Management (BPM) to give a new image of India being a full-service provider. Our industry has fully matured and we are now moving towards higher-end full services.\u201d<\/p>\n

\u201cThere are others who develop their BPO industry to compete with India such as China, the Philippines, Indonesia, and Vietnam but as they claim to have lower cost, India with its skilled workforce as well as its English speaking capabilities will continue to remain on top. Today India\u2019s BPM industry does not have to compete on cost anymore as our quality is better, our skills are better, and our workers have more experiences. We also do not compete for small projects because we often handle the entire IT functions as we have the size and the experience that others do not. Our people are now working alongside with customers to support them with new emerging technologies. Our industry is moving up to better position as we broaden our scope from project to full functional services. We know global market demand, we understand customers\u2019 needs, and we make the necessary adjustments to support them. Our skilled people work closely with customers to help them overcome the enormity of technological change so they appreciate the value proposition offered by our service providers.\u201d<\/p>\n

\u201cOur BPM model will continue to evolve and drives our global business. We understand evolutionary process so we have been very cohesive in our strategy and actions. We do not wait for customers to come to us but we come to them. We open offices all over the world to actively engage with potential customers. This has made us very successful as we always looking for opportunities in newer services and newer business. We train our workers on new skills, new technologies and that is why we evolve from providing call centers, phone services, testing and coding services to process outsourcing services, managing IT functions, and provide sophisticated IT solutions. Basically India wants to be the IT center of the world where all IT works will be done by Indian companies.\u201d<\/p>\n

\u201cOur evolution from low cost to high quality; from support services to high productivity is based on a well-defined strategy that we execute flawlessly. Currently we are moving to specialization, process reengineering and technology-enabled platforms. Our BPM industry is now providing platform support based on our business outcome-based revenue sharing model instead of the old model of achieving service level agreements (SLAs). We have many skilled workers trained in big data analysis, cloud computing, mobility and are able to provide new services like consulting, business transformation and optimization. To increase operational efficiencies, we offer customers new business proposition. Instead of set up a contract based on negotiated prices, we can offer our services based on transaction-based pricing where we are willing to share the risks with customers if they share their revenues with us. It is a partnership approach rather than a client server approach. We are moving to strengthen our research capabilities through specific domain focus and encourage more collaboration with customers.\u201d<\/p>\n

\u201cIndia\u2018s BPM industry has achieved over $100 billion dollars in the past few years and created five million new jobs for our economy. Our goal is to achieve $200 billion by 2020 and we are working toward it.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

Nh\u01b0 m\u1ed9t ph\u1ea7n c\u1ee7a b\u00e0i gi\u1ea3ng kh\u00e1ch m\u1eddi, t\u00f4i \u0111\u00e3 m\u1eddi Ajay Gupta, m\u1ed9t ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u1ea5p cao c\u1ee7a m\u1ed9t c\u00f4ng ti l\u00e0m kho\u00e1n … <\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[26],"tags":[],"class_list":["post-4054","post","type-post","status-publish","format-standard","hentry","category-xu-huong-cong-nghe"],"_links":{"self":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/4054","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=4054"}],"version-history":[{"count":3,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/4054\/revisions"}],"predecessor-version":[{"id":4679,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/4054\/revisions\/4679"}],"wp:attachment":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=4054"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=4054"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=4054"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}