Wertschöpfung im arbeitsteiligen Prozess Management

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1 Frankfurt, Christian T. Roga, IBM Deutschland GmbH Wertschöpfung im arbeitsteiligen Prozess 2010 IBM Corporation

2 Agenda Business Process Outsourcing von Standardprozessen Wertschöpfungsfaktoren Prozessauswahl Mögliche Arbeitsteilung Vertikales Outsourcing 2010 IBM Corporation 2

3 Business Process Outsourcing (BPO) hat sich in Europa entlang von vier Hauptprozessfeldern branchenübergreifend etabliert. BPO Offerings Finance & Accounting Cash Disbursements (AP/T&E) Revenue Cycle (Order to Cash) Human Resources & Learning Employee Data / HRIS Payroll Relationship Contact Center Ops Multi-Channel, Marketing, Camp. Mgmt General Accounting Benefits Hosted Contact Center Infrastructure Project/Cost Accounting Compensation Field Sales/Service Transformation Financial/External Reporting Business Performance Mgmt Planning, Budgeting, Forecasting Cash, Treasury, Risk Mgmt; Tax Compliance Recruiting & Selection Training & Employee Development Workforce Analytics HR Contact Center Travel & Expense Process and Self-Service Transformation Supply Chain / Procurement Indirect Procurement Offshore Procurement Operations Strategic Sourcing Supply Chain Visibility Supplier Consolidation/ Relationship Mgmt Back-Office End-User Support / Compliance Impr. Global Web/Content Production Services Sales Improvement Service CRM Analytics Leverage Combine Develop Industry-specific Solutions Asset Contract 2010 IBM Corporation 3

4 Die Wertschöpfung basiert auf Globalisierung und Prozessverbesserung. Global Sourcing Benefits Overall benefits & savings Benefits Reduce operating costs through centralization and global resourcing Process Improvement & Optimization Benefits Quickly access skilled costeffective resources 100 Offer clients faster turnaround times enabled via 24*7 operations Worldwide coverage supports going global Convert fixed costs to a variable pricing model Baseline costs Offshore Sourcing Productive hours gained Process improvement Operational efficiency Quality improvement Future state costs Leverage applications & tools to support process improvements and cost efficiency (e.g. data analytics, document management) 2010 IBM Corporation 4

5 Die Kategorisierung der Geschäftsprozesse erfolgt nach inhouse/outsourcing und on-shore/off-shore. Strategic Filters Tactic Tactic Operational Regulatory requirements Business critical intimate to brand value Decisionmaking Policymaking Operational Retained Client activities Policy Strategy Development Decision making, Acceptance/Approval Regulatory influenced Core (to protect IP and brand value) Outsource activities Transactional processing Rule based processing Procedure Process maintenance Business Process maintenance On shore Lack of critical mass Legal/regulatory requirement Impractical physical hand-off Unworkable process splits Off shore The rest 2010 IBM Corporation 5

6 Die Erfahrungen zeigen einen unterschiedlichen Grad an möglicher und sinnvoller Arbeitsteilung. Card Mortgage Securities Accounts Loans Payments Scope Application Card Embossing Billing Merchant Services Collections & Recovery Account Opening Redemption Case Handling Collateral Billing Fee calculation Statements Client Reporting Custody Services Account Opening Relationship Case Handling Statements Account Closing Statements Line of Credit Billing Tax Reporting Document Collections & Recovery Exception Reporting Case Handling Service Check processing Retained 34% 41% 52% 45% 43% 37% 29% 53% Outsourced 66% 59% 48% 55% 57% 63% 71% 47% 2010 IBM Corporation 6

7 Offshorable Activities Retained Activities Erfahrungsgemäß können ca. 63% der Prozesse im Kreditgeschäft in Arbeitsteilung betrieben werden. Business Offshorable Retained 46% Business & Syst. Architect. HR IT Development & Operations Production Assurance Facilities Maint. & Operations Training & Awareness Business & Resource Plan. Bus. Policies & Procedures Ext. Relations Plan & Policies Business Unit Tracking Business Unit Staff Ext. Relations 54% New Business & Product Mgmt. 30% Mark., Advert., Camp., Mgmt Market Research & Analysis Marketing Campaign Ex. Market Seg. Analysis & Plan Product Bus. Partner Prod. Dev. & Deployment Product Directory 70% Acq. & Sales 82% Sales Branch/Broker Commissions Sales Execution Sales Support Phone Based Lead Generat. Data Mining & Analysis Rate Quotes & Locks Application Data Confirm. Sales & Acquisition Service/Sales 18% Mgmt. & Servicing 72% Behavior Mod. Case & Except. Handling Relationship Contact Routing Contact Handler Transaction Consolidation Profile Contact/Event History Sales & Cross Sell Credit Limit Review Cust. Portfolio & Analysis Cust. Relations Policy & Plan Credit Policy & Planning Credit Decisioning Instrument Fulfillment 67% Application Application Info Capture Loan Underwriting Collateral Val. & Maintenance Loan Modifications Doc. & Content Other Product Fulfillment Loan Disbursement Fulfillment Policy & Plan. Application Policy & Plan Fulfillment Title & Order Review 28% 33% Operational Services 86% Payments Disbursement Accounting Investor Accounting On/Off Boarding Doc. Storage & Retrieval Payment Adjustments Correspondence Welcome Letter & Calls Account Maintenance Disputes Voice Based Svc. Operational Svc Strat. & Plan. Operational Svc 14% Accounting 67% Default Billing Accounting Pol. 33% Financial Mgmt / Control & Accounting 50% Audit/QA/Legal Risk & Fraud Account Reconciliation Accounting & GL Collections & Skip Tracing Book Closing Finance Policies & Plans Risk Mgmt. Strategy Asset & Liability Policy Financial Control Reg. Reporting & Compliance Financial Consolidation 50% 2010 IBM Corporation 7

8 Erfahrungsgemäß können ca. 55% der Prozesse in der Kontoführung in Arbeitsteilung betrieben werden. Business & Resource New Business Development Sales & Servicing Product Delivery Account Services Business Portfolio Financial 70% Offshorable Activities Retained Activities 36% HR Facilities Ops & Maintenance Systems Dev. & Operations Production Help Desk Business & Resource Plan Business Policies & Proc. External Relations Business Architecture Business Unit Tracking Business Unit Fixed Asset Register 64% Acquisition Plan & Campaign Info Files Market Research Marketing Campaign Execution Application Fulfillment Account Opening Segment Analysis & Plan Production Product Dev. & Deployment Product Directory 30% Offshorable Retained 63% Behavior / Mod. Credit Relationship Collateral Handling Contact / Event History Cust. Portfolio & Analysis Credit Policy & Planning Relationship 37% 67% 67% Sales Svc. Admin & Cross Authorizations Cust. Svc. & Sales Plan 33% Cash Inventory DDA / Check Product Ops. Planning 33% 78% Fraud AML Detection Accounting Collections & Recovery Correspondence Document Mgmt & Archive Bill, Payments & Statements Case Handling Account Svc. Planning Accounting Pol. 22% Asset & Liability Policy Planning Risk & Portfolio Consolidated Book / Position 100% 60% Audit/QA/ Legal Tax Reporting Accounting / GL Updates Policy Procedures Regulatory Reporting 40% 2010 IBM Corporation 8

9 Typischerweise dehnt sich der Umfang der Auslagerung über die Zeit aus. Student Loan Cards Mortgage FTE Ramp up (not in scale) Student Loans Retail Banking Mortgage Student Loan Prerepay, Credit Disputes, Service - Retail Banking General Services, New Account Opening Mortgage Inbound Service Retail Banking Student Loan Cards Student Loan Service- Paper Retail Banking Internet Service, General Service (Manila), New Account Servicing, Home Equity Credit Service Cards Credit Risk Early Warning, Account Maintenance, Credit Dispute Verification outsourced processes Student Loan Enrollment, Non- Enrollment, Care (Voice), Origination, Collections Mortgage Sales (In-bound) Cards Debit Cards, Credit Decisioning, Billing Disputes, Data Capture Information IBM Corporation 9

10 Über die Zeit kann sich so eine umfangreiche Auslagerung von Back-Office- Prozessen über alle Geschäftsbereiche hinweg entwickeln. Banking Products & Services Mortgage Services Card Services Loans Account Fulfillment Mutual Funds Payments Document management Loan document indexing Loan application processing Initial eligibility evaluation Underwriting and borrower record updates Funding & closing Post closing audit Welcome letter & calls Account maintenance Cross- and Upsell Application data entry De-duplication Inbound customer service Credit Line Decisioning Dispute management Remittance processing Membership rewards Credit risk early warning Fraud management Collections Cross- and Upsell Application processing De-duplication Underwriting Collateral mgt Document mgt Payment processing Welcome letter & calls Acct. maintenance service Default mgmt. Forbearance and deferments Collections Indexing Data entry Account activation Verifications Account setup service voice and mail Welcome calls Disputes processing Loan closures Loan funding Loan booking Archiving and storage Confirmation & matching Clearing and settlement Payment processing Ledger accounting Account statement generation Portfolio accounting Voice-based customer service Mgt. & regulatory reporting Wire transfers Account management & fulfillment Channel support Research adjustments Image capture Formatting Validation Balancing Duplicate detection Positive pay Fraud detection setup Posting & reconciliation 10 Blue Text - Activities managed by IBM for Universal Global Bank Source: Universal Global Bank IBM Team IBM Corporation 10

11 Durch die Verbindung von Prozess-, Applikations- und Infrastruktur- Auslagerung entsteht ein vertikales Outsourcing. People & Processes Backoffice Outsourcing Applications + + Information Technology Core Application Transformation IT Outsourcing Backoffice as Managed Service = Cost Efficient Excellence in Operation Maximum Business Support Percentage of Benefit by Year Shift & Transform führt zu schnelleren Ergebnissen und senkt das Projektrisiko. Source: McKinsey 2010 IBM Corporation 11

12 Vielen Dank für Ihre Aufmerksamkeit. Christian Till Roga IBM Deutschland Beim Strohhause Hamburg 2010 IBM Corporation 12

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