Knowledge process outsourcing: Difference between revisions

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'''Knowledge process outsourcing''' ('''KPO''') describes the [[outsourcing]] of core information-related business activities<ref name="Ivey">{{cite web|title=The benefits and risks of knowledge process outsourcing |publisher=Ivey Business Journal |url=http://www.iveybusinessjournal.com/topics/strategy/the-benefits-and-risks-of-knowledge-process-outsourcing |date=May–June 2010 |access-date=2012-03-20 |url-status=dead |archive-url=https://web.archive.org/web/20120422191917/http://www.iveybusinessjournal.com/topics/strategy/the-benefits-and-risks-of-knowledge-process-outsourcing |archive-date=2012-04-22 }}</ref> which are competitively important or form an integral part of a company's [[value chain]].<ref>{{cite web|title=Sourcing cheaper staff the new groth industry|publisher=The Sidney Morning Herald|url=http://www.smh.com.au/business/sourcing-cheaper-staff-the-new-growth-industry-20120127-1qlou.html|date=2012-01-28|access-date=2012-03-20}}</ref> KPO requires advanced analytical and technical skills as well as a high degree of specialist expertise.<ref name="Mierau">{{cite web|last=Mierau|first=Alexander|title=Strategic Importance of Knowledge Process Outsourcing|publisher=Technical University of Kaiserslautern|url=http://www.hrotoday.com/pdf/white-papers/Strategic-Implications-of-KPO.pdf|date=2007-01-17|access-date=2012-03-20}}</ref><ref>{{cite web|title=Now, BPO moves up the value chain|publisher=The Economic Times|url=http://articles.economictimes.indiatimes.com/2005-04-17/news/27485579_1_kpo-process-outsourcing-indian-bpo|date=2005-08-17|access-date=2012-03-20}}</ref>

Reasons behind KPO include an increase in specialized knowledge and expertise,<ref name="Ivey" /> additional value creation,<ref name="Mierau" /> the potential for cost reductions, and a shortage of skilled labor.<ref name="Ivey" /> Regions which are particularly prominent in knowledge process outsourcing include India, Sri Lanka, and Europe, especially Poland, Romania, and the Baltic States.<br />KPO is a continuation of [[business process outsourcing]], yet with rather more of business complexity. To be successful in knowledge process outsourcing, a lot of guide is required from [[interorganizational system]].<ref name="Ghosh, Biswadip">{{cite webjournal|title= Knowledge process outsourcing|journal=Acis 2009 Proceedings |date=December 2009 |publisher=Ghosh, Biswadip, ACIS 2009 Proceedings Paper 52.|url=http://aisel.aisnet.org/acis2009/52/ |author1=Ghosh }}</ref>

== Types ==

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== In the Philippines ==

The Philippines Knowledge Process Outsourcing (KPO) services are often called "non-voice" or back office services, referring to activities outside contact center, customer and IT support services. In 2014, the KPO sector comprised 40 percent of the country's outsourcing industry. The Information Technology and Business Process Outsourcing Association of the Philippines (IBPAP) predicts that the Philippine outsourcing sector will reach $25 billion in revenues and employ about 1.3 million people by 2016.<ref name= "COSS">{{cite web| title= SourceFit| date= 25 August 2015| url= http://www.sourcefit.com/blog/why-the-philippines-is-emerging-as-a-leading-destination-for-knowledge-process-outsourcing#sthash.8P2V7DcX.dpuf}}</ref>

The KPO industry is different from the BPO in the respect of that the former is more resilient to artificial intelligence (AI) and automation. With the 4th Industrial Revolution, it is estimated that most job losses will occur in low value-added contact center (“voice”) and other BPO services. Other services impacted by AI and automation include medical transcription, basic 2D animation services, parts of IT technical support and back-office transactions.<ref>Lee Kai-Fu (2018), AI Superpowers: China, Silicon Valley and the New World Order</ref> Advanced functions that are projected to become more in demand include analytics and optimization engines, automation enablement, clinical data analytics, remote health management, Virtual Reality (VR)/Augmented Reality (AR)-enabled animation and supply chain optimization.<ref>IBPAP (2018), “The IT-BPM Industry”</ref>

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* {{cite book|title=The making of national economic forecasts|editor1-first=Lawrence Robert|editor1-last=Klein|publisher=Edward Elgar Publishing|year=2009|isbn=978-1-84720-489-9|first=Sudip Ranjan|last=Basu|chapter=The economic growth story in India: past, present, and prospects for the future}}

* {{cite book|title=Global Outsourcing and Offshoring: An Integrated Approach to Theory and Corporate Strategy|first1=Farok J.|last1=Contractor|first2= Vikas|last2=Kumar|first3=Sumit K.|last3=Kundu|publisher=Cambridge University Press|year=2010|isbn=978-0-521-19353-5}}

* {{cite book |last=Kaul |first=Vijay Kumar|date=2011 |title=Business Organization and Management: Text and Cases|publisher=Pearson India | isbn= 9788131754498}}

* {{cite book|title=Business Process Outsourcing &mdash; The Indian Experience|publisher=ICFAI books|first=Nitin|last=Mehrotra|year=2005|isbn=978-81-7881-576-3}}

* {{cite book|title=China, India and the International Economic Order|first1=Muthucumaraswamy|last1=Sornarajah|first2=Jiangyu|last2=Wang|publisher=Cambridge University Press|year=2010|isbn=978-0-521-11057-0}}