Infosys BPO Case Report

Operations Strategy

Infosys BPO Case Analysis

Group 5

Situation Analysis Delamere Vineyard owned and managed by Richard Richardson was established in 1983. Richardson, a Ph.D in agricultural chemistry, moved from Sydney to Tasmania to establish his business. Inspired by his scientific training and by a study conducted by one of his colleagues, he chose Tasmania as the best place to start the winemaking business. In 1997, Richardson contemplated improving the quality of his wine for which there were three options to choose from. However, all the three options catered to different objectives and hence Richardson needs to prioritize the implementation

Intent and Competitive Strategy Intent: The intent of Infosys BPO is providing on-time, on-budget, and quality BPO services. Competitive Strategy  – QDCF 

Quality: Infosys BPO has quality function associated to each engagement which

shows its focus on quality. Also, there are process-oriented trainings are provided to individuals. 

Delivery: High focus on on-time delivery and there has been a considerable decrease

in TAT. 

Cost: By doing it cheaper, Infosys BPO is leveraging cost arbitrage and productivity

gains. Also with focus on elimination of the NVAs, there would be considerable cost savings. 

Flexibility: The individuals are cross trained to take up multiple roles and the

offerings are across a wide range of different industries providing flexibility

Problem Statement How should the resource allocation be done for servicing CreditPlus jobs?

Alternatives 

Queue-wise: Allotting resources for each queue. There are 6 queues in total. 2 queues

for each of the three processes- simple queue for simple processes and complex queue for complex processes.

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Category-wise: Allotting resources for simple and complex queues separately

regardless of the process they are in. 

Stage-wise: Allotting resources for each of the processes  –  Review, Process, and

Settle. Need multiskilled people who can work in both simple and complex jobs within each process. 

Common pool: Here we have a common pool of resources from which resources can

allocated to any stage and any type of job  – simple or complex.

Criteria for Evaluation 

Number of resources needed  – Number of employees required in each type of

allocation 

Training required  – Duration of training provided to the newly inducted employees

in the project for the recovery process. 

Utilization – Utilization of resources achieved in each mode of resource allocation

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Impact due to Attrition  – How the attrition affects the project in terms of induction

and training of new employees. 

Scope for Performance Improvement  – The learning curve achieved when an

employee is exposed to the same task and the scope for performance improvement in each mode of allocation

Evaluation of Options

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Pricing Model Comparison  –  FTE Vs Transaction-based The parameters considered to check this include : 

Resource Utilization: For FTE  – Resource will be billed to the client even if the

utilization is not 100%. For Transaction-based (TB) billing- 100% utilization of the resource will be encouraged increasing the productivity. 

Transaction Count: For high transaction count, FTE will be more cost effective as

compared to TB billing mechanism. 

Degree of Fluctuation: If the forecast fluctuation is low, FTE will be preferred.

Indicators for Productivity Improvement 

Defect Reduction  – Number of defects reduced over time based on simple and

complex process and across different stages (review, process and settle) 

Customer Satisfaction Score

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Resource Efficiency Measures – Number of cases closed by the resources

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Number of tasks automated

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AHT reduction over time

Recommendation Work allocation should be done as Stage-wise common pool of resources and performance improvement indicators should be regularly monitored.

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