Finance Shared Services Project Lessons Learned

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    Finance Shared Services Project Lessons Learned - Presentation Transcript

    1. Efficiency in Managing a Finance Shared Service Centre at British American Tobacco Russia Kirill Popadyuk
    2. British American Tobacco Russia
    3. Finance Service Centre (FSC) Russian Accounts Travel & Inter- Statutory Payable Expense company Reporting Russian Accounts Fixed Banking Tax Receivable Assets Reporting IFRS General Treasury Payroll Trial Ledger Dealing Balance
    4. Efficiency Growth, 2006-2007 17500 40 8700 invoice/month invoice/AP per day 93 FTEs 88 FTEs 83 FTEs 12 76 FTEs Jun 06 Jun 07 Dec 07 Dec 06
    5. Efficiency: the Art of Trade-off
    6. Efficiency Battlefield external requirements internal requirements professionalism tax & law compliance People cost pressure fair remuneration Systems control environment segregation of duties Processes standardisation agility
    7. Efficiency Battlefield: Processes external requirements internal requirements professionalism tax & law compliance People cost pressure fair remuneration Systems control environment segregation of duties Processes standardisation agility
    8. Processes: Unavoidable Trade-offs agility vs. standardisation demand for FSC services  mutual key performance varies significantly over indicators for FSC and the course of the year the Client the Client anticipates  service level agreement extra “free” services  transparent issue debate over the borders escalation mechanism of responsibility emerges  the Client Board
    9. Processes: Unavoidable Trade-offs tax & law compliance vs. standardisation local specifics  fact-based Client complicates global expectation process unification management local specifics slows  active risk management standard processes  the Client Board down (“bureaucracy premium”) and creates new processes
    10. Processes: Unavoidable Trade-offs cost pressure vs. segregation of duties correct segregation of  involving supervisory duties may lead to an (vs. operational) increase in headcount positions for certain sensitive transactions  less of a problem for large shared service centres
    11. Efficiency Battlefield: Systems external requirements internal requirements professionalism tax & law compliance People cost pressure fair remuneration Systems control environment segregation of duties Processe s standardisation agility
    12. Systems: Unavoidable Trade-offs agility vs. standardisation Client’s innovative  fact-based Client projects may require expectation new specific services management certain Client’s demands  the Client Board to are exceptional and not authorise changes in the supported by existing service level agreement systems  introduction of self- service where feasible
    13. Systems: Unavoidable Trade-offs tax & law compliance vs. standardisation local specifics  justification of any complicates global departure from standard system unification systems considering all risks (e.g. tax-related) additional systems and and opportunities their integration is required
    14. Efficiency Battlefield: People external requirements internal requirements professionalism tax & law compliance People cost pressure fair remuneration Systems control environment segregation of duties Processe s standardisation agility
    15. People: Unavoidable Trade-offs agility vs. standardisation Client-centred work and  shift from managing an posting invoices require accounting department different skill sets to service management certain Client’s demands  the Client Board to are exceptional and not authorise changes in the supported by existing service level agreement skill set
    16. People: Unavoidable Trade-offs cost pressure vs. fair remuneration demand for FSC services  flexible arrangements to varies significantly over allow quick increase in the course of the year temporary headcount greater professionalism  organisational structure requires higher allowing for routine remuneration transaction processing  relocation to cheaper regions
    17. Efficiency in Managing a Service Centre Client expectations management clear mutual KPIs service level Client Board agreement risk management service management

    + Kirill PopadyukKirill Popadyuk, 10 months ago

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