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SSON China Summit

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  • 1. STRATEGIC SHARED Main Conference / 主会议: 19 & 20 April, 2011 2011年4月19 - 20日SERVICES & Site Tour / 实地考察: 18 April, 2011 2011年4月18日OUTSOURCING Learning Labs / 研讨会: 21 April, 2011SUMMIT CHINA 2011年4月21日 Venue / 会议地点: Crowne Plaza Suzhou, People’s Republic of China中国战略共享服务与外包峰会 中华人民共和国 江苏省苏州工业园Unlocking essential knowledge & best practices from 8 GlobalShared Services Centres / 解码8家全球性共享服务中心的必备知识及最佳实践 Rumi Contractor Jim Schacht Tham Yuet Ling Robert Ash Group General Manager, Executive Director, Global Director, Shared Business Delivery Director, Shared Service Delivery & CEO Business Service Services, Asia Pacific / Japan Business Services, Asia Pacific HSBC Global Resourcing Cummins (USA) MSD / Japan , MSD Limited 全球商务服务部执行董事 亚太商务共享服务部,项目总 亚太商务共享服务部,交付 集团总经理兼CEO,服务交付 康明斯(美国) 监,MSD 总监, MSD 汇丰环球客户服务有限公司 Webster Shao Mohammed Samuel (Sungkook) Wang Xingang Mike Lin Managing Director Zwayne Hur Global HR SSO Vice President of Maersk Global Director Shared VP GPS, APJ, HP Director APAC Shared Services Shared Services Services - Asia 亚太及日本地区 Seagate UPS (Singapore) China Pacific, Johnson & GPS副总裁 Technologies 共享服务部亚太地区 董事总监 Johnson 惠普 全球 HR SSO 总监 副总裁 马士基全球共享服 亚太区服务共享总 希捷科技 UPS (新加坡) 务(中国) 监, 强生Presenting 18+ of the regions foremost SSO / Outsourcing thought leaders C-Suite Spotlight向您展示超过18名本土最杰出的共享服务和外包领袖的风采Ning Wright / 梁慧宁 Xiong Guang Hai / 熊光海 Mindy Jiang Finance Controller, Motorola Deepak RastogiPartner in charge General Manager, Chang Hong Group FinancialKPMG China Outsourcing Advisory Shared Services Centre 财务总监, 摩托罗拉 CFO Asia中国外包管理合伙人, 毕马威 总经理, 长虹集团财务共享服务中心 Timken YeQing Zhu / 朱叶青 Vincent Lim Thomas LippertDavid Mitchell / 麦大伟 Director, Global IT Outsourcing & Vendor Head of Shared Services China, ABBGeneral Manager, Greater China, Kronos CFO Management, GE Capital 中国共享服务总监, ABB大中国区总经理, Kronos Knorr Premse Asia Pacific 总监,全球信息技术外包和供应Monika Valtwies 商管理, GE Capital Chen Hu / 陈虎 Karen GohDirector NEA Accounting & Controlling, Siemens VP, Finance, ZTE CORPORATION Managing Director & CFONEA 会计与控制总监, 西门子 Renee Wang 副总裁, 中兴通讯股份有限公司 Fedex China Regional Finance Director Asia, TRWJimmy Lui 亚洲区财务总监, TRW Rachel Liu / 刘永青VP, Finance & Corporate Services Greater China, BASF副总裁,大中华地区财务与公司服务 HR Operation Director China, Lenovo SPECIAL GUEST SPEAKER: Theressa Lim 中国HR 运营总监, 联想集团巴斯夫 Director, HR Systems and Processes, Asia Pacific, 副司长, 商务部 Eastern Europe, Middle East and Africa Deputy Director-General, MinistrySay Mei FengService Delivery Director - Asia/MEA, Finance Operations, DHL (Singapore) of CommerceMicrosoft (Singapore) 亚太地区、东欧、中东及非洲HR系统与流财务运营部服务交付总监-亚洲/MEA, 程总监, DHL(新加坡) Researched &微软(新加坡) Developed By: Host Sponsor: Associate Partner: Gold Sponsors: Silver Sponsors: Exhibitors: Sponsor:Tel: +65 6722 9388 Fax: +65 6720 3804 Email: enquiry@iqpc.com.sg Web: www.ssochina.com
  • 2. Dear Executive, Site Tour - 18 April 2011 e visit our website FACT: Thought to be the “Next India”, the China outsourcing/ For more Information, pleas offshoring market presents many organisations with proposition www.ssochina.com that is diverse, complex AND difficult. The burgeoning multinational company presence in China and significant growth of Chinese-born companies has driven business leaders to re-strategise their back-office Host Sponsor: functions. Meanwhile, the aggressive promotion from the Government on exporting “services” instead of “products” has stimulated the surge in this sector. What all this points to is that, just like in the manufacturing sectors in previous years, China’s entry into the Shared Services & Outsourcing market is potentially a game-changer. How does this impact your business strategy? Whether you are: • Moving a strategic step forward in China to transform your business processes through Shared Services and Outsourcing? • Unsure about the capex strategy required to engineer your Shared Park (SIP) and Services structure? 1.30pm Group arrive Suzhou Industrial • Looking for solutions to conquer the challenges posed by the greeted by Senior Executives uniqueness of a market with skilled-talent shortage and language Park barriers? 2.00pm Tour around Suzhou Industrial Or, if you have been riding the wave of Outsourcing/Shared Services 2.30pm On-site Q&A growth in China, and are looking for a roadmap to push it forward to deliver next level services, broaden your geo footprint, and sharpen Asia Pacific 3.00pm Leaving for Johnson & Johnson the business focus of existing operations to move up the value chain, Finance Shared Services Centre you need to be in the room at the Strategic Shared Services & Outsourcing Summit China. J&J 3.10pm Greeted by Senior Executive from By joining the SSON’s premier event in China, you will get access to over 25 industry thought-leaders with field-tested strategies and need the 4.40pm Presentations and Q&A local pioneers and leaders demonstrating how you can drive further development. 5.30pm Tour ends I look forward to welcoming you in April! Suzhou Industrial Park is the largest cooperation project between the governments of China and Singapore. Located 80km to the west of Shanghai, km with an SIP has a total jurisdiction area of 288 sq Sarah Ye employed population of 550,0 00. Since its founding foreign Asian Program Director in 1994, SIP has attracted more than 4,000 SSON (Shared Services and enterprise s with 136 projects invested by Fortune petitive Outsourcing Network) 500, and 15,000 domestic companies. Com industrial clusters have formed such as IC, TFT-LCD, ical devices and automotive and aeronautical parts, med urcing, etc.Sharpening the business focus of your Shared pharmaceutical, software, service outsoServices and Outsourcing strategy, driving businessagility through optimised back-office performanceand excellence in process transformation.You simply can’t afford tomiss these first-hand business 4 Get exposed to a comprehensive showcase of innovative technology and matching solutions to major Johnson & Johnson GFSS (Global Fina ncial Sharedcritical insights from China’s operational issues when it comes to ou Industrial Park was established on Services) in Suzhleading voices: the centre provide Service Delivery initiatives Oct 2008. With 230 financial experts, sh, Record-to-Report and1 It’s all about back-office function agility, regardless of whether you are a Shared Service Centre operating 5 No Theory! A 4-day programme jammed with the latest case-studies including success stories and lessons Invoice-to-Pay, Invoice-to-Ca T&E Audit services to China, Japan, and Taiwan. Korea, Hong Kong on a centralised, outsourced or learned decentralised model ERP: SAP/EBO/JDE 6 Interactive learning labs with hands-  rkflow Non-ERP: OmniSuite, Sharepoint, E-wo2 Benefit from 25+ leading Shared Services/Outsourcing practitioners representing in-depth perspectives in on practical implementation and examples to help you find best strategies for 2011  case study and panel format3 Global knowledge + local approaches: Discover what’s unique 7 Unsurpassed interaction with opportunities for customised learning through our site visit, best about the China market and what practice exchange, panel sessions and you can leverage capabilities from networking breaksTel: +65 6722 9388 Fax: +65 6720 3804 Email: enquiry@iqpc.com.sg Web: www.ssochina.com
  • 3. 尊敬的主管: Site Tour - 18 April 2011 e visit our website 现状:尽管中国的外包/离岸外包市场预料将成为“下一个印度”, For more Information, pleas 但是许多企业都感到市场复杂多变且困难重重。大量的跨国公司涌 www.ssochina.com 入中国以及本土企业的迅速成长,迫使企业首脑不得不重新制定其 后勤部门的职能策略。与此同时,政府大力推广以“服务”来取 赞助机构: 代“产品”出口,促成了外包市场的迅猛发展。 这一切迹象都表明,正如几年前的制造业一样,中国加入共享服务 与外包市场很可能会导致市场格局的转变。 这将如何影响您的经营策略?您是否: • 打算通过共享服务与外包策略,在中国迈出战略性的一步来转变您 的业务流程? • 对调整您的共享服务结构的资本输出战略缺乏信心? • 正在寻求解决方案,以应对由技术人才缺乏和语言障碍并存的独特 主管负责 市场所提出的挑战? 1.30pm 抵达苏州工业园区,由当地 接待。 抑或,您可能已赶上中国外包/共享服务快速增长的快车,并且正在 寻找继续向前推进的路线图以提供更高层次的服务、扩大战略影响 2.00pm 参观苏州工业园区 力、并优化您的既有业务重心从而推动价值链增长,那么,中国战 略共享服务与外包峰会无疑是您最迫切需要出席的会议。 2.30pm 现场问答 中心 通过参加SSON(共享服务与外包网络)此次在中国举办的盛会,您 3.00pm 前往强生亚太财务共享服务 将有机会接触超过25位业界思想领袖并分享他们的实战经验,从而, 只有在这里您才有机会与本地的业界先锋和领袖会晤,为您说明如 3.10pm 强生资深主管迎接团队 何推动您的企业进一步发展。 4.40pm 演讲与问答 竭诚恭候您的光临! 5.30pm 结束活动 苏州工业园是中国与新加坡政府 Sarah Ye 的最大合作项目。它位于上海以 亚洲项目总监 西80公里,总辖区面积达288平 SSON (国际共享服务与外包社区) 方公里,从业人员 550,000人。 引了 自1994年建立以来,苏州工业园已经吸 项目是 4,000多家外资企业进驻,其中有136个 0家国 由《财富》500强企业投资,另有15,00 汽车及航 内企业落户,形成了IC、TFT-LCD、加强共享服务与外包策略的战略意义,通过 空零部件、医疗设备与制药、软件、服务 外包等后勤部门的绩效优化与流程改造来增强企业 富有竞争力的产业集群。灵活性来自中国业界先锋的第一手关键性业务见 4 了解各种创新技术及其解决 方案,以便应对首次出现在 服务交付领域的主要运营问题解,您绝不可错过:1 提高后勤部门职能灵活性, 无论您的企业是共享服务中 5 没有空洞的理论!4天的议 程全都是最新的案例研究, 強生全球財務共享中心亞太區(蘇州)于 2008年10月正式運營,擁有一個約230 名財 包括成功案例以及吸取的教 務人員的專業團隊,面向中國大 陸、中國香港 心模式、集中运营模式、外 應收 包模式还是分散模式 训 和台灣地區、日本、韓國等提供應付款, 款,員工賬款支付和總賬會計等 領域的財務業2 通过案例分析和小组讨论, 从超过25名顶尖 的共享服 6 互动式学习实验室让您亲手 实践并模拟实例,帮助您找 務服務。 到2011年的最佳策略  ERP: SAP/EBO/JDE 务/外包业界领袖的真知灼  Non-ERP: OmniSuite, Sharepoint, 见中获益 7 通过我们的实地考察、最佳 实务交流、小组讨 论以及 E-workflow3 全球知识+本土方式:了解 中国市场的独特性以及如何 自由交流时间,获得无与伦 比的互动式定制型学习机会 从中获益电话: +65 6722 9388 传真: +65 6720 3804 电子邮件: enquiry@iqpc.com.sg 网址: www.ssochina.com
  • 4. CONFERENCE DAY ONETuesday, 19 April 201108.15 Coffee & registration • Practical strategies for hiring and training talents, and building leadership pipeline08.45 Chairman’s opening address • Optimising migration process • Managing customer engagement09.00 Keynote presentation: What does a genuine global • Driving continuous improvement multifunctional business services look like? • What are strategic goals of the shared services enterprise? Webster Shao, Managing Director, Maersk Global Shared • How are these strategic goals aligned with the business strategic goals? Services China • What are the key external and internal drivers that have an impact on the strategic goals? 12.30 Networking lunch • What is the shared services business architecture that enables achievement of the strategic goals? 13.40 Discovering the hallmarks of highly effective change • What are the critical components of the business architecture? management strategies and execution • How is success measured - Communication, milestones, metrics? • What is the governance structure Mohammed Zwayne • What are the risks taken and lessons learned? Director Shared Services - Asia Pacific, Johnson & Johnson Rumi Contractor, 14.20 A step-by-step guideline on creating a strategic back-office- Group General Manager, Service Delivery & CEO, function hub in China HSBC Global Resourcing Limited • You know what you want: Determining your long-term goal in alignment with your wider business goals FOCUS OF THE DAY: Strategic Vision for an Emerging Market • Launching successful trials in certain functions • Building up effective management system: Performance, Quality,09.30 Location Mapping for Shared Services and Outsourcing in Services, Training and Standardisation China Mike Lin, Vice President of APAC Shared Services, UPS (Singapore) Executive Director, Suzhou Industrial Park 15.00 Afternoon coffee & networking break10.00 new session : Topic to be confirmed 15.20 Shared Service Workforce Buildup – A flexible staffing Mastercard strategy and model As the shared service being adopted by more companies, despite all10.30 Morning coffee & networking break the knowledge management, process transformation, more efficiency and higher quality, the unavoidable challenge lays in People Factor - how11.00 Reducing labor cost and minimizing compliance risk by to hire enough qualified people and keep them in the SS. A flexible Enterprise Workforce Management staffing model has been proved in practice to help SS deal with workforce • The challenge we are facing today on rising labor cost and inflation, buildup, transition and maintenance. The key points of this model include: what’s the best option we can take? • Emphasis on recruitment capability • How will SSC Establish enterprise workforce platform across business • Multiple acquisition methods: in-house, agency, RPO and staffing units to balance cost pressure? • Integrated backend payroll and benefits processing • As business partner, SSC supports the line managers to achieve • Expanded service coverage to 2nd-tier 3rd-tier cities visibility and improve productivity. • Expert in labor law risk control • The best practice of Fortune 500 enterprise on implementing workforce management via Shared Service Centre. George Guo, Vice President, Career International Inc. Ltd David Mitchell 16.00 Transforming financial end-to-end processes and enhancing General Manager, Greater China, Kronos the productivity to achieve total finance efficiency Financial Shared Services is not just about integration of finance accounting11.30 C-SUITE SPOTLIGHT: The “new normal” for Shared Services functions, and centralised risk controlling, it is more of a revolution of your - Deliver ongoing business value with wiser strategy and finance system and business process re-engineering. The initial set up of better decision-making Shared Services is critical, but the key to demonstrating real value is to • Big bang vs. baby steps continuously upgrade the centre performance, and enhance the capability • A-la-carte restaurant vs. fast-food outlet of value creation. • Multi-locations vs. single location • Before revolution - Analysing the structure of group finance, setting up • Regional hub vs. country-focused service delivery the change management scheme and managing risks during financial • Outsourcing vs. captive transformation • Post revolution - Driving continuous improvement and perusing Panelists: operational excellence Deepak Rastogi, CFO Asia, Timken • Do’s and Dont’s - Experience sharing from Chang Hong’s successful stories Thomas Lippert, CFO, Knorr Premse Asia Pacific Karen Goh, Managing Director& CFO, FedEx China Xiong Guang Hai, General Manager, Chang Hong Group Monika Valtwies, Director NEA Accounting & Controlling, Siemens Financial Shared Services Centre Ning Wright, Partner in charge, KPMG China Outsourcing Advisory 16.40 Chairman’s close12.00 From Zero to Hero - Journey of launching Maersk Global 17.00 End of day one Service Centre in China • Conducting sound location study and evaluating strategic selection criteriaTel: +65 6722 9388 Fax: +65 6720 3804 Email: enquiry@iqpc.com.sg Web: www.ssochina.com
  • 5. CONFERENCE DAY TWOWednesday, 20 April 201108.30 Coffee & registration • Aligning with business goals08.45 Chairman’s opening address • Moving to become an internal consultant with strategic services09.00 Assessing legislative environment in China to propel your Mindy Jiang, Finance Controller, Motorola China-based operations Global service outsourcing was expected to reach a great growth in 2011 12.30 Networking lunch and Chinese service outsourcing industry would face with rare opportunities for its development. The Chinese government attaches great importance to the development of such industry. The session is to address what is the Focus of the Day: Growth beyond Borders legislative environment created by the Government and how it would impact your local business operations. 13.40 Taking the next big step: Building on China successes to • Planning for the future - What does the current Government agenda implement multi-process, cross-region operations look like? China is emerging as one of the key hubs in the global network for a number of • Capitalising on Government incentive programs and tax regulations MNC’s. China is increasingly offering the flexibility and differentiating value • Understanding how they apply to your business operation and propositions in response to the growing needs of global shared operations. maximising the impact Building on China successes requires a comprehensive understanding of strength and opportunity, and matching of fast emerging capabilities and talents Deputy Director-General, Ministry of Commerce with evolving needs of global business.09.30 Being a business partner, not a business administrator - Samuel (Sungkook) Hur, VP GPS, APJ, HP Supporting your businesses development with increasing strategic value 14.20 Rolling out HRIS deployment and re-engineering your HR process to support SSC expansion Jimmy Lui, VP, Finance & Corporate Services Greater China, BASF • Enabling the HRIS Journey in DHL • Yesterday to today10.00 PANEL DISCUSSION: Operating a Shared Services in an • How do we leverage on the HRIS platform to increase HR emerging market - Opportunities, challenges and what’s different efficiencies and effectiveness • Is cost the No. 1 priority for a new Shared Services operation? • Measuring the effectiveness • Captive, offshoring, outsourcing: Which way to go? • What are the next steps? • Examining the competitive advantage (or disadvantage) of Shared Services? • Process Standardisation exercise • Managing staff attrition: Exploring best practices in the region • E-enabling more services • What’s your geo footprint: Analyzing phenomena of “China-to-China & • Producing the Service Delivery Model China-to-Region & China-to-Globe” • Comparing China with other emerging outsourcing/offshoring Theressa Lim, Director, HR Systems and Processes, Asia Pacific, Eastern destinations in Asia: India, Philippines, Malaysia Europe, Middle East and Africa, DHL (Singapore) Moderator: 15.00 Afternoon coffee & networking break Webster Shao, Managing Director, Maersk Global Shared Services China 15.20 Improving productivity and driving operational excellence Panelists: By assessing your processes, service quality and workforce, you can Mike Lin, Vice President of APAC Shared Services, UPS (Singapore) identify unnecessary activities and streamline your organisation further: Samuel (Sungkook) Hur, VP GPS, APJ, HP • Identifying and eliminating excessive activities Renee Wang, Regional Finance Director Asia, TRW • Producing accurate operational scorecards and KPIs to drive superior Ajay Kunde, Operations Director (APAC) - HRS Global Operations, HR business and operational performance Services, Honeywell (India) • Documenting the process, measuring the performance and revising measures10.30 Morning coffee & networking break 16.00 Building effective governance model for outsourcing11.00 Stepping away from the silo: A multi-function Shared management Services management approaches YeQing Zhu • Recognising the steps to take when introducing new services Director, Global IT Outsourcing & Vendor Management • Gaining examples of service offerings and how to define them GE Capital • Calculating the value of what they will deliver • Preparing the organisation at large for change 16.40 Advancing your finance delivery process: Microsoft‘s • Outlining what expertise these new services will bring to the organisation finance evolution journey to rapid outsourcing & scope and how will this develop over time (Winner of “Asian SSON Awards - Best BPO practice) Robert Ash • Developing consolidated finance outsourcing strategy Delivery Director, Shared Business Services, Asia Pacific / Japan, MSD • Deploying a framework for governance based on engagement deliverables and long-term strategy11.30 Re-engineer Shared Services platform to accelerate • Addressing key milestones along the journey of outsourcing globalization of your company • Evolving approaches to engaging your outsourcing partners • Managing complexity in a global market place Say Mei Feng, Service Delivery Director - Asia/MEA, Finance Operations, • Balancing global standardization with local market requirements Microsoft (Singapore) • Balancing cost savings with long term value and strategic alignment Jim Schacht, Executive Director, Global Business Service 17.20 Avoiding costly mistakes and controlling risks: Evaluating Cummins (USA) your Shared Service function and ensuring success step-by-step • Setting up the objectives of Shared Services Centre - A ZTE model12.00 Moving up the value chain to unlock untapped business value • Operating on an effective governance model to ensure comprehensive Along with the evolution of your SSC, what’s your next step after post- evaluation on all aspects of Shared Services operations stabilisation and integration, or what’s next level after scale-up and operation • The fundamental of Shared Services sustainability - Talent management excellence? As leaders, it is a must to embed “innovation” spirit into your • The key to long-term development - Re-engineering infrastructure and strategy formalisation to drive your centre adding business value to companies. information system of Shared Services Centre Learn from the expert who has gone to bat with an innovative way to go Chen Hu, VP Finance, ZTE Corporation beyond the norm and enhance the delivery of their centres. • Innovation at: 17.50 Chairman’s close • Customer engagement • Operation excellence • Talent management 18.00 End of Conference • Value creation at:Tel: +65 6722 9388 Fax: +65 6720 3804 Email: enquiry@iqpc.com.sg Web: www.ssochina.com
  • 6. 会议第一天 中国战略共享服务与外包峰会2011年4月19日,星期二 08:15 迎宾茶会及登记注册 • 招聘并培训人才以及构建领导力发展通道的实用策略 • 优化迁移流程 08.45 主席致开幕词 • 管理客户关系 • 推动持续改进 09:00 主题发言:什么是真正的全球多功能商务服务? • 共享服务企业的战略目标是什么? Webster Shao, • 该战略目标如何与商业战略目标相协调? 董事总经理,马士基全球共享服务(中国) • 影响战略目标的主要外部和内部动力是什么? • 能够使战略目标获得成功的共享服务业务架构是怎样的? 12:30 午餐交流时间 • 该业务架构的关键组成部分是什么? • 如何衡量成功——交流、里程碑、衡量指标? 13:40 高效变革管理的策略和执行 • 什么是治理结构? • 要承担什么样的风险以及吸取什么教训? Mohammed Zwayne 亚太区服务共享总监, 强生 Rumi Contractor, 集团总经理,服务交付兼CEO, 14:20 在中国建立战略性后勤部门职能中心的详细纲要 汇丰环球客户服务有限公司 • 了解自己的需求:根据您更广泛的业务目标确定您的长期 目标 当日焦点:对于新兴市场的战略构想 • 在某些职能方面启动成功试验 • 设立基本结构——向业务单位收取共享服务费用,以及处理 09:30 地图总揽:中国外包和服务共享中心选址 会计、金融、税收和法人事宜 • 建立有效的管理体系:效能、质量、服务、培训和标准化 高级经理, 苏州工业园区 • 通过将更多后勤部门职能吸纳到既有的资产组合中来扩大规模 10:00 议题待确认 Mike Lin, 亚太地区共享服务副总裁, UPS(新加坡) 万事达 15:00 下午茶与交流时间 10:30 早茶及交流时间 15:20 共享服务中心的人才队伍建设 – 灵活用工策略和模型 11:00 建立企业级(标准化,集中化)劳动力管理平台,降低劳动 随着共享服务被更多的企业采用,除去知识共享管理、流程 力成本和最小化合规风险 再造、提高效率和质量,管理人员们不可避免的面临对于人 • 面对今天劳动力成本上升和通货膨胀挑战,什么是企业最好 才队伍的巨大挑战 – 如何招聘到合适的人才并留住他们。 的应对措施? • 共享服务中心如何建立跨业务单元的企业级劳动力管理平 灵活用工策略经过实践已经成为帮助解决共享服务人才队伍 台,来降低成本确保合规? 建设、成长、维持的一个模式。其主要特点表现为: • 作为业务伙伴,SSC如何支持一线经理获得业务可视化并 • 强大的招聘能力 提高生产率以平衡成本压力? • 采用多种队伍招聘方式:内部人事,招聘服务商,招 • 世界500强SSC实施劳动力管理的最佳实践分享。 聘流程外包,和灵活用工 • 集成的后台工资社保福利的处理 麦大伟, • 可扩展到2-3线城市 大中国区总经理, Kronos • 专家级别的劳动风险控制和管理 11:30 最高管理层聚焦:共享服务的“新标准”—以更明智的战略 郭雁冰, 副总裁, 科锐国际人力资源有限公司 与决策提供持续的商业价值 • 快速膨胀与缓慢前进 16:00 改变财务端到端流程并增强产能,以提高整体效率 • 高档餐厅与大排档 财务共享服务不仅仅是整合财务会计职能并集中控制风险, • 多地点与单一地点 更重要的是财务系统的变革和业务流程的重新调整。共享服 • 区域中心与以国家为重点的服务交付 务的初始设置至关重要,但是体现其真正价值的关键则在于 • 外包与控制经营 持续提升服务中心的绩效,并增强创造价值的能力。 • 变革之前——分析集团财务结构,建立变革管理计划并控制 讨论小组成员: 在财务转型过程中所出现的风险 Deepak Rastogi, 亚洲区财务总监,Timken • 变革之后——推进持续改良并追求卓越运营 Thomas Lippert, 财务总监, Knorr Premse Asia Pacific • 注意事项——分享长虹的成功经验 Karen Goh, 常务董事兼财务总监,联邦快递(中国) Monika Valtwies, NEA 会计与控制总监,西门子 熊光海,总经理,长虹集团财务共享服务中心 梁慧宁,中国外包管理合伙人,毕马威 16:40 主席致闭幕词 12:00 从零开始铸就辉煌——马士基全球服务中心(中国)的开创 历程 17:00 第一天会议结束 • 开展全面的选址研究并评估战略性选择标准电话: +65 6722 9388 传真: +65 6720 3804 电子邮件: enquiry@iqpc.com.sg 网址: www.ssochina.com
  • 7. 会议第二天 中国战略共享服务与外包峰会2011年4月20日,星期三08:30 茶点及注册登记 • 人才管理 • 创造价值在:08:45 主席致开幕词 • 与业务目标相协调 • 成为具有战略服务知识的内部顾问09:00 评估中国的立法环境,以推进您的中国业务运营 2011年全球服务外包产业预期将大幅增长,而中国的外包服 Mindy Jiang, 财务总监,摩托罗拉 务产业将迎来难得的发展机遇。中国政府非常重视该产业的 发展。会议将讨论中国政府的立法环境及其对本土业务运营 12:30 午餐交流时间 的影响。 • 未来规划 —政府目前的议程是怎样的? — 当日焦点:跨越界限,茁壮成长 • 将政府刺激计划以及税收制度转变为资本 • 了解如何将其应用于您的业务运作以及将其影响最大化 13:40 采取下一重大措施:利用中国的成功模式来实施多流程、跨 区域运营 副司长, 商务部 中国正在成为许多跨国公司全球网络的主要中心之一。中国 不断提出灵活且具差异性的价值主张以应对全球共享运营不 09:30 充当业务伙伴,而不是业务管理人员——以不断提升的战略 断增长的需求。利用中国的成功模式需要综合了解优势与机 价值来支持您的业务发展 遇,跟上快速增长的全球商业实力与人才需求。 Jimmy Lui, 副总裁,大中华地区财务与公司服务,BASF Samuel (Sungkook) Hur, 亚太及日本地区 GPS副总裁, 惠普10:00 小组讨论:在新兴市场运营共享服务 机遇、挑战及差异 — 14:20 推广HRIS(人力资源系统)部署及调整您的HR流程以支持 • 成本是运营新的共享服务的首要考虑因素吗? SSC(共享服务中心)扩展 • 控制经营、 离岸外包、外包:何去何从? • DHL开创HRIS之旅 • 探讨共享服务的竞争优势(或劣势)? • 昨日回顾 • 管理人员流失:探索本地区的最佳实用方案 • 如何利用HRIS平台来增进HR效能 • 您的发展道路:分析“中国服务中国、中国服务亚太区以及 • 效能检测 中国服务全球”现象 • 下一步怎么走? • 将中国同亚洲其它新兴外包/离岸外包目的地进行比较:印 • 程序标准化训练 度、菲律宾、马来西亚 • 电子化提供更多服务 • 制作服务交付模式 主持人: Webster Shao, 董事总监,马士基环球共享服务(中国) Theressa Lim, 总监,HR系统与流程,亚太地区、东欧、中东及非洲 讨论小组成员: DHL(新加坡) Mike Lin, 亚太地区共享服务副总裁, UPS(新加坡) 15:00 下午茶与交流时间 Samuel (Sungkook) Hur, 亚太及日本地区 GPS副总裁, 惠普 15:20 提高产能与推动卓越运营 通过对您的流程、服务质量和雇员进行评估,您可以找出冗 Renee Wang 余程序并进一步精简您的组织: 亚洲区财务总监, TRW • 找出并精简冗余程序 • 制作准确的运营计分制度和KPI(关键绩效指标),推动业 Ajay Kunde, 运营总监(亚太地区)— HRS 全球运营、HR 务和运营绩效提高 服务,霍尼韦尔(印度) • 制定流程、绩效考核以及修订考核制度10:30 早茶及交流时间 16:00 构建有效的外包管理模式11:00 远离简易”仓库”:多功能共享服务管理方式 朱叶青 • 认清在引进新的服务时所需要采取的步骤 总监,全球信息技术外包和供应商管理 • 可作为服务的实例以及如何界定 GE Capital • 计算将交付的价值 • 为整体机构变革做好准备 16:40 推进您的财务交付流程:微软走向快速外包的财务演变历程 • 概述在将这些新服务引进到企业中时所带来的专业技能以及 与范围(“SSON” 业务流程外包最佳实践奖得主(Asian SSON 如何发展 Awards - Best BPO practice) • 开发统一的财务外包策略 Robert Ash • 部署基于约定交付与长期战略的管理框架 亚太商务共享服务部,交付总监, MSD • 解析外包过程中的重大事件 • 与外包合作伙伴紧密合作的方法策略11:30 重整共享服务中心平台,加速全球化战略的步伐 • 如何操控国际市场的复杂性 Say Mei Feng, 服务交付总监——亚洲区/MEA,财务运营, • 平衡全球标准化和本土市场的需求 微软(新加坡) • 平衡成本节省和长期战略优势 17:20 有效评估共享服务中心运作,确保中心扩张的稳定性和可持 Jim Schacht, 续性 执行董事,Global Business Service, Cummins(美国) • 建立共享服务中心的目标 • 共享服务中心运营的管理模型,确保全面多角度对业务开展 12:00 推进价值链以开拓未利用的商业价值 进行管理和评估 随着共享服务中心的不断演变,在完成整合后,您的下一步 • 共享中心的人员管理,共享中心持续发展的基石 计划是什么?抑或,在完成提升和卓越运营后,下一个目标 • 共享中心的流程与信息系统建设,共享中心长远发展的重要 是什么?作为领导者,您必须将“创新”理念整合到您的策 保障 略制定之中,以促进您的服务中心为企业增加商业价值。 听取专家的经验,了解他们如何通过创新的方式以超越平 陈虎,副总裁, 中兴通讯股份有限公司 凡,并增强服务中心的交付水平。 • 创新在: 17:50 主席致闭幕词 • 客户参与 • 卓越运营 18:00 会议闭幕电话: +65 6722 9388 传真: +65 6720 3804 电子邮件: enquiry@iqpc.com.sg 网址: www.ssochina.com
  • 8. 学习研究实验日2011年4月21日,星期三08:30-11:30 (包括交流茶点) 15.00 - 18.00 (包括交流茶点)学习研究实验A:管理变革与转型 学习研究实验C:HR转型应对巨大变革:全球ERP(企业资源规划)部 第一部分:从构思到实现——将您的共享服务署,M&A(并购)与共享服务 与外包扩展并转型到HR(希捷全球HR SSC会议期间将分享全球ERP和共享服务推广因大型并购整合而被阻碍 结构与工资转型)的应对措施 经验分享:如何应对全球HR共享服务和HR外包要点: 要点:• 共享服务启动时机与战略理论,启动时的条件(例如:主要保荐 • HR 共享服务模式是如何以又快又好地交付,以及为内部客户 人,主要经营目标等) (员工、业务主管及管理层)提供更多HR服务• 启动时的初步范围(服务、区域) • 外包或不外包——对于HR服务,我们能够外包什么以及我们能够 • 启动时的组织调整 从外包中得到什么共享服务强强联合对全球ERP部署的影响以及提出的挑战 持续的挑战• 对全球ERP部署的共享服务推断 • 公开讨论• 对共享服务组织提出的挑战概要——对强势共享服务推广的需求 加速了价值捕获,改变管理方式并获得“速赢”,同时持续以密 希捷共享服务中心 集的步伐部署ERP来确保最终共享服务组织的利益和“质量”的 • 区域中心 可持续性 • 后端基础架构团队应对联合ERP部署+并购挑战的方法 Wang Xingang• 新的部署计划纲要以及如何应对上述挑战 全球HR SSO总监• 修改的推广计划要点(例如:国家数目,服务时间) 希捷科技• 迄今为止该计划取得的主要成绩(例如:哪些国家、地区、服务 已获得成效,除已实现的外) 希捷共享服务中心简介: 希捷 HR共享服务中心创立于2005年并不断发展。现拥有2个HR Tham Yuet Ling 呼叫与交易中心(分别位于亚洲和美国)和一支后端基础架构团 亚太商务共享服务部, 队,提供HR交易服务与呼叫中心服务,同时为希捷全球网络开发 项目总监 并支持HR在线自助服务。 MSD默克共享服务中心简介:在默克,共享商务服务(SBS)是针对全部服务体验的全球性多功 第二部分:通向卓越HR 共享服务成功之路:能服务体系。SBS在亚太地区/日本的区域中心设在新加坡,并在 人力、效率、质量与成本中国和日本设有分部。该中心建于2008年,通过不断增加新的服务,这些年来不断成长。SBS提供的服务包括采购至付款、订单 本次研讨会的目的是讨论任何服务中心所必须知道的要点,包括服务到现金、记录到报告、主数据管理、HR共享服务、综合服务台、 中心从规划阶段到扩张阶段直至能够支持组织的战略业务规划。这有旅游、会议及卡片制作、员工费用管理(T&E)。为亚太地区/日 助于测试您的HR 共享服务以取得更高的绩效并向卓越运营推进。本市场提供组织内所有职能部门的工作服务连同针对业务的解决方案。 • 建立强大的人力资源库以及部署统一的人才管理解决方案 • 采取正确的措施并贯彻执行 • 从内部评测以及与外部服务供应商评测11.45-14.45 (包括交流午餐) • 您的共享服务中心的宗旨:用高质量的服务交付来留住您的客户学习研究实验B:财务转型您的流程负责制:促进明确的端到端流程整合并体现价值 关于 SSON• 在采购至付款(AP)和客户至现金(AR)流程中,SSC(共享 SSON为全球50多个国家的4,500多名共享服务领域主管级成员提 服务中心)和本地单位的职责 供调研、培训和交流机会。无论您需要的是撰写报告的资料、评• 改善AP和AR的产能 估业绩的基准指标,还是只想结识业界同行,我们都可以为您提• 测量与体现AP和AR的价值创造 供协助。现在就加入我们,只需$149.99美元,您便可获得让您的 业务更上一层楼的助益。 Vincent Lim 中国共享服务总监 网址: www.ssonetwork.com ABB 电子邮件: info@ssonetwork.comABB共享服务中心简介: www.ssonetwork.com/linkedin/apacABB共享服务会计中心成立于2001年并经历了几个发展阶段。2009年,该中心出色地完成了中国27家公司统一合并的会计 @ssonetwork工作。该中心现有126名员工为ABB公司及其在中国的分公司提供应付账款、应收账款、差旅和费用、固定资产、总分类帐及报告等 www.ssonetwork.com/facebook方面的服务。Tel: +65 6722 9388 Fax: +65 6720 3804 Email: enquiry@iqpc.com.sg Web: www.ssochina.com
  • 9. LEARNING LABS DAYThursday, 21 April 201108.30 -11.30 (including networking break) 15.00 - 18.00 (including networking break)Learning Lab A: Change Management and Transformation Learning Lab C: HR TransformationDealing with a Mega Change: Global ERP roll-out, Part One: From inception to realisation - ExpandingM&A and Shared Services and transforming your shared services & outsourcingThis session will share approaches in dealing with a global ERP and Shared Services into HR (Seagate’s global HR SSC structure & payrollroll-out bolted on by a mega acquisition integration effort. transformation)Key points of story:• Time of Shared Services launch and strategic rationale, conditions at time of launch This session will share experiences in dealing with global HR Shared Service and HR (e.g., primary sponsor, primary business objective etc.) Outsourcing.• Initial scope (services, region) at launch Key points of story:• Organisational alignment when launched • How does HR Shared Service mode deliver fast, better and more HR services toImpact on Shared Services of a mega-merger on top of a global ERP internal customers (Employees, Line Managers & Management)roll-out effort and challenges posed • Outsource or Not Outsource – What to outsource and what can we gain from• Implications on Shared Services of a global ERP roll-out effort outsource in terms of HR Services• Summary of challenges this posed for the Shared Services organisation - Essentially Continued challenges the need for aggressive Shared Services roll-out to drive accelerated value capture, • Open discussion enable change management and capture “quick wins” while continuing to be in lock-step with ERP roll-out to ensure sustainability of benefits and “quality” of end- Seagate Share Service Central state Shared Services organisation • Regional Centres • Back-end Infrastructure TeamApproach to addressing joint ERP roll-out + acquisition integrationchallenges Wang Xingang• Guiding principles for the new roll-out plan and how it specifically addressed the Global HR SSO Director core challenge laid out above Seagate Technologies• Key aspirations of the revised roll-out plan (i.e., number of countries, services in how much time) Seagate SSC Profile:• Key achievements to-date of the plan (i.e., which countries, regions, services have Seagate HR Shared Services Center was established in 2005 and has since then gone live, savings realised to-date etc.) underwent several stages of development. It currently includes 2 regional HR Call & Transactional Centres (located in Asia and US respectively) and a back-end infrastructure team, providing HR transactional services and call centre services as well Tham Yuet Ling as developing and supporting HR online self services to all Seagate sites globally. Director, Shared Business Services, Asia Pacific / Japan, MSDMerck SSC Profile: Part Two: Navigating the path towards HR SharedShared Business Services (SBS) at Merck is a family of global, multifunctional services Services Excellence: People, Efficiency, Quality andfocused on the total service experience. The Regional Hub for SBS in Asia Pacific/Japanis based in Singapore with branches in China and Japan. The centers were established Costin 2008 and have grown over the years by adding new service offerings. Services The Learning Lab has been designed to discuss the points which are essential to knowoffered by the SBS centers in the region include Procure to Pay, Order to Cash, Record for any SC from panning stage to expansion stage to be able to support the strategicto Report, Master Data Management, HR Shared Services, Integrated Helpdesk, Travel, business planning for the organisation. It helps you to benchmark your HR SharedMeeting & Card, Employee Expense Management (T&E). All functional areas of the Services to achieve higher performance and drive towards Operational Excellence.organization work together to deliver business-focused solutions for the Asia Pacific/Japan markets. • Building strong staff resources and deploying integrated talent management solutions • Applying the right measures and driving the process forward 11.45-14.45 (including networking lunch) • Benchmarking internally and with external services providers Learning Lab B: Finance Transformation • Solution-driven culture in your Shared Services Centre: Engaging your customers better with high-quality service deliveryYour process ownership: Driving well defined end-to-end process integration and demonstrating the value• SSC & local units’ roles and responsibilities in purchase-to-pay (AP) and customer- About SSON to-cash (AR) processes SSON provides research, training and networking for over 4,500• Improving productivity in AP and AR shared services executive members from over 50 countries• Measuring and demonstrating value creation in AP and AR around the world. Whether you need resources to write a report, facts to benchmark performance against or simply want Vincent Lim to meet some of your peers at the same stage of development, Head of Shared Services China we can support you. Sign up today, for USD $149.99 and receive ABB benefits that will help you take your implementation to the next level.ABB SSC Profile:ABB Shared Accounting Services Center was established in 2001 and has since then Website: www.ssonetwork.comunderwent several stages of development. In 2009, the center successfully completed Email: info@ssonetwork.comthe consolidation of 27 companies accounting work in China. There are now 126employees in the center providing accounts payable, accounts receivable, travel & www.ssonetwork.com/linkedin/apacexpense, fixed assets, general ledger and reporting services to ABB companies andbranch offices in China. @ssonetwork www.ssonetwork.com/facebookTel: +65 6722 9388 Fax: +65 6720 3804 Email: enquiry@iqpc.com.sg Web: www.ssochina.com
  • 10. STRATEGIC SHARED Main Conference: 5 Ways TO REGIsTER / 5种报名方式 19 & 20 April, 2011 Online: 网络: www.ssochina.comSERVICES & Site Tour: Email: 电子邮件: Phone: 电话: enquiry@iqpc.com.sg 65 6722 9388OUTSOURCING 18 April, 2011 Learning Labs: Fax: 传真: Post: 函件: 65 6720 3804 IQPC Worldwide Pte LtdSUMMIT CHINA 21 April, 2011 61 Robinson Road #14-01 Robinson Centre Singapore 068893My booking code is: 我的预定代码是: QD 19375.002 PDFW DIsCOuNTs & TEam DEaLs / 折扣和团体优惠Please complete in BLOCK CAPITALS as information is used to produce IQPC recognises the value of learning in teams. Group bookings at the same time from thedelegate badges. Please photocopy for multiple bookings. 请以大写字母填 same company receive these discounts:写,因为这些信息将用于制作代表证。如需预定多个席位,请复印此表格。 IQPC认可在团队中学习的价值。因此,来自同一个公司并且在同一时间进行团体预定可 享有以下折扣:  3 or more 7%  5 or more 10%  8 or more 15% Please do not remove this label even if it is not addressed to you. / 请不要移除此标签,即使它并不适用于您。 3人或以上7% 5人或以上10% 8人或以上15% This offer is exclusive of the early bird discount. Call us for a special discount rate for teams of 10 and above. Not applicable to Learning Lab(s) only bookings. 此优惠不包括提早报名的折扣。如果有10人或以上的团体报名,请致电给我们,以获取特 别折扣。不适用于仅参加研讨会的预定。 VENuE & aCCOmmODaTION / 会场和住宿 Crowne Plaza suzhou 中华人民共和国, 江苏省苏州工业园 168 Xinggang Street Suzhou Industrial Park, Suzhou 215021, Jiangsu, People’s Republic of China Tel: +86 512 6761 6688 Fax: +86 521 6761 2288 Web: www.crowneplaza.com Hotel accommodation and travel costs are not included in the registration fee. A reduced corporate room rate has been arranged at Crowne Plaza suzhou for attendees at *Register and Pay in full no later than 21 February 2011 to qualify for the Early Bird Discount. this conference. To take advantage of this special rate, please process the hotel room reservation form provided upon confirmation of your attendance. 在2010年1月20日之前报名并付清费用,可享有提早报名的折扣优惠。 报名费不包括酒店住宿和旅行费用。中华人民共和国, 江苏省苏州工业园备有专为出席本次会议 ssON members receive an additional 10% discount for conference only bookings. 的与会者安排的团体优惠房价。若要享有此特惠房价,请在签到确认时填写所提供的酒店客房预 定表格。 VIP Prices Early bird Prices standard Prices CONFERENCE DOCumENTaTION CONFERENCE PaCKaGEs book & Pay by book & Pay by 会议资料 / 会议配套 20 January 2010 21 February 2011 Attendee: Conference Documentation with a USD100 discount: USD399 aLL PRICEs IN usD 在2010年1月20日 在2010年2月21日 与会者:购买会议资料和音频光盘可获得100美元的折扣,即 399美元 之前预定并支付费用 之前预定并支付费用 / 所有价格均以美元结算 Non-attendee: Conference Documentation only at USD499 非与会人员:购买会议资料仅需 499美元 Orders without immediate payment or credit card details will incur a processing fee of sTaNDaRD usD99 per order. 未立即付款或没有提供信用卡资料的订单将需要承担每份订单99美元 的手续费。 (N.B. Advance orders will determine whether or not this conference will be recorded – Please Conference Only 1,399 1,499 1,699 enclose payment with your order.) (注意:预订单的数量将决定是否会对本次会议进行录 只参加主要会议 制–请随您的订单附上货款。) Site Visit any custom duties & taxes imposed on the shipment of order/s shall be borne by the 599 recipient. 所有由订单货物装运而产生的关税和税务费用将由收货方承担。 实地考察 IQPC CaNCELLaTION, POsTPONEmENT aND subsTITuTION POLICy: Learning Lab(s) Only • You may substitute delegates at any time by providing reasonable advance notice to 只参加实习研究实验 399 (each Learning Lab/ 每场实习研究实验) IQPC. • For any cancellations received in writing not less than eight (8) days prior to the conference, you will receive a 90% credit to be used at another IQPC conference which A B C must occur within one year from the date of issuance of such credit. an administration fee of 10% of the contract fee will be retained by IQPC for all permitted cancellations. No credit will be issued for any cancellations occurring within seven (7) days (inclusive)*Discounts DO NOT apply to learning lab(s)-only bookings / *优惠不适用于仅参加研讨会的预定。 of the conference. • In the event that IQPC cancels an event for any reason, you will*Registrations without immediate or credit card payment will incur a processing fee of USD99 per registration receive a credit for 100% of the contract fee paid. You may use this credit for another IQPC event to be mutually agreed with IQPC, which must occur within one year from the date of*若未付费,报到登记时将需要支付每人次99美元的手续费。 cancellation. • In the event that IQPC postpones an event for any reason and the delegate is unable or unwilling to attend in on the rescheduled date, you will receive a credit for 100% of DELEGaTE DETaILs / 代表的详细信息 the contract fee paid. You may use this credit for another IQPC event to be mutually agreed with IQPC, which must occur within one year from the date of postponement. • Except as specified above, no credits will be issued for cancellations. There are no refunds givenSalutation / First Name: 名: .......................................................................... Last Name: 姓: .......................................................................... under any circumstances. • IQPC is not responsible for any loss or damage as a result of a substitution, alteration or cancellation/postponement of an event. IQPC shall assume noJob Title: 工作职别: ................................................................................... Email: 电子邮件: ...................................................................... liability whatsoever in the event this conference is cancelled, rescheduled or postponed due to a fortuitous event, Act of God, unforeseen occurrence or any other event that rendersTel: 电话: .................................... (Office 办公室) ..................................... (Mobile 手机) Fax: 传真: ....................................................... performance of this conference impracticable, illegal or impossible. For purposes of this clause, a fortuitous event shall include, but not be limited to: war, fire, labor strike, extremeDepartment: 部门:...................................................................................... Company: 公司: ........................................................................ weather or other emergency. • Please note that while speakers and topics were confirmed at the time of publishing, circumstances beyond the control of the organizers may necessitateAddress: 地址: ............................................................................................................................................................................................ substitutions, alterations or cancellations of the speakers and/or topics. As such, IQPC reserves the right to alter or modify the advertised speakers and/or topics if necessaryPostcode: 邮政编码: .................................................................................. Country: 国家: .......................................................................... without any liability to you whatsoever. Any substitutions or alterations will be updated on our web page as soon as possible. I agree to IQPC’s payment terms.Delegate’s signature: 代表签名: ................................................................... Date: 日期: ......................... 我同意IQPC的支付条款。 yOuR DETaILs: Please email our Database Manager at enquiry@iqpc.com.sg and inform them of any incorrect details which will be amended accordingly.Approving Manager’s Name: 批准主管姓名: ..................................................................................................................................................... DaTa PROTECTION: Personal data is gathered in accordance with the Data Protection ActEmail Address: 电子邮件: ............................................................................................................................................................................. 1984. Your data may be passed to other companies who wish to communicate with you offers related to your business activities. If you do not wish to receive these offers, pleaseSignature: 签名: ........................................................................................ Date: 日期: .............................................................................. tick the box below.If the invoice is to be addressed for the attention of a different person than the delegate, please complete the details below: Please do not pass my information to any third party.如果发票抬头需要开具给与会代表以外的人员, 请填妥下列信息: IQPC的撤销,延期和替换政策 • 您可以通过向IQPC提供合理的预先通知,随时替换贵公司的代表。• 在会议召开前至少8天收到的任Salutation / First Name: 名: ........................................................................... Last Name: 姓: .......................................................................... 何书面形式的撤销通知,将可获得90%的款项结余,以用于参与从此结余发放之日起一年内举行的由Email: 电子邮件: ....................................................................................... Tel: 电话:.......................................................... (Office 办公室) IQPC组织的另一场会议。对于所有经许可的撤销,IQPC将保留合同费用的10%作为管理费。在会议 召开前7天以内(包括7天)所发出的任何撤销通知,将不会获得任何款项结余。• 若IQPC以任何理由Please note: 请注意: 取消会议,您将获得已支付之合同费用的100%款项结余。您可以将此结余用于与IQPC共同商定的另 一场IQPC会议,但该会议必须是在从撤销之日起的一年内举行。• 若IQPC以任何理由推迟会议并且- If you have not received an acknowledgement before the conference, please call us at +65 6722 9388 to confirm your booking. 参与代表无法或不愿在重新安排的时间参加会议,您将获得已支付之合同费用的100%款项结余。您- Photocopy this form to register multiple delegates. 可以将此结余用于与IQPC共同商定的另一场IQPC会议,但该会议必须是在从推迟之日起的一年内举- 如果您在会议之前没有收到报名回执单,请拨打+65 6722 9388联系我们,以便确认您的报名情况。 行。• 在除上述规定以外的情况下,将不会为撤销会议而发放任何款项结余。在任何情况下均不会退 款。• 对于因某项会议的替换,变更或撤销/延期而造成的任何损失或损害,IQPC概不负责。对于因- 如需为多名代表报名预定,请复印此表格。 意外情况,自然灾害,意外事件或任何其它导致本次会议不可行,不合法或不可能举行的事件而导致 会议取消,重新安排或推迟的任何情况,IQPC概不负责。本条款所指的意外情况应包括但不限于:战 PaymENT mEThODs / 支付方式 争,火灾,工人罢工,极端的天气或其它紧急情况。• 请注意,尽管发言人和议题已在此表格付印时 确定,但若发生主办方控制能力之外的情况,则可能会替换、变更或撤销发言人和/或议题。在此情 况下,如有必要,IQPC可在不对您承担任何责任的条件下,保留变更或更改已发布的发言人和/或议 by Check/bank Draft: Made payable to IQPC Worldwide Pte Ltd 题的权利。我们会尽快在我们的网站上更新任何替换或变更信息。 支票/银行汇票:支票抬头为IQPC全球私营有限公司。 您的详细资料:请发送电子邮件到enquiry@iqpc.com.sg,联系我们的数据库经理,并通知他们需要做 by Direct Transfer: Please quote QD 19375.002 with remittance advice / 直接转账: 请在汇款单上注明 QD 19375.002 出相应修改的任何不正确的信息。 IQPC Bank details: IQPC的银行账户详细信息: 资料保护:我们根据1984年的数据保护法令收集个人资料。您的个人资料可能会被转交给其它希望与 Account Name: 账户名称: IQPC Worldwide Pte Ltd 您就与您的业务活动有关的产品或服务进行沟通的公司。如果您不希望收到此类信息,请勾选下面的 方框。 Bank Number: 银行编码: 7232 • Account No: 账号: 260-085824-690 • Swift Code: 银行识别码: hsbCsGsG 请不要把我的个人信息转交给任何第三方。 The hong Kong and shanghai banking Corporation, 21 Collyer Quay, #08-01 hsbC building, singapore 049320 Correspondent Bank: HSBC Bank USA, New York / 代理银行:美国汇丰银行(HSBC Bank USA), 纽约 PaymENT TERms / 支付条款 Swift Code for correspondent bank / 代理银行的银行识别码: MRMDUS33 Registrations/orders received without immediate or credit card payment will incur a All bank charges to be borne by payer. Please ensure that IQPC receives the full invoiced amount. processing fee of USD99 per registration/order. Payment is due in full upon receipt of by Credit Card: 信用卡: invoice. Full payment prior to the event is mandatory for attendance. 未付款的报名/订单将需要承担每人次/每份订单99美元的手续费。请在收到发票时进行全 Please debit my credit card: 请从我的信用卡中支取:: Visa MasterCard American Express 额付款。参与者必须在会议举行前全额付款。 IQPC WORLDWIDE PTE. LTD. Company Registration No: 199702288Z Card Number: 信用卡号码: Expiry Date: 有效期限: Copyright@ 2010 IQPC Worldwide Pte. Ltd. All rights reserved. This brochure may not be copied, photocopied, reproduced, translated, or converted to any electronic or machine- readable form in whole or in part without prior written approval of IQPC Worldwide Pte. Ltd Name printed on card: 信用卡上的姓名:______________________________________ Signature: 签名:__________________________ 版权所有© 2010 IQPC Worldwide Pte. Ltd.。未经IQPC Worldwide Pte. Ltd.事先书面许可,不得全部 或部分复制,复印,翻印,翻译本手册或将本手册转换为任何电子或机器可读的形式。

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