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15 Well Kept Secrets to Shared Services Success - Day one key take aways
 

15 Well Kept Secrets to Shared Services Success - Day one key take aways

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This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com....

This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.

To find out more about forthcoming conferences check http://www.sharedserviceslink.com

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    15 Well Kept Secrets to Shared Services Success - Day one key take aways 15 Well Kept Secrets to Shared Services Success - Day one key take aways Presentation Transcript

    • 15 Well Kept Secrets to Shared Services SuccessThe Morning After the Day Before… Introduced by:
    • BristolMyersSquibb • He talked about how they are now spending time undoing all the work they had done over the past 10 years • Strategy is Eliminate… Automate… Offshore • E Invoicing = 95% in the US and 9% in the UK • Single instance of SAP • Used to run 10,000 reports from SAP – 3 weeks late so fairly useless. Now 120 reports delivered on time • They believe outsourcing makes your TXN processing scalable • Attrition is very high so knowledge management is key – requested 2 successors for every position • Any thing decision based will not be adopted by the BPO© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
    • Nissan • How do you transfer 10 years of knowledge? • They shipped and fixed and in hindsight would have fixed and shipped • They didn’t base line before shipping so felt out of control • If you want cost and quality – go Captive! • Time again – have an ERP in place, standard processes and a workflow before migration • GL should not be outsourced as requires deep knowledge© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
    • EMI • When finance is territory-based it is hard to introduce a global programme • Decided n ship and fix • Stressed the importance of excellent BPO advisors and lawyers • They didn’t tender which they believe saved them time • Don’t underestimate the cultural differences you’ll have with your BPO • They separate the ‘need a solution’ conversation from the ‘cost of that solution’ conversation© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
    • Marks & Spencer • 110 FTEs in Finance SSC and 120 FTEs in HR • 2006 no hard KPIs and decided they weren’t really a SSC • Driver for Lean – they were receiving more business requests and needed to increase productivity • Lean is not cost based • Very process based and challenging every step in the process • Either post or return – no parking • Went from 55% PO to 90%© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
    • Areva • 95% owned by French Government • 2006 started Lean • Wanted to drive out exceptions • If we can’t measure it we can’t improve it • Tracked the life of an invoice • Realised invoice took 15 days to reach AP • Believe in 360 degree surveys • Pilot – AP posting lead time from 22 days to 12 days© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
    • NHS SBS • They had multiple versions of the truth • Different rights on different systems • No proper coding • Now Finance and Procurement use the same coding set • His view is that this approach to coding has given Procurement massive leverage in spend control© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
    • Avis • Spent EUR 40 million implementing an ERP • Interfaces in country ‘didn’t work’ • Shared Services should be a corporate strategy not a finance strategy • Decided on an Accounting System rather than an ERP • Big country small country • EUR 2 million savings come from labour arbritrage • Just by talking to the customers Avis BSC customer sat increased by 9%© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.