The document discusses shared services centers (SSCs) and their benefits over centralized functions. SSCs aim to deliver cost-effective and reliable services through increased efficiency, economies of scale, standardization, and technology leverage. Common functions considered for SSCs include finance, accounting, HR, IT, legal and corporate services. The implementation of SSCs involves opportunity assessment, defining the scope, building a project team, developing a vision, analyzing current processes, designing the SSC, and change management. Critical success factors include strong executive support, engaging experienced staff, and defining performance measures. The conclusion states that SSCs can help control non-essential costs and ensure efficient service delivery across divisions in the long run.
Due to economic uncertainty many businesses are seeking to become more efficient while maintaining quality and service. Transitioning to a shared service model is at a fever pitch. Here are ten steps to a successful shared service center implementation.
Trends and Best Practices in Global Shared ServicesChazey Partners
The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance
Presentation winning strategies for shared services in the public sectorChazey Partners
Phil Searle, Founder and CEO of Chazey Partners, shared his view on what it takes shared services to be successful in the public sector. In this presentation, he has also highlighted the very essential basics of shared services and analyzed the lessons that he has learned through the years' of implementation in the public sector.
Multi-function Shared Services center - an emerging trendZinnov
Shared services organizations are built on a foundation of reducing cost, promoting efficiencies and, ultimately, in achieving high performance. The evolution curve demonstrates that the shared services model has come a long way from the 70s when the focus was on centralizing non-core business processes to the current model of a portfolio approach based on establishing multi-shore, multi-delivery operations with best in breed solution offering. A variety of business functions are currently being outsourced/globalized with IT, F&A and HRO achieving significant maturity. In terms of locations, Indian cities (Bangalore, NCR and Pune) lead the way as the preferred destinations for most of the F&A, HRO and Inside Sales souring. Locations in Eastern Europe and Latin America offer viable alternatives.
Due to economic uncertainty many businesses are seeking to become more efficient while maintaining quality and service. Transitioning to a shared service model is at a fever pitch. Here are ten steps to a successful shared service center implementation.
Trends and Best Practices in Global Shared ServicesChazey Partners
The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance
Presentation winning strategies for shared services in the public sectorChazey Partners
Phil Searle, Founder and CEO of Chazey Partners, shared his view on what it takes shared services to be successful in the public sector. In this presentation, he has also highlighted the very essential basics of shared services and analyzed the lessons that he has learned through the years' of implementation in the public sector.
Multi-function Shared Services center - an emerging trendZinnov
Shared services organizations are built on a foundation of reducing cost, promoting efficiencies and, ultimately, in achieving high performance. The evolution curve demonstrates that the shared services model has come a long way from the 70s when the focus was on centralizing non-core business processes to the current model of a portfolio approach based on establishing multi-shore, multi-delivery operations with best in breed solution offering. A variety of business functions are currently being outsourced/globalized with IT, F&A and HRO achieving significant maturity. In terms of locations, Indian cities (Bangalore, NCR and Pune) lead the way as the preferred destinations for most of the F&A, HRO and Inside Sales souring. Locations in Eastern Europe and Latin America offer viable alternatives.
A solid business case provides the foundation for implementing a successful shared services organization. This is the first session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we covered the elements of a good business case including examining current costs, projecting costs and savings based on your future design, and conducting sensitivity analysis to understand possible outcomes. This presentation provides detailed guidelines and lessons learned for developing a sound business case.
For more information, please visit www.scottmadden.com.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
Design a Robust Shared Services Governance FrameworkChazey Partners
As SSCs evolve, what is increasingly clear is that if the business doesn’t do its part, then Shared Services hasn’t got a chance. This has given “governance” a completely new role and responsibility, as it establishes joint accountability between the business and the Shared Services. Governance makes real shared services happen. To download the article, click the link below: http://bit.ly/1ESICBy
Companies that have set up ‘Global Business Services’
have significantly boosted their support functions
performance, optimizing the cost-quality trade off through
efficiency improvements and a clear shift towards a
strong and compelling value proposition to the business.
With this major transformation, Next Generation Shared
Services are well positioned to be considered full-fledged
partners of business operations, and not just providers of
services.
Evolution of Shared Services - IAOP 6 February 2013Stuart Snowden
Presented at the IAOP Sydney meeting Feb. '13. An overview developed by Accenture of the evolution of Shared Services. It talks to
- geographic, Operating Model and Organisation trends;
- characteristics of the different models
- sourcing models
- High performance characteristics
Shared services - A Strategic Cost Management PlatformSanjay Chaudhuri
Shared Services Platform (as self defining as it can be) promotes the idea of 'sharing' within an organization or group or may also be provided as 3rd party SBU services.
Creating a Single point of contact for all service deliveries, enabling Cost effective solutions, leverage Automation, optimize workforce and the Speed to fulfillment is the key to success of such organizations.
More and more companies are moving to such platforms and the success rate is very high.
The Common Challenges of Common Practices: Tips for Effectively Moving to a S...eprentise
Moving to a shared services model reduces costs and optimizes performance, but taking the right steps is necessary for a successful outcome. Explore the initiatives and challenges of a common chart of accounts and calendar for companies moving toward enterprise-wide shared service center operations. We will focus on how standardizing the data streamlines business processes, eliminates silos and facilitates the new functionality of Release 12. Case studies that discuss best practices and impact will be shared.
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
24/7 network monitoring and after hours maintenance support service - Concor...concordantone
ConcordantOne Tech is a company that outsources network monitoring services (NOC help desk) to companies around the world. We as a NOC service provider manage and monitor this IT infrastructure through the various RMM tools (Remote monitoring & management tool) which allows the NOC to take Remote access and further troubleshoot the alerts generated.
It is often noticed that many of the software engineers who work in telecom domain, specially in application delevopment/testing, lag the insights to the complete picture. This results in lack of innovation in what they do and they forget to question - how can they do it better.
So for students of Telecom engineering and newbees into Telecom domain, it is essential to understand the basics of Telecom and to visualize the telecom domain as a whole. This will help them link their bit of contribution to the entire life cycle. Hopefully this presentation serves as a starter.
A solid business case provides the foundation for implementing a successful shared services organization. This is the first session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we covered the elements of a good business case including examining current costs, projecting costs and savings based on your future design, and conducting sensitivity analysis to understand possible outcomes. This presentation provides detailed guidelines and lessons learned for developing a sound business case.
For more information, please visit www.scottmadden.com.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
Design a Robust Shared Services Governance FrameworkChazey Partners
As SSCs evolve, what is increasingly clear is that if the business doesn’t do its part, then Shared Services hasn’t got a chance. This has given “governance” a completely new role and responsibility, as it establishes joint accountability between the business and the Shared Services. Governance makes real shared services happen. To download the article, click the link below: http://bit.ly/1ESICBy
Companies that have set up ‘Global Business Services’
have significantly boosted their support functions
performance, optimizing the cost-quality trade off through
efficiency improvements and a clear shift towards a
strong and compelling value proposition to the business.
With this major transformation, Next Generation Shared
Services are well positioned to be considered full-fledged
partners of business operations, and not just providers of
services.
Evolution of Shared Services - IAOP 6 February 2013Stuart Snowden
Presented at the IAOP Sydney meeting Feb. '13. An overview developed by Accenture of the evolution of Shared Services. It talks to
- geographic, Operating Model and Organisation trends;
- characteristics of the different models
- sourcing models
- High performance characteristics
Shared services - A Strategic Cost Management PlatformSanjay Chaudhuri
Shared Services Platform (as self defining as it can be) promotes the idea of 'sharing' within an organization or group or may also be provided as 3rd party SBU services.
Creating a Single point of contact for all service deliveries, enabling Cost effective solutions, leverage Automation, optimize workforce and the Speed to fulfillment is the key to success of such organizations.
More and more companies are moving to such platforms and the success rate is very high.
The Common Challenges of Common Practices: Tips for Effectively Moving to a S...eprentise
Moving to a shared services model reduces costs and optimizes performance, but taking the right steps is necessary for a successful outcome. Explore the initiatives and challenges of a common chart of accounts and calendar for companies moving toward enterprise-wide shared service center operations. We will focus on how standardizing the data streamlines business processes, eliminates silos and facilitates the new functionality of Release 12. Case studies that discuss best practices and impact will be shared.
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
24/7 network monitoring and after hours maintenance support service - Concor...concordantone
ConcordantOne Tech is a company that outsources network monitoring services (NOC help desk) to companies around the world. We as a NOC service provider manage and monitor this IT infrastructure through the various RMM tools (Remote monitoring & management tool) which allows the NOC to take Remote access and further troubleshoot the alerts generated.
It is often noticed that many of the software engineers who work in telecom domain, specially in application delevopment/testing, lag the insights to the complete picture. This results in lack of innovation in what they do and they forget to question - how can they do it better.
So for students of Telecom engineering and newbees into Telecom domain, it is essential to understand the basics of Telecom and to visualize the telecom domain as a whole. This will help them link their bit of contribution to the entire life cycle. Hopefully this presentation serves as a starter.
Session 2/3 Day 1. Audio Commentary by Anthony Williams (FPFA,LLB) to be added soon. For 1 on 1 discussion call +92-321-4409009, 0321-4409009, 92-42-35925972
Session 2/3 Day 1. Audio Commentary by Anthony Williams (FPFA,LLB) to be added soon. For 1 on 1 discussion call +92-321-4409009, 0321-4409009, 92-42-35925972
Session 3/3 Day 1. Audio Commentary by Anthony Williams (FPFA,LLB) to be added soon. For 1 on 1 discussion call +92-321-4409009, 0321-4409009, 92-42-35925972
Session 1/3 Day 1. Audio Commentary by Anthony Williams (FPFA,LLB) to be added soon. For 1 on 1 discussion call +92-321-4409009, 0321-4409009, 92-42-35925972
Finance act 2016 (Pakistan) Worry-Some Provisions of Sales Tax Act 1990Anthony Williams
Here is a presentation on the worry-some provisions introduced by Finance Act 2016 for Sales Tax registered persons especially manufacturers and exporters. Don't forget to read the "Point of Worry" at the bottom of each slide.
Rapid Benefits of Alternative Shared Services Models - 3.10.2016Chazey Partners
Chazey Partners was invited to present a session titled “Raped Benefits of Alternative Shared Services Models” at the 2016 Washington-ASMC National Capital Region in Washington D.C. on March 10, 2016. Phil Searle, Founder and CEO of Chazey Partners, educated attendees on the trends and benefits of Shared Services in the public and private sectors. The presentation also examined multiple case studies and some alternative models of implementation used before concluding with a list of “Tips and Tricks” for a successful Shared Services implementation.
Better Building Challenge - Webinar with the U.S. Department of Energybusinessforward
Through the Better Buildings Challenge, the U.S. Department of Energy works with leading commercial, industrial and multifamily building owners to make their portfolio of buildings 20% more energy efficient over the next 10 years. Partners commit to share energy data and innovative solutions. DOE provides technical assistance and recognition for this leadership.
Maria Vargas, Director of the Department's Better Buildings Challenge, U.S. Department of Energy, and Kathleen Hogan, Deputy Assistant Secretary for Energy Efficiency, U.S. Department of Energy, discuss the DOE's Better Buildings program.
Connect with Business Forward
Web: http://www.businessfwd.org
Facebook: http://www.facebook.com/BusinessForward
Twitter: http://www.twitter.com/BusinessForward
Implementation of Shared Service Centre on Financial Performance of Publicly ...s071185s
Cost reduction and efficiency are one of the company’s primary motives in implementing the shared service center, an internal outsourcing business model that centralizes back-office support functions for operating business units. This research aims to examine the effect of introducing the shared service center on productivity, as experienced by publicly listed Malaysian companies. This research has analyzed, using comparative techniques, whether substantial changes in cost structure, return on investment, efficiency, productivity, competitiveness, and profitability have occurred due to developing shared service centers. The relationship between these financial performance metrics is evaluated for five years using regression methods. Secondary data has been collected from financial reports and other publicly accessible documents such as business gadgets. The study also aims to recognize the advantages of shared service center implementation for financial results. The study has clearly indicated that SSC implementation is not always for the better, however. The increasing cost structure ratio indicates that the growth of total revenue due to SSC implementation is not as fast as the growth of operating expenses. Asset turnover is observed to be generally decreasing after SSC implementation. The graphical trending has rejected the claim that all the variables or financial performance indicators have improved after establishing SSC. The results of the ordinary least squares regression method have corroborated 4 out of 5 hypotheses – only the asset turnover ratio has revealed a relationship that is different from what has been predicted. The payback period can be included as an additional variable or determinant to further corroborate the time-specific benefits regarding future research
When it comes to sustainability reporting, companies may feel like they’re in an increasingly uncomfortable public-private vice. On one side, consumers and shareholders are pressuring organizations to be better corporate citizens and increase transparency. Governments are establishing more reporting requirements as well, which will inevitably multiply through initiatives such as the recent Sustainable Innovation Forum at COP21.
No matter how you look at it, the call for climate action is coming
in surround sound. Integrated reporting is becoming more and
more mainstream.
The good news is that sustainability programs and reporting can
boost consumer confidence, shareholder esteem — and a company’s bottom line.
The IS design includes all components the IS function requires to operate effectively and efficiently in the future. The dependencies and interfaces between IS and other corporate functions and any potential overlaps need to be dealt with as part of the GOF programme of work.
Topics: budget model redesign, web accessibility
Speakers: Stacey Bradley, senior AVP for Student Affairs and Academic Support; Joe Sobieralski, UofSC budget director; Josh Flax, Huron consulting; and Karen Pettus, Student Disability Resource Center director.
What's the ROI of a TSIA membership? These three member companies were experiencing service business challenges and TSIA was able to provide actionable recommendations through membership offerings to get them up and to the right in terms of performance. http://info.tsia.com/member-success-stories
The 529 college savings plan industry is projected to nearly double by 2019, providing a tremendous asset-gathering opportunity for plan providers, investment managers and advisers. This study provides essential insights and actionable steps for organizations to grow their market share by revealing how financial advisers choose and use college savings plans.
Nuclear Promise: Reducing Cost While Improving PerformanceBooz Allen Hamilton
To remain competitive, nuclear operators must take aim at all addressable costs, ensuring maintenance is optimized, taking proactive steps to minimize unplanned outages and, where possible, reducing administrative and other overhead costs. There are multiple opportunities to reduce capital and operational spending, while improving safety and reliability.
Shared Services in Higher Education: conceps, clients, consumers and stakehol...Chazey Partners
As part of the sessions at the 2016 California Public Higher Education Collaborative Business Conference, the presentation covers why Shared Services has become such an important part of your toolkit for delivering improved “back office” services to support your institution’s core mission. It explains why the true meaning of the words “shared” and “services” is so important. It also defines and distinguishes between “clients”, “consumers” and “stakeholders”.
How to Bring About Finance Transformation on Your Own TermsWorkday, Inc.
In this deck, experts from PwC and Workday explain how finance leaders can use automation, artificial intelligence, and analytical skills to help their teams adapt to rapid change.
This presentation covers the types of audit, its practical implications, tools for conducting audits, how to plan an audit, and what the outcomes of audit planning and finally how to execute an audit.
Presented to members of the Institute of Chartered Accountants of Pakistan. The presentation covers the AMLA 2010, Rules 2008, Regulations, FMU and its functions, Red Alerts, and the schedule containing predicate offences.
A comparative study of Sales Tax Acts of the Provinces. The Constitutional Backing and issues involved. Also included are changes introduced through Finance Acts 2016 of the Provinces
PPRA rules 2004, Rules relating to Procurement by procuring agencies i.e. Institutions coming under the Federal Government. Guidelines for procurement. Topic relating to commercial functions of Government's procurement agencies
Finance bill 2015 16_Changes Proposed in Sales Tax Act, 1990Muhammad Ijaz Syed
Changes proposed through Finance Bill 2015-16 in Sales Tax Act, 1990.
Wherever strike through is used in this document means deletion or omission. Yellow highlight represent new additions
"Turning Goals into Results". Presentation based on article by Jim Collins. Explaining how big and audacious goals can be turned into reality? How to think out of box? How you can convert dreams into reality?
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
4. Shared Services Centers
Shared Services – A Basic Concept
How is shared services different from centralization?
Benefits of a shared services model
Methodology & Criteria for selection of SSC
Common Candidates for SSC’s
Phases of Shared Services Development
Critical Success Factors
Implementation Pitfalls
Proposed Organogramme
Highlights
5. Shared Services Centers
Shared Services is a way of reorganizing knowledge based and volume based
functions to deliver cost effective, flexible, and reliable services to all customers
7. Shared Services Centers
Increased
Efficiency
Economies of
Scale
Technology
leverage
Standardization/
Coordination
Reengineering
Opportunities
Greater spans of
control
Increase
Effectiveness
Specialization,
skill leverage
Free up
management to
focus on business
issues
Sharing
Information and
resources across
businesses
Lower Costs
Increase Profits
Increase ROI
Achieve
Strategies
Increase
Revenues
Increase Market
share
Benefits of Shared Services Model
8. Shared Services Centers
Entrepreneurial in
nature
Transformation of
Volume driven
services into
Centers of Scale
Recreation of
Knowledge based
tasks as centers of
expertise
Relationship driven
services are NOT
good candidates for
SSC
Shared
Services
Methodology
9. Shared Services Centers
Finance &
Accounts
• Cash
Management
• General
Ledger
• Accounts
Payable
• Accounts
Receivable
• Tax
compliance
• Purchasing
Human
Resources
• Payroll
Processing
• Benefits
Administrati
on
• Relocation
Services
• Compensati
on
• Training &
Education
Information
Services
• Standards
• Application
development
• Telecommun
ications
• Applications
maintenance
• Acquisition
of Hardware
& Software
Legal
• Litigation
Support &
Coordinatio
n
• Environmen
t, health and
Safety
consulting /
auditing
• Regulatory
Compliance
Corporate
Affairs
• Communica
tion
services
• Media
relations
Departmental Candidates for Shared Service Centers
10. Shared Services Centers
Opportunity
Assessment
Determine Scope
of the Effort
Organize & build
the project team
Develop a vision
& direction
Build an
understanding of
current processes
Develop the
business case for
change
Design SSC
Perform location
analysis
Design standard
process
Assess business
risk and control
environment
Develop SLA’s
Develop SSC
governance
structure
Implement SSC
Develop the
change
management plan
Promoting a cost
conscious &
customer focused
mined set
Optimize SSC
Develop
continuous
improvement
plans
Evaluate
organizational
roles &
responsibilities
Upgrade systems
to support
redesigned
processes
Phases of Implementation
12. Shared Services Centers
Implementation Pitfalls
Lacking a strong executive champion
Centralizing functions without creating an entrepreneurial spirit.
Inadequately defining base line costs and misdirecting resources.
Failing to engage and motivate experienced personnel to use their best
practices.
Failing to overcome paradigms e.g. stucking on old structures, processes.
Failure to create a sense of ownership in implementing it.
Missing focus on continuous improvements.
Failing to define performance measures and SLA’s
14. Shared Services Centers
The private sector has been moving towards
shared services since the beginning of the
1980s. Large organizations such as the BBC,
BP, Bristol Myers Squibb, Ford, GE, HP,
Pfizer, Rolls-Royce, ArcelorMittal, and SAP
are operating them with great success.
According to the English Institute of Chartered
Accountants, more than 30% of U.S. Fortune
500 companies have implemented a shared-
service centre, and are reporting cost savings in
their general accounting functions of up to
46%.
University of Michigan- USA have
adopted it and it will be implemented
by Dec 2014. Approximately 2700
people at M-U spend time in
administrative services which is
expected to be covered by 600 only.
Saving goal of 17 Million USD
annually.
Both public and private universities and
other educational institutions around the
USA are launching initiatives in this
direction. Cornell, North Carolina, U-C
Berkeley, and Illinois are among the
many universities that have launched
initiatives to contain costs and improve
efficiencies.
Oracle saves over 2
billion USD by
implementing shared
services.
Success Stories
15. What’s Next
Controlling
Non-
essential
Costs
• It is a long standing need of the organization to control the non
essential costs in a competitive environment.
Ultimate
Aim
• Whatsoever approach might be used, but the ultimate aim of the organization
should be the same and that is to better leverage resources to:
• Create value;
• Reduce cost;
• Increase the quality of support work;
• Increase the value added content of the organizational services; and
• Result in competitive gains and market share growth.
Steering
Committee
• A steering committee should be formed to think over both the options and work
out and analyze their costs and benefits.
16. Conclusion
In the longer run Shared
Service Center ensures
delivery of cost effective
and efficient services to
Group Business divisions.