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An introductionExponential business growth is powered by smarter technologyOur team of 800+ skilled professionals deliver Global Business Services across domains like manufacturing, oil & gas, technology, shipping & logistics, travel, healthcare and energy amongst others
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The concept
Copyright 2016, Pierian Services 4
SHARING enables organisations to1. Standardize, Improve and
globalize processes2. Improve quality of services3. Drive operational excellence in
service delivery
SHARING applies to1. Front or Back office functions
(Finance / HR / Payroll / IT etc)2. Administrative functions3. Evolving to deliver strategic
functions
SHARING applies to1. Technology & Systems2. Simplified global process3. Managed Manpower
Transformation not Consolidation
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Diagram Credits:Book On Shared Services - Donniel Schulman, Martin Harmer & Others
Sponsorship and strong backing especially at the board level is critical to the success of any shared services transformation
Service delivery transformation, in many ways is a journey, not a one-time event. Think of it as a continual work in progress and build a service culture.
Setting up Shared Services for the sake of Consolidation and Centralization seldom deliver the necessary results to Businesses. The idea should be to transform traditional business service models to deliver operational excellence
New Environments
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Source: The Future of Shared Services – A Deloitte Research Study
17%
25%36%
17%
5%
Mixture
Single Centre
Single Regional Centres
Multiple Regional Centres
Multiple Functional Centres
Companies of all sizes, industries and regions havebeen adopting Shared Service Centers
Delloite’s Survey has shown that 95% of thecompanies have said that their shared servicecenters were successful
Shared Services are evolving all the time from beingtransaction oriented to strategy aligned
Shared Services are here to stay !
Planning for Success
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>>Think Big, Start Small and Scale Fast!!
1) Ensure Senior Level / Executive Sponsorship
2) Run it like a BUSINESS
3) Proper base lining and a key business case
4) DO NOT underestimate Change Management
5) Steering Committee should involve the business, not just
shared service personnel
6) Technology is not just for IT or Shared Services, it should be
for business
7) An ERP system is for the Enterprise, not just for Shared
Services
8) Training is Key
9) Engage with experts outside in similar line of businesses
10) Lastly, remember the project begins with “GO LIVE”, not
ends with it
Blueprinting
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• Establish the business case for Shared Services• Identify business benefits such as
ROI (return on investment) Improved efficiencyImproved customer service
• The debate for Core and Non Core Services• Put the right systems in place• Setting up a project management office with subject matter experts• Combine the right skills with right capabilities• Align Services to Business needs & create a service culture from the start
• Feasibility study prior to centralization of processes• Reengineer existing processes to work in a shared service environment • Ensure ownership and internal business controls• Identify best practices benchmarks, Process performance indicators
• Win Management support• Plan well for change management issues• Plan for Career development for displaced associates• Ensure focus by setting the right goals
BUSINESS CASE
SOLUTIONDESIGN
REENGINEERPROCESS
PLAN FORSUCESS
Evolution of Shared Services
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Function“AS IS’
Stage 1(3-4 months)
Stage 2(4-8 months)
Final Stage(8-12 months)
Complex & Multiple
processes
DecentralisedTransactions
Headcount
Centralized Transactions
Complex & Multiple Process
Headcount
Centralized Transactions
StandardiseProcesses
Simple Process
Headcount
Centralized Transactions
StandardiseProcesses
Optimize Systems
Simple Process
Optimized Systems
Headcount
Common Systems
OPE
RATIO
NA
L EX
CEL
LEN
CE
OPERA
TION
AL EFFIC
IENC
Y
Common Systems
Common Systems
The timelines presented are a high level estimate. More accurate timelines can be provided after a business scoping study
What Pierian can do?
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• Conduct business study and evaluate functions that can be delivered by a shared service
• Build a high level business case to enable management to take decisions
Scoping
• A detailed Blueprint aligned to business objectives
• Business case• Shared Service Models• ROI• Approach document• Timelines for implementation
Blueprinting
Re-engineering Processes & System• AS IS process documentation• TO BE Process designs to
operate in a shared service environment
• Setting up a PMO with multiple capabilities
• Manage project and implement Shared Services
• Implementation of any ERP / Technology needed to enable the Shared Services
Implementation
Managed Services
• Build an offsite center in a location that can deliver optimum results
• Manage operations to deliver value aligned to business objectives
“A global conglomerate with multiple businesses covering the entire spectrum of Shipping & Logistics
Global ConglomerateClient is a global Shipping & Logistics major
OperationsOperations is in the Middle East & Asia
Multiple BusinessesOver 20 entities in various business – Ship owning, Freight Forwarding, Liner, Warehousing, Surface Transport
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OUR CLIENT
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“
Global volumes are dropping very quickly and freight rates are at the lowest
Escalating operating costs are depleting margins
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THEIR CHALLENGES
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Staying afloat in a delicate environment, controlling operating costs and still delivering outstanding service to customers – is a challenge
“
Complex, out of sync and unstructured processes
Multiple and disparate systems
Lot of people, but not the right talent / skillset
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THE REALITIES
Systemic issues due to disparate technology, complex and out of sync processes and talent issues leading to low efficiency and service levels
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How do we design our processes? How is the process integrated to our systems & business?
What should we automate and how?
What technologies do we use? What systems are relevant to our business?
What services should the Shared Services provide?What functions should we migrate? How should we manage our shared services?
How many months will this take? How do we manage this project? Whom do we deploy from our existing resources?
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THEIR QUESTIONS
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}Their solutions seemed to lead to bigger and complex questions and clearly outlined the need for a partner to aide their transformation
“
Technology Strategic alignment of Technology to service delivery
PeopleRealign people to deliver in a shared
service model
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OUR STRATEGY
“Transformation
ProcessReengineer business processes to deliver operational efficiency
Copyright 2016, Pierian Services
Our strategic expertise in Shared services design, technology and management helped the customer align their objectives
Business assessmentAssess all organisations of the client, understand the business and their unique requirements
Blueprinting• Identification of the processes that needed reengineering• Assessment and shortlisting technology solutions, partners• Shared Service Design and structure• Identification of functions & processes to be outsourced• Cost & ROI planning• Program and Project planning
Implementation• Take ownership of the transformation• Technology enablement from evaluation, partner identification
and implementation planning• Deploying the required resources for the implementation• Program management and delivery management
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OUR APPROACH
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“Pierian took overall responsibility in delivering all 3 aspects of the transformation and spearheaded the project
160Member Shared Services
operating out of India delivering functions such as Customer
Service, Documentation, Finance & Accounting
Outdated technologies and applications eliminated.
Complete Solution provided to customer on the cloud
20 30%Cost Savings delivered to the
customer
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“Hard wiring a solution to deliver operational efficiency needs immense expertise. Pierian brings that to the table
OUTCOMES DELIVERED
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INFRASTRUCTURE MANAGEMENT
ANALYTICSAPPLICATIONS
FINANCE & ACCOUNTING
OUR MANAGED SERVICES
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WHAT WE DELIVER
CUSTOMER SERVICE DOCUMENTATION “whole is not just a sum of parts,it’s a lot more. We bring the difference.
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Case Study 1One in 20 cars rolled out on Indian roads bear the mark of our business processes
The world’s leading automobile manufacturer, their Indian arm is set to build over a 10% market share by 2020. India is poised to be the 3rd largest market for automobiles by 2020.
Pierian delivers managed services in key Finance, Impexand administrative processes for their Indian operations. With a humble beginning of 4 staff members in 2008, we now run and manage over 65 people.
Establishedin
1997India
workforce
10k+India revenue
in USD
2.7Bn
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Case Study 2
A 40 year old conglomerate headquartered in Dubai, UAE) with offices in USA, Saudi Arabia, Oman, Kuwait, Sri Lanka, Pakistan and offices in 28 Indian cities combined with strong network partner's world over
Pierian designed their Strategy for their Global Shared Services. We now run and manage their Shared services with over 175 people in IT, Business Support and Finance
Establishedin
1976Global
workforce
2k+Revenue
in USD
700Mn
As you read this, cargo in over 32000 containers on 30 ships are being tracked on our systems & processes
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Case Study 3
A leading international brand in Computers and electronics. Headquartered in California, their Indian arm is a vital distribution and service operations to customers in India which is managed with the aid of a 200-member strong channel partner network.
Pierian through their process consultingand business support services deliver the entire channel partner reimbursement program
Engagementperiod
8+yrsTeamsize
30+
Over 90,000 service calls, with $7mn spend, for one of the largest brands in computers and electronics, we make it happen
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Case Study 4
A blue chip conglomerate, set up 150 years ago, has operations in several continents. The proverbial ‘pin to plane’ is apt as the group has interests in tea, hospitality, travel, maritime & logistics, energy, financial services, print & packaging and many more...
Global Employees
7k+Revenue
in USD
2Bn+
Pierian designed their Strategy and processes for their Global Finance Shared Services and helped them execute and implement the strategy.
Hand holding change of a 150 year old legacy needs immense expertise in hard wiring solutions
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Case Study - Strategy
SHARAF DG, DUBAIHR SHARED SERVICES
Since its inception in 2005,Sharaf DG has come a longway and achieved manymilestones to become oneof the leading powerhouseretailers in the region.. Thebrand’s perseverance andhard work has paid off with26 stores in UAE and Bahraintoday and more in theoffing.
VST GROUP, INDIAFINANCE SHARED SERVICES
VST Group has presence in 7 sectors, from automobile dealerships [Mercedes Benz, Jaguar, Mahindra, Land Rover, Ford, & Tata motors] to manufacturing. It is a Rs.3000 crore+ group serving more than 5,000 customers every day.
JSW GROUP, INDIAHR SHARED SERVICES
A $11 billion conglomerate,with presence across India,USA, South America &Africa, the JSW Group is apart of the O.P. JindalGroup with strong footprintsacross core economicsectors, namely, Steel,Energy, Infrastructure,Cement, Ventures andSports.
Thank you
Ph: +91-80-42424747 Email ID [email protected] www.pierianservices.com
Copyright 2016, Pierian Services