Customising the Shared Services model in China – Your way might not be my way!

It’s all about ‘Fit For Market’! SS & Outsourcing continues to grow in China at a fast pace. However, business leaders are still facing a very unique set of challenges & objectives in China. Merger and acquisitions, upcoming joint ventures, complicated market segments and accelerated non-organic business growth have all contributed to a decentralised business model and an unstandardized system platform. If you are a multinational firm in China, how are you rewriting your global SS roadmap to fit into local needs and also enhance business impact? If you are a domestic Chinese company, how are you leveraging SSO strategies to strengthen internal control, realise process transparency and support business growth? Regardless of the type of nature your business is, you need to revisit your SSO current operating model to make sure it is structured for the needs of today – not yesterday. Coming of age: It is time to reinterpret the SS model in China and ensure it is effective and relevant.

• Being close to the market and to your customers – What they want and what they are concerned about?
• Dealing with ‘tough’ customers: How to roll out SS into your joint-venture partners in China
• Considering mixed sourcing models: Centre of Excellence (CoE), Scope of SSC, Hub & Spoke, or others…
• Hybrid is no longer a hype in China – how to leverage on this particular model to drive cost efficiency and process controlling

Panel Discussion: Leveraging Shared Services as a channel to support your business expansion locally and globally – Greater process visibility, stronger internal control, better cash flows and smart data management

• Understanding the key implications of Shared Services to the increasing globalisation of Chinese companies?
• Modelling and structuring global business services to be alignment with your expansion
• Integrating resources along the journey: People, system, policies and regulations
• Building system platform and ERP roll out
• Best practices on processes standardisation among Change management & communications
• Future direction: Global model, cloud technology, outsourcing?

Dealing with complex local bureaucracy, legal, taxation and labour regulations in China

When MNCs looking to take the captive route in China for meeting their offshoring needs, a series of key questions need to be asked. Often, the complex regulations have put implementation on hold especially when the company doesn’t have large business presence in the market yet. Even for existing centres, managing compliance, business policies and regulations has never been easy. BASF has been in operation in China for over a decade and they will detail what lessons they have learnt from running a captive centre in China.

Jimmy LUI
VP, Finance & Corporate Services Greater China
BASF China

Highlighting the key contributing factors to the success of a Shared Services Organisation in China

team of 40 people serving over 3000 employees, Zhe Jiang Dahua’s Finance Shared Services implementation has become a great achievement in China in the wave of Finance transformation. Join this session to learn how this growing Chinese company stay ahead of the trend: Right technology investment, right leadership team, right processes controlling and right execution plan:

• Working with a 3rd party to ensure a successful ERP roll out
• People as an asset: Talent management, knowledge management and culture innovation
• From enhancing internal control to enabling Finance process optimisation

Wei Mei ZHONG
Group VP & CFO
Zhe Jiang Dahua Technology China

Realising expectation from the C-Suite: Developing an effective back-office operation model to reduce SG&A cost and align with company’s business strategy

We all know that one-size doesn’t fit all! Eventually, knowing whether your SSO strategy can enable your business expansion in this market will depend on the fundamental objectives. In this session, examine the advantages and limitations of the different models organisations can utilise and discuss the rationale behind these delivery models.

Right people on bus and right people in right seats! What you really need to know about employee engagement for your SSO

95% of you keep telling us the biggest challenge today, is to hire the right people and keep them motivated. Yet, very little inroads have been made to address the reality of high attrition rates and the lack of mid-level management in SS or outsourcing. So, what could be the way out?

• Diversifying your talent sourcing channel
• Embracing Y-generation: Hearing them and responding to them
• Various solutions of motivation and career development

Robert LI
Director, GBS
Lenovo China

Evolution from Finance Shared Services Centre to Finance Cloud Services Centre – Moving your SSC into the Cloud for another round of cost reductions and a stronger business impact

Imagine: your Finance SSC becomes a Google of the Finance function in your organisation. Data, reports and analysis can be easily retrieved on demand from FSSC. This is what ZTE Global Finance Centre is doing. It is a legend for its speedy, valuable and excellent services and now, they are digitalising and moving their FSSC into the Cloud to bring strategic impact to business through further cost reduction, data reports and SSC mobility.

• Laying the solid structure of your global FSSC structure
• Journey of globalisation: model, process and development
• Moving your FSSC onto the cloud!

Hu CHEN
General Manager of Global Finance Shared Services
ZTE Corporation, China

Developing a solid transformation strategy, ensuring sound change management & formulating strong governance model

• Shifting to a centralised operation model: What should it entail and what will be gained/lost?
• Going hand-in-hand: process standardisation and process migration
• Developing a customer-based value proposition to your business partners in China
• Deploying structured change management

Cun Lin WANG
GM HR SSC
Baosteel Group Corporation, China

Building a better centre – What to measure to get the results you want

Measuring customer satisfaction is a powerful way to improve performance. However, shared services organisations tend to get over measured with plenty of feedback that is not used in a constructive way. Measurement is to obtain the “right” set of insights and improvements:

• What to be measured and what not?
• Reengineering measurement processes

Anna WANG
Head of GBS North Asia
Siemens

Moving from silo cost efficiency focus to building revenue enhancement capabilities within SSC

One of the important factors that are often forgotten in a shared service environment is the opportunity for new revenue streams. This is also the top line to be looked at, beyond the cost savings aspect.

• Running SSC as a business
• Enabling end to end process – service center value chain
• Move towards margin contribution, e.g. external opportunities