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

1. 15 Well Kept Secrets to
Shared Services Success
The Morning After the Day Before…
Introduced by:

2. 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
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thereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.

3. 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 portion
thereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.

4. 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 portion
thereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.

5. 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%
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thereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.

6. 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 portion
thereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.

7. 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 portion
thereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.

8. 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 portion
thereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.