From Event to Action: Accelerate Your Decision Making with Real-Time Automation
SSON China Summit
1. STRATEGIC SHARED
Main Conference / 主会议:
19 & 20 April, 2011
2011年4月19 - 20日
SERVICES &
Site Tour / 实地考察:
18 April, 2011
2011年4月18日
OUTSOURCING Learning Labs / 研讨会:
21 April, 2011
SUMMIT CHINA
2011年4月21日
Venue / 会议地点:
Crowne Plaza Suzhou,
People’s Republic of China
中国战略共享服务与外包峰会 中华人民共和国
江苏省苏州工业园
Unlocking essential knowledge & best practices from 8 Global
Shared Services Centres / 解码8家全球性共享服务中心的必备知识及最佳实践
Rumi Contractor Jim Schacht Tham Yuet Ling Robert Ash
Group General Manager, Executive Director, Global Director, Shared Business Delivery Director, Shared
Service Delivery & CEO Business Service Services, Asia Pacific / Japan Business Services, Asia Pacific
HSBC Global Resourcing Cummins (USA) MSD / Japan , MSD
Limited 全球商务服务部执行董事 亚太商务共享服务部，项目总 亚太商务共享服务部，交付
集团总经理兼CEO，服务交付 康明斯（美国） 监,MSD 总监, MSD
汇丰环球客户服务有限公司
Webster Shao Mohammed Samuel (Sungkook) Wang Xingang Mike Lin
Managing Director Zwayne Hur Global HR SSO Vice President of
Maersk Global Director Shared VP GPS, APJ, HP Director APAC Shared Services
Shared Services Services - Asia 亚太及日本地区 Seagate UPS (Singapore)
China Pacific, Johnson & GPS副总裁 Technologies 共享服务部亚太地区
董事总监 Johnson 惠普 全球 HR SSO 总监 副总裁
马士基全球共享服 亚太区服务共享总 希捷科技 UPS （新加坡）
务（中国） 监, 强生
Presenting 18+ of the regions foremost SSO / Outsourcing thought leaders C-Suite Spotlight
向您展示超过18名本土最杰出的共享服务和外包领袖的风采
Ning Wright / 梁慧宁 Xiong Guang Hai / 熊光海 Mindy Jiang
Finance Controller, Motorola
Deepak Rastogi
Partner in charge General Manager, Chang Hong Group Financial
KPMG China Outsourcing Advisory Shared Services Centre 财务总监, 摩托罗拉 CFO Asia
中国外包管理合伙人, 毕马威 总经理, 长虹集团财务共享服务中心 Timken
YeQing Zhu / 朱叶青 Vincent Lim Thomas Lippert
David Mitchell / 麦大伟 Director, Global IT Outsourcing & Vendor Head of Shared Services China, ABB
General Manager, Greater China, Kronos CFO
Management, GE Capital 中国共享服务总监, ABB
大中国区总经理, Kronos Knorr Premse Asia Pacific
总监，全球信息技术外包和供应
Monika Valtwies 商管理, GE Capital Chen Hu / 陈虎 Karen Goh
Director NEA Accounting & Controlling, Siemens VP, Finance, ZTE CORPORATION Managing Director & CFO
NEA 会计与控制总监, 西门子 Renee Wang 副总裁, 中兴通讯股份有限公司 Fedex China
Regional Finance Director Asia, TRW
Jimmy Lui 亚洲区财务总监, TRW Rachel Liu / 刘永青
VP, Finance & Corporate Services Greater China, BASF
副总裁，大中华地区财务与公司服务
HR Operation Director China, Lenovo SPECIAL GUEST SPEAKER:
Theressa Lim 中国HR 运营总监, 联想集团
巴斯夫
Director, HR Systems and Processes, Asia Pacific,
副司长, 商务部
Eastern Europe, Middle East and Africa Deputy Director-General, Ministry
Say Mei Feng
Service Delivery Director - Asia/MEA, Finance Operations, DHL (Singapore) of Commerce
Microsoft (Singapore) 亚太地区、东欧、中东及非洲HR系统与流
财务运营部服务交付总监-亚洲/MEA, 程总监, DHL（新加坡） Researched &
微软（新加坡）
Developed By:
Host Sponsor: Associate Partner: Gold Sponsors: Silver Sponsors: Exhibitors: Sponsor:
Tel: +65 6722 9388 Fax: +65 6720 3804 Email: enquiry@iqpc.com.sg Web: www.ssochina.com
2. Dear Executive,
Site Tour - 18 April 2011
e visit our website
FACT: Thought to be the “Next India”, the China outsourcing/ For more Information, pleas
offshoring market presents many organisations with proposition www.ssochina.com
that is diverse, complex AND difficult. The burgeoning multinational
company presence in China and significant growth of Chinese-born
companies has driven business leaders to re-strategise their back-office
Host Sponsor:
functions. Meanwhile, the aggressive promotion from the Government on
exporting “services” instead of “products” has stimulated the surge in this
sector.
What all this points to is that, just like in the manufacturing sectors in
previous years, China’s entry into the Shared Services & Outsourcing
market is potentially a game-changer.
How does this impact your business strategy? Whether you are:
• Moving a strategic step forward in China to transform your business
processes through Shared Services and Outsourcing?
• Unsure about the capex strategy required to engineer your Shared
Park (SIP) and
Services structure? 1.30pm Group arrive Suzhou Industrial
• Looking for solutions to conquer the challenges posed by the greeted by Senior Executives
uniqueness of a market with skilled-talent shortage and language
Park
barriers? 2.00pm Tour around Suzhou Industrial
Or, if you have been riding the wave of Outsourcing/Shared Services
2.30pm On-site Q&A
growth in China, and are looking for a roadmap to push it forward to
deliver next level services, broaden your geo footprint, and sharpen Asia Pacific
3.00pm Leaving for Johnson & Johnson
the business focus of existing operations to move up the value chain, Finance Shared Services Centre
you need to be in the room at the Strategic Shared Services &
Outsourcing Summit China. J&J
3.10pm Greeted by Senior Executive from
By joining the SSON’s premier event in China, you will get access to over
25 industry thought-leaders with field-tested strategies and need the 4.40pm Presentations and Q&A
local pioneers and leaders demonstrating how you can drive further
development. 5.30pm Tour ends
I look forward to welcoming you in April!
Suzhou Industrial Park is the largest
cooperation project between the
governments of China and Singapore.
Located 80km to the west of Shanghai,
km with an
SIP has a total jurisdiction area of 288 sq
Sarah Ye employed population of 550,0 00. Since its founding
foreign
Asian Program Director in 1994, SIP has attracted more than 4,000
SSON (Shared Services and enterprise s with 136 projects invested by Fortune
petitive
Outsourcing Network) 500, and 15,000 domestic companies. Com
industrial clusters have formed such as IC, TFT-LCD,
ical devices and
automotive and aeronautical parts, med
urcing, etc.
Sharpening the business focus of your Shared pharmaceutical, software, service outso
Services and Outsourcing strategy, driving business
agility through optimised back-office performance
and excellence in process transformation.
You simply can’t afford to
miss these first-hand business 4 Get exposed to a comprehensive
showcase of innovative technology
and matching solutions to major Johnson & Johnson GFSS (Global Fina
ncial Shared
critical insights from China’s operational issues when it comes to ou Industrial Park was established on
Services) in Suzh
leading voices: the centre provide
Service Delivery initiatives Oct 2008. With 230 financial experts,
sh, Record-to-Report and
1 It’s all about back-office function
agility, regardless of whether you are
a Shared Service Centre operating
5 No Theory! A 4-day programme
jammed with the latest case-studies
including success stories and lessons
Invoice-to-Pay, Invoice-to-Ca
T&E Audit services to China, Japan,
and Taiwan.
Korea, Hong Kong
on a centralised, outsourced or learned
decentralised model ERP: SAP/EBO/JDE
6 Interactive learning labs with hands-
rkflow
Non-ERP: OmniSuite, Sharepoint, E-wo
2 Benefit from 25+ leading Shared
Services/Outsourcing practitioners
representing in-depth perspectives in
on practical implementation and
examples to help you find best
strategies for 2011
case study and panel format
3 Global knowledge + local
approaches: Discover what’s unique
7 Unsurpassed interaction with
opportunities for customised
learning through our site visit, best
about the China market and what practice exchange, panel sessions and
you can leverage capabilities from networking breaks
Tel: +65 6722 9388 Fax: +65 6720 3804 Email: enquiry@iqpc.com.sg Web: www.ssochina.com
4. CONFERENCE DAY ONE
Tuesday, 19 April 2011
08.15 Coffee & registration • Practical strategies for hiring and training talents, and building
leadership pipeline
08.45 Chairman’s opening address • Optimising migration process
• Managing customer engagement
09.00 Keynote presentation: What does a genuine global • Driving continuous improvement
multifunctional business services look like?
• What are strategic goals of the shared services enterprise? Webster Shao, Managing Director, Maersk Global Shared
• How are these strategic goals aligned with the business strategic goals? Services China
• What are the key external and internal drivers that have an impact on
the strategic goals? 12.30 Networking lunch
• What is the shared services business architecture that enables
achievement of the strategic goals? 13.40 Discovering the hallmarks of highly effective change
• What are the critical components of the business architecture? management strategies and execution
• How is success measured - Communication, milestones, metrics?
• What is the governance structure Mohammed Zwayne
• What are the risks taken and lessons learned? Director Shared Services - Asia Pacific, Johnson & Johnson
Rumi Contractor, 14.20 A step-by-step guideline on creating a strategic back-office-
Group General Manager, Service Delivery & CEO, function hub in China
HSBC Global Resourcing Limited • You know what you want: Determining your long-term goal in
alignment with your wider business goals
FOCUS OF THE DAY: Strategic Vision for an Emerging Market • Launching successful trials in certain functions
• Building up effective management system: Performance, Quality,
09.30 Location Mapping for Shared Services and Outsourcing in Services, Training and Standardisation
China
Mike Lin, Vice President of APAC Shared Services, UPS (Singapore)
Executive Director, Suzhou Industrial Park
15.00 Afternoon coffee & networking break
10.00 new session :
Topic to be confirmed 15.20 Shared Service Workforce Buildup – A flexible staffing
Mastercard strategy and model
As the shared service being adopted by more companies, despite all
10.30 Morning coffee & networking break the knowledge management, process transformation, more efficiency
and higher quality, the unavoidable challenge lays in People Factor - how
11.00 Reducing labor cost and minimizing compliance risk by to hire enough qualified people and keep them in the SS. A flexible
Enterprise Workforce Management staffing model has been proved in practice to help SS deal with workforce
• The challenge we are facing today on rising labor cost and inflation, buildup, transition and maintenance. The key points of this model include:
what’s the best option we can take? • Emphasis on recruitment capability
• How will SSC Establish enterprise workforce platform across business • Multiple acquisition methods: in-house, agency, RPO and staffing
units to balance cost pressure? • Integrated backend payroll and benefits processing
• As business partner, SSC supports the line managers to achieve • Expanded service coverage to 2nd-tier 3rd-tier cities
visibility and improve productivity. • Expert in labor law risk control
• The best practice of Fortune 500 enterprise on implementing workforce
management via Shared Service Centre. George Guo, Vice President, Career International Inc. Ltd
David Mitchell 16.00 Transforming financial end-to-end processes and enhancing
General Manager, Greater China, Kronos the productivity to achieve total finance efficiency
Financial Shared Services is not just about integration of finance accounting
11.30 C-SUITE SPOTLIGHT: The “new normal” for Shared Services functions, and centralised risk controlling, it is more of a revolution of your
- Deliver ongoing business value with wiser strategy and finance system and business process re-engineering. The initial set up of
better decision-making Shared Services is critical, but the key to demonstrating real value is to
• Big bang vs. baby steps continuously upgrade the centre performance, and enhance the capability
• A-la-carte restaurant vs. fast-food outlet of value creation.
• Multi-locations vs. single location • Before revolution - Analysing the structure of group finance, setting up
• Regional hub vs. country-focused service delivery the change management scheme and managing risks during financial
• Outsourcing vs. captive transformation
• Post revolution - Driving continuous improvement and perusing
Panelists: operational excellence
Deepak Rastogi, CFO Asia, Timken • Do’s and Dont’s - Experience sharing from Chang Hong’s successful stories
Thomas Lippert, CFO, Knorr Premse Asia Pacific
Karen Goh, Managing Director& CFO, FedEx China Xiong Guang Hai, General Manager, Chang Hong Group
Monika Valtwies, Director NEA Accounting & Controlling, Siemens Financial Shared Services Centre
Ning Wright, Partner in charge, KPMG China Outsourcing
Advisory 16.40 Chairman’s close
12.00 From Zero to Hero - Journey of launching Maersk Global 17.00 End of day one
Service Centre in China
• Conducting sound location study and evaluating strategic selection criteria
Tel: +65 6722 9388 Fax: +65 6720 3804 Email: enquiry@iqpc.com.sg Web: www.ssochina.com
5. CONFERENCE DAY TWO
Wednesday, 20 April 2011
08.30 Coffee & registration • Aligning with business goals
08.45 Chairman’s opening address • Moving to become an internal consultant with strategic services
09.00 Assessing legislative environment in China to propel your Mindy Jiang, Finance Controller, Motorola
China-based operations
Global service outsourcing was expected to reach a great growth in 2011 12.30 Networking lunch
and Chinese service outsourcing industry would face with rare opportunities
for its development. The Chinese government attaches great importance
to the development of such industry. The session is to address what is the Focus of the Day: Growth beyond Borders
legislative environment created by the Government and how it would
impact your local business operations. 13.40 Taking the next big step: Building on China successes to
• Planning for the future - What does the current Government agenda implement multi-process, cross-region operations
look like? China is emerging as one of the key hubs in the global network for a number of
• Capitalising on Government incentive programs and tax regulations MNC’s. China is increasingly offering the flexibility and differentiating value
• Understanding how they apply to your business operation and propositions in response to the growing needs of global shared operations.
maximising the impact Building on China successes requires a comprehensive understanding of
strength and opportunity, and matching of fast emerging capabilities and talents
Deputy Director-General, Ministry of Commerce with evolving needs of global business.
09.30 Being a business partner, not a business administrator - Samuel (Sungkook) Hur, VP GPS, APJ, HP
Supporting your businesses development with increasing
strategic value 14.20 Rolling out HRIS deployment and re-engineering your HR
process to support SSC expansion
Jimmy Lui, VP, Finance & Corporate Services Greater China, BASF • Enabling the HRIS Journey in DHL
• Yesterday to today
10.00 PANEL DISCUSSION: Operating a Shared Services in an • How do we leverage on the HRIS platform to increase HR
emerging market - Opportunities, challenges and what’s different efficiencies and effectiveness
• Is cost the No. 1 priority for a new Shared Services operation? • Measuring the effectiveness
• Captive, offshoring, outsourcing: Which way to go? • What are the next steps?
• Examining the competitive advantage (or disadvantage) of Shared Services? • Process Standardisation exercise
• Managing staff attrition: Exploring best practices in the region • E-enabling more services
• What’s your geo footprint: Analyzing phenomena of “China-to-China & • Producing the Service Delivery Model
China-to-Region & China-to-Globe”
• Comparing China with other emerging outsourcing/offshoring Theressa Lim, Director, HR Systems and Processes, Asia Pacific, Eastern
destinations in Asia: India, Philippines, Malaysia Europe, Middle East and Africa, DHL (Singapore)
Moderator: 15.00 Afternoon coffee & networking break
Webster Shao, Managing Director, Maersk Global Shared
Services China 15.20 Improving productivity and driving operational excellence
Panelists: By assessing your processes, service quality and workforce, you can
Mike Lin, Vice President of APAC Shared Services, UPS (Singapore) identify unnecessary activities and streamline your organisation further:
Samuel (Sungkook) Hur, VP GPS, APJ, HP • Identifying and eliminating excessive activities
Renee Wang, Regional Finance Director Asia, TRW • Producing accurate operational scorecards and KPIs to drive superior
Ajay Kunde, Operations Director (APAC) - HRS Global Operations, HR business and operational performance
Services, Honeywell (India) • Documenting the process, measuring the performance and revising
measures
10.30 Morning coffee & networking break
16.00 Building effective governance model for outsourcing
11.00 Stepping away from the silo: A multi-function Shared management
Services management approaches YeQing Zhu
• Recognising the steps to take when introducing new services Director, Global IT Outsourcing & Vendor Management
• Gaining examples of service offerings and how to define them GE Capital
• Calculating the value of what they will deliver
• Preparing the organisation at large for change 16.40 Advancing your finance delivery process: Microsoft‘s
• Outlining what expertise these new services will bring to the organisation finance evolution journey to rapid outsourcing & scope
and how will this develop over time (Winner of “Asian SSON Awards - Best BPO practice)
Robert Ash • Developing consolidated finance outsourcing strategy
Delivery Director, Shared Business Services, Asia Pacific / Japan, MSD • Deploying a framework for governance based on engagement
deliverables and long-term strategy
11.30 Re-engineer Shared Services platform to accelerate • Addressing key milestones along the journey of outsourcing
globalization of your company • Evolving approaches to engaging your outsourcing partners
• Managing complexity in a global market place Say Mei Feng, Service Delivery Director - Asia/MEA, Finance Operations,
• Balancing global standardization with local market requirements Microsoft (Singapore)
• Balancing cost savings with long term value and strategic alignment
Jim Schacht, Executive Director, Global Business Service 17.20 Avoiding costly mistakes and controlling risks: Evaluating
Cummins (USA) your Shared Service function and ensuring success step-by-step
• Setting up the objectives of Shared Services Centre - A ZTE model
12.00 Moving up the value chain to unlock untapped business value • Operating on an effective governance model to ensure comprehensive
Along with the evolution of your SSC, what’s your next step after post- evaluation on all aspects of Shared Services operations
stabilisation and integration, or what’s next level after scale-up and operation • The fundamental of Shared Services sustainability - Talent management
excellence? As leaders, it is a must to embed “innovation” spirit into your • The key to long-term development - Re-engineering infrastructure and
strategy formalisation to drive your centre adding business value to companies. information system of Shared Services Centre
Learn from the expert who has gone to bat with an innovative way to go Chen Hu, VP Finance, ZTE Corporation
beyond the norm and enhance the delivery of their centres.
• Innovation at: 17.50 Chairman’s close
• Customer engagement • Operation excellence
• Talent management 18.00 End of Conference
• Value creation at:
Tel: +65 6722 9388 Fax: +65 6720 3804 Email: enquiry@iqpc.com.sg Web: www.ssochina.com
9. LEARNING LABS DAY
Thursday, 21 April 2011
08.30 -11.30 (including networking break) 15.00 - 18.00 (including networking break)
Learning Lab A: Change Management and Transformation Learning Lab C: HR Transformation
Dealing with a Mega Change: Global ERP roll-out, Part One: From inception to realisation - Expanding
M&A and Shared Services and transforming your shared services & outsourcing
This session will share approaches in dealing with a global ERP and Shared Services into HR (Seagate’s global HR SSC structure & payroll
roll-out bolted on by a mega acquisition integration effort.
transformation)
Key points of story:
• Time of Shared Services launch and strategic rationale, conditions at time of launch This session will share experiences in dealing with global HR Shared Service and HR
(e.g., primary sponsor, primary business objective etc.) Outsourcing.
• Initial scope (services, region) at launch Key points of story:
• Organisational alignment when launched • How does HR Shared Service mode deliver fast, better and more HR services to
Impact on Shared Services of a mega-merger on top of a global ERP internal customers (Employees, Line Managers & Management)
roll-out effort and challenges posed • Outsource or Not Outsource – What to outsource and what can we gain from
• Implications on Shared Services of a global ERP roll-out effort outsource in terms of HR Services
• Summary of challenges this posed for the Shared Services organisation - Essentially Continued challenges
the need for aggressive Shared Services roll-out to drive accelerated value capture, • Open discussion
enable change management and capture “quick wins” while continuing to be in
lock-step with ERP roll-out to ensure sustainability of benefits and “quality” of end- Seagate Share Service Central
state Shared Services organisation • Regional Centres
• Back-end Infrastructure Team
Approach to addressing joint ERP roll-out + acquisition integration
challenges Wang Xingang
• Guiding principles for the new roll-out plan and how it specifically addressed the Global HR SSO Director
core challenge laid out above Seagate Technologies
• Key aspirations of the revised roll-out plan (i.e., number of countries, services in how
much time) Seagate SSC Profile:
• Key achievements to-date of the plan (i.e., which countries, regions, services have Seagate HR Shared Services Center was established in 2005 and has since then
gone live, savings realised to-date etc.) underwent several stages of development. It currently includes 2 regional HR
Call & Transactional Centres (located in Asia and US respectively) and a back-end
infrastructure team, providing HR transactional services and call centre services as well
Tham Yuet Ling
as developing and supporting HR online self services to all Seagate sites globally.
Director, Shared Business Services,
Asia Pacific / Japan, MSD
Merck SSC Profile: Part Two: Navigating the path towards HR Shared
Shared Business Services (SBS) at Merck is a family of global, multifunctional services Services Excellence: People, Efficiency, Quality and
focused on the total service experience. The Regional Hub for SBS in Asia Pacific/Japan
is based in Singapore with branches in China and Japan. The centers were established Cost
in 2008 and have grown over the years by adding new service offerings. Services
The Learning Lab has been designed to discuss the points which are essential to know
offered by the SBS centers in the region include Procure to Pay, Order to Cash, Record
for any SC from panning stage to expansion stage to be able to support the strategic
to Report, Master Data Management, HR Shared Services, Integrated Helpdesk, Travel, business planning for the organisation. It helps you to benchmark your HR Shared
Meeting & Card, Employee Expense Management (T&E). All functional areas of the Services to achieve higher performance and drive towards Operational Excellence.
organization work together to deliver business-focused solutions for the Asia Pacific/
Japan markets. • Building strong staff resources and deploying integrated talent management
solutions
• Applying the right measures and driving the process forward
11.45-14.45 (including networking lunch) • Benchmarking internally and with external services providers
Learning Lab B: Finance Transformation • Solution-driven culture in your Shared Services Centre: Engaging your customers
better with high-quality service delivery
Your process ownership: Driving well defined end-to-
end process integration and demonstrating the value
• SSC & local units’ roles and responsibilities in purchase-to-pay (AP) and customer-
About SSON
to-cash (AR) processes SSON provides research, training and networking for over 4,500
• Improving productivity in AP and AR shared services executive members from over 50 countries
• Measuring and demonstrating value creation in AP and AR around the world. Whether you need resources to write a
report, facts to benchmark performance against or simply want
Vincent Lim to meet some of your peers at the same stage of development,
Head of Shared Services China we can support you. Sign up today, for USD $149.99 and receive
ABB benefits that will help you take your implementation to the
next level.
ABB SSC Profile:
ABB Shared Accounting Services Center was established in 2001 and has since then Website: www.ssonetwork.com
underwent several stages of development. In 2009, the center successfully completed Email: info@ssonetwork.com
the consolidation of 27 companies accounting work in China. There are now 126
employees in the center providing accounts payable, accounts receivable, travel & www.ssonetwork.com/linkedin/apac
expense, fixed assets, general ledger and reporting services to ABB companies and
branch offices in China. @ssonetwork
www.ssonetwork.com/facebook
Tel: +65 6722 9388 Fax: +65 6720 3804 Email: enquiry@iqpc.com.sg Web: www.ssochina.com
