SHARED SERVICES, OUTSOURCING & OFFSHORING ... - IQPC.com

2ND ANNUAL
SHARED SERVICES,
OUTSOURCING
& OFFSHORING
SUMMIT JAPAN
第 2 回 年 次 シェアードサービス、アウトソーシング、
オフショアリング 日 本 サミット
Main Conference Dates:
19-20 July 2012
Focus Day:
18 July 2012
Venue:
The Westin Tokyo,
Japan
www.ssojapan.com
Adopting Shared Services as a strategic platform for improved cost control,
enhanced governance and accelerated international growth
Cutting Edge Strategy from Global Corporations
Paolo Tombesi
Managing Director and Chief
Financial Officer
Novartis Holding Japan
Andrew Brough
Senior VP & Director Finance
and Information Technology
McDonald’s Japan
Sirsij Peshin
CIO
Pfizer Japan
Hisashi Sato
Country CFO
ABB Japan
Keisuke Hioki
Senior Manager, CFO Services
Deloitte Tohmatsu Japan
Michal Gryglewski
Managing Director
Sony Pictures Global
Business Services
Kenji Hamada
Lead partner, Human Capital
Deloitte Consulting Japan
Patrick J. Misciagna
Director, Japan Technology
Infrastructure
Citigroup Services Japan
Peter Furutsuk
Head of Finance, Agilent
Technologies Japan
Radi Anguelova
HR Director AP Group
The Coca-Cola Company
Anirvan Sen
Global OBO Project and
Strategy Leader Global
Business Services
GE Corporate
Toshihiko (TJ) Sakitani
Manager, Japan Process
Team, Global Finance
Services Asia Pacific
Johnson & Johnson
Sanjay Gattani
General Manager
Finance & Accounting
Tata NYK Shipping
(Singapore)
Executive Insights from
Leading Japanese Brands:
Satoru Katahira
President, ORIX Call
Centre Corporation &
Executive Officer
ORIX Corporation
Yukio Yoloyama
CFO
Nissin Foods Holdings
Janie Lunday
Director HR Shared
Services, NEC
Corporation of America
Market Outlook Revealed
by Academic Authority:
Noboru Hatakeyama
CEO
Japan Economic
Foundation
Sponsors:
WHAT’S NEW FOR 2012!
98% NEW SPEAKERS!
80% END-USERS vs. 20% OUTSOURCING PROVIDERS
FUNCTION-ALIGNED FOCAL POINTS:
• Chief Finance Officer Spotlight
• Chief Information Officer Spotlight
• Chief Human Resources Officer Spotlight
LIVE SURVEY AND FINDINGS
This is a specifically designed real-time, on-site survey that will uncover what are the real challenges
facing the audience and give you insights into what opportunities are available to grow your business.
Researched & Developed By:
2011 First Annual
Post-show Report
is available to download at www.ssojapan.com
This is a dual language conference. Simultaneous translation is available onsite

Welcome to 2nd Annual Offshoring, Outsourcing and Shared Services Summit JAPAN!
Statistics shows roughly 80% of companies listed in Tokyo Stock Exchange have
implemented or plan to set up Shared Services initiatives in the next 12 - 24 months.
(Source: 2007 , ABeam Consulting)
While China has created a storm over India to become the No. 1 offshore service delivery location to Japan, there is also activity from
rising stars such as Malaysia, Thailand and Vietnam through the promise of competitive advantages due to lower cost. Of course, onshore
locations in Japan cannot be ignored where the Northern Island of Hokkaido and Southern Island of Okinawa have become home to
large BPO operations and voice-based support services.
We all agree that Japanese market is no stranger to the world of shared services & outsourcing (SSO) and this has been thoroughly
discussed at SSON’s inaugural conference in Tokyo last November, where over 100 Japanese industry pioneers gathered to explore
trends in shared services, offshoring and outsourcing.
The first annual conference left us with more questions on how strategies such as SSO could be adapted to the uniqueness of the
Japanese market. Now that these companies are dealing with:
• A shrinking domestic market in Japan
• An increasing appetite to grow their overseas presence and compete on a global scale
Using these business strategies successfully has become increasingly important.
What does 2012 hold for Corporations in Japan?
æ
Market Indicator 1 – Cost Visibility and Control
The continued slowdown of the domestic economy in Japan
has put great pressure on companies to be even smarter about
cost reduction strategy. Shared Services & Outsourcing
strategies have been viewed as a channel to create a platform
for cost efficient growth, improved cost visibility and improved
metrics of back-office operations.
Case Study: When the CFO of ABB Japan presented last year,
details on their country-focused Shared Accounting Services,
they achieved more than 80% cost reduction. Yet, this worldclass
model is still optimising!
æ Market Indicator 2 – Globalisation
Shrinking domestic demand and increasing purchasing power
from the rest of the word has created new opportunities for
Japanese companies to expand their overseas footprint.
Adopting a Global Business Services model or capitalising on
global BPO partner’s expertise has become well-proven strategy
to support global growth.
Case Study: Nissan, who had a previous F&A and procurement
BPO relationship with Genpact, has expanded their relationship
to include HR services to 54,000 employees in more than 20
offices in Japan and other parts of Asia. It is a further stepup
for Nissan to operate at a true global scale with Genpact
as its global services partner.
æ Market Indicator 3 – Enterprise-Wide Transformation
The changing business landscape is propelling the need for
more outsourcing and offshoring in Japan. The ability for
Japanese businesses to be flexible and agile in their expansion
strategies has become imperative. It is time to embark on the
new way of operating your business.
Case Study: When people are focused on none-core work,
when best resources diverted from old traditional operating
processes, Manulife Japan kicked off their back office
administration outsourcing. It’s transformational, it’s agilitycentric,
and it’s sustainable.
Japan is embracing new models of offshoring, outsourcing and shared services and the momentum is only getting stronger. As the
biggest and most in-depth event of its nature in Japan, we welcome you to be part of this gathering of shared services & outsourcing
professionals!
Sarah Ye
Asian Program Director, SSON (Shared Services and Outsourcing Network)
SSC and Outsourcing has been evolving into a major platform for Japanese
firms to win global competition and further enhance their business growth. In order
to be successful, the objective of implementation should be clearly identified and
delivery model should be suitable for achieving it. In other words, it is necessary to
make sure that the implementation itself does not become the objective.
Media Partners:
As a consequence, it is significant to ensure that top executives get involved and
engage in leadership roles, and that various types of change management, such as
communication with stakeholders and trainings, is steadily executed.
Koji Miwa
Partner at Deloitte Tohmatsu and
Chairman of
SSON JAPAN 2012
This is a dual language conference. Simultaneous translation is available onsite

CONFERENCE DAY ONE
Thursday, 19th July 2012
08.30 Coffee & registration
08.45 Chairman’s opening address
Koji Miwa,
Partner,
Deloitte Tohmatsu Japan
PRE-CONFERENCE
FOCUS DAY
Wednesday, 18 July 2012
THINK & DO
SSON’s THINK & DO workshops are unique opportunities to
spend valuable time with industry experts. These interactive
sessions are extended to ensure that you will get to the heart
of the conference’s most critical issues and uncover practical
solutions you can apply in your own company. Please note there
is no simultaneous translation on this day.
13.30 – 15.00 THINK SESSION
Building up a business case of Shared Services: System
integration, delivery model, and process transformation
• What to know before you start: How to pre-plan for strategy
design and process migration
• Key considerations for first-stage migration & risk assessment
• Right technology support
• Developing metrics and governance structure
• Realistic performance expectations, in the first three years of
implementation
Anirvan Sen
Global OBO Project and Strategy Leader Global
Business Services
GE Corporate
15.30 – 17.30 DO SESSION
Launching your offshoring operations in China and driving
continuous efficiency: Real lessons learned from Johnson &
Johnson Global Finance Service Centre in Suzhou, China
The first step is the hardest to take, especially when you are
venturing into a different market. The difficulty of migrating
processes from Japan into the Shared Services Centre has been
reportedly the toughest due to various factors. Beyond that,
the period of post-stabilisation has also faced challenges as
operations are new, including the new people, processes and
technologies which have been put in place. By understanding
what challenges can be anticipated —and what actions can be
taken to minimise them—organisations can reduce the problems
that the inevitable stabilisation period can bring, to enable
the Shared Service Centre to more quickly deliver consistent,
predictable outcomes that are associated with high performance.
• Understanding your shared services strategy and structure
• Developing transformation roadmap
• Highlighting key successful factors: Roadmap, system and
people
• Sharing hard lessons learned
Toshihiko (TJ) Sakitani
Manager, Japan Process Team, Global Finance
Services Asia Pacific
Johnson & Johnson
09.00 Market Outlook
Onshore, nearshore and offshore: The state of the Japan
BPO market in current economic climate
Smart outsourcing services providers are tailoring their skill set to
meet the unique demands from Japan. Costs from China and
India are expecting to increase at least 10% on a yearly basis
which leaves all of us asking the question: How long can
cost-arbitrage survive? North Japan and South Japan are
newly rising nearshore stars which enjoy no currency fluctuation
when compared to offshore markets, but is this option really
sustainable?
• Revealing the impact of Yen appreciation on outsourcing
market in Japan
• What statistics say about Japan’s appetite for outsourcing
• Anticipating the future based on the “now”
Noboru Hatakeyama,
CEO,
Japan Economic Foundation
09.30 SPEED NETWORKING – Ice Breaker Session
Break the ice through this networking opportunity. In this fun
and informal setting, you will quickly get to know your fellow
delegates as well as learn about their company backgrounds.
Form new relationships and explore new opportunities with
other members of the shared services and outsourcing community.
09.50 LIVE SURVEY
Want to find out what model that the person sitting next to
you is using? Or simply benchmark your processes with the others
in the room? Use the next 10 minutes to fill in a specifically
designed survey. Findings will be shared with the audience
during Day Two.
10.00 A First-Ever Study of Vertical Industry-Specific Strategies
in Shared Services & Outsourcing
Everest Group and SSON launched a recent global survey to
understand the current and emerging state of global services
by industry and geography. This marked the first-ever study of
industry-specific strategies in shared services and outsourcing.
Covering more than 10 different industries, the study, titled
“Vertical Industry Strategies in Shared Services and
Outsourcing”, analysed traditional SG&A functions and industryspecific
functions across the value chain to understand how
companies are approaching the increased benefits derived
from their global services initiatives. The study was intended to
provide a unique understanding of each function in each
industry, the role, structure and involvement level of the
shared services group and the levers (for example, analytics,
process re-engineering, technology enhancements) being
pursued to capture the next state of value for each function.
10.20 Formulating sourcing strategy with correct mix of structure,
people, process and technology
Whether or not you are beginner at this arena, we are all at
a crossroads. The ever-changing economic environment,
increasing expectation from stakeholders, unanticipated natural
disasters, evolving sourcing drivers, more sophisticated sourcing
strategies and other associated issues has impelled all of us to
move quickly. Though there is no EXACT formula for you to
This is a dual language conference. Simultaneous translation is available onsite

CONFERENCE DAY ONE
Thursday, 19th July 2012
2ND ANNUAL
SHARED SERVICES,
OUTSOURCING
& OFFSHORING
SUMMIT JAPAN
第 2 回 年 次 シェアードサービス、アウトソーシング、
オフショアリング 日 本 サミット
deploy a sourcing strategy, there are a few key guidelines:
• Top tips to identify what you want from shared services or
BPO implementation
• Key areas of introspection before you start to transform
• Road mapping process migration
• Governance structure is key!
• Technology-enabled transformation: ERP integration
10.50 Morning coffee & networking break
Chief Finance Officer Spotlight
11.30 Strengthening your business presence: What does
Shared Services & Outsourcing mean to CFOs in Japan?
There is growing recognition that business revenue out of
Japanese domestic market has been decreasing for the past
few years. Today, Japanese companies are pursuing growth
from overseas markets to enhance their market share and
increase profits. How are CFOs shifting the focus to help
organisations stay competitive in domestic market and
enhance growth globally?
• Cut down SG&A cost for domestic market
• Better governance, better capital management and better
investment for overseas business growth
So, what does Shared Services & BPO mean to a CFO?
Moderator:
Keisuke Hioki, Senior Manager, CFO Services,
Deloitte Tohmatsu Japan
Panelists:
Andrew Brough, Senior VP & Director Finance and
Information Technology, McDonald’s Japan
Paolo Tombesi, Managing Director and Chief Financial
Officer, Novartis Holding Japan
Yukio Yoloyama, CFO,
Nissin Foods Holdings
12.10 Improving accounting process excellence and
re-engineering within a FSSO (Finance Shared Services
Operations) structure
• Revisiting your Accounting SSC scope: Where to add and
reduce?
• Re-engineering end-to-end processes in FA function to
ensure stronger capacity management
• Reaping the benefits of offshoring operations to reduce cost
further
• Metrics, Benchmarking & Trends in measuring AP (accounts
payable) and FSS (finance shared services)
12. 50 Networking Lunch
Hisashi Sato,
Country CFO, ABB (Japan)
13.50 The journey towards globalisation: Integrating SS &
BPO into your broader service delivery model – Global
Business Services
Top performing organisations typically have 63% of all finance
activity and 54% of all procurement activity sitting inside a
global business services organisation. The Global Business
Services model has changed the way world’s top performers
operate their business. This session will outline the roadmap to
a robust global business model
• The journey from local to region to global
• Enhanced governance structured with excellent process
simplification & standardisation
• Consolidation & integration during M&A
• Benchmarking: GBS model for Japanese firms
Michal Gryglewski, Managing Director,
Sony Pictures Global Business Services
14.30 Creating synergy with your offshoring partners and
driving continuous value creation
Outsourcing relationship is like a marriage – usually happy but
sometimes not. Research shows that companies that have
managed to drive substantial value, over and above what was
contemplated in the original business cases adopt a radically
different approach to outsourcing and their relationship
with their BPO service providers has fundamental differences.
These organisations view their outsourced operations as part of
their overall service supply chain; the contract is merely a
framework that guides the flow of their relationship.
• The challenges of creating, maintaining and sustaining
outsourcing relationships
• Characteristics of sustainable outsourcing relationships
• How can organisations set up sustainable partnership with
outsourcing service providers to drive value over the life of
the contractor?
Sponsorship opportunity is available. Email to
sarah.ye@ssonetwork.com for more info
15.10 Afternoon coffee & networking break
15.30 Reaping the benefits of optimised back-office delivery
models to be harmonised with your international market
growth
• Understanding your expansion strategy overseas and core
business sectors
• Planning the back-office delivery model option for your office
and evaluating the benefits at the top
• Data management and system integration
• Growth and control go hand-in-hand
Anirvan Sen, Global OBO Project and Strategy Leader
Global Business Services, GE Corporate
16.10 Launching your offshored centre – Looking into the risks
and opportunities at each phase
China? India? The Philippines? Malaysia? Vietnam? Or it’s
actually Japan? Over the years, these countries have been slowly
winning credibility in offering BPO services. However, savvy
leaders are still being hampered by which location can bring
significant cost savings, the availability of talent with Japanese
language skills, economic benefits and which location has the
right critical infrastructure to support the Japanese HQ. Go
ahead and assess why you should be:
• Capitalising on “policy arbitrage” for your offshoring centre –
Gaining insights on government policy
• Assessing business & social environment either mid-term or
long-term
• Conducting due-diligence on site selection
• Highlighting key timeline of launching an offshore centre
16.50 Chairman’s close
17.00 End of day one
Toshihiko (TJ) Sakitani,
Manager, Japan Process Team, Global Finance Services
Asia Pacific, Johnson & Johnson
This is a dual language conference. Simultaneous translation is available onsite

CONFERENCE DAY TWO
Friday, 20 July 2012
2ND ANNUAL
SHARED SERVICES,
OUTSOURCING
& OFFSHORING
SUMMIT JAPAN
第 2 回 年 次 シェアードサービス、アウトソーシング、
オフショアリング 日 本 サミット
08.15 Coffee & registration
08.45 Chairman’s welcome back speech
Chief Human Resource Officer Spotlight
09.00 Global Business driven HR Transformation for Japanese
companies - The Journey continues
Many Japanese companies have implemented internal and
domestic HR shared services organization, driven by the necessity
to meet various Japan specific customization including legal
and regulatory requirements. However, today, it is a different
story. The leading Japanese companies are transforming their
domestic HR service delivery model to a global model by:
• Improving the efficiency and effectiveness of HR service delivery,
• Integrating localized HR systems,
• Shifting to employees/managers self-service
• Making HR data reliable and real-time.
This global HR transformation journey consists of:
• Deploying new HR service delivery model in Japan
• Building the right HR infrastructure for a successful business
globalization
• Understanding KSFs and lessons learned for Japanese
companies to implement global model using case studies
Kenji Hamada,
Lead partner, Human Capital, Deloitte Consulting Japan
09.40 Re-writing the agenda for HR Directors - Top questions to be
answered for a successful HR transformation programme
Today, CHROs are facing challenges and pressures unlike any we
have seen for decades – delivering value with fewer resources and
lower investments while maintaining positive corporate culture
in the face of downsizing, as well as attracting and retaining
the right talent in the right positions and delivering high-quality
service at lower costs. HR Shared Services is a critical component
of the solution required to address an organisation’s needs.
Radi Anguelova,
HR Director AP Group, The Coca-Cola Company
Janie Lunday, Director HR Shared Services,
NEC Corporation of America
10.30 Growth in change management: Defining, implementing
and globalising HR Service delivery
Radi Anguelova,
HR Director AP Group, The Coca-Cola Company
11.10 Morning coffee & networking break
Chief Information Officer Spotlight
11.30 Sizing up the outsourcing portfolio: Building sustainable
strategies for your offshoring operations based on new
value propositions
With the emergence of multi-function providers and increased
quality offered by service providers, companies can now
depend on one partner to provide all their requirements. But
organisations continue to seek a strategic partner who has
domain expertise in the industry and can provide technologyenabled
transformation, best in class platforms or an established
global footprint. Let this session take you on a journey to be
inspired on how to seize both cost advantage and value
advantage from your BPO partners.
Sirsij Peshin,
CIO, Pfizer Japan
12.10 CIO Dialogue on IT outsourcing in Japan: What does a
CIO in Japan wants from their outsourcing partner?
Facing the fast-growing emerging technology, CIOs have to be
as “mobile”, as “cloud”, as “digital”, as “data”, and as “social
media” as possible. So where are Japanese CIOs spending their
money? What is the spending trend of IT services? What is the
new focus of in-house IT workforce? Where do IT outsourcing
partners sit in CIOs’ new agenda? This session will give insights
into all those questions:
• The CIOs role in guiding business strategy and enablement
in Japan
• Offshoring Outsourcing: Can China Steal India’s Thunder?
12.50 Networking lunch
13.40 Survey Findings
Hear the results from the survey you did yesterday and explore the
best solution with advice from both the speakers and the audience.
14.00 Defining critical aspects of business process change and
business process reengineering
A successful move to a Shared Service Centre or BPO model
requires a carefully planned and managed transition. Within
that transition, the re-engineering of business processes to be
more streamlined and standardised is the most critical pretransition
and post-transition activities. However, instead of
talking about “how to road map processes”, the session will
give you a check-list, highlighting the critical factors of successful
business processes transformation.
Sanjay Gattani, General Manager,
Finance & Accounting, Tata NYK Shipping
14.40 Shifting into a new way of operating your business and
overcoming the challenges of workforce restructuring
You are right: Shared Services approaches are challenging the
fundamental operating models of your back-office delivery.
What could happen if your back-office strategies leverage
processing similarities across product lines to create one shared
process engine? World-class organisations are driving their
business operations to be process-centric based on Shard
Services (In-house or outsourced) platforms:
• Reengineering work processes into straight-through process
flows
• Managing workforce restructuring under this new business
environment
• Improving process governance and transparency
Peter Furutsuki,
Head of Finance, Agilent Technologies Japan
15.20 Afternoon coffee & networking break
15.40 Revealing the link to driving productivity of your Shared
Services or BPO operations: When it does not perform like
shared services should…
Shared Services has become a powerful value creator for
organisations to reduce cost, enhance governance & achieve
standardisation. However, not every implementation is a success.
So, what characterises a poor implementation, and what are the
signs that one should look out for in a failing shared services
operation? In Japan, the high operating cost has often given
SSC leaders difficulties in justifying its expected business value.
Learn your actionable tips in the following session and discover
the top success enablers of a high performing Shared Service
Centre in Japan.
16.20 Chairman’s close
16.30 End of Conference
Satoru Katahira, President, ORIX Call Centre
Corporation & Executive Officer, ORIX Corporation
This is a dual language conference. Simultaneous translation is available onsite

2ND ANNUAL
SHARED SERVICES,
OUTSOURCING
& OFFSHORING
SUMMIT JAPAN
第 2 回 年 次 シェアードサービス、アウトソーシング、
オフショアリング 日 本 サミット
Main Conference Dates:
19 - 20 July 2012
Focus Day:
Wednesday, 18 July 2012
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