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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
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