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