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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
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