Maricarmen Fedalto Centro de Servicios Compartidos GERENTE GENERAL

(1)

1 Maricarmen Fedalto

Centro de Servicios Compartidos

GERENTE GENERAL

(2)

2 Somos un grupo de

peruanos con una clara

visión: hacer negocios, crear

oportunidades, innovar junto

al país y ser líderes en la

(3)

3 Somos un conjunto de

empresas líderes cuyo

compromiso es brindar

servicios y productos de

calidad a mercados locales y

extranjeros. Sobre la base de

la optimización, esfuerzo, la

transparencia y la unión, nos

proponemos crecer y superar

nuestras metas para la

satisfacción de nuestros

públicos interesados.

(4)

4 Nuestras empresas

están comprometidas

con la calidad de los

productos y servicios

que brindan, superan

los estándares

internacionales para

competir en cualquier

mercado y lideran los

negocios en los que

participan.

(5)

(6)

Un Centro de Servicios Compartidos (CSC) es una organización cuya misión es

brindar los servicios de soporte principalmente “clientes” internos…..

UNIDAD “A”

UNIDAD “B”

_{UNIDAD “C”}

PROCESOS CORE

Finanzas

Recursos Humanos

Tecnología / Información

Administración

Compras / Contrataciones

Procesos de Soporte

Finanzas

Recursos Humanos

Tecnología / Información

Administración

Compras / Contrataciones

Procesos de Soporte

Finanzas

Recursos Humanos

Tecnología/Información

Administración

Compras / Contrataciones

Procesos de Soporte

Finanzas

Recursos Humanos

Tecnología de Información

Administración

Compras / Contrataciones

CENTRO DE SERVICIOS COMPARTIDOS

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- 7 - 20 0 9 G lo b a l S h a re d S e rv ic e s S u rv e y F in a l C o p y f o r P a rt ic ip a n ts .p p t

Geography

ENCUESTA REALIZADA A 702 EMPRESAS DE SERVICIOS COMPARTIDOS

Donde estan Localizados sus Centros de Servicios Compartidos?

Australia Singapore India Malaysia Thailand Japan China Korea Argentina Chile Brazil Mexico United States Canada United Kingdom Spain France Switzerland Norway _Sweden Ireland Italy Portugal Belgium Czech Republic Germany Romania (2) Poland Costa Rica Colombia Australia (57) Singapore (10) India (52) Malaysia (14) Thailand (4) Japan (1) China (23) Korea (1) Argentina (21) Chile (3) Brazil (14) Mexico (32) United States (158) Canada (17) United Kingdom (41) Spain (17) France (9) Switzerland (1) Denmark (12) Russia (4) Norway (1)_{Sweden (15)} Ireland (11) Italy (3) Portugal (5) Netherlands (20) Belgium (10) Czech Republic (12) Germany (20) Hungary (7) New Zealand (2) Poland (21) Costa Rica (15) Colombia (19) South Africa (5) Philippines (12) United Arab Emirates (2) Saudi Arabia (4) Egypt (3) Peru (5) Slovakia (4)

(8)

Scope

:

Que procesos maneja su Centro de Servicios Compartidos o un Outsourcing?

41% 43% 45% 41% 72% 3% 5% 7% 8% 11% 3% 4% 2% 7% 9% Procurement HR Other IT Finance Onshore Offshore Both

(9)

Scope 13% 12% 14% 14% 20% 26% 21% 28% 27% 1% 2% 4% 2% 6% 1% 8% 1% 1% 1% 2% 1% 2% Production planning R&D Marketing Engineering Order entry Fleet management Claims processing Facility management Customer support/call center

Onshore Offshore Both

61%

225%

163%

87%

155%

100%

240%

300%

160%

= % increase over 2007

(10)

Beneficios Esperados

• Mejores Niveles de servicio

• Eficiencia en la utilización de los recursos

• Mejores controles

• Rápida integración de nuevos negocios

• Evitar costos futuros

• Retención del talento y mayor satisfacción en el trabajo

• Lograr un mayor control estratégico de los negocios:

– Participar en las principales decisiones de las compañías

– Lograr unos valores comunes en toda la organización

– Compartir un conjunto de habilidades básicas estandarizadas

– Maximizar la utilización de la tecnología instalada

(11)

• El CSC brinde beneficios prácticos, ser más competitivos en el mercado.

• Transparencia en los costos del CSC.

• Fortalecer los vínculos entre las empresas, mejorando el beneficio

corporativo.

• Medición clara y precisa de los niveles de servicio y costos iniciales del

CSC.

• Recibir mejoras en la calidad del servicio y de manera oportuna.

• El CSC cumpla con el nivel de servicio ofrecido.

• Reducción de los costos.

• Considerar que la definición de SLAs es crítica para la satisfacción del

cliente.

• Lograr eficientemente la transición entre uno y otro proveedor de servicio.

• Incluir en el CSC las actividades que actualmente son una debilidad para

el negocio para que se vuelvan una fortaleza.

• Aprovechar las mejores prácticas de las empresas.

• Realizar una evaluación y revisión del traslado de los costos del CSC a las

empresas

(12)

Drivers de Valor

Gastos administrativos

**y de ventas (*)**

Compras y

contrataciones

Administración de

recursos financieros

Potencial de ahorro

10% y 20%

5% y 10%

1%

Complejidad en la

implementación

Impacto en los beneficios

totales

Tiempo de realización de

beneficios

Mediano plazo (Entre

12 meses y 18 meses)

Corto plazo

(Entre 6 y 12 meses)

Corto plazo

(Entre 6 y 12 meses)

(*) costos directos e indirectos de personal que participa en los procesos en alcance de servicios compartidos

Ahorros para actualizar en el caso

de negocio

Otros ahorros a estimar en caso de

(13)

(14)

14

(15)

(16)

Scope 29% 27% 24% 33% 33% 36% 35% 36% 43% 39% 53% 48% 52% 50% 58% 60% 58% 55% 59% 54% 2% 3% 5% 2% 2% 3% 5% 7% 3% 8% 6% 7% 6% 8% 6% 9% 13% 12% 10% 16% 3% 4% 7% 1% 3% 6% 7% 6% 4% 10% 2% 7% 5% 6% 5% 4% 4% 10% 9% 12% Financial planning Forecasting International tax reporting Federal & state tax planning Budgeting Sales & use tax reporting Treasury External reporting Cost accounting Reporting and analysis Credit management Billing Cash management Payroll Collections Cash application Fixed assets Travel & expense General accounting Accounts payable

Onshore Of f shore Both

Which financial processes did your organization perform in its SSCs?

Financial Processes

Transactional processes were the top

processes denoted as in shared services

The largest shift from the 2007 was an

increase in cash management from 12

th

_{to 8}

th

in rank

The top financial processes that are

outsourced are Payroll (15%), Accounts

Payable (9%), and Travel & Expense (8%)

82% 78% 77% 75% 73% 69% 64% 63% 62% 61% 57% 50% 45% 47% 49% 38% 36% 36% 34% 34%

(17)

Scope 22% 21% 24% 26% 23% 24% 25% 27% 24% 30% 25% 28% 30% 31% 30% 32% 28% 30% 34% 33% 33% 27% 39% 1% 2% 2% 2% 2% 2% 2% 4% 1% 2% 3% 2% 2% 5% 3% 7% 5% 3% 3% 4% 12% 4% 2% 2% 1% 3% 2% 2% 2% 2% 1% 5% 3% 3% 3% 1% 2% 2% 4% 2% 4% 4% 2% 5%

Succession planning administration Measure and evaluate learning Def ine organization learning needs Content development Employee relations and communications Organization and position management Skills & competency administration Select and manage candidates Learning delivery Source & screen candidates Workf orce analytics Perf ormance management administration Hire and induct candidates Workf orce administration Pension administration HRIS maintenance and support Expatriate administration & payroll HR data quality Benef it administration Compensation administration HR reporting Call/service center management Payroll/time administration

Onshore Of f shore Both

Which human resource processes did your organization perform in its SSCs?

The most significant shifts in rank

from 2007 were for HR Reporting

(3

rd

_{in rank, up from 9}

th

_{) and}

Workforce analytics (13

th

_{up from}

20

th

₎

The largest decrease in rank was

Succession planning which moved

from 17

th

_{to 23}

rd

_{in rank}

The top HR processes outsourced

are workforce administration (36%)

and pension administration (18%)

HR Processes

48% 41% 41% 40% 39% 39% 37% 37% 36% 36% 35% 34% 32% 32% 30% 29% 29% 28% 28% 28% 27% 25% 25%

(18)

Scope

Which technology processes did your company perform in its SSCs?

IT Processes

The largest shifts from 2007 were:

integration and messaging services

(up from 14

th

_{to 4}

th

_{) and application}

enhancement and deployment (up

from 16

th

_{to 6}

th

₎

The top outsourced are application

hosting and support (24%),

consolidated service desk (20%),

data center (20%), and storage

management (20%)

29% 31% 34% 25% 33% 28% 34% 33% 31% 35% 37% 33% 35% 34% 32% 32% 35% 36% 35% 35% 35% 6% 5% 3% 10% 4% 8% 6% 6% 6% 6% 4% 5% 8% 8% 8% 6% 7% 7% 7% 7% 9% 4% 4% 4% 7% 6% 7% 5% 6% 8% 5% 5% 8% 4% 5% 7% 10% 6% 5% 6% 7% 6% Data center Storage management Business intelligence/business analytics Consolidated service desk IT customer relationship/account management

Application hosting and support Collaboration and documents management services End user device provisioning and support Enterprise application management Server management Vendor management Data management Enterprise systems monitoring and management Inf rastructure management Network operations and management Application enhancement and deployment Business continuity management Integration and messaging services Service delivery perf ormance measurement Security and controls Internet and web services delivery

Onshore Of f shore Both 50% 49% 48% 48% 48% 48% 47% 47% 47% 46% 46% 46% 45% 45% 45% 43% 43% 42% 41% 40% 39%

(19)

Scope

Which procurement processes did your company perform in its SSCs?

Procurement Processes

The largest shifts from 2007 were

Manage RFIs and RFPs and

Conducting spend analysis , both

moving up 5 spots in rank

Benchmarking and Supplier

innovation programs increased in

their inclusion, however they were

the largest shift down in rank

The most frequent outsourced

procurement processes was

managing purchase orders (5%)

22% 24% 25% 28% 26% 28% 28% 26% 27% 28% 27% 30% 29% 28% 30% 32% 32% 31% 1% 2% 2% 2% 3% 3% 3% 2% 1% 2% 4% 4% 3% 4% 2% 2% 1% 3% 1% 1% 1% 1% 3% 2% 1% 4% 2% 3% 2% 1% 3% 2% 6% Integrated operations Receive goods and services Supplier innovation programs Conduct demand management activities Create commodity strategies Conduct external benchmarking

Assess supply markets Risk management Create requisitions Manage and assess supplier perf ormance Manage RFIs and RFPs Negotiation & contracts Process approvals Price management Create and manage supplier scorecards Conduct spend analysis Create and manage purchase orders Payment Onshore Of f shore Both 39% 38% 36% 35% 34% 34% 33% 33% 32% 32% 32% 31% 31% 29% 29% 28% 25% 25%