Adopt end-to-end processes─

[tasmih1234]

Top-performing SSCs focus on end-to-end process management. According to the survey data, they have a higher prevalence of end-to-end processes for procure-to-pay, order-to-cash, and record-to-report. In addition, the survey data shows that this practice translates to higher non-labor savings among top performers.

Leverage the global process owner role and service level agreements─For global process governance, top performers leverage the global process owner role and service level agreements more than other governance models and with a higher frequency than the comparison group. This may be indicative of a stronger relationship between top performing SSCs and the business.

Deliver some high-value services through more centralized models─While survey participants indicated that the most common services provided by SSCs include high-volume transactional processes such as AP, general accounting, AR, and customer billing, they are increasingly also exploring moving some elements of high-value processes like planning, budgeting, and forecasting into shared services as part of centers of expertise. This trend is expected to continue into the future.

Have dedicated finance employees to handle inquiries and show higher first-contact resolution rates─ Most SSCs have dedicated customer care team(s) that answer questions from employees, vendors, and other stakeholders. These teams are typically regionalized. According to the survey data, first-contact resolution rates have also been increasing over the last four iterations of the survey: from 75% to 80% at the median.

Leverage robotic process automation (RPA) and intelligent automation (IA) ─Top performing SSCs have made great progress in adopting RPA: 21 percent have conducted RPA pilots, while another 25 percent islands mobile numbers list have actually put bots into production (as compared to only 18% of the comparison group). In addition, 42% of top performers (as compared to only 22% of the comparison group) either have already implemented or are conducting pilots for intelligent automation in the SSC.

To learn more about this project and the survey results, visit the following articles:

Financial Shared Services: Leaders to a Lot of Things Right

Financial Shared Services: The Relationship Between Performance and Scope, Governance, and Maturity

Financial Shared Services: Comparing Staffing and Cost Metrics

Financial Shared Services: Leaders are Leveraging Technology and Analytics

Global Trends in Financial Shared Services Locations

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