Winshuttle 2013 Shared Services Survey Report

2013
Shared Services
Survey Report

1

Copyright Winshuttle 2013

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Executive summary
The 2013 Winshuttle Shared
Outsourcing Network (SSON).

758
395

Services Survey was conducted in conjunction with the Shared Services and

participants started the questionnaire

participants (52%), spanning 58 countries, completed the questionnaire

The completed survey responses are taken into account in the preparation of this report, which:
•
Outlines the different functional business areas represented by Shared Services Centers
•
Compares the workload dedicated to different functional business areas
•
Ranks the general challenges faced by Shared Services Centers
•
Compares the occurrence of data and business process concerns
•
Compares success metrics used and investigates the top priority success indicator
•
Explores the existence and prioritization of task automation
•
Compares technology used to support Shared Services Centers
•
Questions the awareness of technology usage
•
Compares the influence Shared Services Centers have on implementing change

3


Report structure
The findings of the survey are presented in the following structure:

•

Country and Participant Distribution

Page 5

•

Business Functions

Page 8

•

Challenges Faced

Page 16

•

Measuring Success

Page 21

•

Task Automation

Page 25

•

Technology

Page 30

•

Implementing Change

Page 34

5


2013 Shared Services Survey Report

COUNTRY AND PARTICIPANT
DISTRIBUTION

6


Top 30 participant countries by response volume

7


Survey participant job titles
Manager

28.9%

Director

24.1%

Head / Head of

6.6%

Lead

5.6%

Vice President

4.3%

Consultant

4.3%

Specialist

3.8%

Controller

2.5%

Analyst

2.0%

Transformation

1.8%

Partner

1.5%

Chief Financial Officer

1.0%

Senior Vice President

1.0%

Chief Executive Officer

0.5%

Chief Operating Officer

0.5%

Executive Director

0.5%
0%

5%

10%

15%

20%

25%

Chart shows the percentage of survey participants with job
titles that contained the keyword
• E.g. 1.8% of participants contained Transformation in their
job titles
8


30%

35%


BUSINESS FUNCTIONS IN
SHARED SERVICES

9


What percentage of Shared Services Centers are
involved in these business functions?
Sample size: 373
100%
90%

90%
72%

80%

74%

70%
60%
50%

39%

40%
30%
20%
10%
0%
Finance

Human Capital Management / HR

Master Data

The workload analyses for Finance, HR and Master Data business areas
are presented on the following pages

10


Other

Finance Shared Services Centers
Sample size: 337

What is the average daily workload dedicated to each business function?
70%
60%

59%

60%

50%
40%

Average

30%

25%
20%

20%

24%
17%

Median
20%

10%

10%
0%
Finance

HR

Master Data

In addition:
• 8% only process finance-related tasks
• 37% dedicate 75% or more of daily workload to finance-related tasks
• 64% dedicate half or more of daily workload to finance-related tasks
11


Other

Finance Shared Services Centers
Sample size: 337

What is the average daily workload dedicated to each type of data activity?
70%
60%

59%

60%

50%
40%

Average

30%

Median

20%

13%

10%

10%

12%

16%
10%

15%
10%

10%

0%
Transactional data

Master data creation

Master data maintenance

Reporting

In addition:
• 3% only process transactional data
• 12% dedicate 90% or more of daily workload to transactional data
• 8% dedicate half or more of daily workload to master data
12


Other

HR Shared Services Centers
Sample size: 268

60%
50%

48%

50%

40%
30%

30%

23%

20%

18%

20%

Average

26%

10%

10%
0%
Finance

HR

Master Data

In addition:
• 4% only process HR-related tasks
• 9% dedicate 75% or more of daily workload to HR-related tasks
• 19% dedicate half or more of daily workload to HR-related tasks
13


Other

Median

HR Shared Services Centers
Sample size: 268

70%
60%

57%

60%

50%
40%

Average

30%

Median

20%

14%

10%

10%

13%

16%
10%

15%
10%

10%

0%
Transactional data



Reporting

In addition:
• 3% only process transactional data
• 11% dedicate half or more of daily workload to master data
14


Other

Master Data Shared Services Centers
Sample size: 277

60%

54%

55%

50%
40%
30%

26%
20%

20%

Average

24%
19%

18%
10%

10%
0%
Finance

HR

Master Data

In addition:
• None process master data tasks exclusively
• 1% dedicate 75% or more of daily workload to master data tasks
• 7% dedicate half or more of daily workload to master data tasks
15


Other

Median

Master Data Shared Services Centers
Sample size: 277

70%
60%

56%

60%

50%
40%

Average

30%

Median

20%

13%

10%

10%

12%

16%
10%

10%

14%

10%

0%
Transactional data



Reporting

In addition:
• 10% dedicate half or more of daily workload to master data tasks

16


Other


CHALLENGES FACED IN
SHARED SERVICES

17


What is the main challenge faced by Shared Services
Centers?
Expanding the business
offering

Reducing cost per
transaction

4.1

Automating manual tasks
3.1

4.0

4.1
Integrating spreadsheets
that we currently use
5.7

3.9

Reducing process variance

2.5

Reducing communication
and transparency gaps

Improving business
process efficiency

Participants ranked challenges in order of priority for their Shared Services Centers.
Cumulative ranking (lowest number represents highest priority) produced the top 3 challenges:
•
•
•

Improving business process efficiency

18


The effect of request formats
What percentage of Shared Services Centers receive requests in the following formats?
Phone calls

72%

Text in the body of an email

71%

Scanned document (e.g PDF) by email

55%

Excel spreadsheet by email

50%

Electronic interface directly to your systems

44%

Word document by email

39%

Online form feeding an online work list

32%

Other

7%
0%

10%

20%

30%

40%

50%

60%

70%

80%

What percentage of Shared Services Centers using these formats experience the top
3 challenges?
Top 3 challenges
Improving business process efficiency



SSCs receiving phone call requests

31%

22%

7%

SSCs receiving text requests

33%

21%

6%

19


Data challenges and concerns
What percentage of Shared Services Centers have the following data concerns?
66%

Receiving incomplete or incorrect data
Manual rekeying of data into the ERP system

46%

Avoiding duplication of data

44%

Lack of data validation before loading

41%

Corrupt data already in the ERP system

29%

Time taken to perform bulk changes

27%

We are not concerned about data challenges

6%

Other

4%
0%

10%

20%

30%

40%

50%

60%

70%

What percentage of Shared Services Centers have the Top N data concerns?
Top 2 = Receiving incomplete or incorrect data & Manual rekeying of data
into the ERP system

34%
18%

Top 3 = Top 2 & Avoiding duplication of data
Top 4 = Top 3 & Lack of data validation before loading

12%

Top 5 = Top 4 & Corrupt data already in the ERP system

8%

Top 5 = Top 4 & Time taken to perform bulk changes

5%
0%

5%

10%

15%

20


20%

25%

30%

35%

40%

Business process challenges and concerns
What percentage of Shared Services Centers have the following process concerns?
Business rule changes are difficult to implement

49%
26%

Workflow changes would be costly

26%

Workflow changes require technical resources which we don't have
No workflow tools are in use

25%

Workflow processes are limited to ERP users

23%

Business processes are driven by email only

17%

Workflow changes require technical resources which we do have

15%

Other

14%
0%

10%

20%

30%

40%

50%

60%

What percentage of Shared Services Centers have the Top N business process concerns?
13%
5%

Top 4 = Top 3 & No workflow tools are in use

2%

Top 5 = Top 4 & Workflow processes are limited to ERP users

1%

Top 6 = Top 5 & Business processes are driven by email only

1%
0%

Top 2 = Business rule changes are difficult to implement & Workflow
changes would be costly
Top 3 = Top 2 & Workflow changes require technical resources which we
don't have

2%

4%

21


6%

8%

10%

12%

14%


MEASURING SUCCESS IN
SHARED SERVICES

22


Metrics used to measure success
What percentage of Shared Services Centers use the following metrics?
SLA adherence
Customer satisfaction
Processing duration
Productivity per employee
Cost per transaction
Productivity per process
Cost per employee
Rejection rates
Revenue per employee
Other

73%
72%
58%
51%
46%
43%
40%
39%
13%
9%
0%

10%

20%

30%

40%

50%

60%

70%

80%

What percentage of Shared Services Centers use the top N metrics?
Top 2 = SLA adherence & Customer satisfaction

57%

Top 3 = Top 2 & Processing duration

36%

Top 4 = Top 3 & Productivity per employee

22%

Top 5 = Top 4 & Cost per transaction

16%

Top 6 = Top 5 & Productivity per process

10%

Top 7 = Top 6 & Cost per employee

7%

Top 8 = Top 7 & Rejection rates

6%
0%

10%

20%

23


30%

40%

50%

60%

70%

Measuring Success
Sample size: 288

Of the Shared Services Centers that use SLA adherence as a measure of success:
Measure processing duration

62%

Can't track the handover of process steps

57%

Can't report on lead times

35%

Only have workflow processes for ERP users

25%

Have no workflow tools in place

24%

Can only measure call opened and call closed times

24%

Only use email as the business process driver

16%
0%

10%

20%

30%

40%

50%

60%

70%

In addition:
• 81% rank improving business process efficiency as a top 3 priority
• 41% rank reducing process variance as a top 3 priority
• 25% rank reducing communication and transparency gaps as a top 3 priority
24


Measuring Success
Sample size: 288

Of the Shared Services Centers that use SLA adherence as a measure of success:
67%

Are concerned about manual rekeying of data into the ERP system

47%

Are concerned about avoiding duplication of data

44%

Are concerned about a lack of data validation before loading

40%

Are automating 25% or fewer of their repetitive tasks

35%

Are concerned about corrupt data already in the ERP system

31%

Are concerned about the time taken to perform bulk changes

26%

Have no repetitive task automation in place

3%
0%

Receive incomplete or incorrect data

10%

20%

25


30%

40%

50%

60%

70%


TASK AUTOMATION IN
SHARED SERVICES

26


How many different tasks do resources handle?
1

3%

2 to 3

7 or more

30%

37%

30%

4 to 6

Task:
• Unit of activity within a data maintenance process that contributes to the completion of that process
• Examples:
• Creating cost centers
• Changing salaries
• Approving supplier invoices
27


What percentage of Shared Services Centers are
automating a portion of repetitive tasks?
Automating
more than 75%
Automating 51% to
75%

6%

Automating
none

5%

Automating up to
25%

18%
36%
35%

Automating 26% to
50%

Automation:
• Automatic operation of a process or system
• Example:
• Using a data upload program to change thousands of customer
payment terms
28


76% are automating half or fewer
of their repetitive tasks
41% are automating a quarter or
fewer of their repetitive tasks

How do you prioritize task automation?
30%
25%

25%

25%
19%

20%

17%

17%
15%

Automation ranked as top priority
Automation ranked as lowest priority

10%
6%
5%

6%

5%

4%

4%

0%
None

Up to 25%
26 to 50%
51 to 75%
Current level of task automation

More than 75%

Of the full set of survey participants:
• 22% ranked automation as top priority
• 58% ranked automation within the top 3 priorities
• 5% ranked automation as lowest priority
29


If you could automate or improve your processes,
how would you change Shared Services operations?
Shift towards quality management

58%

Expand business scope

56%

Reduce headcount

39%

Consolidate/merge geographical locations

32%

We would not reorganise our teams

8%

Other

3%
0%

10%

20%

30%

40%

50%

60%

70%

Combined actions:
36%
24%
22%
19%
15%
14%

Shift towards
quality management
X
X

X

30


Expand business
scope
X
X
X
X

Reduce
headcount

Consolidate/merge
locations

X
X
X
X
X

X

Of the Other
proposed actions,
44% would outsource
menial tasks


TECHNOLOGY IN SHARED
SERVICES

31


Which ERP systems are you using?
47%

SAP
Oracle

32%

Custom-built applications

30%

Other

15%

SAP and custom-built applications

13%

SAP and Oracle

11%

JD Edwards

8%

None

7%
5%
5%
0%

SAP, Oracle and custom-built applications
SAP and JD Edwards

5%

10%

15%

20%

25%

30%

35%

40%

79% of Shared Services Centers use SAP or Oracle as an ERP provider
Heterogeneous software landscapes are common, with:
• 13% using SAP and custom-built applications
• 11% using SAP and Oracle

32


45%

50%

Complex technology landscapes face
challenges including:
• Data separation
• Data cleansing
• Data synchronisation
• Process monitoring

Do you analyse ERP user activity?
We do not analyse user activity

41%

We analyse user activity

40%

We analyse activity for SSC users

36%

We analyse activity for non-SSC users

19%

We analyse activity for SSC & non-SSC users

15%
0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

In addition:
• 13% of Shared Services Centers target new business based on ERP user activity
• 19% of Shared Services Centers target new business based on other metrics
Usage analytics offers great insight into the status quo of ERP systems, including:
• Whom the top users are
• Where automation or roundtrip data maintenance opportunities exist
• Which compliance issues may exist
• Which user behaviour patterns warrant workflow procedures
33


Which non-ERP technology are you using?
SharePoint

58%

Web Forms (other than InfoPath)

27%

A third party Workflow

24%

SharePoint Workflow

15%
14%

Other

14%

Adobe Interactive Forms
InfoPath

6%
0%

10%

20%

30%

40%

50%

60%

70%

Of the Other non-ERP technologies:
• 14% use in-house applications
• 14% use scanning / OCR applications
Non-ERP tools contribute additional challenges, including:
• Change requests between Shared Services Centers and outsource providers
• Dependence on technical resources
• Lead times to implement solutions
• Ownership and maintenance of delivered solutions
34



IMPLEMENTING CHANGE IN
SHARED SERVICES

35


What impact does your Shared Services Center
have on process change?
The SSC leads and implements process change

61%

The SSC takes direction but implements locally

30%
10%

The SSC only measures the impact of change

9%

The SSC has no role in process change
Other

4%
0%

10%

20%

30%

40%

50%

60%

70%

Additional change driver circumstances were uncovered, including:
• Shared Services Centers implementing change in conjunction with clients
• Subject matter experts/owners leading change iterations and optimization steps
• Process information experts from IT departments leading the process
• Transformation teams within the Shared Services Center assisting with improvements
• Differing approaches based on the nature of the change required

36



WINSHUTTLE FOR SHARED
SERVICES

37


Foundation for Continuous Improvement
Winshuttle’s no-code design tools and rapid
deployment capabilities allow business and Shared
Services users to accelerate continuous improvement
initiatives without taxing IT resources.
The following capabilities provide options to address
many of the challenges highlighted in this survey
report:
•

•


Workflow Automation: Create workflow routines that
structure the routing and approval of data based on roles
and criteria.

•

38

Data Entry: Record scripts and web services that
automatically post data to SAP from forms or spreadsheets,
error free and without manual re-entry.

•

Visit winshuttle.com/sharedservices for more information.

Data Collection: Use web forms or managed spreadsheet
templates instead of complex user interfaces to quickly
gather and consolidate data from disparate users.

Governance and Control: Implement central policies that
maintain SAP security and promote compliance with
standards and policies. Establish centralized form and
template libraries that eliminate ungoverned macros and
unstructured routines.

Success story – A.P. Moller-Maersk
Hear how A.P. Moller-Maersk chose Winshuttle as a
solution for eliminating ungoverned Excel macros and
reducing local process variance.
“Nine months into the project we saw our investment paid back.”
-Karsten Lund, Director-Finance & Accounting Processes,
GSC, A.P. Moller-Maersk

39


Success story – Anglo American
Hear why Anglo American selected Winshuttle as their process improvement
solution for dramatically increasing processing speed and efficiency in their Global
Shared Services Center without increasing headcount.
“Volumes that would take a person a week to process before Winshuttle now take one day. ” Trevor Erlank, Project Manager, GSC/Accounting Services, Anglo American

40


Where to next?
Find out how Winshuttle can assist your:
SAP Finance processes - visit winshuttle.com/finance
SAP Master Data processes - visit winshuttle.com/masterdata

Learn more about Winshuttle’s no-programming products
and solutions:
View or register for a webinar
View a product demonstration
Explore the Winshuttle TV YouTube channel
Browse the Winshuttle Community site

Find out more about the challenges that companies faced, decisions
they made, and the benefits they realized by implementing Winshuttle:
Read a case study on one of our customers.
41


For a quick reply contact info@winshuttle.com

Contact information

Global contact: info@winshuttle.com

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Luxembourg

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USA
+1 (800) 711-9798
sales@winshuttle.com

+1 954 237 5008
juancarlos.gomez@
winshuttle.com
42


+ 34 91 781 70 28
laura.espinosa@
winshuttle.com

India & Rest of Asia
5th Floor, Block 1
CyberPearl IT Park
Hitec City, Madhapur
Hyderabad - 500081
+91 40 42305555
abid.mohammed@
winshuttle.com

North America

Latin America

Spain, Portugal & Italy

Middle East / Africa /
Rest of Europe
+44 (0) 208 545 9500
chris.town@winshuttle.com

Australia & NZ
+ (800) 711-9798
nick.petti@winshuttle.com

Please visit our website for customer interviews,
product demos, white papers, case studies, and more:

www.winshuttle.com/resources


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Winshuttle 2013 Shared Services Survey Report

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Winshuttle 2013 Shared Services Survey Report