apexanalytix’s research has shown that 25.73% vendor invoice terms are better for the supplier than the original negotiated terms. This session will dive into how payment terms get changed and financial impact to working capital. And, more importantly, how every supplier can be assessed against previously negotiated terms and opportunities for extensions, baseline date changes, or payment schedule changes.
In 2017, Theresa Wilson-Szokalo joined National Grid’s shared services as a business transformation lead. Theresa, driven by the mandate of ‘unlocking value’ and supported by Accenture, set up an engineering capability within the shared services function to give National Grid’s front-line teams – the engineers – access to market leading engineering support capability. The impact of National Grid’s new support capability is game-changing for BPO in the utilities sector.
Hear from Andrew Atkinson from Vp plc on how they effectively and strategically implemented AI to automate their Accounts Receivable, freeing up resources to focus on key initiatives and enable enterprise growth.
Joost van Daelen, Director GBS Service Excellence and Maayke van Houdt, HR Director at AkzoNobel, have a focus to mature the GBS organisation after the transition of activities into the GBS Centers. The challenge for GBS at AkzoNobel is to up the level from transitioned services to delivering increased value. Maayke and Joost recognise that a successful GBS requires a wealth of talent with a wide cross section of skills to drive its success.
For the last few years, Jennifer Sturch, Head of GBS, at McDonalds has been concentrating on stabilising their offering and focusing heavily on the customer AND employee experience and CI. By investing in the team, providing customer experience training and building a culture of operational excellence, Jennifer is seeing increased customer satisfaction for suppliers, franchisees and internal workers. Their success was evident with an attrition rate of less than 5% and their NPS score for franchisees rose by 50 and internal colleagues by 90!
In 2019 we challenged you to “burn down the house “ of Shared Services and GBS, to enable a new philosophy and operating model to rise like a phoenix from the ashes. But we didn’t mean this literally. Sadly, coronavirus doesn’t have a sense of humor.
Coca-Cola European Partners (CCEP) shared services is rocketing towards the future - focusing on nurturing people, talent & culture, building capabilities and are moving towards an integrated shared services that goes beyond finance. Formed in a 3-way merger, CCEP has completed integration and is now undertaking a major digital transformation.
Four years on from its inception in 2016, Smith & Nephew’s 1350 FTE-strong GBS services the business with finance, IT, procurement and more. With the aim to expand into enterprise value, the GBS now reports into the COO instead of the CFO, is more tightly aligned with the customer services operation, and is devoting attention to delivering true end-to-end – not just in the classic H2R, O2C, R2R and S2S, but in other areas like Fixed Assets, Acquire to Retire, M&A, Assess to Acquire, Planning to Inventory, and Forecast to Delivery.
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