sson china summit

STRATEGIC SHARED SERVICES &OUTSOURCING SUMMIT CHINA

Main Conference / 主会议:19 & 20 April, 20112011年4月19 - 20日Site Tour / 实地考察: 18 April, 20112011年4月18日Learning Labs / 研讨会:21 April, 20112011年4月21日Venue / 会议地点:Crowne Plaza Suzhou, People’s Republic of China中华人民共和国江苏省苏州工业园

Unlocking essential knowledge & best practices from 8 Global Shared Services Centres / 解码8家全球性共享服务中心的必备知识及最佳实践

Presenting 18+ of the regions foremost SSO / Outsourcing thought leaders向您展示超过18名本土最杰出的共享服务和外包领袖的风采

Researched &Developed By:

Host Sponsor:

Ning Wright / 梁慧宁Partner in chargeKPMG China Outsourcing Advisory中国外包管理合伙人,毕马威

David Mitchell / 麦大伟General Manager, Greater China, Kronos 大中国区总经理,Kronos

Monika ValtwiesDirector NEA Accounting & Controlling, Siemens NEA会计与控制总监,西门子

Jimmy LuiVP, Finance & Corporate Services Greater China, BASF副总裁，大中华地区财务与公司服务巴斯夫

Say Mei FengService Delivery Director - Asia/MEA, Finance Operations, Microsoft (Singapore) 财务运营部服务交付总监-亚洲/MEA,微软（新加坡）

Xiong Guang Hai / 熊光海General Manager, Chang Hong Group Financial Shared Services Centre总经理,长虹集团财务共享服务中心YeQing Zhu / 朱叶青Director, Global IT Outsourcing & Vendor Management, GE Capital总监，全球信息技术外包和供应商管理,GE Capital

Renee WangRegional Finance Director Asia, TRW 亚洲区财务总监,TRW

Theressa LimDirector, HR Systems and Processes, Asia Pacifi c, Eastern Europe, Middle East and AfricaDHL (Singapore) 亚太地区、东欧、中东及非洲HR系统与流程总监,DHL（新加坡）

Mindy JiangFinance Controller, Motorola 财务总监,摩托罗拉

Vincent LimHead of Shared Services China, ABB中国共享服务总监,ABB

Chen Hu / 陈虎VP, Finance, ZTE CORPORATION 副总裁,中兴通讯股份有限公司

Rachel Liu / 刘永青HR Operation Director China, Lenovo中国HR 运营总监,联想集团

Mohammed ZwayneDirector Shared Services - Asia Pacifi c, Johnson & Johnson亚太区服务共享总监,强生

Wang XingangGlobal HR SSO DirectorSeagate Technologies 全球 HR SSO总监希捷科技

Webster ShaoManaging DirectorMaersk Global Shared Services China董事总监马士基全球共享服务（中国）

Rumi ContractorGroup General Manager, Service Delivery & CEOHSBC Global Resourcing Limited集团总经理兼CEO，服务交付汇丰环球客户服务有限公司

Tham Yuet LingDirector, Shared Business Services, Asia Pacifi c / Japan MSD亚太商务共享服务部，项目总监,MSD

Samuel (Sungkook) HurVP GPS, APJ, HP 亚太及日本地区GPS副总裁惠普

Jim SchachtExecutive Director, Global Business ServiceCummins (USA)全球商务服务部执行董事康明斯（美国）

Robert AshDelivery Director, Shared Business Services, Asia Pacifi c / Japan , MSD亚太商务共享服务部，交付总监, MSD

中国战略共享服务与外包峰会

C-Suite Spotlight

Deepak RastogiCFO AsiaTimken Thomas LippertCFOKnorr Premse Asia Pacifi c Karen GohManaging Director & CFOFedex China

SPECIAL GUEST SPEAKER: 副司长,商务部Deputy Director-General, Ministry of Commerce

Associate Partner:

监,强生

Mike LinVice President of APAC Shared ServicesUPS (Singapore)共享服务部亚太地区副总裁UPS（新加坡）

Gold Sponsors: Silver Sponsors: Exhibitors: Sponsor:

Tel: +65 6722 9388 Fax: +65 6720 3804 Email: [email protected] Web: www.ssochina.com

Dear Executive,

FACT: Thought to be the “Next India”, the China outsourcing/offshoring market presents many organisations with proposition that is diverse, complex AND diffi cult. The burgeoning multinational company presence in China and signifi cant growth of Chinese-born companies has driven business leaders to re-strategise their back-offi ce functions. Meanwhile, the aggressive promotion from the Government on exporting “services” instead of “products” has stimulated the surge in this sector.

What all this points to is that, just like in the manufacturing sectors in previous years, China’s entry into the Shared Services & Outsourcing market is potentially a game-changer.

How does this impact your business strategy? Whether you are:• Moving a strategic step forward in China to transform your business processes through Shared Services and Outsourcing?• Unsure about the capex strategy required to engineer your Shared Services structure?• Looking for solutions to conquer the challenges posed by the uniqueness of a market with skilled-talent shortage and language barriers?

Or, if you have been riding the wave of Outsourcing/Shared Services growth in China, and are looking for a roadmap to push it forward to deliver next level services, broaden your geo footprint, and sharpen the business focus of existing operations to move up the value chain, you need to be in the room at the Strategic Shared Services & Outsourcing Summit China.

By joining the SSON’s premier event in China, you will get access to over 25 industry thought-leaders with fi eld-tested strategies and need the local pioneers and leaders demonstrating how you can drive further development.

I look forward to welcoming you in April!

Sarah YeAsian Program Director SSON (Shared Services and Outsourcing Network)

You simply can’t afford to miss these fi rst-hand business critical insights from China’s leading voices:

1 It’s all about back-offi ce function agility, regardless of whether you are

a Shared Service Centre operating on a centralised, outsourced or decentralised model

2 Benefi t from 25+ leading Shared Services/Outsourcing practitioners

representing in-depth perspectives in case study and panel format

3 Global knowledge + local approaches: Discover what’s unique

about the China market and what you can leverage capabilities from

4 Get exposed to a comprehensive showcase of innovative technology

and matching solutions to major operational issues when it comes to Service Delivery initiatives

5 No Theory! A 4-day programme jammed with the latest case-studies

including success stories and lessons learned

6 Interactive learning labs with hands- on practical implementation and

examples to help you fi nd best strategies for 2011

7 Unsurpassed interaction with opportunities for customised

learning through our site visit, best practice exchange, panel sessions and networking breaks

Sharpening the business focus of your Shared Services and Outsourcing strategy, driving business agility through optimised back-offi ce performance and excellence in process transformation.

innovative technology

operational issues when it comes to

jammed with the latest case-studies including success stories and lessons

hands-

practice exchange, panel sessions and

Services and Outsourcing strategy, driving business agility through optimised back-offi ce performance

Site Tour - 18 April 2011For more Information, please visit our website

www.ssochina.com

Host Sponsor:

1.30pm Group arrive Suzhou Industrial Park (SIP) and

greeted by Senior Executives

2.00pm Tour around Suzhou Industrial Park

2.30pm On-site Q&A

3.00pm Leaving for Johnson & Johnson Asia Pacifi c

Finance Shared Services Centre

3.10pm Greeted by Senior Executive from J&J

4.40pm Presentations and Q&A

5.30pm Tour ends

Suzhou Industrial Park is the largest

cooperation project between the

governments of China and Singapore.

Located 80km to the west of Shanghai,

SIP has a total jurisdiction area of 288 sq km with an

employed population of 550,000. Since its founding

in 1994, SIP has attracted more than 4,000 foreign

enterprises with 136 projects invested by Fortune

500, and 15,000 domestic companies. Competitive

industrial clusters have formed such as IC, TFT-LCD,

automotive and aeronautical parts, medical devices and

pharmaceutical, software, service outsourcing, etc.

Johnson & Johnson GFSS (Global Financial Shared

Services) in Suzhou Industrial Park was established on

Oct 2008. With 230 fi nancial experts, the centre provide

Invoice-to-Pay, Invoice-to-Cash, Record-to-Report and

T&E Audit services to China, Japan, Korea, Hong Kong

and Taiwan.

ERP: SAP/EBO/JDE

Non-ERP: OmniSuite, Sharepoint, E-workfl ow


尊敬的主管：

现状：尽管中国的外包/离岸外包市场预料将成为“下一个印度”,但是许多企业都感到市场复杂多变且困难重重。大量的跨国公司涌入中国以及本土企业的迅速成长，迫使企业首脑不得不重新制定其后勤部门的职能策略。与此同时，政府大力推广以“服务”来取代“产品”出口，促成了外包市场的迅猛发展。

这一切迹象都表明，正如几年前的制造业一样，中国加入共享服务与外包市场很可能会导致市场格局的转变。

这将如何影响您的经营策略？您是否：

• 打算通过共享服务与外包策略，在中国迈出战略性的一步来转变您的业务流程？• 对调整您的共享服务结构的资本输出战略缺乏信心？• 正在寻求解决方案，以应对由技术人才缺乏和语言障碍并存的独特市场所提出的挑战？

抑或，您可能已赶上中国外包/共享服务快速增长的快车，并且正在寻找继续向前推进的路线图以提供更高层次的服务、扩大战略影响力、并优化您的既有业务重心从而推动价值链增长，那么，中国战略共享服务与外包峰会无疑是您最迫切需要出席的会议。

通过参加SSON（共享服务与外包网络）此次在中国举办的盛会，您将有机会接触超过25位业界思想领袖并分享他们的实战经验，从而,只有在这里您才有机会与本地的业界先锋和领袖会晤，为您说明如何推动您的企业进一步发展。

竭诚恭候您的光临！

Sarah Ye亚洲项目总监SSON (国际共享服务与外包社区)

来自中国业界先锋的第一手关键性业务见解，您绝不可错过：

1 提高后勤部门职能灵活性，无论您的企业是共享服务中心模式、集中运营模式、外包模式还是分散模式

2 通过案例分析和小组讨论，从超过25名顶尖的共享服

务/外包业界领袖的真知灼见中获益

3 全球知识+本土方式：了解中国市场的独特性以及如何从中获益

4 了解各种创新技术及其解决方案，以便应对首次出现在

服务交付领域的主要运营问题

5 没有空洞的理论！4天的议程全都是最新的案例研究，

包括成功案例以及吸取的教训

6 互动式学习实验室让您亲手实践并模拟实例，帮助您找

到2011年的最佳策略

7 通过我们的实地考察、最佳实务交流、小组讨论以及

自由交流时间，获得无与伦比的互动式定制型学习机会

加强共享服务与外包策略的战略意义，通过后勤部门的绩效优化与流程改造来增强企业灵活性

強生全球財務共享中心亞太區（蘇州）于

2008年10月正式運營，擁有一個約230名財

務人員的專業團隊，面向中國大陸、中國香港

和台灣地區、日本、韓國等提供應付款，應收

款，員工賬款支付和總賬會計等領域的財務業

務服務。

ERP: SAP/EBO/JDE

Non-ERP: OmniSuite, Sharepoint,

E-workfl ow

Site Tour - 18 April 2011For more Information, please visit our website

www.ssochina.com

赞助机构：

1.30pm 抵达苏州工业园区，由当地主管负责

接待。

2.00pm 参观苏州工业园区

2.30pm 现场问答

3.00pm 前往强生亚太财务共享服务中心

3.10pm 强生资深主管迎接团队

4.40pm 演讲与问答

5.30pm 结束活动

苏州工业园是中国与新加坡政府

的最大合作项目。它位于上海以

西80公里，总辖区面积达288平

方公里，从业人员550,000人。

自1994年建立以来，苏州工业园已经吸引了

4,000多家外资企业进驻，其中有136个项目是

由《财富》500强企业投资，另有15,000家国

内企业落户，形成了IC、TFT-LCD、汽车及航

空零部件、医疗设备与制药、软件、服务外包等

富有竞争力的产业集群。

电话: +65 6722 9388 传真: +65 6720 3804 电子邮件: [email protected] 网址: www.ssochina.com

08.15 Coffee & registration

08.45 Chairman’s opening address

09.00 Keynote presentation: What does a genuine global multifunctional business services look like? • What are strategic goals of the shared services enterprise? • How are these strategic goals aligned with the business strategic goals? • What are the key external and internal drivers that have an impact on the strategic goals? • What is the shared services business architecture that enables achievement of the strategic goals? • What are the critical components of the business architecture? • How is success measured - Communication, milestones, metrics? • What is the governance structure • What are the risks taken and lessons learned?

Rumi Contractor, Group General Manager, Service Delivery & CEO, HSBC Global Resourcing Limited

FOCUS OF THE DAY: Strategic Vision for an Emerging Market

09.30 Location Mapping for Shared Services and Outsourcing in China

Executive Director, Suzhou Industrial Park

10.00 new session : Topic to be confirmed Mastercard

10.30 Morning coffee & networking break

11.00 Reducing labor cost and minimizing compliance risk by Enterprise Workforce Management • The challenge we are facing today on rising labor cost and inflation, what’s the best option we can take? • How will SSC Establish enterprise workforce platform across business units to balance cost pressure? • As business partner, SSC supports the line managers to achieve visibility and improve productivity. • The best practice of Fortune 500 enterprise on implementing workforce management via Shared Service Centre. David Mitchell General Manager, Greater China, Kronos

11.30 C-SUITE SPOTLIGHT: The “new normal” for Shared Services - Deliver ongoing business value with wiser strategy and better decision-making • Big bang vs. baby steps • A-la-carte restaurant vs. fast-food outlet • Multi-locations vs. single location • Regional hub vs. country-focused service delivery • Outsourcing vs. captive

Panelists: Deepak Rastogi, CFO Asia, Timken Thomas Lippert, CFO, Knorr Premse Asia Pacific Karen Goh, Managing Director& CFO, FedEx China Monika Valtwies, Director NEA Accounting & Controlling, Siemens Ning Wright, Partner in charge, KPMG China Outsourcing Advisory 12.00 From Zero to Hero - Journey of launching Maersk Global Service Centre in China • Conducting sound location study and evaluating strategic selection criteria

CONFERENCE DAY ONETuesday, 19 April 2011

• Practical strategies for hiring and training talents, and building leadership pipeline • Optimising migration process • Managing customer engagement • Driving continuous improvement

Webster Shao, Managing Director, Maersk Global Shared Services China

12.30 Networking lunch

13.40 Discovering the hallmarks of highly effective change management strategies and execution

Mohammed Zwayne Director Shared Services - Asia Pacific, Johnson & Johnson

14.20 A step-by-step guideline on creating a strategic back-office- function hub in China • You know what you want: Determining your long-term goal in alignment with your wider business goals • Launching successful trials in certain functions • Building up effective management system: Performance, Quality, Services, Training and Standardisation

Mike Lin, Vice President of APAC Shared Services, UPS (Singapore)

15.00 Afternoon coffee & networking break

15.20 Shared Service Workforce Buildup – A flexible staffing strategy and model As the shared service being adopted by more companies, despite all the knowledge management, process transformation, more efficiency and higher quality, the unavoidable challenge lays in People Factor - how to hire enough qualified people and keep them in the SS. A flexible staffing model has been proved in practice to help SS deal with workforce buildup, transition and maintenance. The key points of this model include: • Emphasis on recruitment capability • Multiple acquisition methods: in-house, agency, RPO and staffing • Integrated backend payroll and benefits processing • Expanded service coverage to 2nd-tier 3rd-tier cities • Expert in labor law risk control George Guo, Vice President, Career International Inc. Ltd

16.00 Transforming financial end-to-end processes and enhancing the productivity to achieve total finance efficiency Financial Shared Services is not just about integration of finance accounting functions, and centralised risk controlling, it is more of a revolution of your finance system and business process re-engineering. The initial set up of Shared Services is critical, but the key to demonstrating real value is to continuously upgrade the centre performance, and enhance the capability of value creation. • Before revolution - Analysing the structure of group finance, setting up the change management scheme and managing risks during financial transformation • Post revolution - Driving continuous improvement and perusing operational excellence • Do’s and Dont’s - Experience sharing from Chang Hong’s successful stories

Xiong Guang Hai, General Manager, Chang Hong Group Financial Shared Services Centre

16.40 Chairman’s close

17.00 End of day one


08.30 Coffee & registration08.45 Chairman’s opening address 09.00 Assessing legislative environment in China to propel your China-based operations Global service outsourcing was expected to reach a great growth in 2011 and Chinese service outsourcing industry would face with rare opportunities for its development. The Chinese government attaches great importance to the development of such industry. The session is to address what is the legislative environment created by the Government and how it would impact your local business operations. • Planning for the future - What does the current Government agenda look like? • Capitalising on Government incentive programs and tax regulations • Understanding how they apply to your business operation and maximising the impact Deputy Director-General, Ministry of Commerce

09.30 Being a business partner, not a business administrator - Supporting your businesses development with increasing strategic value Jimmy Lui, VP, Finance & Corporate Services Greater China, BASF

10.00 PANEL DISCUSSION: Operating a Shared Services in an emerging market - Opportunities, challenges and what’s different • Is cost the No. 1 priority for a new Shared Services operation? • Captive, offshoring, outsourcing: Which way to go? • Examining the competitive advantage (or disadvantage) of Shared Services? • Managing staff attrition: Exploring best practices in the region • What’s your geo footprint: Analyzing phenomena of “China-to-China & China-to-Region & China-to-Globe” • Comparing China with other emerging outsourcing/offshoring destinations in Asia: India, Philippines, Malaysia Moderator: Webster Shao, Managing Director, Maersk Global Shared Services China Panelists: Mike Lin, Vice President of APAC Shared Services, UPS (Singapore) Samuel (Sungkook) Hur, VP GPS, APJ, HP Renee Wang, Regional Finance Director Asia, TRW Ajay Kunde, Operations Director (APAC) - HRS Global Operations, HR Services, Honeywell (India)

10.30 Morning coffee & networking break

11.00 Stepping away from the silo: A multi-function Shared Services management approaches • Recognising the steps to take when introducing new services • Gaining examples of service offerings and how to define them • Calculating the value of what they will deliver • Preparing the organisation at large for change • Outlining what expertise these new services will bring to the organisation and how will this develop over time Robert Ash Delivery Director, Shared Business Services, Asia Pacific / Japan, MSD

11.30 Re-engineer Shared Services platform to accelerate globalization of your company • Managing complexity in a global market place •Balancing global standardization with local market requirements •Balancing cost savings with long term value and strategic alignment Jim Schacht, Executive Director, Global Business Service Cummins (USA)

12.00 Moving up the value chain to unlock untapped business value Along with the evolution of your SSC, what’s your next step after post- stabilisation and integration, or what’s next level after scale-up and operation excellence? As leaders, it is a must to embed “innovation” spirit into your strategy formalisation to drive your centre adding business value to companies. Learn from the expert who has gone to bat with an innovative way to go beyond the norm and enhance the delivery of their centres. • Innovation at: • Customer engagement • Operation excellence • Talent management • Value creation at:

• Aligning with business goals • Moving to become an internal consultant with strategic services Mindy Jiang, Finance Controller, Motorola

12.30 Networking lunch

Focus of the Day: Growth beyond Borders 13.40 Taking the next big step: Building on China successes to implement multi-process, cross-region operations China is emerging as one of the key hubs in the global network for a number of MNC’s. China is increasingly offering the flexibility and differentiating value propositions in response to the growing needs of global shared operations. Building on China successes requires a comprehensive understanding of strength and opportunity, and matching of fast emerging capabilities and talents with evolving needs of global business. Samuel (Sungkook) Hur, VP GPS, APJ, HP

14.20 Rolling out HRIS deployment and re-engineering your HR process to support SSC expansion • Enabling the HRIS Journey in DHL • Yesterday to today • How do we leverage on the HRIS platform to increase HR efficiencies and effectiveness • Measuring the effectiveness • What are the next steps? • Process Standardisation exercise • E-enabling more services • Producing the Service Delivery Model Theressa Lim, Director, HR Systems and Processes, Asia Pacific, Eastern Europe, Middle East and Africa, DHL (Singapore)

15.00 Afternoon coffee & networking break

15.20 Improving productivity and driving operational excellence By assessing your processes, service quality and workforce, you can identify unnecessary activities and streamline your organisation further: • Identifying and eliminating excessive activities • Producing accurate operational scorecards and KPIs to drive superior business and operational performance • Documenting the process, measuring the performance and revising measures

16.00 Building effective governance model for outsourcing management YeQing Zhu Director, Global IT Outsourcing & Vendor Management GE Capital

16.40 Advancing your finance delivery process: Microsoft‘s finance evolution journey to rapid outsourcing & scope (Winner of “Asian SSON Awards - Best BPO practice) • Developing consolidated finance outsourcing strategy • Deploying a framework for governance based on engagement deliverables and long-term strategy • Addressing key milestones along the journey of outsourcing • Evolving approaches to engaging your outsourcing partners Say Mei Feng, Service Delivery Director - Asia/MEA, Finance Operations, Microsoft (Singapore)

17.20 Avoiding costly mistakes and controlling risks: Evaluating your Shared Service function and ensuring success step-by-step • Setting up the objectives of Shared Services Centre - A ZTE model • Operating on an effective governance model to ensure comprehensive evaluation on all aspects of Shared Services operations • The fundamental of Shared Services sustainability - Talent management • The key to long-term development - Re-engineering infrastructure and information system of Shared Services Centre Chen Hu, VP Finance, ZTE Corporation

17.50 Chairman’s close

18.00 End of Conference

CONFERENCE DAY TWOWednesday, 20 April 2011


08:15 迎宾茶会及登记注册

08.45 主席致开幕词

09:00 主题发言：什么是真正的全球多功能商务服务？ • 共享服务企业的战略目标是什么？ • 该战略目标如何与商业战略目标相协调？ • 影响战略目标的主要外部和内部动力是什么？ • 能够使战略目标获得成功的共享服务业务架构是怎样的？ • 该业务架构的关键组成部分是什么？ • 如何衡量成功——交流、里程碑、衡量指标？ • 什么是治理结构？ • 要承担什么样的风险以及吸取什么教训？ Rumi Contractor，集团总经理，服务交付兼CEO，汇丰环球客户服务有限公司

当日焦点：对于新兴市场的战略构想

09:30 地图总揽：中国外包和服务共享中心选址

高级经理,苏州工业园区

10:00 议题待确认万事达

10:30 早茶及交流时间

11:00 建立企业级（标准化，集中化）劳动力管理平台，降低劳动力成本和最小化合规风险 • 面对今天劳动力成本上升和通货膨胀挑战，什么是企业最好的应对措施？ • 共享服务中心如何建立跨业务单元的企业级劳动力管理平台，来降低成本确保合规？ • 作为业务伙伴，SSC如何支持一线经理获得业务可视化并提高生产率以平衡成本压力？ • 世界500强SSC实施劳动力管理的最佳实践分享。

麦大伟，大中国区总经理,Kronos

11:30 最高管理层聚焦：共享服务的“新标准”—以更明智的战略与决策提供持续的商业价值 • 快速膨胀与缓慢前进 • 高档餐厅与大排档 • 多地点与单一地点 • 区域中心与以国家为重点的服务交付 • 外包与控制经营讨论小组成员： Deepak Rastogi,亚洲区财务总监，Timken Thomas Lippert,财务总监, Knorr Premse Asia Pacific Karen Goh, 常务董事兼财务总监，联邦快递（中国） Monika Valtwies,NEA会计与控制总监，西门子梁慧宁，中国外包管理合伙人，毕马威

12:00 从零开始铸就辉煌——马士基全球服务中心（中国）的开创历程 • 开展全面的选址研究并评估战略性选择标准

会议第一天2011年4月19日，星期二

• 招聘并培训人才以及构建领导力发展通道的实用策略 • 优化迁移流程 • 管理客户关系 • 推动持续改进 Webster Shao, 董事总经理，马士基全球共享服务（中国）

12:30 午餐交流时间

13:40 高效变革管理的策略和执行

Mohammed Zwayne 亚太区服务共享总监,强生

14:20 在中国建立战略性后勤部门职能中心的详细纲要 •了解自己的需求：根据您更广泛的业务目标确定您的长期目标 •在某些职能方面启动成功试验 •设立基本结构——向业务单位收取共享服务费用，以及处理会计、金融、税收和法人事宜 •建立有效的管理体系：效能、质量、服务、培训和标准化 •通过将更多后勤部门职能吸纳到既有的资产组合中来扩大规模 Mike Lin,亚太地区共享服务副总裁,UPS（新加坡）

15:00 下午茶与交流时间

15:20 共享服务中心的人才队伍建设–灵活用工策略和模型随着共享服务被更多的企业采用，除去知识共享管理、流程再造、提高效率和质量，管理人员们不可避免的面临对于人才队伍的巨大挑战–如何招聘到合适的人才并留住他们。灵活用工策略经过实践已经成为帮助解决共享服务人才队伍建设、成长、维持的一个模式。其主要特点表现为： • 强大的招聘能力 • 采用多种队伍招聘方式：内部人事，招聘服务商，招聘流程外包，和灵活用工 • 集成的后台工资社保福利的处理 • 可扩展到2-3线城市 • 专家级别的劳动风险控制和管理郭雁冰,副总裁,科锐国际人力资源有限公司

16:00 改变财务端到端流程并增强产能，以提高整体效率财务共享服务不仅仅是整合财务会计职能并集中控制风险，更重要的是财务系统的变革和业务流程的重新调整。共享服务的初始设置至关重要，但是体现其真正价值的关键则在于持续提升服务中心的绩效，并增强创造价值的能力。 •变革之前——分析集团财务结构，建立变革管理计划并控制在财务转型过程中所出现的风险 •变革之后——推进持续改良并追求卓越运营 •注意事项——分享长虹的成功经验

熊光海，总经理，长虹集团财务共享服务中心

16:40 主席致闭幕词

17:00 第一天会议结束

中国战略共享服务与外包峰会


08:30 茶点及注册登记

08:45 主席致开幕词

09:00 评估中国的立法环境，以推进您的中国业务运营 2011年全球服务外包产业预期将大幅增长，而中国的外包服务产业将迎来难得的发展机遇。中国政府非常重视该产业的发展。会议将讨论中国政府的立法环境及其对本土业务运营的影响。 • 未来规划——政府目前的议程是怎样的？ • 将政府刺激计划以及税收制度转变为资本 • 了解如何将其应用于您的业务运作以及将其影响最大化副司长,商务部

09:30 充当业务伙伴，而不是业务管理人员——以不断提升的战略价值来支持您的业务发展

Jimmy Lui, 副总裁，大中华地区财务与公司服务，BASF

10:00 小组讨论：在新兴市场运营共享服务—机遇、挑战及差异 • 成本是运营新的共享服务的首要考虑因素吗？ • 控制经营、离岸外包、外包：何去何从？ • 探讨共享服务的竞争优势（或劣势）？ • 管理人员流失：探索本地区的最佳实用方案 • 您的发展道路：分析“中国服务中国、中国服务亚太区以及中国服务全球”现象 • 将中国同亚洲其它新兴外包/离岸外包目的地进行比较：印度、菲律宾、马来西亚主持人： Webster Shao,董事总监，马士基环球共享服务（中国）讨论小组成员： Mike Lin, 亚太地区共享服务副总裁,UPS（新加坡） Samuel (Sungkook) Hur, 亚太及日本地区GPS副总裁,惠普 Renee Wang 亚洲区财务总监,TRW

Ajay Kunde,运营总监（亚太地区）—HRS全球运营、HR 服务，霍尼韦尔（印度）

10:30 早茶及交流时间

11:00 远离简易”仓库”：多功能共享服务管理方式 • 认清在引进新的服务时所需要采取的步骤 • 可作为服务的实例以及如何界定 • 计算将交付的价值 • 为整体机构变革做好准备 • 概述在将这些新服务引进到企业中时所带来的专业技能以及如何发展

Robert Ash 亚太商务共享服务部，交付总监, MSD

11:30 重整共享服务中心平台，加速全球化战略的步伐 • 如何操控国际市场的复杂性 • 平衡全球标准化和本土市场的需求 • 平衡成本节省和长期战略优势

Jim Schacht, 执行董事，Global Business Service, Cummins（美国）

12:00 推进价值链以开拓未利用的商业价值随着共享服务中心的不断演变，在完成整合后，您的下一步计划是什么？抑或，在完成提升和卓越运营后，下一个目标是什么？作为领导者，您必须将“创新”理念整合到您的策略制定之中，以促进您的服务中心为企业增加商业价值。听取专家的经验，了解他们如何通过创新的方式以超越平凡，并增强服务中心的交付水平。 • 创新在： • 客户参与 • 卓越运营

• 人才管理 • 创造价值在： • 与业务目标相协调 • 成为具有战略服务知识的内部顾问 Mindy Jiang, 财务总监，摩托罗拉

12:30 午餐交流时间

当日焦点：跨越界限，茁壮成长

13:40 采取下一重大措施：利用中国的成功模式来实施多流程、跨区域运营中国正在成为许多跨国公司全球网络的主要中心之一。中国不断提出灵活且具差异性的价值主张以应对全球共享运营不断增长的需求。利用中国的成功模式需要综合了解优势与机遇，跟上快速增长的全球商业实力与人才需求。

Samuel (Sungkook) Hur,亚太及日本地区GPS副总裁,惠普

14:20 推广HRIS（人力资源系统）部署及调整您的HR流程以支持 SSC（共享服务中心）扩展 • DHL开创HRIS之旅 • 昨日回顾 • 如何利用HRIS平台来增进HR效能 • 效能检测 • 下一步怎么走？ • 程序标准化训练 • 电子化提供更多服务 • 制作服务交付模式

Theressa Lim, 总监，HR系统与流程，亚太地区、东欧、中东及非洲 DHL（新加坡）

15:00 下午茶与交流时间

15:20 提高产能与推动卓越运营通过对您的流程、服务质量和雇员进行评估，您可以找出冗余程序并进一步精简您的组织： • 找出并精简冗余程序 • 制作准确的运营计分制度和KPI（关键绩效指标），推动业务和运营绩效提高 • 制定流程、绩效考核以及修订考核制度

16:00 构建有效的外包管理模式

朱叶青总监，全球信息技术外包和供应商管理 GE Capital

16:40 推进您的财务交付流程：微软走向快速外包的财务演变历程与范围(“SSON”业务流程外包最佳实践奖得主（Asian SSON Awards - Best BPO practice) • 开发统一的财务外包策略 • 部署基于约定交付与长期战略的管理框架 • 解析外包过程中的重大事件 • 与外包合作伙伴紧密合作的方法策略

Say Mei Feng, 服务交付总监——亚洲区/MEA，财务运营，微软（新加坡）

17:20 有效评估共享服务中心运作，确保中心扩张的稳定性和可持续性 •建立共享服务中心的目标 •共享服务中心运营的管理模型，确保全面多角度对业务开展进行管理和评估 •共享中心的人员管理，共享中心持续发展的基石 •共享中心的流程与信息系统建设，共享中心长远发展的重要保障陈虎，副总裁，中兴通讯股份有限公司

17:50 主席致闭幕词

18:00 会议闭幕

中国战略共享服务与外包峰会会议第二天2011年4月20日，星期三


08:30-11:30 (包括交流茶点)学习研究实验A：管理变革与转型

应对巨大变革：全球ERP（企业资源规划）部署，M&A（并购）与共享服务

会议期间将分享全球ERP和共享服务推广因大型并购整合而被阻碍的应对措施

要点：• 共享服务启动时机与战略理论，启动时的条件（例如：主要保荐人，主要经营目标等）• 启动时的初步范围（服务、区域）• 启动时的组织调整

共享服务强强联合对全球ERP部署的影响以及提出的挑战• 对全球ERP部署的共享服务推断• 对共享服务组织提出的挑战概要——对强势共享服务推广的需求加速了价值捕获，改变管理方式并获得“速赢”，同时持续以密集的步伐部署ERP来确保最终共享服务组织的利益和“质量”的可持续性

应对联合ERP部署+并购挑战的方法• 新的部署计划纲要以及如何应对上述挑战• 修改的推广计划要点（例如：国家数目，服务时间）• 迄今为止该计划取得的主要成绩（例如：哪些国家、地区、服务已获得成效，除已实现的外）

Tham Yuet Ling亚太商务共享服务部，项目总监MSD

默克共享服务中心简介：在默克，共享商务服务（SBS）是针对全部服务体验的全球性多功能服务体系。SBS在亚太地区/日本的区域中心设在新加坡，并在中国和日本设有分部。该中心建于2008年，通过不断增加新的服务，这些年来不断成长。SBS提供的服务包括采购至付款、订单到现金、记录到报告、主数据管理、HR共享服务、综合服务台、旅游、会议及卡片制作、员工费用管理（T&E）。为亚太地区/日本市场提供组织内所有职能部门的工作服务连同针对业务的解决方案。

11.45-14.45 (包括交流午餐)学习研究实验B：财务转型

您的流程负责制：促进明确的端到端流程整合并体现价值

• 在采购至付款（AP）和客户至现金（AR）流程中，SSC（共享服务中心）和本地单位的职责• 改善AP和AR的产能• 测量与体现AP和AR的价值创造

Vincent Lim中国共享服务总监ABB

ABB共享服务中心简介：ABB共享服务会计中心成立于2001年并经历了几个发展阶段。2009年，该中心出色地完成了中国27家公司统一合并的会计工作。该中心现有126名员工为ABB公司及其在中国的分公司提供应付账款、应收账款、差旅和费用、固定资产、总分类帐及报告等方面的服务。

学习研究实验日2011年4月21日，星期三

15.00 - 18.00 (包括交流茶点)学习研究实验C：HR转型

第一部分：从构思到实现——将您的共享服务与外包扩展并转型到HR（希捷全球HRSSC结构与工资转型）

经验分享：如何应对全球HR共享服务和HR外包

要点：• HR共享服务模式是如何以又快又好地交付，以及为内部客户（员工、业务主管及管理层）提供更多HR服务• 外包或不外包——对于HR服务，我们能够外包什么以及我们能够从外包中得到什么

持续的挑战• 公开讨论

希捷共享服务中心• 区域中心• 后端基础架构团队

Wang Xingang全球HRSSO总监希捷科技

希捷共享服务中心简介：希捷HR共享服务中心创立于2005年并不断发展。现拥有2个HR呼叫与交易中心（分别位于亚洲和美国）和一支后端基础架构团队，提供HR交易服务与呼叫中心服务，同时为希捷全球网络开发并支持HR在线自助服务。

第二部分：通向卓越HR共享服务成功之路：人力、效率、质量与成本

本次研讨会的目的是讨论任何服务中心所必须知道的要点，包括服务中心从规划阶段到扩张阶段直至能够支持组织的战略业务规划。这有助于测试您的HR共享服务以取得更高的绩效并向卓越运营推进。

• 建立强大的人力资源库以及部署统一的人才管理解决方案• 采取正确的措施并贯彻执行• 从内部评测以及与外部服务供应商评测• 您的共享服务中心的宗旨：用高质量的服务交付来留住您的客户

SSON为全球50多个国家的4,500多名共享服务领域主管级成员提供调研、培训和交流机会。无论您需要的是撰写报告的资料、评估业绩的基准指标，还是只想结识业界同行，我们都可以为您提供协助。现在就加入我们，只需$149.99美元，您便可获得让您的业务更上一层楼的助益。

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LEARNING LABS DAYThursday, 21 April 2011

08.30 -11.30 (including networking break)Learning Lab A: Change Management and Transformation

Dealing with a Mega Change: Global ERP roll-out, M&A and Shared ServicesThis session will share approaches in dealing with a global ERP and Shared Services roll-out bolted on by a mega acquisition integration effort.

Key points of story: • Time of Shared Services launch and strategic rationale, conditions at time of launch (e.g., primary sponsor, primary business objective etc.) • Initial scope (services, region) at launch • Organisational alignment when launched

Impact on Shared Services of a mega-merger on top of a global ERP roll-out effort and challenges posed • Implications on Shared Services of a global ERP roll-out effort • Summary of challenges this posed for the Shared Services organisation - Essentially the need for aggressive Shared Services roll-out to drive accelerated value capture, enable change management and capture “quick wins” while continuing to be in lock-step with ERP roll-out to ensure sustainability of benefi ts and “quality” of end- state Shared Services organisation

Approach to addressing joint ERP roll-out + acquisition integration challenges• Guiding principles for the new roll-out plan and how it specifi cally addressed the core challenge laid out above • Key aspirations of the revised roll-out plan (i.e., number of countries, services in how much time) • Key achievements to-date of the plan (i.e., which countries, regions, services have gone live, savings realised to-date etc.)

Tham Yuet LingDirector, Shared Business Services, Asia Pacifi c / Japan, MSD

Merck SSC Profi le: Shared Business Services (SBS) at Merck is a family of global, multifunctional services focused on the total service experience. The Regional Hub for SBS in Asia Pacifi c/Japan is based in Singapore with branches in China and Japan. The centers were established in 2008 and have grown over the years by adding new service offerings. Services offered by the SBS centers in the region include Procure to Pay, Order to Cash, Record to Report, Master Data Management, HR Shared Services, Integrated Helpdesk, Travel, Meeting & Card, Employee Expense Management (T&E). All functional areas of the organization work together to deliver business-focused solutions for the Asia Pacifi c/Japan markets.

11.45-14.45 (including networking lunch)Learning Lab B: Finance Transformation

Your process ownership: Driving well defi ned end-to-end process integration and demonstrating the value • SSC & local units’ roles and responsibilities in purchase-to-pay (AP) and customer- to-cash (AR) processes • Improving productivity in AP and AR • Measuring and demonstrating value creation in AP and AR

Vincent LimHead of Shared Services ChinaABB

ABB SSC Profi le: ABB Shared Accounting Services Center was established in 2001 and has since then underwent several stages of development. In 2009, the center successfully completed the consolidation of 27 companies accounting work in China. There are now 126 employees in the center providing accounts payable, accounts receivable, travel & expense, fi xed assets, general ledger and reporting services to ABB companies and branch offi ces in China.

15.00 - 18.00 (including networking break)Learning Lab C: HR Transformation

Part One: From inception to realisation - Expanding and transforming your shared services & outsourcing into HR (Seagate’s global HR SSC structure & payroll transformation) This session will share experiences in dealing with global HR Shared Service and HR Outsourcing.

Key points of story: • How does HR Shared Service mode deliver fast, better and more HR services to internal customers (Employees, Line Managers & Management)• Outsource or Not Outsource – What to outsource and what can we gain from outsource in terms of HR Services

Continued challenges• Open discussion

Seagate Share Service Central • Regional Centres• Back-end Infrastructure Team

Wang XingangGlobal HR SSO DirectorSeagate Technologies

Seagate SSC Profi le: Seagate HR Shared Services Center was established in 2005 and has since then underwent several stages of development. It currently includes 2 regional HR Call & Transactional Centres (located in Asia and US respectively) and a back-end infrastructure team, providing HR transactional services and call centre services as well as developing and supporting HR online self services to all Seagate sites globally.

Part Two: Navigating the path towards HR Shared Services Excellence: People, Effi ciency, Quality and CostThe Learning Lab has been designed to discuss the points which are essential to know for any SC from panning stage to expansion stage to be able to support the strategic business planning for the organisation. It helps you to benchmark your HR Shared Services to achieve higher performance and drive towards Operational Excellence.

• Building strong staff resources and deploying integrated talent management solutions• Applying the right measures and driving the process forward• Benchmarking internally and with external services providers• Solution-driven culture in your Shared Services Centre: Engaging your customers better with high-quality service delivery

SSON provides research, training and networking for over 4,500 shared services executive members from over 50 countries around the world. Whether you need resources to write a report, facts to benchmark performance against or simply want to meet some of your peers at the same stage of development, we can support you. Sign up today, for USD $149.99 and receive benefi ts that will help you take your implementation to the next level.

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PaymENT TERms / 支付条款Registrations/orders received without immediate or credit card payment will incur a processing fee of USD99 per registration/order. Payment is due in full upon receipt of invoice. Full payment prior to the event is mandatory for attendance.未付款的报名/订单将需要承担每人次/每份订单99美元的手续费。请在收到发票时进行全额付款。参与者必须在会议举行前全额付款。

DIsCOuNTs & TEam DEaLs / 折扣和团体优惠

Online: 网络: Email: 电子邮件: Phone: 电话: Fax:传真: Post: 函件:

CONFERENCE DOCumENTaTION会议资料

Attendee: Conference Documentation with a USD100 discount: USD399 与会者:购买会议资料和音频光盘可获得100美元的折扣，即 399美元

Non-attendee: Conference Documentation only at USD499 非与会人员:购买会议资料仅需499美元

Orders without immediate payment or credit card details will incur a processing fee of usD99 per order.未立即付款或没有提供信用卡资料的订单将需要承担每份订单99美元的手续费。(N.B. Advance orders will determine whether or not this conference will be recorded – Please enclose payment with your order.) (注意：预订单的数量将决定是否会对本次会议进行录制–请随您的订单附上货款。)any custom duties & taxes imposed on the shipment of order/s shall be borne by the recipient.所有由订单货物装运而产生的关税和税务费用将由收货方承担。

*Discounts DO NOT apply to learning lab(s)-only bookings / *优惠不适用于仅参加研讨会的预定。*Registrations without immediate or credit card payment will incur a processing fee of USD99 per registration *若未付费，报到登记时将需要支付每人次99美元的手续费。

PaymENT mEThODs / 支付方式

by Check/bank Draft: Made payable to IQPC Worldwide Pte Ltd 支票/银行汇票：支票抬头为IQPC全球私营有限公司。

by Direct Transfer: Please quote QD 19375.002 with remittance advice / 直接转账:请在汇款单上注明QD 19375.002 IQPC Bank details: IQPC的银行账户详细信息: Account Name: 账户名称: IQPC Worldwide Pte Ltd

Bank Number: 银行编码: 7232 • Account No: 账号: 260-085824-690 • Swift Code: 银行识别码: hsbCsGsG

The hong Kong and shanghai banking Corporation, 21 Collyer Quay, #08-01 hsbC building, singapore 049320 Correspondent Bank: HSBC Bank USA, New York / 代理银行:美国汇丰银行（HSBC Bank USA）,纽约 Swift Code for correspondent bank /代理银行的银行识别码: MRMDUS33 All bank charges to be borne by payer. Please ensure that IQPC receives the full invoiced amount.

by Credit Card:信用卡:

Please debit my credit card: 请从我的信用卡中支取:: Visa MasterCard American Express

Card Number:信用卡号码: Expiry Date: 有效期限:

Name printed on card: 信用卡上的姓名:______________________________________ Signature: 签名:__________________________

5 Ways TO REGIsTER / 5种报名方式

Hotel accommodation and travel costs are not included in the registration fee. A reduced corporate room rate has been arranged at Crowne Plaza suzhou for attendees at this conference. To take advantage of this special rate, please process the hotel room reservation form provided upon confirmation of your attendance.

报名费不包括酒店住宿和旅行费用。中华人民共和国, 江苏省苏州工业园备有专为出席本次会议的与会者安排的团体优惠房价。若要享有此特惠房价，请在签到确认时填写所提供的酒店客房预定表格。

Crowne Plaza suzhou 中华人民共和国,江苏省苏州工业园 168 Xinggang Street Suzhou Industrial Park,Suzhou 215021, Jiangsu, People’s Republic of ChinaTel: +86 512 6761 6688 Fax: +86 521 6761 2288Web: www.crowneplaza.com

DELEGaTE DETaILs / 代表的详细信息

Salutation / First Name: 名: .......................................................................... Last Name: 姓: ..........................................................................

Job Title: 工作职别: ................................................................................... Email: 电子邮件: ......................................................................

Tel: 电话: .................................... (Office办公室) ..................................... (Mobile手机) Fax: 传真: .......................................................

Department: 部门: ...................................................................................... Company: 公司: ........................................................................

Address: 地址: ............................................................................................................................................................................................

Postcode: 邮政编码: .................................................................................. Country: 国家: ..........................................................................

Delegate’s signature: 代表签名: ................................................................... Date: 日期: .........................

Approving Manager’s Name: 批准主管姓名: .....................................................................................................................................................

Email Address: 电子邮件: .............................................................................................................................................................................

Signature: 签名: ........................................................................................ Date: 日期: ..............................................................................

If the invoice is to be addressed for the attention of a different person than the delegate, please complete the details below:

如果发票抬头需要开具给与会代表以外的人员,请填妥下列信息:

Salutation / First Name: 名: ........................................................................... Last Name: 姓: ..........................................................................

Email: 电子邮件: ....................................................................................... Tel: 电话:.......................................................... (Office 办公室)

Please note: 请注意: - If you have not received an acknowledgement before the conference, please call us at +65 6722 9388 to confirm your booking.- Photocopy this form to register multiple delegates.-如果您在会议之前没有收到报名回执单，请拨打+65 6722 9388联系我们，以便确认您的报名情况。-如需为多名代表报名预定，请复印此表格。

IQPC recognises the value of learning in teams. Group bookings at the same time from the same company receive these discounts:IQPC认可在团队中学习的价值。因此，来自同一个公司并且在同一时间进行团体预定可享有以下折扣：

3 or more 7% 5 or more 10% 8 or more 15%

This offer is exclusive of the early bird discount. Call us for a special discount rate for teams of 10 and above. Not applicable to Learning Lab(s) only bookings.此优惠不包括提早报名的折扣。如果有10人或以上的团体报名，请致电给我们，以获取特别折扣。不适用于仅参加研讨会的预定。

3人或以上7% 5人或以上10% 8人或以上15%

IQPC的撤销，延期和替换政策• 您可以通过向IQPC提供合理的预先通知，随时替换贵公司的代表。• 在会议召开前至少8天收到的任何书面形式的撤销通知，将可获得90%的款项结余，以用于参与从此结余发放之日起一年内举行的由IQPC组织的另一场会议。对于所有经许可的撤销，IQPC将保留合同费用的10%作为管理费。在会议召开前7天以内（包括7天）所发出的任何撤销通知，将不会获得任何款项结余。• 若IQPC以任何理由取消会议，您将获得已支付之合同费用的100%款项结余。您可以将此结余用于与IQPC共同商定的另一场IQPC会议，但该会议必须是在从撤销之日起的一年内举行。• 若IQPC以任何理由推迟会议并且参与代表无法或不愿在重新安排的时间参加会议，您将获得已支付之合同费用的100%款项结余。您可以将此结余用于与IQPC共同商定的另一场IQPC会议，但该会议必须是在从推迟之日起的一年内举行。• 在除上述规定以外的情况下，将不会为撤销会议而发放任何款项结余。在任何情况下均不会退款。• 对于因某项会议的替换，变更或撤销/延期而造成的任何损失或损害，IQPC概不负责。对于因意外情况，自然灾害，意外事件或任何其它导致本次会议不可行，不合法或不可能举行的事件而导致会议取消，重新安排或推迟的任何情况，IQPC概不负责。本条款所指的意外情况应包括但不限于：战争，火灾，工人罢工，极端的天气或其它紧急情况。• 请注意，尽管发言人和议题已在此表格付印时确定，但若发生主办方控制能力之外的情况，则可能会替换、变更或撤销发言人和/或议题。在此情况下，如有必要，IQPC可在不对您承担任何责任的条件下，保留变更或更改已发布的发言人和/或议题的权利。我们会尽快在我们的网站上更新任何替换或变更信息。

您的详细资料:请发送电子邮件到[email protected]，联系我们的数据库经理，并通知他们需要做出相应修改的任何不正确的信息。

资料保护:我们根据1984年的数据保护法令收集个人资料。您的个人资料可能会被转交给其它希望与您就与您的业务活动有关的产品或服务进行沟通的公司。如果您不希望收到此类信息，请勾选下面的方框。

请不要把我的个人信息转交给任何第三方。

我同意IQPC的支付条款。I agree to IQPC’s payment terms.

STRATEGIC SHARED SERVICES &OUTSOURCING SUMMIT CHINA

Main Conference:19 & 20 April, 2011Site Tour: 18 April, 2011Learning Labs:21 April, 2011

*Register and Pay in full no later than 21 February 2011 to qualify for the Early Bird Discount.在2010年1月20日之前报名并付清费用，可享有提早报名的折扣优惠。

ssON members receive an additional 10% discount for conference only bookings.

VIP Prices Early bird Prices standard Prices

CONFERENCE PaCKaGEs / 会议配套aLL PRICEs IN usD /所有价格均以美元结算

book & Pay by20 January 2010

在2010年1月20日之前预定并支付费用

book & Pay by21 February 2011

在2010年2月21日之前预定并支付费用

sTaNDaRD

Conference Only 只参加主要会议 1,399 1,499 1,699

Site Visit 实地考察 599

Learning Lab(s) Only 只参加实习研究实验ABC

399 (each Learning Lab/ 每场实习研究实验)

My booking code is: 我的预定代码是: QD 19375.002 PDFWPlease complete in BLOCK CAPITALS as information is used to produce delegate badges. Please photocopy for multiple bookings.请以大写字母填写，因为这些信息将用于制作代表证。如需预定多个席位，请复印此表格。

www.ssochina.com [email protected] 65 6722 9388 65 6720 3804 IQPC Worldwide Pte Ltd 61 Robinson Road #14-01 Robinson Centre Singapore 068893

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