真实案例分享——企业资源筹划与共享中心
活动简介
Introduction
Companies have two ways to integrate resources, merging resources and balancing resources. Setting up FSSC is one way to apply centralized management, which means merging and optimizing internal resources. For this reason, process of setting up a FSSC is replanning internal resource to achieve scale advantage.
不同企业在建立共享中心时会面临不同的挑战：如何整合境内不同公司间的流程？如何配置人员以满足信息系统更高的操作要求？共享中心如何才能为自己的使用者提供更好的服务？跨境的共享中心又面临着怎样的问题？资源受用方又有怎样的真实感受？
Different companies will meet different challenges during this processes: How to reengineer business process from company to company? How to staffing employees while the FSSC requires a higher financial operations? How to provide better services to users? What’s the situation cross-border FSSC is dealing with? What’s user’s real opinion about FSS?
本次电话会议F-Council邀请到两位资深嘉宾，分别为大家带来境内财务共享资源整合与全球共享中心的真实案例！
F-Council invited two senior guests to share their experiences about integrating resource and using global share services.
活动特邀分享嘉宾
Special Invited Guests
张滢 财务总监 奥豪斯仪器
Grace Zhang Finance Director Ohaus Instruments
张滢拥有十余年的财务从业经验,，在Mettler-Toledo, Train 等多家跨国公司任管理职位。2008年至2012年期间主要负责ERP上线项目的实施和中国区财务共享中心的筹建，积累了丰富经验。
Grace has been working as an important role in many multinational corporations for more than ten years. She led both ERP and FSSC projects from 2008 to 2012 in Mettler-Toledo Group.
张晓蕾 中国区财务经理 麦肯锡
张晓蕾在麦肯锡有六年的工作经验，目前负责总账、税务及应收的管理。由于麦肯锡使用众多分布在全球各地的共享服务，因此张晓蕾也负责与各个共享中心的沟通与协调，在此期间积累的丰富的经验。张晓蕾曾服务于李尔公司及安永会计师事务所。
Shelley has been working in McKinsey for 6 years. Her role is looking after GL, tax and AP. All her responsibilities can not avoid frequently coordinating with share service center. She also has solid experience in US listed company (Lear) and professional accounting firm (E&Y).
企业观察员
Corporate guests
绍露 财务副总监 胜科（中国）投资有限公司
Shao Lu Deputy Director of Finance Sembcorp (China) Holding Company
流程安排：
15:00 会议开始 主持人致辞
Opening Words
15:05 案例一：企业资源整合——建立财务共享，控制财务风险
Case One：Resource Integration ——Setting up FSSC, reducing financial risk
— 建立财务共享的动因及集团境内外状况分析
Background of setting up a FSSC
— 企业内部资源整合
Internal resources integration
-流程重组：不同公司间的流程整合
Process reengineering from company to company
-人员配备整合：要求更高的精细化财务操作
Well-organized staffing for higher financial operations
— BU角度的使用感受
User’s feeling
-初期磨合阶段分析
Analysis of transition period
-有效沟通共度难关
Communication in an effective way
15:40 案例二：全球资源共享——资源受用方的价值感受
Case Two：Global share service——User’s vision
— 更概念化的全球共享:突破地域限制
Global shared service without location limitation
— 更广泛服务范围：财务、税务、IT、HR、采购、保险、租赁
More service offered: Finance、Tax、IT、HR、Purchasing、Insurance、Renting
— 排除阻力:跨境人民币结算提升效率
A more effective way to settle : Cross-border RMB
— BU角度的价值感受
User’s feeling of finance share service
16:00 企业嘉宾互动
Panel discussion
16:15 现场接入提问
Q&A
16:30 活动结束
The end of teleconference
