13th annual na shared services & outsourcing summit brochure

Smart Partnering: Optimizing Outcomesfor Captive and BPO Strategies throughInnovative Relationship Management

September 28 - October 1, 2009Swissôtel • Chicago, IL

REGISTER ONLINE AT WWW.SHAREDSERVICESSUMMIT.COM OR CALL US AT 1-800-882-8684

• Forging Positive Behaviors as a Core Competency of YourPartnering Practices

• Rescue Tapped Working Capital and Drive Cash Back to theBottom Line

• Innovation Think Tank: Taking An Inside Look at What’s Outof the Box

• The Accelerating & Positive Force of Globalization on YourShared Services Strategy

• Driving Financial Supply Chain to Demonstrate Real Cash Returns

• Leverage Greater Economies of Scale with HR OutsourcingTransformation

• Drive Towards a Second Wave of Value Creation for MatureShared Services

• Uncover the People and HR Challenges When ExpandingShared Services Globally

• Develop an Integrated Measurement Framework, Focusing on the Right & Critical Measures

Sponsors:

Lee CoulterSVP, Global Shared Services, Kraft FoodsKraft

Beth SusmanVP, Global HumanResourcesQuintiles

Colin LubbeVP, Financial Shared Services & StrategyHyatt Hotels andResorts

Keith ButterfieldDirector, Global HR SharedServicesCaterpillar

Bradley ThackerVice President of CorporateServices and OrganizationDevelopmentNissan North America

Christian RodriguezVice President, OperationsWestern Union

presents the…

ACCO BrandsAgriumAndrew Corporation AramarkBank of Montreal CenterPoint Energy CignaCrate & BarrelGalls Inc. General ElectricHertz Highway TechnologiesIACCMLowesIntelLMI AerospaceNASANavistarNewsCorp Dow JonesNikeNissan North AmericaNorthern TrustNorthrop GrummanNovartisQuintilesSchneider National Tecta AmericaTimex GroupU.S. Department of StateWal-MartWestern UnionXerox

✔ Exclusive On Stage Interviews:Behind the Scenes with Xerox and Wal-Mart Shared Services

✔ Quick Win Energizers ✔ Team CFO: A Trio’s Vision of Success in

Shared Services ✔ The Key to Wise T & E Spending in

a Downturn Economy ✔ Site Tours at Caterpillar and Andrew

Corporation ✔ Emerging Technology: Advancing the

Future of Shared Services & BPODelivery

✔ Speed Networking: Find out Who’sWho in the Captive and OutsourcedWorld

✔ Benchmarking Techniques To AssessPerformance Relative to Your Peers

View our special travel bundles and other pricingoptions online at www.sharedservicessummit.com!

raising revenue reducing risk

What’s New for 2009?Introducing:

Exclusive Global Leadersfrom the Following Companies:

BPO Exclusive Content: Smart & InnovativeContracting Strategies for Partnership Success

Critical Themes and Topics Include: Where Leaders Connect:Hear from an Expert Speaker Faculty, featuring:


■ Planning & Launching

■ Measurement & Process Excellence

■ HR Transformation

■ Finance Transformation

■ Smart Contracting for BPO

■ Creating Customer Value

■ Technology Innovation

■ Scope & Scale of SS Strategy

Follow This Guide to Direct Your Conference Itinerary

Sponsorship & Exhibition OpportunitiesSponsorships and exhibits are excellent opportunities for your companyto showcase its products and services to high-level, targeted decision-makers attending the 13th Annual North American Shared Services &Outsourcing Summit. SSON helps companies like yours achieve importantsales, marketing and branding objectives by setting aside a limitednumber of event sponsorships and exhibit spaces, all of which aretailored to assist your organization in creating a platform to maximizeits exposure within the industry.

For more information on sponsoring or exhibiting at the 13th AnnualNorth American Shared Services & Outsourcing Summit, please contactMario Matulich at (212) 885-2719 or [email protected]

EARN CPE CREDITSPenton Learning Systems d.b.a International Quality and Productivity Center is registered with the National Association of State Boards ofAccountancy (NASBA), as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancyhave final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be addressed to theNational Registry of CPE Sponsors, 150 Fourth Avenue North, Suite 700, Nashville, TN 37219-2417. Website: www.nasba.org

This program stands as BASIC as there are no prerequisites or advanced preparation requirements to attend our conferences. “Group Live” delivery method.

Save the Datefor Shared Services Week 2010!SSON is excited to announce the 14th Annual North American SharedServices Week! Taking place March 22-26, 2010 at the Omni Orlando Resortat ChampionsGate in Orlando, FL, this event will continue its mission togather shared services professionals together for a week of interactivediscussion, strategy planning and more! Visit www.sharedservicesweek.comfor event updates, shared services and outsourcing resources, and more!

Brand New FormatsLearning Lab: In these interactive sessions, the speaker sets the agenda with abrief presentation outlining the topic, the driving forces behind it, and presentstheir case study with examples. For the second half of the presentation, thegroup works through several exercises, leveraging the information just gainedduring the presentation portion. Supplementary material is provided to guideyou through the sessions and for future reference.

Executive Agenda for Mature SSOs: Designed for mature sharedservices and outsourcing practitioners, this year’s program features anExecutive Agenda, which focuses on innovation and growth in their SSCs.Attendance is limited to pre-qualified end-users only, so participants will beimmersed in discussions with similar-level peers to ensure that the contentis not diluted. Contact Naomi Secor at [email protected] directly toapply for this exclusive opportunity!

“Communication between service provider and client, whether that is an internal service provider or external BPOprovider, is the single most important predictor of success in the objectives of the provider-client relationship. In a

time when shared services must deliver faster and better than ever before, we must innovate in that mostfundamental factor, communication” – Lee Coulter, SVP, Global Shared Services, Kraft FoodsDear Colleague,

Continuing the momentum generated at the highly successful Shared Services Week this past March, the 2009 Shared

Services & Outsourcing Summit promises to help you turn your Center of Excellence into a cost-cutting machine for your

organization-at-large. Though these tough economic times might hamper your ability to make investments in your SSO,

there are no limits in your ability to build upon internal relationships and bolster external partnerships with effectivecommunication and smart contracting to ensure a two-way commitment at all times.Though these relationships have always played a vital role in the growth and sustainability of your shared services model,

increasing competition and the continued shrinking of the global economy demands that relationship governancebecome your top priority! Moving forward, you must harness the appropriate business acumen and industry knowledge

to steer your business through storms and create strategic rather than tactical synergies. But how do you effectively bridge the gap between these new and old paradigms? The 13th Annual Shared Services &

Outsourcing Summit will show you how through a series of high-level interactive panels, roundtables and learning labs

designed to help you bolster your shared service centers through highly incentivized and innovative business ideas.This industry must come together and carve out solutions that ensure survival and re-invention for your business. And,

we’re helping every step of the way…How? • Content designed for every level of maturity• BPO exclusive content focused on smart & innovative contracting strategies for partnership success• Innovation think tank sessions focused on bringing out of the box ideas into your SSO• Working capital and supply chain management content to help you drive cash back to the bottom line

• Brand new interactive sessions – No presentations to hide behindPlus more… Come check it out!

I look forward to seeing you in Chicago.

Best regards,

Naomi SecorSenior Program Director Shared Services & Outsourcing Network

JOIN THE SHARED SERVICES ANDOUTSOURCING NETWORK

SSON provides research, training, and networkingfor over 4,500 shared services executive membersfrom over 50 countries around the world.

Whether you need resources to write a report, facts to benchmarkperformance against or simply want to meet some of your peers at thesame stage of development we can support you. Sign up today, pay only$149.99 USD and receive benefits that will help you to take yourimplementation to the next level.

Website: www.ssonetwork.com • Email: [email protected]: +44 (0)20 7368 9300

P.S. Web Exclusives @ www.sharedservicessummit.com SSON is conducting a series of content rich webcasts thatwill allow registered attendees the chance to preview theinformation and listen to the speakers before the show!Check back frequently for topics and times

7:00 Registration and Coffee

7:45 Chairperson’s Opening RemarksJim Arnold, President & Founder, Apex Analytix

8:00 Keynote: Sustainability as a Shared ServiceSam Poston, Senior Vice President, ScottMadden

The objective of this keynote is to discuss a potential expansion of your shared services operation. A company’ssustainability approach and program will become more important over the next several years -- why shouldn’tshared services step up and deliver? • Define the elements of sustainability and strategies for delivery• Discuss the importance of sustainability, emphasizing the importance of it today• Discuss how sustainability lends itself to a shared service• Emphasize how sustainability fits into the shared services model• Highlight how organizations are currently developing sustainability as a shared services function

8:45 Speed Networking: Find Out Who’s Who in the Captive and Outsourced WorldNavigate your way through a sea of faces with a structured meet and greet for the masses. There’s nothing likeputting a face to a name – so spend 30 minutes in the plenary room to meet as many of each other as youcan. Come away with a pocketful of business cards to help you kick start your networking with a bang.

9:15 Quick Wins Energizer: Top 5 Outsourcing Levers to Weather the RecessionTim Cummins, CEO & Executive Director, International Association for Contract & CommercialManagement (IACCM)

Track Sessions Begin

Track 1

10:55 ■ Conquering the Change ManagementChallenge: Ensuring a SuccessfulOrganizational TransformationRajan Mehndiratta, Global Accounts PayableController, Intel

Establishing new policies, procedures and processes isnot sufficient on its own to ensure successfulorganizational transformation. Research shows thatover 80 percent of projects fail when 'organizationtransition issues' aren't addressed. When peoplearen't adequately prepared, some will deny or resistthe change. During this session you will learn how to:• Enable maintenance of business as usual through

careful scheduling intended to minimize the impact• Embed the cultural change and ways of working

associated with a shift to a more customer focusedsupport service

• Manage the effectiveness of the changes, andmechanisms through frameworks and processes toensure continuous improvement

• Determine goals and objectives for everything,whether your SSO is ensconced into companyculture or the initiative is new

Track 2

■ ■ Reinventing Measurement:Developing an Integrated MeasurementFramework, Focusing on the Right &Critical Measures Joyce Short, Deputy Director, NASA Shared Services

There is no question that metrics are a necessarycomponent to your shared services or BPO strategy.They can be used as an effective tool for drivingcontinuous improvement, improving workflow, andmanaging customer relations, but metrics are only asvaluable as the information that they provide. In fact,having too many metrics can overcomplicate things anddiminish the likelihood of retaining valuable data fromyour metrics. During this session you will learn how to:• Create a Level of accountability and sustainability

by designing and implementing process efficiencyand effectiveness metrics

• Drive process effectiveness beyond processefficiencies through a service selectionmethodology to ensure cost savings, revenuegrowth, and improved service delivery

• Achieve standardized reporting and enhancetransparency to the end user

Track 3: Smart Contracting for BPO Success

■ Double Session Roundtable: Innovation &Governance in BPO: A Two-WayCommitmentLee Coulter, Global Head Shared Services, Kraft

Gary Willis, Director HR Shared Services, ACCO Brands

Colin Lubbe, VP, Financial Shared Services Strategy &Operations, Hyatt Hotels and Resorts

Jun Davis, Purchasing Centers Leader, GE

Surely, BPO suppliers can deliver innovative solutions whichimprove service as well as cutting costs? They can, butaccessing innovation cannot be taken for granted by clientsand is not straightforward to contract for. There is no SecretSauce. While outsourcing buyers are often disappointed bythe lack of innovation, providers feel pressured by relentlesscommoditization. It is now imperative that BPO providers setthe stage for their next phase of evolution and momentum -the third phase of BPO development which focuses oninnovation: During this session you will learn how to: • Ensure innovation is part of your outsourcing experience• Contract for innovation• Discuss the techniques for innovation including gain

sharing, appropriate governance, the right technologyand process redesign

*Note: This is a double session and runs until 12:30

Track 4: Executive Agenda

Double Session Roundtable: Full SpectrumInnovation in Shared Services: Taking anInside Look on What’s Outside the BoxLarry Dismukes, CFO, Galls, Inc.

Bradley Thacker, Vice President of Corporate Servicesand Organization Development, Nissan NorthAmerica

What is driving shared services’ or outsourcings’ value interms on innovation? Innovation speaks to the constantmovement of shared services, to the fact that this is not astatic, transaction-driven field – but a thinking engine, atthe very core of an organization’s operations. The realityhowever, is not much is being done to drive this throughthe workplace. Attend this roundtable and discuss thefollowing:• How do you design innovation into your processes? • How do you build customer engagement into the design? • What resources do you need to drive innovation? • What tools can you use to assist people to be innovative

and reward them? • How do you deal with the cultural challenges and what

are some of the ways to encourage the democracy ofideas?

• How do you prove the value of innovation


9:25 Keynote Series: The Excellence Corner: ONSTAGE EXCLUSIVE INTERVIEW WITH XEROX SHARED SERVICES Customer Driven InnovationTerry Hartmann, Director, Financial Shared Services, Xerox Corporation

Meeting Customer Requirements is paramount at Xerox, whether in Sales or Service or Financial Services.Identifying requirements is both easy and hard. The easy part is hearing the annual cost-reduction targets fromyour management chain. Harder to identify, and sell, are the requirements for better services and fewer "hasslefactors" from your end-user customers, the employees of the company. We in Financial Services are driven bythe same goals as each of you - ICE. That is, Integrity, Customer, and Efficiency. The measures of these arereadily understood as well. Driving both Efficiency AND Customer satisfaction is the hidden challenge. Ensuringintegrity is a fundamental for all of us. Learn how Xerox identifies and implements innovations needed to meetcustomer requirements while driving down costs. During this interview with Terry Hartmann, Director FinancialServices for North American Finance in Xerox, you will hear several prime examples of innovation, including: • Expense report area: Saved 1M annual direct cost reduction (FTE’s, postage, etc.) and, more importantly,

enabled and provided the impetus for operating unit travel-related savings of over &17M annually• DPO (Days Payable Outstanding) which has grown to 3X the level of ten years ago with a focused effort

from both Disbursements and Purchasing operations. The working capital improvement is measured inhundreds of millions

• The annual survey of the employee (customer) population forms the basis for the upcoming year'saction plans and initiatives. The C-Sat results for 2008 were 90%, highest in five years and approachingthe internal-provider "sweet spot"

• The ready objective of outsourcing as a solution has been redirected to internal innovation and selectiveout-tasking of lower-value-add services, enabling better overall costs and control, again with acontinuous focus on the ICE

10:10 Morning Networking Break in the Exhibit Hall

Main Conference Day One: Wednesday, September 30, 2009









3Sponsors:raising revenue reducing risk

11:45 ■ ■ Panel Discussion: Increasing theEffectiveness and Reducing the Cost toOperate Your Shared Service CenterDominick DiPaolo, CPA, VP, Global Sales, Blackline

Attendees will gain strategic insight when faced withoutsourcing or offshoring opportunities and challenges.BlackLine’s Dominick DiPaolo, CPA, along with a BlackLineclient will discuss the advantages of outsourcing andoffshoring the finance and accounting functions forcompanies in this current global economy. They will alsohighlight some of the challenges companies shouldconsider when undertaking such a project. Attendees willalso learn firsthand how several companies overcame someof those challenges to make outsourcing a success intoday's current economic environment. If your company isconsidering outsourcing or offshoring this panel discussionshould be a priority during the Shared Services andOutsourcing Summit.

12:30 Luncheon Sponsored by

1:45 ■ ■ The Honeymoon is Over: DesigningYour Organization for BPOColin Lubbe, VP, Financial Shared Services & Strategy,Hyatt Hotels and Resorts

Developing the conceptual model for outsourcing is relativelyeasy. The difficulty lies in executing it. The main obstacle toboth internal shared services and BPO success is when onepart of the triad of people, process and technology islagging behind. A company may not have done enoughchange management or technology redesign to underpintheir new processes. If processes and technology break onthe boundary between the internal and the external units,effectiveness and efficiency are damaged. • Examine the opportunities for leveraging a BPO partners

operational excellence for improving business outcomes• Highlight the impact of the BPO providers operational

practices on delivery, cost, quality, risk, compliance andagility

• Build your governance layer that manages thecustomer/supplier relationship, including SLAs,performance reporting, billing and issue resolution

2:35 ■ The Road Not Taken: Why I Chose theOne Less Traveled By Captives OnlyChristian Rodriguez, Vice President, Operations,Western Union

With the initial responsibility and scope of providing callcenter support to Western Union Agents in the LatinAmerica & Caribbean (LACA), very soon it was apparentthat the Costa Rican talent and business conditions allowedfor the Center to assume bigger, broader responsibilities.When the Center in Brussels was closed in 2003, the GlobalService Center in Costa Rica took another big step whenmore added-value services such as accounting, finance,compliance and fraud prevention were moved to Costa Ricain 2008. This session will highlight the criteria factorsinvolved in making this move and the resistance that wasencountered during the way. During this presentation you

■ The Accelerating and Positive Force ofGlobalization on Your Shared ServicesStrategyKen Grady, Head of Enterprise IT Shared Services,Novartis

Working in an international business means different andincreasing challenges for reaching the market, and workingin a consistent and connected manner across yourorganization. However, it also offers opportunities to buildand leverage best practice, find efficiencies not otherwisepossible, and tap into talent that wasn’t previously available. • Assess best practice through internal benchmarks, and

don’t be afraid of adopting what works• Clean up duplication: Do you really need that many ways

to do the same thing? • Collaborate in new ways: Working with remote parts of

your business will force you to think differently abouthow you meet, and how you share

• Recognize the differences, and make the most of them,while the majority of your savings will come fromharmonization, most of your ‘value-add’ will come fromthe differences, and the ideas that they generate

■ ■ Double Session Learning Lab: Creatinga World Class HR Shared ServicesOrganizationBeth Susman, VP, Global Human Resources, Quintiles

Charlotte Mackintosh, Director, HR ProfessionalService Center, Quintiles

Renee Mundy, Director, Global HR Shared Services,Hertz Company

When planned and implemented well, HR Shared Servicesis truly an effective and efficient delivery model. However, itis critical to choose the right configuration and know howfar to push the model. There needs to be a greaterunderstanding of evaluating, designing and implementingthe elements of success. Explore how the successfulexecution of HR Shared Services has helped employersengage their employees, keeping them more focused onthe task at hand, while reducing cost and enhancing servicelevels. • Establish uniform global standards for data and processes

to facilitate rapid deployment of HR programs and toolson a global scale

• Achieve cost efficiencies through metrics, focused onareas such as reduced turnover rates, higher employeesatisfaction scores and reduced time to hire

• Review the global drivers of HR change and their impacton effective shared services models

Learning Lab Portion

The learning lab will provide an opportunity to explore howto implement shared services support for new HR programon an international scale and how to ensure best practicesfor cyclical support activities• Provide administrative and customer service support for

cyclical HR programs such as performance reviews andmerit planning cycles

• Discuss resource allocation planning, communicationsand metrics, critical to the support of cyclical programs

• Hear about the rollout of a wellness program and the

Double Session Continues

■ ■ ■ Double Session Learning Lab:A Toolkit for BPO SuccessStephen Hunsberger, Director, News Corp, Dow Jones

The skill of the customer has become a critical andsometimes overlooked central focus of outsourcinginitiatives. Leveraging key relationships with your externalprovider is the single biggest success factor to any BPOStrategy. We have no choice but to think smarter and moreinnovatively about how to communicate, negotiate, anddeliver if we expect our value to the business to grow. ThisLearning Lab Will Provide You With the Following Tools• Sourcing Lifecycle Framework for Maintenance,

Transactional and Project Activities• Requirements Traceability Pyramid • Standard business case review for successful contract

management • SLA Construction workbook used to document,

communicate and provide SLA historical information • Methodologies for BPO success• Vendor ranking and proactive management through the

use of consistent measurements and scorecards



Double Session Roundtable: The Role ofWorking Capital on Your Shared ServicesStrategy Eileen Kamerick, CFO, Tecta America

John Foley, Controller, Cigna

Ronald Kruczynski, CFO, Highway Technologies

As borrowing costs grow and access to credit marketstighten, organizations are under pressure to release valuefrom existing working capital processes. Reduced workingcapital requirements and superior cash flow are keyindicators of corporate performance and balance sheetstrength. Unfortunately, too much effort at reducingworking capital focuses on the short term, often focusinginefficient "tactical" actions on closing out a quarter-end orthe financial year-end on a reportable high note. This canresult in longer term working capital performance beingcompromised• Maximize working capital through greater visibility into

cash positions and realize arbitration of internal andexternal cash flows

• Diagnose points of leakage in your working capitalmanagement processes that could be tapped to releasefree cash flow

• Understand the power of shared services in realizingsuperior working capital performance



will hear the pros and cons of all options and strategies togenerate maximum value from your captive operations. • Discuss the key factors a company should keep in mind

when making the outsourced versus captive decision • Discuss the pros and cons of offshore, outsourced, and

captive operations • Review the cost, speed, and scope of implementation

3:20 Afternoon Networking Break in the Exhibit Hall

4:05 ■ The Key to Wise T & E Spending in aDownturn Economy Beverly Strachan, Account Payable Manager, Crate &Barrel

Indirect spend is often viewed as one of a company's mostcontrollable expenses. With scrutiny on cost reduction,expense management professionals are in a prime positionto drive transformational changes that result in bothimmediate savings as well as sustainable, long-term value.In this uncertain economic climate, what is your organizationdoing to maximize T&E spend? How can you systematicallyprevent and contain unnecessary and wasteful T & E spend?Attend this session and learn how to: • Integrate the travel booking and expense reporting

process to increase policy compliance • Enhance visibility to drive smarter negotiations with

suppliers • Increase adoption, satisfaction and productivity through

intuitive user experience • Drive smart T&E spending and prevent unauthorized

expenses before they occur with powerful policy controland comprehensive reporting data

4:55 ■ ■ Utilizing SLAs to Deploy Strategy &Improve PerformanceMaureen McKinney, Vendor Management Director,Nike

Introducing the shared services model is impossible withouta good SLA in place. It forces you to have discipline andfigure out what it's costing you to deliver service now.When you start down this path, you'll figure out if yourfinancial information and software systems that deliver youservice, are robust enough to figure out how to charge yourcustomerWhen working through the SLA, you will find this alsomakes process deficiencies clearer by clarifying exactly whatprocesses you are engaged in and what borders they crosswithin the organization. During this session you will learnhow to: • Receive insight into the key areas needing monitoring

and highlight the appropriate balance between SLAs andoperations reports

• Hear lessons learned in developing service levels andhaving the flexibility of changing the designs to matchactual service delivery

• Receive examples of operations reporting approachesbeing used to measure service delivery and compliance

5:40 Cocktail Reception

"Great opportunity to interact with colleagues and obtain information on the latest developments and techniques within the industry."- Bill Johnson, Vice President, COCA-COLA ENTERPRISES North American Shared Services

support that was needed to make it happen – Discussways that you would approach implementing this typeof service


■ Double Session Learning Lab: DrivingFinancial Supply Chain Efficiency toDemonstrate Real Cash ReturnsBrandon Laws, Director Corporate Payables, Lowe’s

In today’s climate the health of your company’s financialhealth is under the spot-light, and CFOs everywhere arefocusing on boosting working capital and releasing cashtrapped within the business. First under the microscope aretypically a company’s financial processes. Are they operatingat maximum efficiency? How could you tighten them?What are the alternatives? This session explores peer-to-peer group discussion based on real experience of:• Identify and reduce process and system redundancy to

show significant cost reductions to senior management • Determine which processes typically prove to be the

most challenging to automate? and • Hear about the “other options”, if investing in

automation isn’t right for your company?• Combine physical and electronic incoming and outgoing

information flows to automate your processes, and alsoactivate your inevitable transition from physical toelectronic information flows and gain real benefits.

Key processes analyzed in the discussion include:• Invoice Production, Receivable Management, Credit

Control, Accounts Payable, Payments, Salary Calculation,General Ledger, Support for Planning, Budgeting Tools,Archiving and On-line Reporting


■ Double Session Roundtable: Contractingin a Globally Sourced World: Understandingthe Pitfalls and How to Avoid ThemJay Desai, VP, Global Sourcing, Northern Trust

Tony Lucente, Director, Organization Support, NissanNorth America

Gregg I. Goldman, Executive Director and Head ofLegal, Group Technology and Group Offshoring, UBS

Structuring an effective outsourcing contract in a globallysourced world can be a harrowing experience. Discover thecritical contractual components of a global sourcing dealand explore the areas to consider when “going global” forservices.

Part One: Structuring the Contract• Building the business case for effective contract

management • Which contracting elements are needed for a successful

global deal? • How do you really establish whether your new BPO

partner has the scale, language capability, internalmanagement and measurement reporting systems thatmap you, the client, to create a truly collaborativeenvironment

• What are the most frequently negotiated terms andconditions in outsourcing agreements – and what shouldthey be, if we are seeking to create positive businessoutcomes

• What global sourcing risks can be mitigated by effectivecontract terms and conditions

Part Two: Mitigating Risk in Global Sourcing Efforts• What are the risks in today’s economic climate? How do

you uncover them, and what process changes and toolswill help?

• What are you counterparty’s risk and how do youcollaborate to minimize the risks that are most importantto each of you?


Roundtable: Innovative Pricing ModelsEileen Kamerick, CFO, Tecta America

Ronald Kruczynski, CFO, Highway Technologies

With more and more mature shared services in place, andan emerging BPO business, proper service charging hasbecome an important topic. Unrelated fixed pricing modelsare getting replaced by more and more sophisticatedmodels and often multiple methods are being applied. In aworld with increasing pressure on efficiency, cross-functional optimization is vital in order to keep coststructures balanced.• The rise of transaction based pricing and innovative gain

sharing structures• The end of time & material, cost plus and fixed pricing• Transparency: Understanding the way in which prices are

related to services

CFO Profile Series: Understanding andManaging Your Various Stakeholders toEnsure Excellent Customer ServiceLarry Dismukes, CFO, Galls, Inc.

Kelly Spencer, Controller, Galls, Inc

Scott Senatore, Senior Director, Credit & Collections,Aramark

This roundtable session will provide a C-Suite Vision ofSuccess for Shared Services.Aramark Shared Services had a vision for their center. Theywanted to focus on changing the customers story in orderto build strong relationships with their client groups andachieve a true cohesion of one best team. By managingtheir center to this philosophy and holding themselvesaccountable to the customer’s solutions, it further allowedthem to reach a series of other goals. It brought themcloser to their client groups, created credibility and trust,and allowed them to forge a positive identity for the center.Ultimately it produced better financial results and a higherlevel of customer retention

5Sponsors:raising revenue reducing risk

Track 1

10:55 ■ ■ Silo Busting! Executing on thePromise of Customer Focus, MeasuringCustomer Satisfaction for SharedServices to Refine Your Service DeliveryProcesses and Increase CustomerSatisfaction Melissa Lytell, Director, HR Shared Services, U.S.Department of State

Linda Taglialatela, Deputy Assistant Secretary forHuman Resources, U.S. Department of State

A fundamental part of establishing and successfullyoperating a shared services organization is tounderstand not only what services are important toyour customers but also how well you are performingin these areas. Using a strong customer satisfactionmeasure will enable your organization to establish aquantitative measure of overall performance and trackhow you will improve over time. In addition, using acustomer satisfaction measure can aid in theidentification and implementation of continuousimprovement opportunities within the organization.• Develop, implement and benchmark customer

satisfaction measurements• Set improvement priorities and implement targeted

corrective actions that yield maximum value• Utilize a customer satisfaction measure in

conjunction with a cost model to price services inline with their value and importance to theorganization you support

Track 2

■ The People and HR Challenges ofExpanding Shared Services GloballyKeith Butterfield, Director, Global HR SharedServices, Caterpillar

You’ve established stable operations in your HQcountry and demonstrated that you can be trusted;now company leadership has challenged you to extendyour service globally. It’s a familiar story, which can leadto unfamiliar territory. Organizations that haveexpanded service delivery outside their core locationshave learned hard lessons about the people and HRchallenges that can ensue. In hindsight, some of theselessons may seem obvious, but in the excitement ofdelivering a project, it is easy to be shortsighted. • HR Service delivery sourcing (captive, outsourced,

nearshore, offshore) • Contact center and shared services team startups,

near and far • Getting to good governance • Developing meaningful business-aligned metrics • Growing global shared services operations in a

dynamic (e.g., downright difficult) business climate

Track 3: Smart Contracting for BPO Success

■ Driving Improved OffshorePerformance through RobustGovernanceBradley Thacker, Vice President of CorporateServices and Organization Development, NissanNorth America• Leverage globalization to drive business

transformation• Optimize process performance to improve

effectiveness by identifying key process owners tochampion, showcase early successes, anddemonstrate benefits of utilizing LACK resources

• Review the governance framework in place whichincludes Executive, Operational, and POMP reviewson a monthly and quarterly basis

*The financial target for this initiative was set at 40%of cost savings and this threshold has beenconsistently met since the inception of therelationship*

Track 4: Executive Agenda

Double Session Roundtable: PuttingLeadership Back Into Strategy: Qualitiesfor the Executive SuiteRajan Mehndiratta, Global Accounts PayableController, Intel

Elizabeth Mcpherson, Director, HR Service Center,Agrium

When evaluating how world-class companies pullahead of the competition in challenging businessconditions, experts consistently pinpoint onedifferentiating factor: strong leadership. Today'schallenging economy calls for global executives whocan lead strategically, responsibly, and ethically. Yourrole in setting strategic direction, allocating resourcesand serving as an early warning system is becomingincreasingly prominent and even more visible in thisturbulent market. The weak economy has shaken upshareholder values and as a result, you must take ongreater accountability and exude strong leadershipwith a close connection to the supporting businessunits you govern. • Create an environment of ownership and

accountability at every level of the organization • Discuss the role of leadership in corporate strategy:

What makes a great leader? How do we get the“right one” in the door?

• Drive customer-strategic thinking across theenterprise

Main Conference Day Two: Thursday, October 1, 2009

7:00 Registration and Coffee

7:45 Chairperson’s Opening RemarksJim Arnold, President & Founder, Apex Analytix

8:00 Keynote Panel Discussion: Innovations in BPO Contracting: A Lesson for NegotiatorsModerator: Tim Cummins, CEO & Executive Director, International Association for Contract &Commercial Management (IACCM)

Panelists: Lee Coulter, SVP, Global Shared Services, Kraft Foods

Bradley Thacker, Vice President, Corporate Services & Organizational Development, Nissan North America

It has become widely acknowledged that "smart contracting" is the key to a successful BPO relationship. However,traditional legally-driven negotiations often create 'structured adversarial relationships', designed to punish failure,rather than encourage the growth of a strategic relationship. This tendency is aggravated by the efforts ofprocurement experts to view BPO as a commoditized service rather than an incentivized business partnership." Thesession will provide a rare opportunity to meet senior users of legal and contract services, to establish how theyreally feel about contracts, negotiations and those who control large elements of the contracting process and theirsuggestions for improvement.• How can you genuinely create organizational integration between client and provider at a global and local level?• Discuss the areas of contract that should be the focus for negotiation - the areas that make the contract into a

framework for relationship governance• What is preventing the shift in the focus of negotiations • How do you ensure evaluation criteria (at both buyer and provider) focus more strongly on evidence of cultural

alignment between the organizations and that the other side can provide evidence of its success at partnering

9:10 Quick Wins Energizer: Goals Gone Wild: Top Five Tips on Prioritizing Tasks Thatare Both Impactful and Realistic in Tough Times

9:20 Keynote Series: The Excellence Corner: ONSTAGE EXCLUSIVE INTERVIEW WITHWAL-MART FINANCIAL SHARED SERVICESDriving Continuous Value Add for Your Organization Under a Global ModelMichael Lockard, Vice President, Financial Shared Services, Wal-Mart Stores, Inc.

When Wal-Mart Financial Shared Services fully benefitted from economies of scale, they set out to addvalue by lowering costs through resource sharing, increasing spans of control, and integrating allaccounting functions. These value adds supported a cost-effective corporate strategy, ensuring Wal-Mart’sloyal customers save money and live better. During this interview with Michael Lockard, you will beallowed to take a behind-the- scenes look at how Wal-Mart Financial Shared Services is transforming itselffrom a decentralized model to a globalized shared services organization – adding value every step of theway in their ongoing journey. In this series, you will: • Hear about the real challenges encountered in selling the value of financial shared services to other

areas within the company engaged in financial transactional processes;• Listen how US Wal-Mart Financial Shared Services reduced their expenses by 7% with the US operating

divisions adding over $19 billion in sales• Learn how they increased associate engagement scores, reduced negative turnover and created career

opportunities through people, culture and change management; and• Listen to how their Innovation Committee is navigating the division's implementation of SAP and other

transformational financial systems and processes

10:10 Morning Networking Break in the Exhibit Hall










1:45 ■ ■ Staffing Up! Identifying Best Candidates forYour Shared Services OrganizationElizabeth Mcpherson, Director, HR Service Center Agrium

Building a Shared Services Center from scratch is a daunting butattainable objective. There are hundreds of decisions that will impactthe successful operation, from site and consultant selection tomigration planning. However, the true basis for long-term success isthe development of a proper culture and workplace tone and thenselecting, motivating and training the right people for the significantchallenges that you will face. Join this session to dissect the criticalhuman capital factors that form the basis of this process and moreimportantly the lessons – both good and bad – that have been learnedby each of member of your peer group• Recognize the key leadership qualities needed to attract and build a

team that works• Utilize effective analytics to document the skill set of your employees

in an effort to bridge the gap among different levels• Identify core processes versus supporting processes versus both

2:35 ■ Achieving a Complete End-to-End P2P ProcessJulienne Sugarek, Process Project Director, CenterPoint Energy

Utility giant CenterPoint Energy has embarked on a radical transformationof its P2P function. The Buy Right, Pay Right project involves developing,implementing and deploying the procure-to-pay component of thebusiness into a complete end-to-end function through the successful andongoing integration of people. In this session, you will receive• A framework for approaching P2P transformation including a

discussion of the pros and cons of using this model• A description of tools used to redefine processes that are based on

best practices• Insight into the role that Change Management plays in process

transformation

■ ■ Panel Discussion: The Production Platform forFinance Shared ServicesJerry Rezabek, Director of Shared Services, Navistar,

Theresa Clark, Vice President, Finance Transformation, Trintech

Many lessons and insights have been learned from studying the historyand dramatic changes made in the manufacturing process. Companieshave used technology to bring production efficiencies in transactionmanagement through ERP and transparency to customers interactionsin CRM. Finance stands alone in that it’s one of the few companyfunctions that does not have the advantage of business processtechnology to enforce standardizations, create agility and bringprecision to the products critical financial information.• Transform your daily operations from a largely manual process to a

technology driven process, allowing your key resources the time tofocus on critical issues

• Integrate and automate your approach to financial governanceactivities – reconciliations, financial close, financial reporting,compliance and enterprise risk

• Achieve ROI efficiency gains ranging from $200,000 to $1,000,000

■ ■ Best-in-Class Total HR OutsourcingTransformation Gary Wills, Director HR Shared Services, ACCO Brands

Given historic economic conditions, it’s more important than ever thatHR leaders leverage the dramatic economies of scale that are availableto them through HR Outsourcing. Talent – how to find, acquire, anddevelop it within your organization – is rapidly becoming the mostimportant differentiator in a globalized economy, creating excitingopportunities for “transformed” HR functions to play a truly strategicrole in the business. This session will explore current best practices,lessons learned and new developments as organizations seek to createan optimal HR operating model encompassing outsourcing, sharedservices and technology.

■ Business Continuity Planning in a Shared ServicesEnvironmentJim Rundgren, Manager Continuous Improvement, NorthropGrumman

There is a great degree of variability in this critical area that ensures ashared services organization can continue operations following adisaster affecting its systems, facilities or people. This session willexplain how you can reduce service in an emergency; relocatepersonnel to an alternative location to continue to provide criticalservices; and a redundant capacity and rollover capability in the eventof infrastructure failures.• Establish a remote recovery site to quickly regain connectivity and

maintain around-the-clock operations without capital investment • Meet the guidelines for annual business continuity testing and

planning • Restore, archive and replicate data in the event of a system crash or

media failure

■ ■ Panel Discussion: The AP Apprentice Challenge:30 Ideas In 40 MinutesBeverly Strachan, Account Payable Manager, Crate & Barrel

Michael Glim, VP of Procurement, Bank of Montreal

Sue Trevisano, Manager Shared Services, LMI Aerospace

In the midst of cost and regulatory compliance pressures, accountspayable departments are striving to improve and extend the services theyprovide to their own organizations, while looking for innovative ways toreduce costs, increase efficiency and enhance business relationships. Butprocessing invoices quickly and accurately remains a challenging task forany accounts payable organization. These organizations will highlight theirsteps to automating accounts payable, vying for the title of best in class.

7Sponsors:

11:45 ■ ■ Panel Discussion: 2009 LocationOutlook: Evaluating the EvolvingRegions to Maximize Your OffshoringStrategyJay Desai, VP, Global Sourcing, Northern Trust

Tony Lucente, Director, Organization Support,Nissan North America

We’re pleased to bring you the 2009 LocationOutlook Debate. It’s a difficult choice, finding theright place to go with your offshore environment, butwe’ve got some exerts to help ease the pain. We’lltalk through India, Mexico, China, Canada and otherregions, discussing the critical selection criteria, typesof functions or projects that make good candidatesfor offshore outsourcing, and how to determine if theright resources are readily available. • Determine how big the project needs to be in order

to make significant savings• Use a blend of criteria and metrics to define the

offshore attractiveness of nations including;maturity, critical mass and export revenue

• Discuss which locations are currently attractingmore interest globally and which should beconsidered with caution

12:30 Luncheon

■ Cash is King! How to Keep It Flowing:Demonstrating a Very Real “Value Add”with Credit and Collections ReceivablesManagementJames A. Fried, Assistant Treasurer, Timex Group

Credit risk and exposure will have to be managed andmonitored ever more closely with a vigilant eye kepton warning signs for company failure amongst yourclient base. All organizations should be reviewingtheir credit risk process and asking if it still meets therequirements of these turbulent times. • How have companies adjusted their processes to

deal with today's tough economic times?• Hear about the opportunities shared services can

offer in the cash collections space • Structure your cash management Function for

optimal results • Segregate credit management; customer facing

cash collections; and back office cash application

■ ■ Panel Discussion: The Convergenceof ITO & BPOPanel Participants:

Ken Grady, Head of Enterprise IT SharedServices, Novartis

Maureen McKinney, Vendor Management, Nike

The emergence of BPO has kick-started a trend to‘bundle’ ITO and BPO in outsourcing deals. Thisconvergence facilitates an organization to accelerateits agenda to focus on its core competencies and addvalue to the processes and business as a whole.Attend this panel and learn how to: • Bundle ITO and BPO to make governance easier• Progress to broader outsourced solutions faster,

more easily and more systematically• Allow better control of the IT used in the BPO

process

End of BPO Track


End of Executive Agenda Track

Track 1 Track 2 Track 3


Pre-Conference Master Class: Monday, September 28, 2009

Pre-Conference Workshops: Tuesday, September 29, 2009

2:00

– 6

:30

8:00

– 1

0:45

A

B C

SS101: The Fundamentals of Designing, Building and Implementing a Shared Services Operation

Sam Poston, Senior Vice President, ScottMadden

Shared Services often start as an opportunity to cut costs and consolidatestaffing levels. Reducing costs and eliminating redundancy will alwaysremain an important feature of SSCs. However when you are designingyour Shared Services framework, you can build a structure that will allowfor significant growth in scope and scale for the years to come without

requiring the significant levels of restructuring. This classroom master classwill focus on building a business case that will gain executive buy-indemonstrating how Shared Services will add value as well as achieve costsavings.• Realize the importance of building a business case to support the

implementation of shared services

• Create and maintain buy-in• Instill a customer service culture in your team• Source talent from beyond functional boundaries with shared service

expertise• Identify who your competitors are for you shared services center• Build a shared services framework for growth

Transformation Change Management: The Most Used, The Most Neededand the Least Trained Skill

Scott Manning, Partner, ScottMadden

Addressing business units’ reluctance to supportShared Services is a key concern for all stages of theShared Services cycle. Ongoing people and changemanagement within an organizational culture is criticalfor initial success and future growth. Changemanagement is continually sited as one of the most

needed and most challenging skills to master. Duringthis workshop you will learn how to: • Align all your stakeholders to one common vision • Determine the goals and objectives for everything

whether your SSO is ensconced into companyculture or the initiative is new

• Utilize the tools and techniques for affecting change

Top Five Things to Do When Told to Cut 2009 Expenses by (Another) 10%

Peter Allen, Partner & Managing Director, TPI

Too often, we are challenged to do it better for less.The economic challenges of operating a shared servicesoperation in the present day contribute to the pressure.This session will address strategic areas that you canemploy to “Dig Up” additional savings to deliver toyour organization. Participation in the session will

allow for collaboration among the attendees to discussbest practices of proven cost savings techniques. Thisworkshop will explore these savings driven strategies:• Power of leveraging scale• Simplification and standardization• Scope expansion• Variable model• Leverage-driven delivery model

• Understanding of technology and how it can complement yourobjectives

The best kept secret about process transformation is that you probablyalready have the tools at your disposal. Come find out how to gear upand make them work for you!

• Identify the essential ingredients of a successful HRO deal: transition,data protection, governance, people, process and technology issues

• Create a global HRO operating strategy and model • Perform a cost benefit analysis to identify low hanging fruit;

• Turn AP from a data processing center to a profit center byeliminating manual procedures

• Reduce costs with transformed AP Processes and Imaging Workflow• Global Procurement and optimizing AP functions• Eliminate errors and tackle the complexity of payment methods

3:20 Afternoon Networking Break in the Exhibit Hall

4:05 Keynote Debate: The Captive Versus Outsourcing Scenario: Which is Right for YourCompany? Terry Hartmann, Director, Financial Shared Services, Xerox Corporation

Gary Willis, Director HR Shared Services, ACCO Brands

Christian Rodriguez, Vice President, Operations, Western Union

Outsourcing offers a distinct advantage for many companies seeking to take full advantage of lower-costresources and the process acumen offered by many of today’s maturing outsourcing providers. However, thecaptive model is still a preferential delivery model for a company believing support functions are core to thebusiness, preferring support functions to remain in the same onshore geography, or not having an appropriateplan for displaced employees. Each of these factors will need to be considered, along with the cost modelsand goals for productivity and efficiency improvement, internal control improvement and service culture.• Hear why companies choose not to outsource: The hidden costs and vulnerabilities to greater risk • Why captives at all? Discuss the concerns over control and compromising IP• The Hybrid Model: The perfect home to address separate business needs

4:50 Closing Keynote Panel Discussion: What’s Next? A Look into the FutureAgendas of a Few Great Shared Services LeadersBeth Susman, VP, Global Human Resources Shared Services, Quintiles

Keith Butterfield, Director, Global HR Shared Services, Caterpillar

James Waters, Director Finance Shared Services, Schneider National, Inc.

Fundamental forces have emerged over the last three to four years to influence the future direction ofSSCs. This panel looks at these forces, current and future SSC delivery models and the competenciesrequired to support the future SSC. Where do you believe your SSO is headed in the next 5 years?To what extent has your SSO already moved up the value chain? How are you using enablingtechnologies to retain your competitive edge? How are you delivering consistent levels ofservice? Listen to our distinguished panel of speakers as they take you through their plans in terms ofoffshoring, people resources, customer service, service offerings and structure. These leaders recognizethat real success comes from a service-oriented culture which seeks to exceed business expectations andsatisfy its customers with the ability to deliver and innovate.

5:35 Close of Conference


D EExtended Site Tour: Financial Shared Services at Andrew Corporation

Claudia Aguirre, Accounting Director, N.A. SharedServices, Andrew Corporation

Andrew LLC established a shared services center inNorth America in 2000. The primary goal in establishinga shared services organization was to reduce costs. Inaddition to the reduced costs achieved by the company,Andrew also achieved a consistent and standardizedapproach to doing business in North America. We wereable to improve our controls, promote best practices andimprove customer service along the way. Andrew’sshared services center is located in Joliet, IL. Andrew’sshared services organization is primarily financial services.The areas encompassed are accounts payable, accountsreceivable, credit and collections, invoicing, inter-entityaccounting, payroll, fixed assets, month-end close andgeneral accounting.

Extended Site Tour: HR Shared Services at CaterpillarKeith Butterfield, Director. Global HR SharedServices, Caterpillar

The Caterpillar Inc. Aurora facility currently has more than2,000 employees and is the largest employer in the area.The Aurora plant produces a wide variety of productsincluding Medium and Large Wheel Loaders, Compactors,Hydraulic Excavators and Forestry Equipment – altogether,25 prime product models. Additionally, it serves as theprimary design control and research and developmentcenter for these products. The content shared during thissite tour will cover an overview of the larger SharedServices Organization and how Shared Services benefits allemployees on the Aurora campus by supporting their localHR needs. The session will be interactive and leave ampletime for discussion on the following: • First-hand look at the Shared Services On-Site team to

gain insight on how the teams operate and what inquiriesthey typically receive, since the recent launch in April

• Americas HR Shared Services overview : Focus on howthey deliver efficient and effective services for businesspartners in the areas of recruiting, learning, HRconsulting and transactional administration.

• Greak Lakes District Office overview: Focus on howthey deliver HR consulting, learning and recruitingservices to multiple business units.

• Shared Services On-Site overview: Focus on how theteam services the needs of employees, supervisors andmanagers among multiple business units.

• Customer testimonials

9Sponsors:

3:00

– 5

:45

11:0

0 –

2:45

F GFinancial Shared Services Scorecard and Vision Workshop The Top 5 Benchmarking Techniques To Assess Performance Relative toYour Peers

Julio Ramirez, Managing Director, The Hackett Group

Shared Services is all about people, process andtechnology to deliver world-class services to thecompanies operating business units. Benchmarking, ifdone correctly, will not only establish your performancebaseline, but will permit you to identify the performancegaps relative to peer companies and quantify theimprovement opportunities. It can help shared servicesorganizations identify productivity enhancementopportunities in a quantifiable, non-emotional manner.During this workshop you will learn how to: • Focus on the 5 key benchmarking techniques for

shared services • Increase productivity and quality of service at the

lowest possible cost

• Develop metrics to quantify process performance • Adjust to a continuous improvement culture through

a strong governance framework The Hackett Group and the Shared Service &Outsourcing Network Announced The Alliance for NewService Center Benchmark Study During this workshop you will also gain access to theservice center benchmark study which will allow you tobetter understand: • How your service center strategy compares with that

of your peers • The most common methods through which service

centers measure performance • Which strategies have resulted in the best

performance

Joseph Collins, Director of Client Solutions, ApexAnalytix

Using a proven approach in “more heads are betterthan one” collaboration, Joe structures a session inwhich individual best practices are collected anddeveloped into a best-in-class scorecard. Incorporating work teams and an anonymous pollingsystem, the workshop will collect and rank input,debate different methodologies, and settle on ameasurement strategy that you can take with youand implement (or further refine).The second half of the session launches into thefuture – with the objective of creating a blueprint ofyour financial shared services evolution over the nextfive years. A mini-SWOT (strengths, weaknesses,

opportunities and threats) conducted as a group, willbring out common issues, challenges, and opportunitiesin shared services and some of the solutions your peershave already implemented.• Collect and develop best practices into a best-in-class

scorecard• Debate different methodologies, and settle on a

measurement strategy that you can take with youand implement (or further refine)

• Conduct a mini-SWOT (strengths, weaknesses,opportunities and threats)

• Discuss common issues, challenges, and opportunitiesin shared services and some of the solutions yourpeers have already implemented

6:00

– 9

:00

H Five Customer Success Stories of Moving Accounts Payable into a SharedService Environment Readsoft

John Craig, Director of North American Sales,Readsoft

Organizations adopt a Shared Services approach withthe aim to streamline key activities and ensure thatthey are as effective and efficient as possible. Reachingthe full potential of the strategy can be a challengebecause of the inherent inefficiencies of using paperdocuments. Paper takes a toll in Accounts Payable (A/P)as stacks of invoices and piles of purchase orderscombine to produce an unwieldy burden. Withoutmaking improvements to these traditionally paper-bound functions, companies may fail to gain many of

the benefits they were hoping to achieve by adoptingShared Services in the first place. This session willreview how an automated document system can helpyou realize the full potential and return on investmentin your efforts. Five customer success stories will bereviewed including the most common reasons formoving toward a streamlined accounts payable process.The pitfalls companies face with implementation willalso be discussed with a review on how to avoid suchchallenges. We will also review how the departmentsmoved forward with this technology investment, theirsuccesses, and plans for the future

I Extended Learning Lab: Foundations of Excellence – Designing andIntegrating Metrics, Chargebacks, Service Levels and Continuous Improvement

Glenn Goodnight & Andrew Muras, BAE Systems

Shared Services practitioners must implement nine bestpractices for excellence. Four of these nine, PerformanceManagement, Service Definition, Chargebacks andContinuous Improvement, are closely interwoven. Notonly will they help determine your success, but also yourongoing relationships with management, clients andcustomers.Through a carefully designed program of lecture andhands-on case study exercises, this workshop providesboth the theory and practical experience for developingthese four practices at your organization. The objectivefor this workshop is simple: learn what practices trulywork to give you actionable results quickly; how andwhere you should start; what’s meaningful to yourcustomers and business units as well as operationalmanagers; linking efforts to help move shared servicesup the value chain.

What you will learn: • Hands-on approach to implementing four of the nine

best practices for Shared Services excellence –featuring case study exercises for practical experience

• Building an integrated framework – techniques andtemplates for generating quick results

• Implementation tools, including Activity Analysis andScorecards, for a complete top-down/bottoms upapproach

• Improving your ongoing relationships withmanagement, clients and customers

Receive a free software package plus a follow-up websession.

Format: Lecture/hands-on development/follow-up websession


About the Sponsors

Media Partners:

Co-Sponsors

Trintech, Inc. (NASDAQ: TTPA) is a global software, technology services, andhosted application services company specializing in transaction verification,reconciliation, process management and compliance. Trintech provides solutions

for automating and analyzing account reconciliation and certification processes to ensureenterprise-wide compliance with internal business controls and Sarbanes-Oxley requirements.Website: www.trintech.com

ScottMadden, Inc. is a leading management consulting firm specializing inshared services, outsourcing advisory services, and the energy industry.ScottMadden began to develop its shared services practice in 1994. Since that

time, we have helped many clients with the design, implementation, and operation of shared serviceswithin their organizations. Our experience spans the spectrum of potential shared services functions,and we have deep functional expertise in HR, IT, supply chain, finance and accounting, and realestate and facilities. We have performed significant shared services work in a wide variety ofindustries, from entertainment to energy to high tech. Our approach to the creation of sharedservices is to help our clients build a "business within the business." We believe that the sharedservices business should operate just like any other business within the corporation - with a businessplan, a scorecard for performance, incentives for performance, and consequences for non-performance. Website: www.scottmadden.com

Day 1 Lunch Sponsor

ITD Hungary is the Hungarian government's Investment and Trade DevelopmentAgency established to promote inward investments and bilateral trade. Through itsextensive network of contacts in both the public and private sectors ITD Hungary

is a single point of contact to support decision-makers looking for new business opportunities inHungary. As a "one-stop shop" information and consultation centre for foreign investments inHungary, the agency provides foreign investors with high-quality support for key decision-making processes and a wealth of supplementary services during project preparation,implementation and after care. International service sector companies assisted by the agencyinclude AVIS, British Telecom, Celanese, Citigroup, Diageo, EDS, ExxonMobil, GE, IBM, MorganStanley, National Instruments, NCR, Sykes, TATA, Vodafone and many others. Website:www.itdh.com

General Track Chair Sponsor

APEX Analytix serves global shared services with recovery audit services andtechnology solutions that prevent, detect, and rapidly recovery overpayments;support compliance, mitigate risk, and provide insight into accounts payable,

purchasing and the procure to pay process. The company has over 40 software installations -more than any provider of A/P recovery audit services and prevention software. The softwarehas prevented more than $1 billion in overpayments. APEX Analytix serves more than 30 of theFortune 100 and has 110 active software and service clients. Website: www.apexanalytix.com

Panel Sponsor

LAVANTE (formerly AuditSolutions) is the industry leader providing on-demand solutions for the P2P world. Providing an on-demand suite of

vendor file management and strategic recovery tools has positioned Lavante as the fastestgrowing company in the recovery audit industry and a standout provider of vendor filemanagement. Website: www.lavante.com

BlackLine, founded in 2001, pioneered the creation of Balance Sheet AccountReconciliation solutions. An experienced provider of enterprise solutions to Fortune 500

companies and financial institutions, BlackLine provides quick-to-implement, scaleable, and easy-to-useapplications that help improve the financial controls for companies of all sizes. Website: www.blackline.com

Lanyard Sponsor

Transparent USA, LLC is the specialist on the international field of Recovery audits. Ourproposition is very simple: We find it, recover it and receive a percentage of the recoveredfindings; no strings attached, no start-up fees, no software applications needed for you to

acquire and No cure-No pay. We rely on our European heritage to help you out with vendors from abroad. Weare the market leader on mainland Europe, speak the world’s languages, understand cultural differences andknow how to approach currency and VAT issues like no one else does. Visit us at our booth and learn how wecan find Lost Working Capital for you. Website: www.transparent.nl

Showguide Sponsor

Over 6,000 modern enterprises have turned to ReadSoft's document process automationsolutions for increased efficiency, cycle time, control and visibility of financial documents. Our

software boosts efficiency at shared service centers around the world, such as Siemens, GlaxoSmithKline and Avon.End-to-end solutions include image and data capture and an "inside ERP" suite of workflow solutions for probleminvoice resolution and approvals. ERP-certified, our solutions are seamlessly integrated with systems such as SAP andOracle. With customers on five continents, operations in 16 countries and partners in more than 70 countries wehave the experience, the know-how and the resources to provide shared service centers with solutions to boost thebottom line and improve operational efficiency. Website: www.readsoft.com

As the leading global B2B e-Invoicing network, OB10 simplifies and streamlines A/P invoice processesfor significant cost savings and operational efficiency. By enabling companies to receive invoiceselectronically from suppliers, OB10 eliminates manual scanning and data entry and enables dramaticprocess improvements, maximizing companies' control over cash flow. By allowing suppliers to

submit invoices in any electronic format for delivery to client companies in their desired format, combined with unrivaledsupplier enrollment support, OB10 helps clients realize the benefits of e-Invoicing quickly for ROI under one year. OB10customers include HP, Apple, Kellogg's, MeadWestVaco, Mohawk Industries, Motorola, and the U.S. Department ofVeterans Affairs. Website: www.ob10.com

Basware is the global leader in Enterprise Purchase to Pay (EPP) solutions. We offer acomprehensive suite of invoice automation, procurement, and travel & expense managementsolutions that work together to meet your specific requirements. Our solutions are available as

licensed, hosted, and on-demand (SaaS) offerings. We transform manual, paper-based purchasing and payablesprocesses into an automated process that seamlessly integrates with, and complements existing accounting and ERPsystems such as SAP, Oracle, JDE, Lawson, Baan, and 200 more. Approximately 1,000,000 users at 1,500 organizationsworldwide depend on Basware software to automate business-critical financial processes. Website: www.basware.com

Oversight software inspects financial transactions in real time to help shared service centersreduce transaction costs and increase transaction integrity by identifying errors and misuse early inthe transaction process when corrections are less costly and less complex. Oversight software

continuously monitors 100% of the transactions and business activities in financial systems to report on the effectivenessof internal controls and prevent losses due to errors, misuse and fraud. Website: www.oversightsystems.com



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Shared Services NewsShared Services News is the number onesubscription publication for Shared Servicesand outsourcing executives. Containingbest practice case study approaches tostrategic issues, every issue is a mine ofinnovative ideas and experience that canhelp you to do your job better. It’s also theplace to get the long view on trends in themarketplace. Our regular features include:• Culture and Communications• Driving Business Value• Talent – getting it and keeping it• Captive vs Outsourcing mix• Multifunctional Scope

• Change management• Customer satisfaction• Globalization• Governance and compliance

If you’re looking for independent advicestraight from your peers plus the biggerpicture on the shared services andoutsourcing space Shared Services Newsdelivers all of this and more. Join thousandsof your peers and subscribe to be apremium member today to receive 10issues a year.Website: www.ssonetwork.com

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York

, N

Y 1

0017

Your

cust

om

er r

egis

trat

ion c

ode

is:

When

reg

iste

ring,

ple

ase

pro

vide

the

code

above

.

5 EA

SY W

AY

S TO

REG

ISTE

R:

321 44 5

Web

:W

WW

.SH

AR

EDSE

RV

ICES

SUM

MIT

.CO

M

Call:

1-80

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.com

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PC53

5 5t

h A

venu

e, 8

th F

loor

N

ew Y

ork,

NY

100

17

❑Co

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red

Serv

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