kpmgsharedservice-bpr(ppt12)-經(jīng)營管理(參考版)
2024-08-20 15:09本頁面
【正文】 Admin anization from more than 80 processing locations throughout the US and Canada to a Shared Services Center. The KPMG team also identified a number of key technological enablers for the consolidation, one of the most significant being the replacement of Ryder’s 30yearold, inhouse financial systems with a new suite of integrated financial applications. The Shared Services Center located in Aplpharetta, GA was opened with a staff of 600 people. The center has enabled Ryder’s frontline management to focus on core business activities while the “back office” is being operated efficiently and effectively. KPMG’s assessment led to followon work in implementing Ryder’s reengineering vision. Specifically, KPMG’s World Class Shared Services Practice has focused on several key initiatives, including: Design of Ryder’s migration path to Admin Center. ? Simplification of work processes to eliminate unnecessary controls and redundant activities. ? Evaluation and selection of a new suite of financial application (GL, AP, AR, FA). ? Restructuring of Ryder’s char t of accounts to provide information by product line while maintaining parability with prior periods/years. ? Implementation of the selected financial applications (Phase 1: GL and AP。 attendance systems. Following the selection of these systems, KPMG assisted JCPenney with the implementation of the PeopleSoft HR payroll and TimeCorp39。 attendance systems. JCPenney selected PeopleSoft for G/L, HR and payroll systems, Hyperion for budgeting, and TimeCorp39。 2) Business Analysis Redesign to focus analysis efforts to more valueadded activities in order to facilitate business decision making。s WorldClass Finance Team. The objectives of this initiative included realigning staff to more valueadded activities (such as business and financial analyses), identifying financial process enhancements, applying best practices to financial processes, leveraging existing shared service efforts, and creating a road map for change to bridge the gap to being a WorldClass Organization. Through this first phase of the transformation, the following initiatives were identified as integral parts to the successful transformation of JCPenney39。 Seal (cont.) 113628v7 CT C O N S U L T I N G 7 Situation Duracell, a $2 Billion consumer products division of The Gillette Company, retained KPMG’s WorldClass Finance Practice to conduct a prehensive analysis and redesign of all financial business. WCF provided direct support to corporate management’s cost reduction program through the identification of work content efficiencies that will reduce finance function operating costs by up to an estimated 25% through reengineering business processes, eliminating outdated and redundant activities and reducing transaction volumes through innovative implementation of Best Practice concepts in a Shared Services environment. WCF performed a twelve week evaluation of the current financial functions for Duracell’s US operations, including four manufacturing plants, a research and development center and headquarters facility. Primary process areas included accounts payable, accounts receivable, budgeting and forecasting, credit, collection, f
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