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【正文】 ters to support the financial functions. A multivendor team was assembled to assist CCamp。 Gamble 113628v7 CT C O N S U L T I N G 2 Solution Developed a detail level work plan, prised of nearly 12,000 tasks. Documented the work required to bring together the global requirements of a large, diverse, and highly decentralized operation into a single, worldwide anization. Identified immediate, short term tasks to mence operation July, 1999 and outlined tasks to transition to future state with heavy emphasis on customer service expectations, ongoing process redesign, implementation of SAP applications and repositioning of daily activities into a work of Shared Service centers around the globe. Benefits While this work plan development is plete, the GBS project is in its early stages. Results are too far into the future to predict, however, the project has set overall financial goals well in excess of $100 Million per year. Procter amp。113628v7 CT C O N S U L T I N G 1 Situation Procter amp。 Gamble, the $37 Billion preeminent leader in consumer products, retained KPMG’s WorldClass Shared Services Practice to develop a detailed work plan for their worldwide shared services endeavor. The project, a six year reinvention of all administrative processes, enpassing nearly all nonsales, nonmanufacturing activities across a broad range of business processes and functions. With over 8000 employees, annual budget exceeding $6 Billion, 60+ processes and upwards of 810 global service centers, this project will likely result in the world’s largest Shared Services environment. WCSS performed a prehensive twelve week effort, including evaluation of the overall administrative functions, evaluation of end state visions and creation of a detail level work plan covering all aspects of design, implementation and global rollout. Primary process areas included all finance and accounting, human resources, customer order management, purchasing, and information services processes Challenge The magnitude of the undertaking was enormous. Extensive interviews were conducted at the executive and management levels of the accounting and finance, human resources, order management, information services and purchasing anizations, to ensure that all possible viewpoints were given equal input. Critical to the development of a road map for the six year adventure, was the alignment of global and regional process owners views of the future with the senior executive’s vision of this Global Business Services anization in the year 2020. Procter amp。 Gamble (cont.) 113628v7 CT C O N S U L T I N G 3 Armstrong had just pleted an Organizational Effectiveness program which created a new business model, reanized many of its functions and reduced headcount. Armstrong’s challenge was now to put into place the necessary infrastructure to allow the business units to focus on their core petencies while providing the business units with better, more timely information in a cost effective and efficient manner. Armstrong also had to address a significant Year 2020 issue. Initially KPMG assessed the Finance and Human Resource processes and systems and remended that Armst
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