Shared Service Centres (SSC)

Comprehensive advisory for SSC and outsourcing companies

Leveraging the shared services and business process outsourcing models continues to be a major trend on the global market. Numerous benefits of SSC, including: cost reduction, continuous improvement and stronger control environment,  are widely recognized.

CEE is the top region of choice for SSC & BPO (Business Process Outsourcing) investments. This is driven by the availability of highly educated staff and a comprehensive investment support system in countries such as Poland, Hungary, Romania and Czech Republic.

Many organisations move along the maturity curve by transferring to SSC more complex processes like: research, product development, cybersecurity, tax & legal services, etc. Best in class Shared Service Centers harness technology, including Robotic Process Automation (RPA) to bring the processes to the next level. SSCs evolve to Global Business Services and transform into Centers of Excellence and strategic partners in the business.

What stage of SSC lifecycle would you like to explore?

Benefits

Organisations recognize clear benefits of transferring the transaction based processes to a Shared Service Centre. Alongside cost reduction, SSCs help to increase efficiency, productivity and strengthen the control environment. Transferring transactional processes to a common location enables the company to focus on the core business.

What do I need to consider?

  • Is my organisation likely to benefit from shared services?
  • Should I consider a business process outsourcing or a shared service center model?
  • What would be an optimal location for my SSC?
  • Which processes could be transferred?

Our Credentials

We have a proven and tested methodology to deliver end-to-end SSC / BPO engagements.

Benefits

Businesses that have set up their shared services centers benefit from cost reduction driven by processes centralization. However, the journey does not end there. An evolution towards a process- focused organisation allows for quality improvements triggered by specialisation; streamlining (standardisation) of the processes and IT systems are a driver for operational excellence and unlocking further cost savings.

What do I need to consider?

  • What other processes and functions can be moved to our shared services location? How to transfer complex processes? 
  • Are internal controls of my organisation adjusted to a shared services model?
  • Are our processes streamlined and optimised to drive further efficiencies? Is standardisation supported by technology?

Our Credentials

We support both local and international clients in running and transforming successful and cost-efficient Shared Service Centres covering many functions such as F&A, HR, Procurement, Sales, Marketing and IT.

I want my SSC to grow
I want my SSC to grow
I want my SSC to grow
I want my SSC to grow

Benefits

Shared service centers evolve into Global Business Services and become strategic business partners, embedded deeply in the organisation. Cost reduction is no longer the sole objective or focus; best in class SSCs support end-to-end processes that are fully optimised, and create value through delivering complex services.

What do I need to consider?

  • What is our strategy for maximising the value of our SSCs to our organisation?
  • Does technology effectively support our drive for excellence? Do we leverage automation, digitalization, RPA, performance metrics?
  • Do we offer the right career opportunities for our staff?
  • Does our strategy and culture drive the right behaviours

Our Credentials

We support both local and international clients in running and transforming successful and cost-efficient Shared Service Centres covering many functions such as F&A, HR, Procurement, Sales, Marketing and IT.

I want my SSC to be best in class
I want my SSC to be best in class

How to process successful and cost-efficient offshoring operations? Explore our solutions

How your SSC may become a true partner for the organization?

We can support you in overcoming the following obstacles on the way to success:

  • SSC being considered a „back-office„ service provider, delivering transactional processes only, without any active role for driving the transformation
  • Insufficient motivation or governance structure for the SSC leaders to drive significant improvements
  • Lack of a structured customer satisfaction process
  • Lack of a proven and tested transition methodology,  including the transfer of processes and controls, unclearly defined processes and/or data cut-off points between the SSC and the retained organization

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How to stay compliant?

Identified risk areas: 

  • Need to implement and adhere to the General Data Protection Regulation Compliance Act
  • Insufficient awareness of specific risks including strategic, operational, financial, market/customer, people and organisation, technological, regulatory, tax and compliance related.
  • Limited awareness of how the processes transferred to an SSC and its design influence the risks for the on-shore entities mainly in tax and regulatory reporting areas
  • Changes in other parts of the organization not communicated to and reflected in the SSC process design (risk in tax and regulatory reporting areas for on-shore entities)
  • Changing tax regulations influencing both the SSC and the processes transferred to the SSC
  • Non-core processes transferred to the SSC or SSC tax compliance efforts (local legal/tax manager’s costs)

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How to reach and maintain operational excellence?

We’ll advise you how to identify and avoid the following risks:

  • Lack of standardisation between the client's processes and tools
  • Little focus on performance management, lack of visibility on the capacity and right workload within the teams
  • Broken inefficient processes with significant waste as well as no solid approach for Continuous Improvement
  • A gap between how processes are intended to be vs. what they are in reality
  • Lack of key controls in the processes resulting in the client being restricted in focussing on factors limiting the risks (tax and regulatory for on-shore entities serviced out of SSC)
  • Lack or inadequate process documentation addressing attrition risk

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How to attract and retain talent?

Human resources risks you’ll need to consider:

  • High expectations from the current generations entering the market (salaries, benefits, work, environment)
  • Difficulties in finding right candidates by recruitment
  • Ineffective management of compensations and benefits
  • Lack of sufficient opportunities to employees to allow them grow and participate in various initiatives
  • Salary pressures from the market
  • Limited time dedicated by middle-management  to work on organisation and staff motivation

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How to keep up with technological advancement?

Technological inadequacies that needs to be avoided:

  • Multiple IT system platforms in use, causing discrepancies, extra effort such as repeat input of data and/or reconciliations
  • Lack of advanced IT solutions that limit errors and ensure highest efficiency (e.g. RPA)
  • Limited use of mobile solutions that allow staff to work remotely or with smartphones
  • People management decision based on intuition not facts (Artificial Intelligence)
  • Lack of awareness regarding available EU funds and tax incentives
  • R&D activity fully financed with the company’s funds

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Contact us

Roman Lubaczewski

Partner, PwC Poland

Tel: +48 22 746 4319

Adam Jamioł

Partner, PwC Poland

Tel: +48 502 184 720

Bartosz Jasiołek

Partner, PwC Poland

Tel: +48 502 184 508

Michał Mastalerz

Partner, PwC Poland

Tel: +48 12 433 3510

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