Project Information

ResponseProject NameOrganization NameRegionCountryScope of ProjectName of the Division (If Applicable)IndustrySub IndustryCurrencyRevenuePeriod end date for data provided

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Finance Shared Services: Survey Instructions

Survey Structure

Welcome to the SAP Finance Shared Services survey. The survey will help you assess your Finance Shared Services organization's current process and technology performance and maturity, based on key performance indicators and best practices vis-a-vis your peers. Upon submission of this survey, you will receive a confidential and comprehensive analysis report, comparing your Shared Services' performance and maturity against your peers.

Here are a few tips before you get started:

The survey has three pages:• Page 1 includes general instructions.• Page 2 includes participant profile, key performance indicators and information technology deployed.• Page 3 includes a series of best practices along with their maturity models to help you to assess their importance and adoption/coverage for your organization.• Maturity Model includes descriptions of maturity stages for each best practice listed on Page 3. They should be used as a gauge for best practices Coverage (1 - 5).

Completion Instructions:

Terms and Conditions

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• An online glossary is in place to address the most common questions. The glossary can be accessed by clicking on the “Help” button.• Please provide all data for the timeframe you indicated in the project set up which should be preferably rolling 12 months or based on most recent annual figures. ONLY for the divisions/ geographies in scope.• In case a question with a numeric answer is not applicable for your agency or in case you cannot answer a question, please leave the answer field blank and do not enter ZERO (“0”)• For % responses, please indicate numbers only without the “%” sign (e.g., 20, NOT 0.2 or 20%)

By your entering of data into this survey, you are indicating your agreement with and acceptance of the terms and conditions associated with SAP’s Benchmarking ProgramClick here to review the Terms and Conditions

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Company and Shared Services Profile

1 Please indicate whether your company has Financial Shared Services in place.

2 Please specify your role in Financial Shared Services.

3 Please indicate the number of Financial Shared Services centers in operation.

4 Please provide the information on the Finance Shared Services centers, location, year of launch and reach.

Name of Finance Shared Services Center Location Year Launched

5

Business Process In Place Human Resources Procurement IT Infrastructure Legal Sales/ Ordering Customer Service Facilities/ Operations

Geography Served

(national/ regional/ global)

Please indicate the other non-finance business processes for which Shared Services are in place and whether these shared services are included within the same organization.

Within Same Organization

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6

Shared Services Center Profile

7 Please provide the name of the Finance Shared Services Center for which you are completing the survey.

8 Please indicate the number of countries supported by the Finance Shared Services Center.

9

10 Please indicate the number of languages supported by the Finance Shared Services Center.

11 Please provide an estimate for the number of staff working in the shared services center. Number of Shared Service Center Employees Number of Contractors

12 Please provide an estimate of the extent of which you are using outsourcing providers for service delivery (in %).

13 Please indicate the number of outsourcing providers you work with.

14 Please indicate the number of banks and credit card clearing companies you work with.

15 Please specify the position held by the executive sponsor for Finance Shared Services.

Single Shared Service Center Scope

16

Please indicate to what extent has your company adopted Finance Shared Services globally and to what extent is your global Finance Shared Services organization managed centrally.

The previous questions referred to your organization's overall Finance Shared Services environment, now please select a single Finance Shared Services Center only and complete the following questions for the selected center.

Please provide the number of employees supported by the Finance Shared Services Center (including contractors).

Please indicate in the first column to what extent each Finance function is supported through the Shared Service center today, in the second column to what extent it could be supported, and in the third column, please indicate

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the phase in which the function was implemented as part of the Shared Service center.

S. No. Function 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

17 Please indicate if you implemented Shared Services by country or by function.

18

Finance Shared Services: Information Technology Deployed

19 Please indicate for which Financial processes you are currently using SAP.

S. No. Solution Implemented from SAP 1

2 3 4

Current Coverage of Function (in %) Provided by Shared Services Center

Target Coverage of Function (in %) Possible Through Shared Service Center

Implementation Phase

Finance Strategy and Leadership  Compliance and Risk Management  Budgeting and Forecasting  Business Operations Analysis and Reporting  G/L and Financial Closing  Management (cost) Accounting  Treasury and Cash Management  Tax Accounting and Reporting  Accounts Payable  Expense Management  Payroll Administration  Accounts Receivable  Customer Billing, Credit and Collections  Accounting Help Desk (call center)  Other 

Please indicate the significance of your change management efforts - (1 = No change management required; 10 = Very significant change management efforts required).

Using Product from Other Software Provider

Name of Other Software Provider

Financial Accounting Processes (G/L, A/R, A/P, consolidations)  Management (cost) Accounting Processes  Planning and Forecasting Processes  Risk and Compliance Processes 

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5 6

20

Shared Services Impact

21

Metric In First 3 Years In Last Year

22 Please provide both, the potential and the actual impact you expect shared services to have on a given strategic value driver.

Area

Reporting and Analytics Processes  Accounting Help Desk (call/interaction center) 

Please provide the approximate number of manual reports (spreadsheets etc.) used for ongoing tracking and reporting purposes.

Please provide percentage improvements/reductions for the following metrics. If your SSC is 3 years old or less, then enter data in the first column only. If your SSC is 4 year old or older, please complete both columns.

Percentage Annual Headcount Reduction  Percentage Annual Productivity Improvement  Improvement In Cost Per Transaction (in %)  Reduction in Transaction Cycle Time (in %)  Percentage Reduction in Reporting Cycle Time  Reduction in Error Rates (in %)  Reduction of SLA Violations (in %)  Improvement of First Call Resolution (in %)  Percentage Of Improvement In Customer Satisfaction 

Potential Impact (on a scale of 1 - 5; 1 = low; 5 = high)

Actual Impact (on a scale of 1 - 5; 1 = low; 5 = high)

Identification Of New Opportunities (markets, M&A, etc.)  Faster Integration of New Acquisitions  Freed-up Resources for More Strategic Activities  Scalability for Growth  Increased Visibility into Cross-organizational Information  Risk Mitigation  Regulatory Compliance  Cost Reduction (lower SG&A)  Process Accountabilities  Fraud Reduction 

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23 Please provide any additional comments/ clarifications for the Finance Shared Services KPI information provided above.

Finance Shared Services: Best Practices

24 Shared Services Scope and Adoption Importance Coverage

Finance shared services supports all possible business units and locations

25 Shared Services Processes Importance Coverage

26 Shared Services Technology Importance Coverage

On a scale of 1-5, please rank each best practice in terms of importance and degree of coverage: Importance: 1 = Not important; 5 = Extremely importantCoverage: 1 = No coverage today - Organization does not employ this best practice; 5 = Best practice is fully adopted Please indicate NA for both importance and coverage if best practice is not applicable to your organization:

Shared Services include a large functional scope and have moved upstream to include strategic analytics and planningShared Services covers all possible end-to-end activities in covered process areas

Finance shared services include decision and analytics support for covered processesThe organization has strategic outsourcing in place, enhancing/complementing skill levels

Majority of processes, which can be standardized, are standardized between business units and/or locationsFinancial reporting definitions are fully standardized between business units and/or locationsThe organization leverages standardized and common finance data elements between business units and/or locationsThe organization leverages standardized and common rules for access to data and processes, and segregation of dutiesThe organization regularly analyses call center activity for process and technology improvement opportunities

27 Shared Services Talent Management Importance Coverage

28 Governance of Financial Services Importance Coverage

Finance shared services processes are automated and manual reconciliations are eliminatedAll finance processes are run on a single, integrated system which leverages a common master data frameworkThe organization leverages a finance platform implemented in a standard manner with no customizations in placeCustomers and vendors have self-service for billing, payment and disputes managementManagement and executives rely heavily on robust finance shared services analytics and reports to drive business decisionsAll financial forms are automated through workflows, standardized and electronically routed and updated into the financial systemThe organization has compliance roles in place, with automation of provisioning and detailed analytics available, to track corporate riskThe organization provides a simplified finance user experience by integrating technology to manage and monitor callsTechnology is in place to effectively monitor adherence to service level agreements (SLA's) at the center and the individual KPI level

The organization accounts for current as well as future skill requirements while maintaining a talent pipelineThe organization facilitates role based training for employees, with a targeted curriculum per role and access to trainings for further developmentA process is in place for regular and formal evaluation of the core and functional competencies of shared services with clear goals and objectives definedCompensation plans are designed for a combination of group service level agreements (SLA) and individual objectivesShared service employees have a clear career path, with options to acquire additional skills and advance inside and outside of the shared services organization

A steering committee is in place to define shared services strategy and directionThe shared services leadership frequently communicates with the CEO and other senior executives to align shared services strategy with corporate objectives

29

30

31

A formal, periodic business planning process is in place to jointly agree with internal customers on priorities and performance targets for the next periodA formal, regular process and mechanism is in place to capture customer feedback and take action where appropriateService level agreement (SLA) performance is embedded in the daily management of the shared services centerA year over year formal benchmarking process is in place at the shared services center; results for key metrics are communicated to internal customersThe shared services center management is fully accountable for adherence to auditing, internal controls, and segregation of duties of the processes within the centerShared service center has evolved from being a transaction processor to being considered a value-add business partner

Please describe other best practices your shared service has adopted to drive leading performance.

Please specify what would you do differently, if you had a chance to start your shared services implementation over again.

Please provide the name, email address, phone number and organization name of any person(s) other than yourself you wish to give permission to actively participate in the benchmarking process. This person(s) will be included in any and all interactions between you and the SAP team related to the validation and comparative results of this survey. By entering this person's contact information, you indicate that you are giving permission for this person(s) to view your organization’s survey data, benchmark results, and related communications; to participate in meetings; and to submit/correct benchmark related data to SAP on your behalf. You also agree that, regarding all aspects of the SAP Benchmarking program, this person(s) is subject to the same level of confidentiality to you as you are to SAP.

32Shared Services Scope And Adoption

Level 1 Level 2 Level 3

1

2

3

4

5

Outsourcing not used Outsourcing used tactically

33Shared Services Processes

Level 1 Level 2 Level 3

1

Process are not standardized Major processes are standardized

2

3

4

5

34Shared Services Technology

Level 1 Level 2 Level 3

1

Shared Services: Best Practices Maturity Model

Shared services piloted in one or two transactional process areas

Shared Services limited to a few transactional processes

Shared Services cover majority of transactional processes

Shared services covers limited activities that feed into end-to-end process areas

Shared services covers some end-to-end activities in covered process areas

Shared services covers majority of end-to-end activities in covered process areas for several geographies/business units

Shared services piloted with a few business units/ locations

Some business units/ locations participate in Shared Services

Over half of business units/ locations participate

Shared services do not include decision support and analytics support for covered processes

Shared services include some decision support and analytics support for covered processes for individual locations/business units

Shared services include some decision support and analytics support for at least half of covered processes, for half of locations/business units

Outsourcing starting to be used to gain economies of skills

Initial efforts to standardize financial processes have been taken

Reporting definitions are not standardized

Initial efforts to standardize financial reporting definitions have been taken

Initial efforts to standardize management (costing) reporting definitions have been taken

Financials data elements (accounts, costing structures) are not common

Initial efforts to standardize financial data elements have been taken (primarily chart of accounts)

Initial efforts to standardize financial data elements have been taken (other financial data elements and costing structures)

Rules for access to data and processes are not standardized, and handled manually

Initial efforts to standardize access to data have been undertaken

Access to data has been standardized for major functions; initial efforts to standardize processes and segregation of duties have been taken

No call center in place for financial processes; e-mail is answered manually

Some call center activity is implemented, and analyzed regularly for process or technology improvement opportunities

Key shared services processes are manual (paper, spreadsheets, etc.), and very significant amount of time is spend on data entry and audit  

Some shared services processes are automated, while remaining processes remain manual (paper, spreadsheets, etc.), and significant time is spend on data entry and audit  

Key shared services processes are automated and many manual reconciliations are largely eliminated

2

3

4

5

6

7

8

9

35Shared Services Talent Management

Level 1 Level 2 Level 3

1

2

3

4

Many systems are in place for managing Financial processes

A common Financials system is leveraged for the chart of accounts, and other applications are in place to manage detailed transactional, planning and analytics processes.

A common Financials system is leveraged for core financial transactional processes (sub ledger accounting, such as A/R, A/P, assets) and additional applications are in place for other cost and project management and analytical processes.

Many customizations are in place for automated processes

Some customizations are in place for automated processes

The Financials system is implemented in a standard manner for corporate consolidated processes, with few customizations in place; local systems still significant some customizations

No self-services are in place for customers or vendors

Limited self-services are in place for customers in a view-only mode

Some interactive self-services are in place for customers, with limited self-services in place for vendors in a view-only mode

Shared services provides primarily reports based on spreadsheets at a summary level

Shared services provides some level of detailed reporting on spreadsheets

Shared services provides limited analytics and reports, with a few scenarios for planning, for management and executives at a summary level

Financial forms and transactions are not automated or standardized and manually routed and keyed into an Excel or a Financial system

Some Financial forms are automated, standardized and electronically routed and updated into an Excel or Financial system

Some Financial forms are automated, standardized and electronically routed and updated into a Financial system (no Excels are in use for transaction processing)

Manual auditing takes place of systems that are accessed by financial professionals (passive analysis)

Access to financial systems is proactively approved and granted, but on a manual basis

Roles are in place to group access to transactions. Some automated provisioning and testing of the roles

No technology to manage and monitor calls

Some technology is in place to manage and monitor calls

Shared Services KPIs are not tracked

Shared Services KPIs are tracked manually

Some Shared Services KPIs are tracked automatically, while others are tracked manually

Recruiting occurs reactively, on an ad-hoc basis, when a position opens up in the shared service center, with no long term outlook on required skills

Recruiting processes are proactive and take into account both current as well as future skill requirements

No training in place except on the job training

Training is available for basic shared service wide required skills, such as a computer training or call center training

No evaluation of shared service employee takes place

Evaluation of shared service employees takes place only at the time of reorganizations

Regular, informal evaluations of shared service employees take place, but no goals/ objective setting process

Compensation plans are common for some employees throughout the company, whether employees are in a shared service center or not

Compensation plans are common for all employees in the shared service center, regardless of group (SLA) or individual performance

Compensation plans are common for all employees in a given group of the shared service center, regardless of group (SLA) or individual performance

5

36 Governance Of Financial Services For Callers ("Customers")Level 1 Level 2 Level 3

1 No customer governance in place

2

3

4

5

6

7

8

No clear career path established for shared services employees

Limited number of career path options are in place, mainly related to in shared service rotations

An informal steering committee is in place which is mainly responsible for issue resolution

An informal steering committee is in place which is mainly responsible for issue resolution

Shared services leadership has no communication with corporate or senior management

Shared services leadership has limited communication with corporate and senior management, primarily upwards status reporting

Shared services leadership takes corporate direction into account when developing shared services strategy, with little two-way communication

No business planning process is in place, and tasks are handled on a first-come, first-served basis regardless of the type of request

Shared services determines priorities based primarily on customer escalations to determine priorities

Shared services determines priorities with limited communication and interaction with customers to discuss priorities

Customer feedback is not measured Customer feedback is manually captured

Formal, but no regular customer feedback process

No service level agreement (SLA’s) Verbal SLAs in place; no formal and regular update/ negotiation process

Written SLAs in place, but no formal and regular update process

No usage of benchmarking Benchmark select metrics infrequently

Completed full benchmarking assessment

No accountability process in place for auditing adherence, internal controls and segregation of duties

Informal accountability in place for auditing adherence, internal controls and segregation of duties

Formal accountability in place for auditing adherence, internal controls and segregation of duties

The shared service center takes over very manual and administrative tasks that do not require analysis or decision-making

The shared service center begins to automate transactions to become more efficient and responsive to requests

The shared service center automates most transactions and handles exceptions based on predefined decision criteria

Shared Services Scope And AdoptionLevel 4 Level 5

Shared Services ProcessesLevel 4 Level 5

Major processes are standardized

Shared Services TechnologyLevel 4 Level 5

Shared Services: Best Practices Maturity Model

Shared Services cover majority of transactional processes and some siloed planning processes

Shared Services cover majority of transactional processes and integrated planning across locations and businesses

Shared services covers majority of end-to-end activities in covered process areas for all geographics/ business units

Shared Services covers all possible end-to-end activities in covered process areas for all geographics/ business units

Most business units and locations are supported by shared services

Shared Services support all possible business units and locations

Shared services include some decision support and analytics support for most covered processes, for the majority of locations/business units

Shared Services include decision support and analytics support for covered processes, in all locations/business units

Outsourcing starting to be used strategically to gain economies of skills

Strategic outsourcing in place, enhancing/ complementing skill levels

Majority of processes, which can be standardized, are standardized

Reporting definitions are standardized for financial and tax reporting, and some costing standardization

Reporting definitions which can be standardized, are fully standardized between for all financial, tax and costing reports

Financial data elements are standardized and common (for financial elements such as chart of accounts), some standardization between costing structures

Financial data elements which can be standardized, are standardized and common for all financial and costing data elements

Access to data and to processes, for segregation of duties, are standardized for major functions

Rules for access to data and processes, and segregation of duties, which can be standardized, are standardized and common

Majority of call center activity is implemented, and analyzed regularly for process or technology improvement opportunities

Key shared services processes are automated, some transaction types are managed by exception using manual processes

Shared services processes are highly automated, and transactions are primarily managed by exception

Shared Services Talent ManagementLevel 4 Level 5

A common Financials system is leveraged for core financial transactional processes and some cost accounting processes. Additional applications are in place for planning and analytics processes.

All Financial processes are run on a single, integrated financial system with integrated planning and analytics, and integration to operational systems

The Financials system is implemented in a fairly standard manner on both the corporate and local levels, with some customizations in place

Financial platform is implemented in a standard manner, minimal customizations in place

Many interactive self-services are in place for both customers and vendors

Customer and vendor self-services are in place where possible, such as billing and payment inquiries and disputes

Shared Services provides limited analytics and reports, with multiple scenarios and pre-defined what-if for planning, for management and executives

Management & executives rely heavily on robust shared service analytics and reports, as well as detailed, ad-hoc simulations for planning and budgeting, to drive business decisions

Many Financial forms and transactions (such as bank transactions) are automated, standardized and electronically routed and updated into the Financial system

All Financial forms and transactions (such as bank payments) are standardized and electronically routed and updated into the Financial system

Automated provisioning and testing of access to systems. Some process controls in place to ensure risk is minimized across all steps of an end-to-end process

Roles are in place to ensure compliance, with automation of provisioning and detailed analysis available, to mitigate corporate risk

Technology is in place to manage and monitor calls

All Shared Services KPIs are tracked automatically, and manually rolled up in a dashboard to monitor adherence to service level agreements (SLAs)

Technology is in place to effectively monitor adherence to service level agreements (SLA's) at the center and the individual KPI level

Recruiting processes are proactive and take into account both current as well as future skill requirements. A talent pipeline is maintained

Role-based training for employees is in place, with a targeted curriculum for each role; access to training for further development available

Regular and formal evaluation against Shared Services core competencies is in place. Some subjective goals in place

Regular and formal evaluation against Shared Services core and functional competencies is in place. Clear goals and objectives are defined

Compensation plans are common for all employees in a given group of the shared service center, taking SLA targets into account, but not individual performance

Compensation plans are designed for a combination of group service level agreements (SLA) and individual objectives

Governance Of Financial Services For Callers ("Customers")Level 4 Level 5

A clear career path is in place for shared services employees, with a variety of options to acquire additional skills and to advance inside and outside of the shared services organization

A steering committee is in place which defines shared services strategy and direction

A steering committee is in place which defines shared services strategy and direction

Shared services leadership has occasional communication with corporate and senior management to align the shared service strategy with corporate goals

Shared services leadership has frequent communications with CEO and other senior company executives to align shared services strategy with the corporate objectives

Initial business planning occurs on an annual basis to define priorities, but is not adjusted as conditions change

A formal periodic business planning process is in place to jointly agree with internal customers on priorities and performance targets for the next period

A formal, regular process & mechanism is in place to capture customer feedback

A formal, regular process and mechanism is in place to capture customer feedback and take action against where appropriate

Simple written service level agreement (SLA) in place based on agreement with business units/ locations

Service level agreement (SLA) performance is embedded in the daily management of the shared service center

Completed full Benchmarking assessment

Year-over-year formal benchmarking process in place; results for key metrics are communicated to internal customer

The shared service center management is fully accountable for adherence to auditing, internal controls, and segregation of duties of the processes within the center

The shared service center management is fully accountable for adherence to auditing, internal controls, and segregation of duties of the processes within the center

The shared service center has automated most transactions, and begins to support management with analytics to support decision-making processes

Shared service center has evolved from being a transaction processor to being considered a value-add business partner

N/A12

3

1

3

2

4