Consulting on implementation, optimization and finance fuction strategy

ServicesOutsourcingShared services centres (SSC)Business stories and references

Consulting

  1. Central back-office feasibility study. CRH Ukraine - a major global building materials producers
    • The client required Mazars to analyze possibility of centralizing back office functions from 3 plants into 1 central location
    • Support functions in scope were finance, customer support, sales support, payroll
    • We have completed satisfaction survey with current support functions with 50+ participants, to identify main pain points and where to focus during workshops
    • Mazars has completed more than 120 workshops in all 3 plants to document processes and understand differences among them
    • For 17 processes we have created to-be process maps – how processes should be executed in central back office
    • We identified 5 RPA automation opportunities, calculated their business cases and payback periods
    • We have summarized 128 findings for which we identified 159 improvements that can be implemented
    • Improvements were grouped into 9 improvement initiatives
    • Mazars created central back office implementation roadmap and medium and long-term initiatives roadmap to further improvement
    • We have compared 2 different locations for central back office setup
    • Mazars calculated business case to compare 2 locations against as-is scenario
    • We have defined target operating model for new central back office function including organizational structure, technologies and systems needed, scope of processes
    • Delivery of final report detailing our findings and describing improvements in more details
    • Mazars received positive feedback from CEO, CFO and project manager from CRH
  2. SSC optimization: CRH North Danube 
    • Implementation of the suggested improvement measures identified as quick wins. The role of Mazars is to provide project management and advisory services for project team leads and members for the following initiatives with clearly defined goals.
      • Operational Governance – create service level agreements (SLA) for selected processes performed by SSC in order to agree on a split of responsibilities and ensure on-time service delivery
      • Approval process – optimize approvals by changing approval rules, decreasing number of approvals levels and optimizing the cost center structure
      • Reconciliations – optimize the number and frequency of GL reconciliations
      • Cash Sales - Automate parts of the process and reduce risk related to cash sales processing & Introduce measures to eliminate cash sales
      • One CRH - Introduce cultural change by promoting proactivity and ownership of task resolution
      • SD Processes - Introduce continuous improvements to customer-related processes (Master Data Management and O2C)
      • Flow of physical documents - Implement measures in order to optimize paper-based workflows within P2P and O2C processes
      • Implement Ticketing Solution - Optimize business/SSC communication, track SLAs and enable to manage BSC workload more effectively
      • P2P Process (incl. Vendor interaction) - Improve internal rules for mis-match handling, eliminate low quality inputs, standardize & simplify P2P process
    • The overall service covers support in project planning, project governance (incl. identification and management of dependences, mitigation of risks), on-going progress monitoring and reporting, presentation of results to SteerCo as well as content advisory mainly focused on challenging the excellence of approach and content of detailed improvements (e.g. processes, rules).
  3. SSC process review: CRH North Danube
    • CRH required to analyze processes and efficiency of its SSC and
      • Identify opportunities for centralization, streamlining and automation using RPA
      • Look at cost of SSC operation and to look at option of relocating the SSCMazars performed a detailed mapping of current processes and efficiency indicators and proposed improvement initiatives, including RPA automations
    • Mazars created 2 Business case scenarios comparing relocation vs staying in current location
    • We have suggested improvement roadmap and split improvements into quick wins and mid term improvement opportunities with target savings of 18% of FTEs
    • We have conducted 30+ satisfaction calls to understand what are the main pain points and to form hypotheses about what could be underlying issues in current SSC setup
    • 28 workshops were held to map as-is processes on L4 level of detail, identify improvement opportunities and assess how fit are processes for automation by RPA
    • 10+ locations of Business Units were visited to conduct 65 detailed interviews with employees interacting with SSC and understand their part of processes
    • We have completed detailed 5-year business case comparing two scenarios
    • We have advised CRH to keep SSC in current location and identified 10 improvement initiatives with 15 RPA opportunities
    • Results were communicated to CRH ND board with very positive feedback