CFO透视：通过金融企业过程外源实现高业绩CFO INSIGHTS mobi 下载 网盘 caj lrf pdf txt 阿里云

Many CFOs have led their companies to invest in ERP and shared services in order to create leaner, more global ***anization structures. Today, they seek more radical transformation through business process outsourcing (BPO). CFO Insights is a practical, comprehensive guide to this exciting, fast-growing field. It features expert advice from the CFOs of major companies worldwide, including BP, Procter & Gamble, Dell, and Exel. Step by step, it takes you through the stages of a successful outsourcing solution - from evaluating providers and contracting, through transition planning and risk management.

“We have seen cost reducti*** every year for each of the 13 years of our outsourcing experience – now, finally, we are seeing the outsourcing market mature. The advancement of multi-client centers will create new value. As new low cost centers spring up around the world I want to have easy access to the opportunities.”

—Ala n Eilles, CFO Downstream, BP

“Outsourcing is not about sitting still. On the one hand, as CFO, you have to be in control, and have the right control mechanisms in place. On the other, this is an evolving relati***hip where both parties feel empowered and energized to make a real difference in the business.”

—John Coghlan, Group Finance Director of Exel

“My view of the CFO’s role is relatively ***: How do you add value? The CFO has to be in the forefront in understanding, at a strategic level, the relative economics of different parts of the business model – and vitally play a decisive role in deciding what should be insourced and what should be outsourced.”

—Clayton Daley, CFO, Procter & Gamble

Abbreviati***

1.The Finance Outsourcing Landscape

　Transforming the finance function through outsourcing

　The impact of finance BPO on the corporate agenda

　The CFO and finance transformation

　Why move to shared services?

　Outsourcing: Who is doing what?

　CFO concerns

　The outsourcing promise

　CFO insights

2.Creating an Operating Model for High Performance

　Changing to a global business model based on brands and technology

　What is a ‘high-performance’ company?

　Differentiated operating models

　Innovation in c***umer goods and retail

　Coping with major upheaval

　The pharmaceutical networked model

　So what do you outsource – and why?

　Strategies for change and innovation

　CFO insights

3.Suppliers: Opti*** for Service Delivery

　C***idering future business partners

　Trends in business process outsourcing

　How far should you go with outsourcing?

　The move to multisourcing

　Choosing your supplier combination

　Shaping the outsourcing relati***hip

　Planning a delivery strategy

　CFO insights

4.Scoping: Deciding What to Outsource

　Developing a high-performance finance function with superior alignment to the competitive imperatives of the business

　Where to cut the process

　Purchase-to-pay

　Order-to-cash

　Credit and receivables management

　General accounting, reporting, and decision ***

　The integrated F&A outsource proposition

　CFO insights

5.Global Sourcing of Service Delivery

　Migrating to a global delivery network

　Three ways to source globally

　Mapping the offshore landscape

　Using geography to mitigate risk

　Sourcing choices

　Outsourcing due diligence

　Emerging global shared service center networks

　Technology shapes the future

　CFO insights

6.Pricing and Shaping Your Deal

　Shaping the deal for a co-sourcing

　Pulling the levers of shareholder value

　Shaping the contractual relati***hip

　Pricing opti***

　Pricing and contracting principles

　Tax c***iderati***

　The negotiation lifecycle

　CFO insights

7.Stakeholders: Achieving Buy-In

　Reaching stakeholders through open and honest communicati***

　Lead from the top: The CEO and CFO working together

　Your new stakeholder: Your outsource partner

　Third-party advisors

　Employees: Treating them with care and integrity

　The role of HR in outsourcing

　Communicati*** strategy

　CFO insights

8.Ensuring a Successful Transition

9.Reducing Risk with Outsourcing

10.Continuous Improvement: Keeping the Deal Working

11.Finance BPO – the Future

Biographies

Index

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作者简介：

　 Stewart Clements is president of Accenture Finance Soluti*** (AFS), Accenture's finance and accounting outsourcing business. In this role he is resp***ible for the business strategy; development of Accenture's delivery centre network; finance- and outsourcing-focused assets and tools; and the management and development of ***anisational capabilities. He has more than 18 years experience in finance change programs and finance outsourcing. Mr. Clements is a Chartered Accountant and has a degree in Accountancy from Glasgow University. Based in London, he has been with Accenture for nearly 20 years.

书籍介绍

Many CFOs have led their companies to invest in ERP and shared services in order to create leaner, more global ***anization structures. Today, they seek more radical transformation through business process outsourcing (BPO). "CFO Insights" is a practical, comprehensive guide to this exciting, fast-growing field. It features expert advice from the CFOs of major companies worldwide, including BP, Procter and Gamble, Dell, and Exel. Step by step, it takes you through the stages of a successful outsourcing solution - from evaluating providers and contracting, through transition planning and risk management. "We have seen cost reducti*** every year for each of the 13 years of our outsourcing experience - now, finally, we are seeing the outsourcing market mature. The advancement of multi-client centers will create new value. As new low cost centers spring up around the world I want to have easy access to the opportunities." --Ala n Eilles, CFO Downstream, BP "Outsourcing is not about sitting still. On the one hand, as CFO, you have to be in control, and have the right control mechanisms in place. On the other, this is an evolving relati***hip where both parties feel empowered and energized to make a real difference in the business." --John Coghlan, Group Finance Director of Exel "My view of the CFO's role is relatively ***: How do you add value? The CFO has to be in the forefront in understanding, at a strategic level, the relative economics of different parts of the business model - and vitally play a decisive role in deciding what should be insourced and what should be outsourced." --Clayton Daley, CFO, Procter and Gamble