Shared Service Center: measuring performance from the perspective of the customer, supplier and theory

Nathan Peixoto Oliveira,André Martins De Oliveira,Rafaela Francisca Moreira Barbosa,Carlos Manuel Taboada Rodriguez

doi:10.51359/2594-8040.2022.251734

Nathan Peixoto Oliveira, André Martins De Oliveira + Show 2 more

Open Access

https://doi.org/10.51359/2594-8040.2022.251734

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Abstract

Shared service centers have become one of the most discussed models and have been widely diffused by companies. It helps to reduce costs and to standardize operational processes, bringing more efficiency. But there is still a dilemma under its performance, the gain in processes centralization and especially when compared to outsourcing services. The intention of this article is to demonstrate the various perceptions of this model, comparing the views of the client, the supplier and the available theory. A bibliographic review and a case study were applied and demonstrated that in shared service center, the specialization workforce is a strong ally. Also, it centralized the processes with scale gain, eliminated distance between the units, improved the information technology processes and improved communication.

Highlights

Corporation thinking, decision-making and corporate culture transcend national boundaries along with the globalization of enterprises and the increasing number of transnational corporations
The case study was done in a specific market and specific department in both companies, for this reason, the results founded could be specific that context, is not possible to affirm that results will be the same in a bigger and different scenario
A relevant fact verified during the surveys, that besides variations of perceptions between the employees of the Shared Service and the End Market, there are variations between levels hierarchical, in this way was added the analysis between Analysts that represent 31% of the total researched, the coordinators the 31% and Managers representing 38%

Summary

Introduction

Corporation thinking, decision-making and corporate culture transcend national boundaries along with the globalization of enterprises and the increasing number of transnational corporations. The widespread use of “big data”, “financial intelligence”, “cloud computing”, “internet of things” and other information intelligence processes contribute to effective disposal mass data and information (JIA, 2020). In this context, Shared service centers (SSC) have become one of the most discussed models in theory and in application by companies. The SSC was built to adapted to the today’s conditions, effectively reduces the enterprise financial cost, and greatly improves the processing efficiency of the enterprise business (JIA, 2020)

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