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Shared services center

A shared services center (SSC) is a dedicated, centralized organizational unit that consolidates and delivers standardized support functions—such as finance, human resources, information technology, procurement, and accounting—to multiple business units or departments across an enterprise, operating like an internal service provider to enhance efficiency and reduce duplication.^[1] These centers focus on process standardization, automation, and continuous improvement, often spanning multiple locations and leveraging dedicated personnel, processes, and technologies to serve as a single point of service delivery.^[2] The concept of shared services traces its roots to the 1920s, when early forms of centralization, such as "typing pools" for administrative tasks, emerged to manage high costs of equipment and training, evolving over decades into modern SSCs driven by globalization, technology advancements, and the need for cost optimization in large corporations.^[3] Today, SSCs are implemented in various models, including global, regional, or national scopes, and can be fully internal, outsourced to third-party providers, or a hybrid, with implementation typically progressing through phases like assessment, design, rollout, and optimization.^[2] Common functions handled by SSCs include transactional activities like payroll processing, invoice management, and IT support, allowing business units to focus on core strategic objectives rather than routine operations.^[4] Key benefits of SSCs include significant cost reductions—often 25-50% in areas like finance and HR through economies of scale, lower labor costs, and technological efficiencies—alongside improved service consistency, better data accuracy for decision-making, and enhanced compliance via centralized controls.^[2] Additionally, they promote operational flexibility, such as scaling during mergers or market changes, foster cross-functional collaboration by breaking down silos, and enable strategic insights through aggregated reporting and performance metrics. As of 2025, SSCs increasingly incorporate AI and generative AI for process automation and enhanced decision-making.^[5]^[4] While primarily adopted by large enterprises and public sector organizations, SSCs have become integral to modern business models, with service level agreements (SLAs) and chargeback systems often used to ensure accountability and customer-like treatment of internal departments.^[3]

Definition and Origins

Core Definition

A shared services center (SSC) is a centralized organizational unit that consolidates and delivers common support functions to multiple business units or entities within a company or across organizations.^[1] It operates as a dedicated entity comprising people, processes, and technologies structured to provide these services efficiently, often treating internal departments as customers.^[3] Key characteristics of an SSC include the centralization of back-office operations, the implementation of standardized processes to ensure consistency, the leveraging of economies of scale through resource consolidation, and a service-oriented delivery model that emphasizes defined service levels and process improvements.^[2] This model focuses on optimizing administrative tasks rather than core business activities, enabling better resource allocation across the enterprise.^[1] Unlike outsourcing, which transfers functions to external vendors, SSCs emphasize internal service provision to maintain greater control and alignment with organizational goals.^[3] Typical functions handled by SSCs include accounting, payroll processing, human resources management such as employee data handling, procurement, IT support, and customer service elements like order management, but exclude strategic or revenue-generating core operations.^[2]

Historical Development

While early forms of shared services, such as typing pools for administrative tasks in the 1920s, represented initial centralization efforts to manage costs, the modern concept of shared services centers (SSCs) emerged in the mid-1980s, primarily within finance functions of U.S. corporations, as a response to corporate restructuring trends that sought to consolidate fragmented support activities and recapture lost economies of scale following widespread decentralization in the late 1970s and early 1980s.^[3]^[6]^[7] This period was marked by aggressive divestitures, spin-offs, and the creation of semi-autonomous business units, which inadvertently led to redundant resources, duplicated systems, and higher operational costs across organizations.^[7] By the mid-1990s, SSCs gained broader adoption as companies blended centralization with decentralized service delivery, influenced by accelerating globalization that demanded standardized processes across borders and early IT advancements, such as enterprise resource planning (ERP) systems, which facilitated data integration and remote management.^[6]^[7] Key milestones in SSC adoption included pioneering implementations by multinational corporations in the 1990s, such as Procter & Gamble, which established internal shared services organizations to support its rapid global expansion and manage back-office functions like HR and finance for international clients.^[8] Similarly, DuPont launched its Finance Services Center in 1997 in Spain as an early brownfield site for consolidating accounting and procurement, marking a shift toward location-specific efficiency.^[9] The 2000s saw accelerated growth, driven by the widespread deployment of ERP platforms like SAP, which enabled seamless centralization of processes across disparate business units and geographies, transforming SSCs from siloed departments into integrated hubs.^[6]^[10] Post-2000, SSCs evolved from in-house, domestic models to global configurations, with significant offshoring to low-cost regions to leverage talent pools and further reduce expenses. India emerged as a primary destination, hosting a surge in Global Capability Centers (GCCs) that handled IT, finance, and analytics for multinational parents, fueled by the country's English-speaking workforce and IT infrastructure growth. In parallel, Central and Eastern Europe (CEE) became a key hub starting in the late 1990s and accelerating after EU enlargement in 2004, attracting investments in service centers for multilingual support in finance and customer operations due to skilled labor at competitive costs.^[11]^[12] As of 2025, SSCs are integrating artificial intelligence (AI), automation, and cloud computing to create hybrid models that combine captive operations with outsourced elements, enhancing agility and scalability. Generative AI and robotic process automation (RPA) are prioritized for streamlining procure-to-pay and order-to-cash processes, with nearly 80% of global business services (GBS) leaders deploying AI tools for decision support and efficiency gains.^[13]^[14] Cloud platforms further enable real-time data analytics and multi-region deployment, while hybrid structures—blending nearshoring in Latin America with offshoring—address talent shortages and geopolitical risks.^[13]

Strategic Motivations

Cost Reduction Drivers

Shared services centers (SSCs) primarily drive cost reductions through the consolidation of duplicate functions across an organization, which eliminates redundancies in staffing and administrative overhead. By centralizing support activities such as finance, HR, and IT into a single unit, companies can reduce headcount requirements significantly, with 93% of surveyed organizations attributing their savings mainly to personnel cost reductions via capacity optimization and labor arbitrage effects.^[15] This consolidation leverages economies of scale, allowing shared resources like IT infrastructure and facilities to serve multiple business units more efficiently than in fragmented setups.^[16] Bulk purchasing and resource sharing further lower per-unit costs by enabling volume-based negotiations for supplies, software licenses, and vendor services that would be uneconomical in decentralized models. In decentralized environments, silos lead to redundant investments in tools, training, and systems, whereas SSCs avoid these by standardizing procurement and deployment across the enterprise.^[17] Labor arbitrage contributes substantially, often by relocating operations to lower-wage regions, which can cut personnel expenses by moving activities from high-cost to medium- or low-cost countries.^[18] Technology leverage, including automation and common IT platforms, amplifies these savings by streamlining processes and reducing manual labor needs.^[17] Typical cost savings in support functions range from 20% to 40%, achieved as SSCs mature through these mechanisms.^[17] For instance, full-time equivalent (FTE) reductions often exceed planned levels of 10-30%, with many organizations realizing over 30% in personnel costs alone.^[15] These ongoing savings offset initial setup costs, which include investments in technology implementation, process reengineering, and facilities, within a break-even period of 2-4 years.^[19] In comparison, decentralized models perpetuate higher baseline costs due to duplicated efforts, making SSCs a financially superior alternative for scalable operations.^[16] As of 2025, advancements in AI and automation are further enhancing these cost motivations by enabling predictive analytics and hyper-automation, potentially increasing savings beyond traditional levels.^[13]

Operational Efficiency Gains

Shared services centers (SSCs) achieve operational efficiency through the standardization of processes, which minimizes variations in execution and significantly reduces errors in routine tasks such as payroll processing and invoice handling.^[20] This uniformity also streamlines employee training by establishing a consistent framework that eliminates the need for multiple, location-specific protocols, allowing staff to master core procedures more quickly and effectively.^[21] Furthermore, centralization in SSCs pools specialized expertise from across the organization, enabling faster issue resolution through dedicated teams that address complex queries more efficiently than decentralized units.^[22] Technology plays a pivotal role in amplifying these gains, particularly through shared IT platforms like self-service portals that empower users to handle routine requests independently, such as updating personal records or submitting expense reports. These systems reduce manual interventions by automating repetitive workflows, with implementations in financial reconciliations achieving up to 85% of processes without human input, thereby accelerating cycle times and freeing resources for higher-value activities.^[23] Advanced tools, including robotic process automation (RPA) and AI-driven chatbots, further enhance this by handling rule-based tasks end-to-end, such as data validation and predictive customer support.^[24] Consistent processes in SSCs foster quality improvements by ensuring adherence to regulatory standards and facilitating easier compliance audits through centralized documentation and audit trails.^[25] This uniformity also supports benchmarking against industry best practices, allowing organizations to measure performance metrics like service level agreements (SLAs) and iteratively refine operations for superior reliability and customer satisfaction.^[26] A key advantage of SSCs is their scalability, which enables them to absorb volume fluctuations—such as seasonal peaks in HR inquiries or procurement demands—without requiring proportional increases in staff, thanks to the leveraged capacity of centralized resources and automated scaling features in digital platforms.^[24] This flexibility not only maintains service continuity but also supports organizational growth by efficiently reallocating expertise as needs evolve.^[27]

Implementation Framework

Planning and Requirements

The establishment of a shared services center (SSC) begins with a thorough assessment phase to evaluate feasibility and build a robust business case. This involves developing a detailed analysis of potential financial and operational benefits, including cost savings from consolidation and efficiency gains from standardization, often through a cost-benefit model that compares current expenses against projected SSC outcomes. Function mapping is a critical component, where organizations identify and categorize processes suitable for centralization, such as transactional activities in finance or HR, using tools like process matrices to delineate responsibilities. Maturity evaluation assesses the current state of operations, benchmarking existing processes against industry standards to identify gaps in efficiency, technology, and skills, ensuring the SSC targets areas with the highest improvement potential.^[19]^[28]^[29] Key requirements for a successful SSC include a strong governance structure to oversee strategy and operations. This typically features a steering committee comprising senior executives from business units and SSC leadership to define policies, resolve conflicts, and align the center with organizational goals, often formalized through service level agreements. A skilled change management team is essential, responsible for leading transitions, mitigating resistance, and fostering adoption through targeted training and communication strategies. IT infrastructure readiness is paramount, necessitating integrated data systems such as enterprise resource planning (ERP) platforms to enable seamless process automation, real-time data sharing, and scalability across functions.^[19]^[2]^[29] Stakeholder alignment is achieved by actively involving business units in scope definition from the outset. This collaborative approach, often via workshops and impact assessments, ensures buy-in by addressing concerns and clarifying expectations, while distinguishing core strategic functions—retained locally for competitive advantage—from non-core, repetitive tasks ideal for SSC migration, such as accounts payable or payroll processing.^[28]^[19]^[2] Legal and regulatory considerations must be integrated early, particularly for global SSCs. Compliance with data privacy regulations like the General Data Protection Regulation (GDPR) requires evaluating data handling practices to safeguard personal information during centralization, including secure transfer mechanisms and consent protocols. Cross-border implications demand analysis of tax structures, transfer pricing rules, and jurisdictional variances to avoid penalties and optimize operations, such as selecting locations with favorable incentives while adhering to international standards.^[19]^[29]^[2]

Deployment Models

Shared services centers (SSCs) can be deployed through various models, primarily categorized as greenfield, brownfield, or hybrid approaches. In a greenfield model, organizations build an entirely new SSC from scratch, allowing for complete customization of processes, infrastructure, and culture to align with strategic goals, though it requires significant upfront investment and time.^[30] Conversely, the brownfield model involves restructuring and consolidating existing facilities or operations into an SSC, leveraging current assets for faster implementation and lower initial costs, but potentially facing challenges from legacy systems and entrenched practices.^[30] Hybrid models combine elements of shared services and outsourcing, such as outsourcing low-value activities like data entry while retaining higher-value functions internally, offering a balanced approach to risk and control.^[30] Location plays a critical role in SSC deployment, with options including onshore (within the same country for regulatory compliance and cultural alignment), nearshore (in adjacent regions for time zone proximity and cost moderation, a growing trend as of 2025 for balancing costs and talent access), or offshore (in distant low-cost locations for substantial savings).^[31]^[32] These choices depend on factors like labor costs, talent availability, and data security needs; for instance, offshore models are common for routine tasks in finance or IT to achieve significant cost reductions, often 30% or more.^[33]^[32] Deployment often follows a phased rollout strategy to minimize disruption, beginning with a pilot in one function such as finance or HR to test processes and gather insights before scaling enterprise-wide.^[34] Each phase typically spans 6-18 months, including build-out, testing, and stabilization periods, enabling iterative improvements and risk mitigation.^[35] Technology integration is integral during deployment, with enterprise resource planning (ERP) systems like SAP or Oracle implemented to centralize data and standardize workflows across the SSC.^[36] Automation tools, including robotic process automation (RPA) and, as of 2025, generative AI for advanced process handling, are deployed concurrently to handle repetitive tasks, ensuring seamless transitions and enhancing efficiency from the outset.^[37]^[38] For broader coverage, SSCs may adopt global or regional models; global setups often use multi-site configurations for 24/7 operations, while regional ones focus on localized needs. A prominent structure is the hub-and-spoke model, where a central hub manages core operations and regional spokes handle localized support, facilitating scalability and time zone alignment.^[39]

Process Standardization

Process standardization in shared services centers (SSCs) involves establishing uniform procedures across functions such as finance, HR, and IT to promote consistency and scalability. Key approaches include process mapping with tools like Business Process Model and Notation (BPMN), which provides a standardized graphical representation for documenting workflows and identifying redundancies. Additionally, defining key performance indicators (KPIs) for each process step—such as cycle time, error rates, and cost per transaction—ensures measurable alignment with organizational goals. Frameworks like Six Sigma are often adopted to minimize defects and variability, integrating statistical methods to refine processes before centralization.^[40]^[41] These methods yield significant benefits by reducing process variability, which facilitates cross-training of staff and accelerates onboarding for new employees. For instance, standardization enables the application of automation tools like RPA, which can lead to up to a 30% improvement in productivity, enhancing overall efficiency and enabling SSCs to handle higher volumes without proportional increases in resources. By applying best practices globally, organizations achieve consistent service quality across business units, supporting scalability as the SSC expands.^[42]^[26] A primary challenge addressed through standardization is harmonizing diverse legacy processes from various business units, which often involve incompatible systems or regional variations that hinder integration. Global process owners (GPOs) play a crucial role here, overseeing end-to-end standardization—such as in order-to-cash cycles—to consolidate high-volume activities and mitigate fragmentation. This harmonization simplifies complexity, paving the way for automation and reducing integration risks associated with disparate ERP systems.^[26]^[18]^[42] Continuous improvement is embedded via regular audits and updates to maintain process standards amid evolving business needs. Many SSCs implement continuous improvement programs (CIP) with defined benchmarks, conducting periodic reviews—such as annual benchmarking against industry standards—to identify deviations and refine KPIs. This iterative approach ensures adaptability, with 27% of SSCs having fully developed CIP structures that include incentives for ongoing enhancements.^[42]^[5]

Operational Management

Cost Allocation Methods

Cost allocation methods in shared services centers (SSCs) ensure that the expenses of centralized functions, such as finance, HR, and IT, are distributed equitably among business units, promoting transparency and accountability. These methods typically balance fairness, accuracy, and administrative simplicity, drawing on established accounting principles to link costs to consumption or benefit.^[43] Direct methods allocate costs based on measurable usage, such as per transaction or activity volume, allowing business units to be charged precisely for services consumed. For example, in accounts payable processes, costs may be assigned per invoice processed, using historical data from prior periods to forecast and bill accurately. This approach fosters cost consciousness by tying expenses directly to demand, as seen in variable pricing models where allocation reflects actual volume.^[44]^[43]^[45] Indirect methods distribute costs using broader proxies, such as a fixed percentage of a business unit's revenue or headcount, when direct tracing is impractical for overhead functions like general accounting. An example formula used in some organizations for such allocation employs a general corporate allocator (GCA), calculated as:

\text{GCA} = \frac{\text{Net Revenue} + \text{Total Assets} + \text{Labour Expense}}{3}

Costs are then apportioned proportionally to each unit's GCA share, providing a reasonable approximation of benefit without granular tracking.^[44] Hybrid models combine elements of direct and indirect approaches to address varying service complexities, such as applying fixed allocations for baseline infrastructure and usage-based charges for variable demands like IT support tickets. Overall SSC costs can be expressed as:

\text{Total SSC Cost} = \text{Fixed Overhead} + \text{Variable Usage Costs}

with allocation to units via:

\text{Allocated Cost} = \text{Cost per Unit} \times \text{Usage Volume}

This flexibility accommodates diverse SSC operations while minimizing disputes.^[45]^[46] Implementation often relies on activity-based costing (ABC), which traces expenses to specific activities—such as employee onboarding in HR—before assigning them to consuming units based on drivers like full-time equivalents (FTEs) or transaction counts. ABC enhances accuracy by establishing cause-and-effect relationships, reducing arbitrary distributions common in traditional methods. To ensure transparency, SSCs deploy dashboards and reporting tools that provide real-time visibility into cost breakdowns, enabling business units to review and validate charges monthly or quarterly.^[46]^[43] Over time, SSC cost allocation has evolved from simple cost-plus models—where charges included a markup on incurred expenses—to value-based pricing that aligns fees with delivered business outcomes, such as efficiency gains or risk reduction. This shift reflects SSCs' maturation from mere cost centers to strategic partners, with hybrid and transaction-based methods gaining prevalence to support sophisticated service-level agreements (SLAs).^[45]

Demand-Supply Coordination

Demand-supply coordination in shared services centers (SSCs) involves aligning fluctuating service requests from business units with available resources to ensure efficient operations and service delivery. This coordination relies on predictive tools and structured processes to anticipate needs and allocate capacity effectively, preventing underutilization during low-demand periods and overload during peaks. Standardized processes serve as enablers for this alignment by providing consistent frameworks for service handling. As of 2025, artificial intelligence (AI) tools, including generative AI for predictive analytics, are increasingly integrated to enhance forecasting accuracy and automate resource adjustments.^[47]^[13] Forecasting demand in SSCs utilizes advanced analytics to analyze historical data, seasonal trends, and business activity patterns, enabling proactive capacity adjustments. Capacity planning models, such as system dynamics modeling, simulate interconnected system behaviors to predict demand fluctuations and optimize resource use in service environments. These models help SSCs identify potential gaps between demand and supply, facilitating strategic decisions on staffing and infrastructure.^[48]^[49] Service level agreements (SLAs) play a crucial role in prioritizing requests by defining response times, service quality thresholds, and escalation procedures based on request urgency. In SSCs, SLAs establish clear expectations between the center and business units, allowing high-priority requests—such as those impacting revenue or compliance—to be fast-tracked over routine ones. This prioritization mechanism ensures that critical demands are met without compromising overall throughput.^[47]^[50] Queue management systems in SSCs employ multiserver queueing models with priority scheduling to handle incoming requests efficiently, distributing workloads across available staff to match supply with demand variations. Resource allocation algorithms, informed by cooperative game theory, optimize staffing levels during peaks and troughs by calculating fair shares of capacity among service classes, minimizing wait times and incentives for collaboration. These techniques model SSCs as priority-based systems where higher-priority queues receive preferential service, balancing individual and collective efficiency. AI-driven automation, such as robotic process automation (RPA), further supports queue handling, with over 70% of SSCs reporting RPA in production as of 2024.^[51]^[52]^[53] Integration of enterprise resource planning (ERP) modules provides real-time visibility into demand patterns and resource status across the SSC, enabling swift identification and resolution of potential bottlenecks. ERP systems centralize data from procurement, HR, and finance functions, offering dashboards for monitoring service queues and capacity utilization on an ongoing basis. This connectivity streamlines workflows, automates request routing, and supports data-driven adjustments to prevent delays in service delivery.^[36]^[54] For scalability, SSCs implement dynamic staffing through on-demand crowdsourcing platforms that rapidly scale workforce capacity during demand spikes, such as end-of-quarter processing surges. Outsourcing select functions to external providers complements internal resources, allowing temporary augmentation without long-term commitments. These adjustments ensure supply elasticity, maintaining service continuity amid variable business needs.^[55]

Performance Measurement

Performance measurement in shared services centers (SSCs) involves evaluating operational effectiveness through a combination of quantitative and qualitative indicators to ensure alignment with organizational goals and service level agreements. These metrics help identify areas for improvement, validate cost savings, and enhance service delivery to internal clients. Key performance indicators (KPIs) are typically categorized into input, operational, and output types, allowing for a holistic assessment of the service partnership between SSCs and business units. As of 2025, KPIs increasingly include automation and AI adoption rates to reflect digital transformation.^[56]^[40]^[57] Essential metrics include cycle time, which measures the duration required to complete processes such as invoice processing or query resolution, often targeted to reduce delays and improve throughput. Error rates track defects in transactions, such as invoice discrepancies, with benchmarks in high-performing operations aiming for rates below 1%. Customer satisfaction (CSAT) scores gauge internal client feedback through surveys, with good scores typically ranging 75-85% to reflect reliable service. Utilization rates assess staff efficiency, with industry targets often set at 80-85% to balance productivity and workload without burnout.^[58]^[40]^[59]^[60]^[61] A widely adopted framework is the balanced scorecard, which evaluates SSC performance across four perspectives: financial (e.g., cost per transaction), customer (e.g., CSAT and service levels), internal processes (e.g., cycle time and error rates), and learning/growth (e.g., employee training and innovation). This approach integrates strategic objectives with measurable outcomes, as demonstrated in studies of SSC implementations where it facilitated cost reductions of 20-30% while improving service quality.^[62]^[63] Benchmarking against industry standards, often sourced from reports by Gartner and APQC, enables SSCs to compare metrics like utilization and error rates with peers, identifying gaps and best practices. Continuous monitoring tools, such as dashboards integrated with ERP systems, support real-time tracking to ensure ongoing alignment. Quarterly reviews of these metrics drive targeted improvements, with output KPIs shared with stakeholders to foster accountability and iterative enhancements.^[64]^[65]^[56]^[40]

Challenges and Risks

Key Operational Hurdles

One of the primary operational hurdles in shared services centers (SSCs) is cultural resistance from business units, where managers often oppose centralization due to perceived loss of autonomy and the unique ways each unit conducts business.^[66] This resistance manifests as overt or passive-aggressive pushback against standardization efforts, complicating the shift to unified processes across the organization.^[67] Additionally, integration with legacy systems poses significant challenges, as consolidating disparate IT platforms—such as older ERP systems—into a single global standard like SAP or Oracle requires rapid implementation amid compatibility issues and data silos.^[68] Talent retention emerges as another critical difficulty, particularly in competitive locations like Eastern Europe or India, where high attrition rates stem from employees seeking better financial incentives or career advancement elsewhere.^[69] In global capability centers akin to SSCs, over 90% of staff prioritize hybrid work flexibility, with over 70% valuing short commutes under 30 minutes, exacerbating turnover when rigid structures fail to accommodate these preferences.^[70] Scalability issues further compound these problems, as SSCs must handle organizational growth across multiple international sites without proportional cost escalation, demanding flexible infrastructure to support increasing transaction volumes and diverse customer needs.^[68] Demand-supply imbalances, such as surging internal service requests outpacing capacity, can lead to SLA failures and operational strain in these setups.^[71] Technology risks, including cybersecurity threats, present substantial vulnerabilities in SSCs due to shared infrastructure exposing services to availability disruptions from vendor errors or fourth-party failures.^[72] System downtime, often triggered by configuration mistakes in management interfaces or external outages, can halt operations across business units, amplifying financial and productivity losses.^[72] As of 2025, emerging hurdles include disruptions from AI integration, where skills gaps and data management issues affect nearly 60% of SSC leaders adopting generative AI, leading to uneven implementation and service inconsistencies.^[13] Remote and hybrid work coordination adds complexity, with 71% of SSCs operating over half their workforce in distributed models, resulting in challenges like Gen Z talent attrition—84% of leaders expect high turnover within three years due to location-agnostic hiring demands and collaboration gaps.^[13]

Mitigation Strategies

To address key operational hurdles in shared services centers (SSCs), organizations implement a range of mitigation strategies encompassing human, technological, and structural elements.^[73] Change management programs are essential for fostering cultural buy-in during SSC transitions. These programs typically involve multi-channel communication strategies, such as town halls and tailored messaging, to engage stakeholders and dispel fears of disruption, as demonstrated by the University of Kansas's pre-launch roadshows that began nine months ahead of implementation.^[74] Additionally, robust training initiatives equip talent for new roles, including on-demand videos with quizzes and mentorship programs to standardize processes and build skills in areas like customer service and process execution.^[74] For instance, UC Berkeley's two-month bootcamp for SSC staff incorporates professional development tracks to enhance proficiency in shared functions.^[74] Contingency planning for IT risks further supports resilience by outlining exit strategies, data transfer protocols, and annual testing of disaster recovery plans to ensure service continuity amid disruptions.^[75] Technology solutions play a critical role in preempting failures. System redundancy, achieved through duplicated IT infrastructure and networks, minimizes downtime by providing failover options in mission-critical SSC operations.^[76] Complementing this, AI-driven predictive maintenance leverages cognitive automation and historical data analytics to forecast equipment or process issues, enabling proactive interventions that can reduce costs by 40% to 75% in targeted functions.^[77] Such tools, including natural language processing for exception handling, allow SSCs to transition staff toward higher-value analytics roles while maintaining operational stability.^[77] Effective governance structures ensure long-term scalability. Centralized oversight committees, comprising senior executives and functional representatives, monitor performance via short service-level agreements and facilitate decision-making to align SSC offerings with business needs.^[66] Regular audits, conducted annually or post-changes, verify compliance, security controls, and process efficiency, helping to mitigate risks like service outages.^[75] Best practices emphasize adaptive growth. Phased evolution involves segmenting implementations into 3- to 6-month cycles, selecting diverse pilot groups with strong leadership support to gather feedback and refine processes iteratively.^[78] For specialized functions, strategic partnerships with third-party providers enable SSCs to broker services, achieving over 30% cost savings through collaborative reengineering and demand management.^[66]

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Because the accounting engine automatically applies accounting rules to transactions, you don't need to staff your shared services center with experts on every ...
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Why Your Shared Services Center Needs Automation - Bizagi
Nov 30, 2021 · Standardization – Processes are mapped out and approved before being deployed in the shared services center, so you can guarantee that when the ...
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Shared Services Playbook | Umbrex
2.1 What Is a Shared Services Center (SSC)? 2.2 Evolution from Functional ... Hub‑and‑Spoke Models 6.3 Captive, Outsourced, and Hybrid Ownership ...
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Q&A: Key Performance Indicators (KPIs) for Shared Services Centers
KPIs should cover the key targets of customer service level, quality of service, cost and efficiency, although whether cost KPIs are actually included will ...
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[PDF] Applying Lean, Six Sigma, BPM, and SOA to Drive Business Results
Apr 18, 2013 · 򐂰 Lower technical implementation costs through shared services and higher levels of component reuse; changing and improving processes ...
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[PDF] Shared Services: Multiplying Success - Pwc.at
Shared Service success is achieved by integrating multi-functional services with a global focus, higher activity splits, and higher standardization and ...
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Global Shared Services and Outsourcing Survey | Deloitte US
These include process standardization and efficiency, cost reduction, and improved end-to-end ownership. Approximately 58% of respondents have already begun ...
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Shared Services Pricing Models Have Different Pros and Cons
Apr 2, 2021 · 1: Cost center model. This is the most basic model, generally used when shared services is a centralized support group without separate budget. ...
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[PDF] 08.105 - Shared Service Cost Allocation Review KPMG Report
Jun 10, 2024 · ATCO's Cost Allocation Overall Approach. In this Section we summarize ATCO's overall cost allocation approach for shared services. 2.1.
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Charging Methodologies of Shared Services and Business Process ...
Shared Services Centers – evolution from cost centers to fully responsible business units. Shared service centers (SSCs) play a vital role in advancing the ...
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How to Choose an IT Cost Allocation Model for Shared Services
Apr 22, 2025 · Activity-Based Costing (ABC). ABC allocates costs based on activities performed for each business unit, such as number of tickets resolved ...
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Effective Service Level Agreements for Shared Services | Peeriosity
Service Level Agreements (SLAs) are a common tool used during the implementation of Shared Services to set service and performance expectations with operating ...
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System Dynamics Modeling for Managing Capacity and Demand for Human Services - Systemic Practice and Action Research
### Summary of System Dynamics Modeling for Managing Capacity and Demand in Human Services
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[PDF] Analytics in Shared Services and GBS Emerging as an engine room ...
Marketing departments have looked deeper into customer segmentation; finance departments have restructured financial forecasting and analysis; IT have invested ...
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Engage shared services customers in the conversation ... - EAB
Oct 11, 2019 · SLAs articulate the service and performance expectations required from both the shared services provider and the customer. They increase ...
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Incentives for Shared Services: Multiserver Queueing Systems with ...
Dec 9, 2021 · We study shared service whereby multiple independent service providers collaborate by pooling their resources into a shared service center (SSC).
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Pricing and Capacity Allocation for Shared Services - PubsOnLine
Apr 12, 2017 · We study the pricing and capacity allocation problem of a service provider who serves two distinct customer classes.
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Why PSOs are using ERP to leverage the benefits of shared service ...
May 11, 2023 · Our integrated solutions provide real-time visibility into costs, enabling better cost control and improving cost efficiency. Through these ...
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How BPOs & SSCs can overcome the talent shortage and other ...
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[PDF] How to Nail Your Performance Measurement in Shared Services
Output KPIs measure the success, quality and effectiveness of service delivery; specifically, whether agreed. SPA standards are being achieved. These are ...
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Shared Services KPIs, Metrics & Benchmarks - OpsDog
Shared Services KPIs measure efficiency, cost-effectiveness and customer service within centralized shared services centers.
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Shared Services and Internal Customer Satisfaction - Peeriosity
Though satisfaction levels are difficult to measure, implementing a process that includes internal customer satisfaction is an important step.
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How Digital Services Succeed: The Employee Utilization Rate Fallacy
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Tools & Templates: Balanced Scorecard for HR Services - SSON
The Balanced Scorecard (BSc) provides a framework which tracks key performance indicators (KPI) to measure the performance of the organization using both ...
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A Longitudinal Study on the Role of Balanced Scorecard
Aug 19, 2013 · Through integration in business processes, shared service centers (SSCs) aim to reduce costs and provide better services to internal customers ...
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Shared Services Metrics Library - Gartner
Feb 4, 2019 · This library contains a comprehensive list of metrics that shared services leaders use to measure and evaluate the progress of different finance ...Summary · Included In Full Research · Gartner Research: Trusted...
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Finance Shared Services Key Benchmarks - APQC
Mar 27, 2025 · Prepared using APQC's Open Standards Benchmarking® portal, these key metrics from FM Shared Services Organizations (SSO) share values for ...<|control11|><|separator|>
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[PDF] Capturing the promise of shared services | PwC Strategy
The focus was on consolidation rather than fundamentally changing the way services were delivered. And because this solution focused primarily on centralizing ...
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Catalyzing organizational culture change | Deloitte Insights
Jun 3, 2016 · Overt or passive aggressive resistance to efforts to establish shared services; each unit has its own way of doing business, “We are special ...
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The Challenges Facing Shared Services Centers - SSON
The challenge is that shared services executives are being charged to provide more value, more functionality and across more locations while reducing costs; and ...Missing: setups | Show results with:setups
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Roundtable: Talent Management in Shared Services - SSON
Walt Simpson: Getting the right staff into a shared services center, developing them and retaining them—these are constant challenges to shared services leaders ...
[65]
Employee experience still matters: Talent retention at GCCs
Oct 3, 2023 · With five focused actions, global capability centers could cut their attrition rates in half.
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4 Challenges and Solutions for Growing Shared Services Teams
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Security Implications of Shared Service Environments - ISC2
Most security issues in SSEs, then, are not particularly related to those services being shared; they are down to the management interfaces being generally ...Missing: threats downtime
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Evolution of shared services | Deloitte Insights
Jul 31, 2020 · Shifting from a “back-office” to a “center office” model can enable adaptable and resilient enterprises of the future.
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[PDF] Ease the Transition to Shared Services with a Plan for Change ...
Crafting a shared services implementation plan tailored to the culture of your campus can help to reduce the impact of common change management hurdles. In this ...
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[PDF] Federal Shared Services Implementation Guide - Assets for CIO.gov
Apr 16, 2013 · The guide provides agencies with a high level process and key considerations for defining, establishing, and implementing interagency shared ...<|control11|><|separator|>
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Shared Services Consulting | Deloitte US
... shared services center, to refinements of the shared services organization to help it achieve the next level of performance. businessman hand working with ...<|separator|>
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[PDF] Digital labor transforms the shared services delivery model
Key steps that businesses should consider include establishing a digital labor program management office or center of excellence, evaluating the impact of ...
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Considering a Phased Approach to Implementing Shared Services?
A phased approach introduces shared services in manageable segments over time, instead of a single launch, to manage the change.Missing: evolution | Show results with:evolution