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主峰会第一天 - 2017年6月6日,星期二 | Main Conference Day One - Tuesday, 6 June 2017

8:00 AM - 9:00 AM 注册及早茶 | Morning Refreshment and Registration

9:00 AM - 9:20 AM 峰会主席开幕辞 | Opening Remarks from Chairperson

9:20 AM - 10:20 AM 中国国旅(CITS)案例分析:将共享服务作为工具而不是设为目标,推动企业流程标准化和财务转型的有力工具,而不是最终目标 | Case Study of China International Travel Service Limited (CITS): Driving Business Standardisation and Finance Transformation by Leveraging Shared Services as a Tool instead of Regarding it as the Goal

陈文龙 | Chen Wenlong, 总会计师 | Chief Accounting Officer, 中国国旅股份有限公司 | China International Travel Services Group
中国国旅财务共享的诸多特色获得了国资委及业内高度评价,显著的成果包括:

  • 实现了更加有效的集团化管控——通过平台自身的规范化、自动化把企业的管控要求融于业务流程之中,内控逐步变成每个员工的日常工作并形成习惯
  • 强大的平台化拓展能力,能够兼容内外不同业务系统的互联互通,双向业务及信息流动,能够为未来会计众包等业务创新提供开放的空间
特别值得一提的“实时报表,一键合并”和“资金与核算、报表一体化”等改变,使大量高素质财务人员从繁杂的工作中解脱出来,为财务转型提供了人员基础。
陈文龙先生在财务管理及信息化方面有着丰富的经验,2014年开始带领中国国旅进行财务共享建设,实现了全部各级1800多家单位共享上线,他将在演讲中具体分享以下的实践经验:

通过透彻、有效的沟通获得高级管理层和业务部门的全面支持
重新加工财务流程的表达文化,实现数字化和全面自动化
业财一体化:实现将业务部门的人员和流程借口与共享服务的融合
通过信息系统的集成化和财务流程的全面化共享,实现 “实时报表,一键合并”
转型下一步——根据不同对象不同流程的定制化报表

The finance shared services centre (FSSC) of CITS has been highly regarded by State-owned Assets Supervision and Administration Commission as one of the best practices in the industry. Key achievements include:

  • Achieving more effective group collective control - integrating corporate control into business processes through standardisation and automation of the platform and combining internal control with employees’ daily work so that it becomes habitual practice.
  • The shared services platform has strong expansion capability, accessible to both internal and external business systems, which facilities two way business and flow of information, and leaves room for businesses to adopt other innovative methods such as to outsource its accounting function.

It worth mentioning that such changes as ‘real-time financial statement in one click ’ and ‘integration of funds, accounting and financial statement’ have allowed many well-trained accounting professionals to be free from heavy workloads so that they could concentrate on the work of finance transformation.

Mr. Chen Wenlong has rich expertise in finance management and digitalization, who has been leading the transformation to FSSC for CITS since 2014 as the Chief Accounting Officer, realizing that 1,800 entities rolled out. He will share a detailed case study of the transformation journey.

  • Effective communication to gain strong support from senior management and business functions
  • Digitalising the finance processes to achieve full automation
  • Integrating people and interface from business side to shared services
  • End-to-end integration of information systems to achieve comprehensive transformation and real-time financial statement in one button
  • Next step of transformation – Customised report based on different roles and processes

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陈文龙 | Chen Wenlong

总会计师 | Chief Accounting Officer
中国国旅股份有限公司 | China International Travel Services Group

10:20 AM - 10:50 AM 明确共享服务组织的价值定位导向,确保在搭建流程架构和设计员工职业发展路径设计方面上做出对应的正确决定选择 | Defining the Value Proposition of your Shared Services Organisations to Ensure the Right Decision on Process Structuring and Employee Career Path Design

李家宏 | Li Jiahong, 亚太区首席财务官 | CFO Asia Pacific, 瓦里安医疗系统公司 | Varian Medical Systems
Driving a clear value proposition from top down at the planning and launching stage
在筹划和建立的初期阶段建立自上而下的清晰价值定位
Beyond slogan – Carrying out the value with corresponding operation standards and activities
不空喊口号——通过相应的操作标准和活动来践行该价值定位
Designing the career path of SSC talent matching the value
为共享服务中心员工设计职业发展路径时要和该价值观保持契合

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李家宏 | Li Jiahong

亚太区首席财务官 | CFO Asia Pacific
瓦里安医疗系统公司 | Varian Medical Systems

10:50 AM - NaN:NaN AM 上午茶歇及自由交流 | Morning Refreshment and Networking Break

流程标准化&变革管理 | Process Standardisation & Change Management

11:20 AM - 12:00 PM 国家开发银行财务共享案例分析:制定完善的转型和流程梳理计划,并与所有利益攸关方达成共识 – 保证高效的变革转型管理以最大化的减少转型对各个单位的影响 | Case Study of FSSC at China Development Bank: Developing a Sound Transformation and Process Standardisation Plan and Reaching Consensus with all Stakeholders-Ensuring Highly Efficient Change Management to Minimize the Impact of Transformation on Each Unit

张屹 | Zhang Yi, 副处长 | Deputy Director, General Management Division Financial Shared Services Centre, 国家开发银行 | China Development Bank
Effectively communicating on the needs and benefits of finance transformation and shared services during the planning and launching stage to reach a consensus with different units
对于为什么需要转型和共享带来的好处,在筹划和建立初期就与各方达成共识
Identifying and considering the tangible and intangible costs and benefits that shared service will bring to ensure a sound plan from get-go
在筹备阶段确认和考量所有共享将带来的有形和无形的成本及收益,从而制订完善的转型计划
Setting up corresponding assessment and performance indicators in all units involved in the transformation
在涉及转型的所有单位设定相应的考核和绩效指标
Maintaining regular face to face communication and other communication channels with units of all levels to ensure service delivery consistency
与各级单位保持定期的面对面及其他渠道的交流
Case Study: How to utilize the shared service model to minimize the impact on finance processes and operations caused by the transformation from Business Tax to Value Added Tax?
案例分享:国开行如何通过有效的财务共享最大程度的减少了营改增对财务流程及运营的影响

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张屹 | Zhang Yi

副处长 | Deputy Director, General Management Division Financial Shared Services Centre
国家开发银行 | China Development Bank

12:00 PM - 12:40 PM 专题小组讨论:将中国的大型国有企业(SOEs)/私营企业(POV)如何高效地转型至共享服务和外包模式 | Panel Discussion: Transforming a Large-scale State owned Enterprises (SOEs)/Privately owned Ventures (POVs) in China to Shared Services & Outsourcing Model

田茂永 | Tian Maoyong, 出版人 | Publisher, 首席财务官(共享服务季刊)| CFO World (Shared Services Edition) 张鹏飞 | Zhang Pengfei, 集团人力资源共享服务运营总监 | Operational Director of Group HR Shared Services, 海航集团 | Hainan Airlines 梅敬群 | Mei Jingqun, 总部共享中心执行负责人 | Head of Group Shared Services Centre, 中国石化集团 | Sinopec Group
Persevering with the transformation from top down despite objections from some entities and no obvious benefits can been shown in a short time
获得领导层的认可和支持,以保证共享之路即便遭到部分单位反对,亦没有明显的短期利益也不至于在转型初期夭折
Ensuring proper documentation for easier acceptance and agreement with different stakeholders
确保完善的文件系统和存档,使各方更容易和直观地接受并达成共识
Seeking common ground while reserving difference when implementing traditional SS&O model for China local SOEs/POVs
中国的本土企业在转型过程中,如何与传统的共享服务与外包模式求同存异,根据本身的企业和市场特点进行改革和创新
Ensuring continuous improvement to refine the service delivery
确保流程的持续改进以不断优化服务交付质量


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张鹏飞 | Zhang Pengfei

集团人力资源共享服务运营总监 | Operational Director of Group HR Shared Services
海航集团 | Hainan Airlines
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梅敬群 | Mei Jingqun

总部共享中心执行负责人 | Head of Group Shared Services Centre
中国石化集团 | Sinopec Group
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田茂永 | Tian Maoyong

出版人 | Publisher
首席财务官(共享服务季刊)| CFO World (Shared Services Edition)

12:40 PM - 1:40 PM 午餐及自由交流 | Lunch and Networking Break

1:40 PM - 2:20 PM 蒙牛财务共享筹备与建立案例分析:推进信息化建设,实现集资金管理和会计核算为一体的财务共享平台 | Case Study of Mengniu FSSC: Pushing Information Construction to Establish the Finance Shared Services Integrating Cash and Accounting Management

肖梅 | Xiao Mei, 财务共享服务中心总监 | Head of Finance Shared Services Centre, 蒙牛集团 | Mengniu Dairy Group
➢ Driving changes in organisation structure, process, people and system to plan and launch the first FSSC in China’s Dairy Industry in 7 months
推动组织结构、流程、人员和系统转型,历时7个月筹划和建成中国乳业首个财务共享中心(FSSC)
➢ Making a careful and comprehensive plan but implementing the changes step by step to standard 33 accounting units and involving 49 entities
采用“整体设计、分布实施”的策略,实现范围包括49家法人公司,对应33个核算单元的共享建设
➢ stablishing digitalized KPI in SSC team with 200+ employees to ensure efficient and effective operations
运用信息化的绩效管理工具,保障200余人的共享团队持续高效运营
➢ ackling the challenges of employee deployment among different areas to ensure the best staff arrangement
克服人力资源难跨区域调配的挑战,实现人力资源的最优配备

Irene is a seasoned finance professional. Playing several roles in finance management since she joined Mengniu group in 2003, she also has rich expertise in project and team management. As the project manger, she led the team to launch the first FSSC in China’s Dairy industry with no relevant experience from the industry. The achievements so far are impressive – 20% improvement in overall working efficiency, 70% improvement in efficiency of payment process, 20.6% improvement in personnel effectiveness and a 20% improvement in the centre’s operational efficiency is expected in the coming 3 years.
肖梅女士于2003年加入蒙牛集团,担任多个财务领导职位,积累了丰富的财务管理、风险管理、项目管理和团队管理工作经验。作为项目经理,她在没有同行业可借鉴经验,及地域限制等困难下,带领团队推出中国乳业的首个财务共享中心并顺利运营。一期初步建成两个月就成绩斐然——实现整体工作效率提升20%,付款时效提升70%人员效率提升20.6%。中心运营效率预计在未来3年平均将提升约20%


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肖梅 | Xiao Mei

财务共享服务中心总监 | Head of Finance Shared Services Centre
蒙牛集团 | Mengniu Dairy Group

人才管理 | Talent Management

2:20 PM - NaN:NaN AM 设计最佳的人才架构和招聘策略确保共享中心的人才储备 | Preparing your Talent Pipeline with a Smart Talent Structure and Talent Acquisition Strategy

Krisztina Beer, 亚洲人力资源服务交付总监 | Head HR Services Delivery, 索尼 | SONY
➢ Strategically locating the talent acquisition source for better pipeline preparation
战略性地定位人员招聘地点和来源,为人才储备打好基础
➢ Besides SOPs, what should be included in the trainings for junior employees?
除标准作业程序外,初级员工的培训还应包括哪些内容?
➢ Maintaining a smart talent structure through a healthy ratio of intern vs. full-time employee and the ideal length of an internship program
确保实习生与正式员工的合理比例,推出理想时长的实习项目,从而保持最优化的人才架构

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Krisztina Beer

亚洲人力资源服务交付总监 | Head HR Services Delivery
索尼 | SONY

2:50 PM - NaN:NaN AM 下午茶歇与互动交流 | Afternoon Refreshment and Networking

3:20 PM - 4:00 PM 财务就是IT | How IT is Disrupting Financial Management and Finance Talent Management?

郭奕 | Guo Yi, 全球财务云副总监 | Deputy Director of Financial Cloud, 中兴通讯 | ZTE
➢ Building global financial management framework by transforming talent with the view of business strategy under shared services model
在共享服务的模式下,培养传统的财务人员转型至战略和业务财务,从而建立全球财经管理模式
➢ Developing talent to expertise of the area through process re-engineering and standardisation
通过对财务流程的再造和财务职能的重新设计,培养专家型人才
➢ Transforming finance talent being capable to support business objective with communication, IT and other necessary skills
培养财务人员的沟通、协调、IT和其他综合性能力,从而发展成能支持企业发展的综合性人才

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郭奕 | Guo Yi

全球财务云副总监 | Deputy Director of Financial Cloud
中兴通讯 | ZTE

战略外包 | Strategic Outsourcing

➢ How to determine the capability and feasibility of outsourcing vendors
如何考察和确定外包供应商的能力和可行性
➢ Overcoming challenges in the loss of company’s process knowledge when engaging a third party
与第三方合作时避免公司重要流程信息的损失
➢ Ensuring a clear-cut division of responsibility with your outsourcing partners to ensure working effectiveness
确保与外包合作伙伴明确分工,以确保工作有效开展
➢ Aligning internal stakeholders’ requirements and expectations with your business’s and BPO’s priorities
确保内部各利益相关方的要求和期望与BPO的业务重心保持一致

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徐庆东 | Robin Xu

中国及东北亚区财务服务总监 | Head of CBS Accounting Services China&Northeast Asia
康明斯业务服务部 | Cummins Business Services
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郭奕 | Guo Yi

全球财务云副总监 | Deputy Director of Financial Cloud
中兴通讯 | ZTE
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田茂永 | Tian Maoyong

出版人 | Publisher
首席财务官(共享服务季刊)| CFO World (Shared Services Edition)

4:40 PM - 5:00 PM 峰会主席致闭幕词 | Closing Remarks from the Chairperson

5:00 PM - 5:00 PM 峰会第一天结束 | End of Main Conference Day One