Transcript PowerPoint - EDGE Template

Our success in Poland – Capgemini and Danfoss
Copenhagen, October 2011
Capgemini Overview
Hard Facts
Industry Focus
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€8,697 million
 Revenue 2010:
 Headcount as of June 2011
115,000
€587 million
 Operating margin:
€1,063 million
 Net cash and cash equivalent:
Consumer Products, Retail & Distribution
Energy, Utilities and Chemicals
Financial Services
Manufacturing
Telecom, Media & Networks
Public Sector
Life Sciences
Our Services
Transformation
Consulting
Consulting
Customer
Relationship
Management
Architecture &
Infrastructure Services
Technology
Business Process
Outsourcing
Outsourcing
2010 Business Mix
Supply Chain
Management
Package Implementation
Application Outsourcing
Finance
Transformation
Application Development &
Integration
Technology
Services
Outsourcing
Services
41.5%
36.3%
Infrastructure Outsourcing
16.3%
5.9% Professional
Local
Professional
Local IT Services
(Staff Augmentation)
&
Hardware and Network Management
Consulting
Services
Services
(Sogeti)
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Capgemini BPO in 2011
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More than 11,800 employees in BPO
23 interconnected Delivery Centers
Over 70 clients supported in 75 countries
F&A, COM, Financial Services, Supply
Chain Management, Procurement,
HRO, MAS
35 languages
Manufacturing
Our Services
Global Chemical Corp.
Agricultural &
Food Sector Comp.
Finance
Our Services
Large Investment
Bank
Energy, Telco,
Media Services, Other
Consumer Package,
Goods Retail, Distribution
&
Media & Entertaiment
Comp.
Our Services
Our Services
International Pharmaceutical
Corp.
Capgemini Business Process Outsourcing
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Driving Business Process Outcomes
Driving Process Alignment
Rightshore Delivery Network
Transparency with
Command Center
Measures and Benchmarking
Innovation and Best
Practices through Global
Process Model
Seamless and Transparent
Transition
Robust Language and Statutory Support
Accelerated Pace of Transformation
Continuous Improvement
&
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Danfoss BPO Experience
2004/5 investigation with regards to SSC set-up
2005 – initial BPO contract signed for Europe
Scope for 30 countries centralized in Krakow
Full complex FAO scope: O2C, P2P, R2R
Voice support and collection in 24 European languages
2008 Start working on standardisation
2010 – contract renewed till 2015
130 FTEs as of 2011
2 Delivery Centres: Krakow and Kolkata
North America and Asia added to scope
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Danfoss Worldwide Presence
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Business Areas:
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Refrigeration & Air Conditioning Controls
Power Electronics
Heating Solutions
Commercial Compressors
District Energy
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Facts in Figures:
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31.5bn DKK Sales
23,400 Global Headcount
79 Factories Worldwide
110 Sales Companies Worldwide
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Entities covered in Europe
Sales
companies
Factories
and services
&
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Poland was our choice
Near-shoring offers still good benefits in terms
of labour arbitrage and proximity:
 Large talent pool of young educated professional
 Good potential to cover multiple languages
 Close cultural fit with Western Europe
 Proximity to our Danfoss entities, visits of local finance
people to Krakow are key for a successful relation
Krakow
 “No” time zone issues
 Part of the EU, so no data protection issues
&
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Benefits of outsorcing
 Deliver scalability when needed
(upwards and downwards)
 Global coverage (potential for
off-shoring and/or a global
SSC set-up)
 Knowledge about creating
an SSC and transitions
 Pro-active support in KPI
development (end-to-end)
&
 Access to experts with
specific process knowledge
 Ability to deliver all required
languages
 “Internal” benchmarking
 Process improvements
(Six Sigma, Lean etc)
 Constant push to align
our processes
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Lessons learned
 Define the roles and
responsibilities on both
sides, not only on the
providers side (Danfoss
entities: different
expectation, new people
coming in with different
ideas)
 Establish a baseline before
you start (KPI’s, quality,
etc)
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A clear governance structure
is key to success, this includes
top management commitment
on both sides
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This is not a one time exercise,
but an ongoing journey
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Knowledge capture is key and
requires ongoing attention
 “Lift and shift” has its
advantages (especially
related to speed to
change), but it remains
challenging to make
changes after the
transition/stabilization
 KPI’s are a key factor to
move from perception to
facts
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Advantages for Danfoss
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Improved resource management
BPO creates a baseline for standardization
and has a potential for increased efficiency
Easier to implement new policies
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Baseline to optimize processes and use
relevant tools in an efficient way
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Quality measurements/KPI’s
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Less dependent on key resources
in smaller units
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Documented processes (at least in the SSC)
&
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Thank You
&
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