{"id":1050,"date":"2013-06-27T17:28:24","date_gmt":"2013-06-27T17:28:24","guid":{"rendered":"https:\/\/www.peeriosity.com\/shared-services\/articles\/?p=1050"},"modified":"2022-07-04T11:36:27","modified_gmt":"2022-07-04T11:36:27","slug":"implementing-global-process-ownership-in-the-order-to-cash-o2c-process","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2013\/06\/implementing-global-process-ownership-in-the-order-to-cash-o2c-process\/","title":{"rendered":"Implementing Global Process Ownership in the Order to Cash (O2C) Process"},"content":{"rendered":"

Coordination of end-to-end work processes can be complex as activities cross geographic, functional, and reporting lines. Managing the organizational matrix of process efficiency has been compared to \u201cherding cats\u201d. \u00a0However, many companies that have taken on this challenge have been greatly rewarded with reduced costs, improved timeliness, and quality.<\/p>\n

Implementing global process ownership is often pursued in the more mature stages of a Shared Services or Global Business Services \u2013 typically after transactional and expert services are stable and delivering value A typical journey starts with regional consolidations into Shared Services along process lines, and then transitioning to a global design by major functions as a next step (for example, Global Financial Shared Services), with some moving beyond a global functional orientation to defining a global process design model for key components of end-to-end processes.\u00a0 The most advanced will extend the concept to include identifying single global process owners for the entire end-to-end process<\/a>. Getting to this level isn\u2019t easy; it requires a formalized governance structure that clearly states the roles and responsibilities across the various business units and across multiple functional areas. In many instances, the implementation expands on existing Shared Services by incrementally adding new services.<\/p>\n

In a recent Peeriosity iPoll, for the 72% of companies who have identified an Order-to-Cash global process owner, only 46% include each of the four key processes (Order Processing, Billing, Credit & Collections, and Cash Applications) within scope.\u00a0 Of the remaining 54% of companies who have an identified global owner, 31% included three of the four key processes, 15% include two processes, and 8% included only Cash Applications.\u00a0 28% of all companies participating in the iPoll do not use a company-wide global process owner.\u00a0 Here are the details:<\/p>\n

\"process<\/p>\n

According to the companies who use a company-wide global process owner, the reason cited as the primary benefit by 54% of respondents is the positive impact of increased process standardization, which is likely a key contributor to the secondary benefits reported, including improved quality, better alignment of goal and objectives, and reduced cost.<\/p>\n

\"primary<\/p>\n

Here are some of the comments from iPoll respondents:<\/p>\n