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Shared services designate the consolidated and centralized service processes in an enterprise. Homogeneous processes from different ranges of an enterprise are summarized and offered by a centralized place or department. The offering place is called usually "Shared service center", briefly SSC. The departments, which take the services up, stand in a kind customer supplier relationship to the SSC. The integration into the firm's structure can both in the own house, and externally happen. Also the settlement in a low wage country is possible, but not necessary.
In contrast to the outsourcing, where external Dienstleister is assigned a service, it concerns with the Shared service construction a kind internal outsourcing.
Characteristics of suitable processes are: - High degree of the standardisation, - high number at repetitions of the same process, - only few exceptions and it is not necessary special knowledge for respective execution.
As a result of the introduction of Shared services usually arise both qualitative and quantitative advantages.
Qualitative predivide are on the one hand lower error rates, which are to be expected service center by the specialization ("learning curve") in a Shared. Legal and regulatorische requirements as bspw. It leads Basel II, Sarbanes Oxley act etc. likewise ever more frequently to the fact that processes are shifted in a Shared service center, in order to be able to control it better.
The increase of the process efficiency as quantitative advantage can be attributed to three causes: First of all scale effects can arise as a result of the pool of homogeneous processes. This happens not automatically, but must be realized by appropriate investments in process management and IT (e.g. by Self services, Workflows etc.). Secondly savings for rent, building, additional expenses, telecommunications costs, travel expenses etc. are possible by a simultaneous misalignment of the place. Thirdly savings with wages and salaries are possible, e.g. by Near or Offshoring or by the possibility of having to use other and/or no collective agreements.
Usually still as advantage it is called that the management of an enterprise can concentrate on the Kernprozesse. This is however frequently a fallacy, there the management processes as planning, controlling and a check of a Shared service of center (just as with the outsourcing of the processes) to exist remains.
The customer proximity is reduced by the centralization tendentious. The processes in the original departments must be adapted accordingly. Possibly the spatial distance can affect the achievement contribution negatively. The tuning expenditure increases tendentious.
The implementation of Shared services is suitable for support processes, if they are not geographically bound, occur sufficiently frequently and exhibit a sufficiently large Standardisierungspotenzial. This meets in practice particularly for processes of the personnel management (human Resources), financing (Financial Supply chain) and the internal IT (e.g. Helpdesk) too.
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