The Best Practices from BP
As SSON's 2014 Awards season beckons (just in time to outshine the Oscars) we'd like to encourage all of you, no matter where in the world, to apply for one of our 5 categories: Customer Service, Culture, Communications, Value, and Improvement/Innovation. Applications can be submitted online, and there is still time to apply for European Awards, which will be presented at the annual Shared Services and Outsourcing Week conference in Dublin, taking place 12-15 May.
There is no greater way to honor your team or your achievements. Apply now.
Mature Shared Services like BP’s are banking on "enterprise value" to stay relevant over the next 10 years. This means that Shared Services is becoming embedded in the value chain, but it also reflects a shift in product suite to incorporate upstream as well as downstream. In other words, purchase-to-pay is morphing into source-to-pay; and commodity management is becoming more integrated into Shared Services, instead of the SSC providing only back office support.
Philip Whelan, Head of Strategy and Process Management for BP’s GBS, and 2013 recipient of SSON’s prestigious Thought Leader Award for Europe, talks about opportunities for arbitrage outside of labor; BP’s global location strategy; leveraging outsource partners to gain access to resources outside existing markets; the importance of customer proximity in BP’s services delivery strategy; and how shared services is supporting BP’s growth as global demand for products moves "East."
"All businesses are globalised today, so it makes sense to work from a global platform and to leverage global delivery. The common denominator at BP is 'enterprise value' and 'sustainability' – both of which are guiding our delivery strategy into the future."
Philip Whelan, BP