Examinando por Materia "Centro de servicios compartidos"
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Ítem Desafíos percibidos por un grupo de líderes de procesos frente a la transformación digital en centros globales de servicios compartidos localizados en Medellín(Universidad EAFIT, 2021) Diaz Theran, Yesica Paola; Valderrama Bustamante, Robinson; Orejuela Gómez, Jonny JavierObjective. Identify the challenges perceived by process leaders in the face of digital transformation in global shared services centers located in Medellín. Method. Qualitative, descriptive, and cross-sectional study through the case study methodology applied through a semi-structured interview conducted with 10 leaders who work in global shared services centers in Medellín who are currently involved in digital transformation processes. Results. In the companies where the study was carried out, which have their global shared services centers, it was possible to demonstrate the benefits of having an established digital transformation strategy. Most employees know their strategy, allowing them to communicate in the same language and aligning efforts. Additionally, many of the challenges that leaders face today are not only related to human talent and culture, but also the understanding of how new digital technologies provide capacities to the organization. Conclusions. Process leaders face challenges in 4 large dimensions, such as strategy, human resources, technology, and the client; this last one understood as the consumer of the service. These challenges have implications that must be addressed through change management, leadership, and organizational culture, aiming to reduce tensions and obtain a better approach to challenges, to be more prepared for the requirements of a market that today is under a new scenario called the “new normal”.Ítem Elaboración de un plan de gestión con base PMI para la centralización del área de compras en el centro de servicios compartidos(Universidad EAFIT, 2019) Roldán Quiceno, Sara; Díez Benjumea, Jhon MiguelThis paper seeks to develop a management plan to transfer and standardize the purchasing area for all countries in America in which Owens Illinois, hereinafter OI, operates, using the foundations for project management based on best practices proposed by the Project Management Institute (PMI). In order to achieve the above, the context of the organization and the function of the shared services center, CSC, as well as the functional area in question will be initially described, the strategic plan of the organization will also be presented to assess how it is aligned to this project. From the context information, the situation that creates the organizational need to standardize the purchasing department will be analyzed through a diagnosis of the status of the processes. Finally, a management plan will be proposed for the development of this project of transfer and standardization of the purchasing processes within the business units in OI America taking into account policies and procedures included in the best practices in project management so that be presented to the management of the service center and global operational excellence, the management of the service center of America and the purchasing management of the company globally.Ítem Estudio de factibilidad de crear un centro de servicios compartidos para el sector funerario de Colombia, que tenga sede en Manizales(Universidad EAFIT, 2020) Mejía Ramírez, Juanita; Gómez Salazar, Elkin ArcesioIn the present document are presented the report of the research carried out in the Master in Project Manager at EAFIT University, which has the general objective to carry out a feasibility study for the creation of a Shared Services Center for the Funeral Sector of Colombia, which was based in Manizales. To achieve this, a descriptive and qualitative research methodology with quantitative elements was used, in which especially the variables of the financial study were measured, to facilitate the decision-making. In turn, the UNIDO methodology is the guide with which the feasibility study was developed. For the marketing study, a semi-structured survey was used, using non-probabilistic sampling. Also, the collection of information was complemented with interviews with experts in both the funeral and in the BPO sector. Taking into account not only the financial evaluation of the project but also the investor, in which it is established that the NPVs are positive and the IRR is greater than the discount rate in all scenarios, the analysis of all its components lets conclude that it is a viable and feasible project. It is recommended to carry out an adequate risk plan, as it is evident how these can significantly affect the results.Ítem Pertinencia de la creación de un centro de servicios compartidos en una organización multilatina a partir de experiencias exitosas(Universidad EAFIT, 2020) Betancur Arboleda, Luisa Fernanda; Gómez Gómez, John Fredy; Betancur Hurtado, Carlos MarioObjective: Evaluate the relevance of creating a shared services center in a multilatina organization based on successful experiences. Method: A qualitative, explanatory and cross-sectional investigation was carried out. Regarding the design of the research, it was a case study based on three sources: structured surveys conducted to three SSC experts, data collection through direct observation and review of the organization’s documents. Results: The obtained data allowed us to understand the importance of the implementation of a SSC for a multilatina as an initiative to lever the growth, this change carry some implications and challenges for all the processes involved that must be adequately addressed to ensure the greatest synergy as possible among them. Conclusions: The relevance of the implementation of a SSC in a multilatina is evidenced, as a strategy to boost the efficiency of the processes that do not make up the core of the business, obtaining positive impacts on the organization, among which the experts surveyed highlighted the following: internal customer satisfaction increase, processes standardization, operating costs optimization, focus of organizational efforts on strategic functions, and leverage of growth and innovation.Ítem Qué Centralizar Y Qué No Centralizar: Esa Es La Cuestión En El Contexto De Una Escuela De Administración(Emerald, 2020-01-01) Rivas L.M.; Correa S.Learning outcomes: Comprender el dilema gerencial sobre la centralización y la descentralización. Reconocer las particularidades de un centro de servicios compartidos 3. Decidir qué procesos centralizar en un centro de servicios compartidos; Case overview/synopsis: Centralizar o no centralizar es un dilema gerencial frecuente. Este es un reto que se aborda no solo desde la gerencia sino desde distintas áreas de nivel corporativo con responsabilidad de administrar conjuntamente varios negocios. La asignación de recursos y capacidades es un proceso fundamental para la ejecución de la estrategia, en particular la estrategia corporativa que debe responder a la pregunta ¿Cómo administrar conjuntamente los negocios? Los servicios compartidos son una estrategia colaborativa que tiene como propósito el incremento de la eficiencia por la centralización de algunos procesos asociados a la administración conjunta de varias unidades de negocio. Mario, Decano de la Escuela de Administración de la Universidad Empresarial en Medellín, Colombia, se propone optimizar la asignación de recursos de la escuela de manera que haya un apoyo más equitativo entre los diferentes programas académicos. Para ello ha pensado crear un centro de servicios compartidos (CSC) pues es una práctica que ha visto en empresas destacadas de la ciudad. Su idea es empezar a operar el CSC a inicios de 2018, sin embargo, el carácter particular de una escuela de administración lo lleva a preguntarse: Qué centralizar y qué no centralizar. Complexity academic level: Este caso de decisión (Ellet, 2007; Sánchez et al., 2013) puede ser utilizado para promover el aprendizaje de estudiantes de cursos de estrategia tanto en niveles avanzados de pregrado como en programas de posgrado. Así mismo, se puede utilizar en talleres con ejecutivos y personal administrativo de empresas que enfrentan el dilema centralizar-descentralizar. Este tipo de temas son objeto de estudio tanto de los teóricos de la estrategia corporativa que se ocupa de la pregunta sobre cómo administrar conjuntamente los negocios (Menz et al., 2015; Michael Porter, 1987) y consultores (Deloitte, 2012). Es deseable, aunque no es obligatorio, que los estudiantes tengan algún conocimiento o experiencia en temas de estrategia y retos asociados a la administración de empresas conformadas por varios negocios (empresas multinegocios). Supplementary materials: Teaching Notes are available for educators only. Subject code: CSS: 11: Strategy. © 2020, Emerald Publishing Limited.