- Change management - Change management in finance
- Internal control - Know and implement internal control policies and the associated control system. Know how to carry out an internal control operation. Fundamental processes and concepts of internal control (COSO, segregation of duties, delegation, etc.).
- CSP, ERP - Shared Services Center (CSP) and link with ERP
- Accounting standards and methods files - Know how to prepare accounting standards and methods files, carry out prospective studies and perform impact analyses.
- Operational flows and processes -
- Gestion des compétences financières - "Finance professions, Competencies and macro-competencies, Missions and key activities, Skills assessment, levels: basic knowledge (declarative), standardized application in context, complex application in context, expertise (ability to share and evolve knowledge), Career paths and development.
- Accounting production - Accounting production: Know how to implement the accounting processes within the scope of responsibility (personnel costs, PM purchases, other purchases, investments, inventories, product sales, other sales, financial and treasury operations, declarations to third parties).
Improvement
Target audience
- Management controllers
- Financial directors and controllers
- Chartered accountants, statutory auditors
- Accounting managers
- Financial managers
- Finance, consolidation and accounting managers
1 day
CSP and ERP training
Prerequisites
No prior knowledge is required
Objectives
◗ Analyze the structure and objectives of a shared services center (SSC) within the organization.
◗ Assess the risks and opportunities associated with implementing a CSP.
◗ Leverage ERP capabilities in the context of CSPs and digitization.
◗ Foster a culture of growth and continuous improvement.
Training program
◗ Understanding the Objectives and Impacts of Shared Service Centers (SSCs)
– Why Implement a CSP: Challenges, Benefits, and Risks
– Targeted Benefits: Efficiency, Quality, Expertise, Management
– Strategic positioning of CSPs within the organization
✔ UNDERSTAND | Illustration: Matrix of objectives targeted by a CSP
✔ APPLY | Case study: Identifying functions to centralize in a business scenario
✔ EXPERIMENT | Discussion: Do all CSPs consistently achieve their initial objectives?
◗ Structuring and managing a CSP project
– Key project phases: analysis, standardization, transfer, management
– Organizational approach: by population, by process, or a combination
– Roles of the SPOC and the BPO
– Project governance
✔ APPLY | Practical case study: sequencing a project to centralize a finance process
✔ EXPERIMENT | Workshop: building a flowchart and designating process “owners”
◗ Managing CSP performance with the right KPIs
– Define and structure performance indicators (volumes, costs, lead times, etc.)
– SLA, SLO, OLA: formalizing service agreements
– Quantitative and qualitative KPIs, CSP dashboard
✔ UNDERSTAND | Example: structuring indicators around the dimensions of construction, communication, and usage
✔ APPLY | Case Study: Developing indicators to manage a supplier cycle in CSP
✔ EXPERIMENT | Discussion: To what extent should the number of performance indicators be limited?
◗ Integrating ERP into a CSP logic
– The Central Role of ERP Systems in Automation and Standardization
– Single ERP vs. Multiple ERP Systems: Impacts and Constraints
– Interfaces, Configuration, Unified Workflows, and Access
✔ UNDERSTAND | Illustration: Diagram showing the relationship between CSP and ERP modules (e.g., SAP)
✔ APPLY | Case Study: Analyzing a heterogeneous IT system and determining its impact on CSP effectiveness
✔ EXPERIMENT | Discussion: Is a single ERP system sufficient to ensure CSP effectiveness?
◗ Ensuring dynamic evolution and continuous improvement
– The life cycles of a CSP: creation, stabilization, transformation
– DMAIC, Kaizen, identifying Muda/Mura/Muri
– The role of management and training in adoption
✔ EXPERIMENT | Workshop: Diagnosing a CSP malfunction using the “5 Whys”
✔ UNDERSTAND | Illustration: Evolution of the managerial role in a mature CSP
✔ EVALUATE | Quiz: Integrating continuous improvement into the SLA
Why choose this course?
Setting up shared service centers (SSCs) is not just for large groups. New procedures and organization, the creation of SSCs impacts the roles and responsibilities of everyone: accounting and financial staff, of course, but also operational and sales staff. This one-day training course provides an overview of the main changes brought about by the introduction of this organization.
Teaching and assessment methods
Before the training: Submit your expectations via your online portal 15 days before the training begins and complete a self-assessment of your skills.
Teaching Methods: A variety of teaching methods to cater to different learning styles, encourage active participation, and reinforce learning through experimentation and practice.
Educational materials: presentation materials, reference materials (summary sheets, tables, etc.), and other resources available in your account.
During the training: a mix of theoretical concepts and examples drawn from real-life cases. Participants are given the opportunity to engage in role-playing exercises. Numerous practical exercises allow participants to demonstrate their mastery of the skills as the training progresses.
Training monitoring and evaluation: attendance sheet and certificate of completion. Immediate and post-training evaluations conducted using the LearnEval platform.
Price
1 295 € EXCL. TAX
Testimonials
CSP and ERP training
CSP and ERP training
CSP and ERP training
CSP and ERP training
Jonathan C.
Company
Training
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