Shared Services & Outsourcing Advisory Shared Services & Outsourcing Advisory Shared Services & Outsourcing Advisory

KPMG is the world’s leading and most influential, truly global shared services and outsourcing advisory firm. Consistently, we have been named one of the World’s Best Outsourcing Advisors by the IAOP.

On a global scale, our Shared Services & Outsourcing Advisory brings a specialised team of more than 800 professionals who blend insight and operational talent to help our clients design, build and manage IT and business processes across the enterprise. As part of this, we help transform business services to improve value, increase agility and create sustainable performance. 

We apply focused research, automating tools, proprietary data, clear business acumen, and a mindset to get quickly to what matters when providing objective, actionable advice and practical answers to clients. Our approach is based on a proven sourcing and shared services methodology that covers all angles of the sourcing lifecycle. 

Whether the goal is to reduce costs, get access to better qualified talents or focus on core competencies, many companies have turned to outsourcing as a means of gaining enhanced competitiveness.

Outsourcing can enable organisations to compete more effectively by transforming their internal operations through: 

• Centralising support functions such as IT, HR and finance and develop shared services functions to avoid duplication of effort and achieve economies of scale
• Outsourcing non-core support functions or business processes to external service providers who have superior practices, skills and infrastructure.

• Strategy 
  The overall purpose of the strategy phase is to assess the service delivery model options.

• Design
  The design phase deals with the design of the future target operating model and the roadmap for getting there. 

• Implement
  The implementation phase deals with the organisational transition to the new operating model.

• Monitor
  Monitoring deals with identifying improvement opportunities within the existing operating model, but in many cases with the aim of providing input to a redesign.

• Governance
  The overall aim of governance is to maximise the value and mitigate risks within the chosen operating model.