1. Healthcare

10/8/2014
KPMG Global Sourcing Advisory
Resultados del 2Q2013 Pulse Survey
Expo Outsourcing Costa Rica
Octubre 2014
KPMG’s Shared Services and Outsourcing Advisory
KPMG*, con la adquisición de EquaTerra, uno de los líderes entre los proveedores de servicios de
consultoría en materia de Global Sourcing, tiene la habilidad de ayudar a nuestras firmas miembro a
transformar los servicios empresariales to para incrementar el valor, la agilidad y crear un esquema
de mejora de rendimiento sostenible.
Quienes somos?
Desde la práctica de Shared
Services and Outsourcing
Advisory brindamos un equipo
global especializado de más de
400 profesionales en 156
países.
Nuestros profesionales colaboran
con los clientes en el diseno,
construcción y gestión de los
procesos de tecnología de
información (IT) y negocio en las
corporaciones.
Qué hacemos?
Colaboramos con los clientes en
alinear su
• estrategia de negocios
• organización, y
• ejecución de procesos
para gestionar el ciclo de vida de
los procesos de TI y negocio,
mejorando el rendimiento y
generando la base para un
proceso de transformación.
Cómo lo hacemos?
Aplicamos investigación enfocada,
herramientas automatizadas,
nuestras bases de datos
propietarias, juicio experto, y
posiciones de avanzada para
proveer a nuestros clientes
enfoques objetivos, realizables, y
pragmáticos.
* KPMG LLP (US), KPMG Holdings Limited (UK) and KPMG International have acquired the business and subsidiaries of advisory firm EquaTerra Inc.
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
2
Global Sourcing Advisory
2Q14 Pulse Survey
Resumen ejecutivo de
Resultados
1
10/8/2014
KPMG Pulse Surveys
The Global Sourcing Advisory Pulse Surveys
El estudio es actualizado trimestralmente con respecto a las tendencias de los Servicios Globales de
Negocio (GBS).
Enfoque funcional principal:
Fuentes:
Tópicos evaluados:

400+ asesores de sourcing de
KPMG

Condiciones para el uso de un
GBS

20+ compañías globales
líderes así como proveedores
de servicios de IT y cloud

Patrones de demanda y
compra

Características de los acuerdos

Tópicos por trimestre


KPMG market research y
registros internos de
operaciones de outsourcing
HfS Research
- Impacto de la propuesta de
reforma a la inmigración en
Estados Unidos (no incluido
en esta presentación)
- Principales aspectos y retos
para el cambio en un GBS

Call Center/Customer Care

Finanzas y Contabilidad

Recursos Humanos

IT

Abastecimiento

Gestión de Edificios y Real
Estate

Business Process Outsourcing
(BPO)

Funciones emergentes de
BPO/KnowledgePO
- El rol de IT

Enfocado en rendimiento, tendencias y características
Inicialmente lanzado en 2004 por EquaTerra

Ahora es parte de una creciente línea de los estudios de mercado KPMG Pulse.
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
4
Agenda
Tendencias de la
demanda en el
Mercado
Condiciones de
Mercado
Más
información
 Principales enfoques para mejorar las capacidades de
un
GBS (servicios globales de negocio)
demanda y características de distintos
programas de cambio
 Niveles de
 Principales aspectos y
retos en los esfuerzos de mejora de
un GBS
 Rol de IT en el soporte de los esfuerzos de un GBS
 The KPMG Shared Services and Outsourcing Institute
 KPMG Shared Services and Outsourcing Pulse Surveys
 White paper: 2nd Quarter 2014 KPMG Sourcing
Advisory Global Pulse Survey Results
 KPMG’s Advice Worth Keeping blog and podcast series
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
5
Generalidades del mercado
Tendencias de nivel Macro
Hay niveles de crecimiento disímiles en distintas
regiones, pero independiente a esos niveles las
limitaciones en habilidades y el acceso a
recursos calificados destaca como reto para
los esfuerzos globales de Sourcing.
Global business services (GBS) se ha
convertido en el esquema dominante de las
organizaciones para soportar sus operaciones
globales.
El outsourcing tradicional y genérico
continua como un “comodity”.
Hay una ensanchamiento en la brecha con
respecto a los líderes en el mercado de
proveedores de servicios.
Tendencias de mercado actuales
La demanda de sesrvicios de IT y de
proveedores (incluyendo outsourcing) permanece
sólida. Sin embargo, algunos proveedores
auguran un decrecimiento.
Los esfuerzos hacia GBS se expanden más
allá de la reducción de costos, para enfocarse
en la entrega de servicios diferenciados y de
valor agregado al negocio.
Las prioridades en la generación de un GBS
incluyen facilitar más la propiedad de
procesos completes (end-to-end), integración
horizontal entre las funciones, y una mayor
integración entre el Shared Services y el
Outsourcing.
Aún destaca la oportunidad de incrementar la
estandarización de aplicaciones y sistemas.
Parte esencial de la solución es la integración de
las operaciones de IT en un GBS.
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
6
2
10/8/2014
Tendencia de negocios de outsourcing cerrados en el trimestre
- KPMG Quarterly Global ITO/BPO Deal Tracking Analysis
Movimientos trimestrales de negocios IT-BPO
Number of Deals
Number of Deals
+9%
Deal Value
2Q13
Number of Deals
‐7%
1,590
1,473
1,464
516
430
No. of deals
428
426
422
368
-34%
354
341
325
36.5
39.1
21.3
Q1
Q2
28.2
22.7
53.3
Q4
Q1
Q3
35.3
20.3
Q2
2011
2Q14
316
259
USD 145.5 billion
43.9
USD 120.9 billion
32.4
326
Total Deal Value
‐3%
USD 150.4 billion
+24%
Total Deal Value
-26%
299
Total Deal Value
2Q14
2Q13
55.9
292
Q3
Q4
Q1
Q2
2012
Q3
28.0
25.2
Q4
Q1
2013
Value (USD billion)
29.1
Q2
2014
No. of deals
*The term deals is interchangeably used with contracts throughout the analysis unless otherwise specified. Deals analyzed are global sourcing contracts of size USD 5.0 million and above only.
Source: IDC (www.idc.com), Contract Database, Jul 2014, Research & Analysis based on the IDC contract database
• 2Q14 experimentó un crecimiento general al compararlo con los dos trimestres
anteriores, pero un decrecimiento de 34% en monto total de 34% respecto al 2Q13.
• El valor promedio de los negocios cerrados en el período bajó un 11% con respecto al
2Q13 (solo unos pocos de ellos fueron por un monto mayor a US$500 millones).
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
7
Tendencia de negocios de outsourcing por geografía
- KPMG Quarterly Global ITO/BPO Deal Tracking Analysis
Negocios por geografía
EMA
508
452
AMERICAS
916
887
39.1
35.9
95
103
6.7
95.7
290
215
2Q13
2013
166
2Q14
134
206
32.6
27.2
2012
ASPAC
81
9.6
9.6
2Q12
97.6
17.4
2Q12
2012
2Q13
2013
18.8
44
2Q14
33
2.6
Total Contract Value (USD billion)
No. of Contracts
2Q12
* Deals originating from the geography
2012
1.7
2Q13
29
8.8
2.1
2013
2Q14
Source: IDC (www.idc.com), Contract Database, Jul 2014, Research & Analysis based on the IDC contract database
• AMERICAS continua como la región donde ocurren más negocios, contribuyendo al
60% del total del período. Sin embargo, hay un decrecimiento en valor de 47% con
respecto al 2Q13.
• EMA despliega un crecimiento sostenido del “market share” en términos de valor.
• ASPAC representa un crecimiento de 23% con respecto al 2Q13.
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
8
Principales hallazgos
Asesores: expectativas de crecimiento en la demanda
Service Providers: expectativas de crecimiento
68%
61%
38%
78%
60%
76%
65%
72%
65%
67%
1Q12
2Q12
3Q12
4Q12
1Q13
2Q13
3Q13
4Q13
1Q14
2Q14
Service Providers: Proyección de demanda
0%
Down
50%
Flat
Source: KPMG Quarterly Global GBS Pulse Survey 2Q14
50%
Up
27%
31%
BPO
ITO
43%
45%
Shared Internal Process
Services Improvement
Asesores: Principales áreas funcionales de enfoque y
esfuerzo para la entrega de servicios
IT
F&A
Procurement/source to pay
HR
All areas, including IT
Supply chain
Customer care
All business functions
Transportation/logistics
Vertical industry specific bus.…
Sales & marketing
REFM
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
56%
52%
34%
30%
23%
19%
14%
12%
8%
8%
6%
5%
9
3
10/8/2014
Asesores: Crecimiento en la demanda por Modelo de
Entrega de Servicios
Demanda : Últimos 2 trimestres
Baja
Se mantiene
Aumenta
BPO
11%
ITO
8%
Shared services/SSC
3%
53%
43%
Internal process improvement
4%
51%
45%
62%
27%
62%
31%
Demanda: Próximos 2 trimestres
Baja
BPO
8%
ITO
9%
Shared services/SSC
4%
Internal process improvement
5%
Se mantiene
Aumenta
59%
34%
58%
33%
48%
48%
42%
53%
Source: KPMG Quarterly Global GBS Pulse Survey 2Q14
Note: numbers may not total 100% due to rounding.
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
10
Cambio en la Demanda
por cada Modelo de Entrega de Servicios
60%
Internal process improvement
Shared services/SSC
50%
ITO
BPO
40%
30%
20%
Apetito por más esfuerzos
de cambio
10%
2Q14
1Q14
4Q13
3Q13
2Q13
1Q13
4Q12
3Q12
2Q12
1Q12
4Q11
3Q11
2Q11
0%
Source: KPMG Quarterly Global GBS Pulse Survey 2Q14
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
11
Service Providers: Crecimiento en las metas de
proveedores de negocio y de IT – último trimestre
Baja
Se mantiene
2Q14
33%
1Q14
4%
3Q13
6%
2Q13
65%
24%
72%
29%
65%
24%
1Q13
8%
4Q12
4%
3Q12
10%
2Q12
3%
1Q12
76%
32%
60%
19%
78%
52%
36%
32%
4Q11
3%
3Q11
3%
2Q11
67%
35%
4Q13
Aumenta
38%
61%
68%
36%
21%
61%
76%
45%
Source: KPMG Quarterly Global GBS Pulse Survey 2Q14
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
55%
Note: numbers may not total 100% due to rounding.
12
4
10/8/2014
Service Providers: Crecimiento en las metas de
proveedores de negocio y de IT – Próximos 2 trimestres
Baja
Se mantiene
2Q14
1Q14
4%
4Q13
50%
72%
33%
10%
1Q13
67%
65%
25%
68%
32%
4Q12
3Q12
50%
46%
28%
3Q13
2Q13
Aumenta
50%
59%
41%
13%
59%
27%
2Q12
51%
49%
1Q12
39%
4Q11
3%
3Q11
7%
2Q11
3%
61%
52%
45%
35%
59%
24%
74%
Source: KPMG Quarterly Global GBS Pulse Survey 2Q14
Note: numbers may not total 100% due to rounding.
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
13
GBS - Global Business Services
KPMG define al GBS como un
conjunto de recursos, capacidades y
sistemas para entregar servicios de
soporte integrados (por ejemplo, IT,
finanzas, HR, proveeduría, y otros) .
Este enfoque implica mayor
consolidación y entrega de
aplicaciones, procesos, modelos y
prácticas comunes de servicios más
eficientes y efectivos.
Data and
analytics
Strategy
Enabling
technology
Process
ownership &
optimization
GBS
Como el nombre lo indica,
regularmente se da a escala global,
utilizando múltiples modelos de
entrega de servicios, incluyendo
elementos de Shared Services,
Outsourcing y recientemente
soluciones Cloud.
Governance
Commercial
orientation
Talent
management
Services
portfolio
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
14
GBS - Global Business Services: Definición y Facilitadores Clave
GBS representa una travesía
organizacional que está orientada a
transformar los procesos del back- y frontoffice hacia una plataforma de entrega de
servicios corporativos de manera eficiente
y generando valor. Incluye:

Procesos de negocio multifuncionales.

TI Unificada.

Entrega de servicios multicanal
(outsourced, Shared Services, y
Centros de Excelencia).

Propiedad y Gestión de Procesos.

Esquema de governance Corporativo.
Data and
analytics
Strategy
Enabling
technology
Process
ownership &
optimization
Esos factores facilitan y entregan valor al
negocio que se puede medir mucho más
allá del ahorro de costos.
GBS
Governance
Commercial
orientation
Talent
management
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Services
portfolio
15
5
10/8/2014
KPMG GBS Maturity Model
Nivel 05
Nivel 04
Nivel 03
Nivel 02
Nivel 01
SUBOPTIMIZADO
Funciones
descentralizadas y
duplicadas, poco control
sobre los servicios de
soporte al negocio.
RACIONALIZADO
Shared Services para
funciones específicas,
con relaciones tácticas
con proveedores
onshore u offshore.
OPTIMIZADO
Relaciones de
outsourcing tradicionales
con entrega global;
capacidades internas de
Shared Service
desintegradas.
ESTRATÉGICO
Balance optimizado de las
capacidades de entrega
internas y externas,
sourcing global con
enfoque multifuncional.
INTEGRADO
Portafolio de servicios
integrado globalmente
con un uso agresivo
de alternativas y
modelos de servicio
mixtos.
Captura de valor y sostenibilidad del rendimiento
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
16
Aspectos y retos para los esfuerzos de mejora de un GBS
El ahorro de costos se ha convertido en la línea base de los requerimientos y
metas, con mayor énfasis en la mejora de la de la entrega global, mejora de del
rendimiento de los procesos y soporte a esfuerzos de globalización. Ha emergido
como un aspecto crítico del valor de los GBS el soporte y facilitación del
crecimiento organizacional.
Las organizaciones están tomando un enfoque más metódico y estructuurado para
gestionar el cambio y mejorar la madurez en los GBS, más enfocados en
dimensionar costos contra beneficios así como mapear la dirección estratégica
del GBS con respecto a las estrategias y modelos operativos de nivel
Corporativo.
Los retos por mejorar las capaciadades de un GBS permanecen en importantes
niveles, pero no necesariamente son nuevos o diferentes de retos anteriores como
el outsourcing o la expansión de ERPs. Los principales retos por atender son
gestión del cambio, governance y soporte ejecutivo.
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
17
Reduce operating costs
Improve global delivery & operating models
Improve process performance
Support business growth/expansion agendas
Service Providers
Advisors
Principales factores que impulsan la mejora de las
capacidades del GBS
Redirect resources to more strategic activities
Gain economies of scale
Improve financial flexibility/
create more variable cost model
Gain access to external skills/talent/resources
Reduce future investment costs
0%
100% 0%
100%
Source: KPMG Quarterly Global GBS Pulse Survey 2Q13
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
18
6
10/8/2014
Reduce operating costs
Improve global delivery & operating models
Service Providers
Advisors
Principales retos en la mejora de las capacidades del GBS
Improve process performance
Support business growth/expansion agendas
Redirect resources to more strategic activities
Gain economies of scale
Improve financial flexibility/
create more variable cost model
Gain access to external skills/talent/resources
Reduce future investment costs
0%
100% 0%
100%
Source: KPMG Quarterly Global GBS Pulse Survey 2Q13
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
19
Importancia de TI para las operaciones de un GBS
IT, tanto como conjunto de tecnologías, aplicaciones, sistemas y herramientas así
como el Equipo de IT en cuanto que organización, habilidades y recursos, es
crítico aunque regularemnte menospreciado para el éxito de un GBS en muchos
niveles.
Plataformas de IT más estandarizadas pueden facilitar operaciones más
estandarizadas y por ende más integradas y consistentes en el GBS.
El impacto de Cloud en el rol del grupo de IT no es claro. La simplicidad del Cloud
puede minimizar su rol e importancia, o por otro lado el grupo de IT puede jugar
un rol mayor en la definición e implementación del Cloud en un GBS,
actuando como integrador de servicios.
Así como muchas organizaciones están en etapas iniciales en sus esfuerzos de
GBS, el diseño de un modelo óptimo de IT para soportar el GBS es
típicamente un trabajo “en progreso”
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
20
IT, Cloud y los GBS
Greater availability of cloud solutions has so
far had no significant impact on the traditional
IT function as it relates to GBS efforts
Traditional IT is becoming less relevant
as third‐party cloud solutions become
more readily available
Traditional IT is becoming more relevant,
for example in vetting cloud solutions,
playing a systems integrator role, etc.
0%
Donde puede aportar más IT al GBS:
20%
Advisors
40%
60%
80%
100%
Service Providers
• “Estandarización, centralización y consistencia.”
• “La relevancia de IT en los ambientes de Cloud y outsourcing es determinada por el mismo grupo de IT.”
Source: KPMG Quarterly Global GBS Pulse Survey 2Q13
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
21
7
10/8/2014
IT como un Integrador de Servicios
IT como Integrador de Servicios
IT como proveedor de tenología
•
•
•
•
•
• Define y gestiona servicios internos y externos
• Gestiona relaciones como un proveedor
• Desarrolla y mantiene SLAs y UPCs (underpining
contracts)
• Monitoriza y mejora todos los servicios
• Demuestra el valor de la inversión en IT
Enfoque en la tecnología
Gestión de contratos tecnológicos
Enfoque de “encajar a fuerza’
Pobres comunicaciones internas
Falta de orientación financiera
Supplier &
Cloud Services
– Applications
Negocio
Supplier &
Internal IT
Services
Integration
& Delivery
IT Provided
Business
Services
– External
Customer Svcs
IT interno
Proveedores
– Platforms
IT
Proveedores

Principalmente son
proveedores de
“partes”

Manufactura de
Integración vertical

Infraestructura

Enfoque limitado al
servicio

Plataforma y OS

Aplicaciones

– Internal
Business Apps
Negocios

Clientes cautivos

Falta de control

Limitadas metas de
negocio
– Infrastructure
– Internal App
Dev Envs.
Limitada asociación
con el negocio
Source: KPMG SSOA
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
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Para más información...
Para más información
KPMG Shared Services and Outsourcing Institute
(http://www.kpmginstitutes.com/shared-services-outsourcing-institute/)
Global Sourcing Advisor Pulse Surveys (http://www.kpmginstitutes.com/sharedservices-outsourcing-institute/insights/2012/ssoa-pulse-surveys.aspx)
GBS Maturity Research Program (http://www.kpmginstitutes.com/sharedservices-outsourcing-institute/insights/2013/global-business-services.aspx)
KPMG Advisory Institute Home (http://www.kpmginstitutes.com/advisory-institute/)
KPMG Institutes Home (http://www.kpmginstitutes.com/)
Blog: Advice Worth Keeping (http://blog.equaterra.com)
Podcasts: Advice Worth Keeping (http://www.kpmginstitutes.com/shared-servicesoutsourcing-institute/events/podcast_series/advice-worth-keeping-podcast-series.aspx)
KPMG RSS Feeds
HfS Research: (http://www.hfsresearch.com/)
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
24
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10/8/2014
The KPMG Shared Services & Outsourcing Institute
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
25
The KPMG Advisory Institute
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
26
Contactos
Laura Murillo [email protected]
Cynthia Sanabria [email protected]
Luis Rivera [email protected]
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or
entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate
as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without
appropriate professional advice after a thorough examination of the particular situation.
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent
firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to
obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to
obligate or bind any member firm. All rights reserved.
The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International.
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