Efficiency within shared service centers -Case study of Volvo Financial Services

Abstract

Background and problem description: Today, within a core‐business of a company there are established tools in order to measure effectiveness and productivity in the form of financial and non‐financial performance measures. Regarding the internal aid processes within a company are considerably more difficult to measure with traditional economic terms. In order to measure the effectiveness of an aid process, companies must focus on models that include both financial non‐financial performance measures. Purpose: The aim of the study is to examine which measures are applicable in order to evaluate the effectiveness of aid processes. It is also to find a mix of concrete tools in order to create or increase the effectiveness. Delimitations: The focus of the essay is on the tools of management accounting that can measure and create effective processes. Reward‐systems lay outside the essay's boundaries. iii Methodology: In order to increase our knowledge of the subject and to create a theoretical framework, we have studied literature and research articles. The empirical research consists of a case study based on an in‐depth interview. Empirical results and conclusions: By creating the shared service center, companies take the first step to a cost efficient business. In connecting to the first step, companies should automate and standardize the processes and activities at the same time as involving and motivating the employees. Proposals to further research: We have elucidated the activity within an aid process in a specific company. In order to confirm the study's validity, a similar study on another aid process within another company is desirable. We also suggest the subject to find standardized performance indexes for similar processes that companies can measure and benchmark against the average of a group of companies.