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For GBS and shared-service centresSolutions for Global Business Services
A shared-service centre has problems a single company does not: eleven entities run the same process in six ways, volume grows with every migration wave, and the retained organisation asks for status by e-mail. Below is what we actually deliver to GBS organisations — from measuring a process before it moves to running the automation factory under an SLA.
Starting point
A centre is not one company. It is a dozen companies inside one process.
In a GBS every process exists in several variants at once, because that is how the entity it came from used to run it. The global process owner has written one standard; reality has eleven versions, and automation only moves when somebody measures that gap and closes it. That is why our work starts with measurement, not with a tool.
- The same process in several variants, one per migrated entity
- Volume grows with every wave; headcount grows slower, or not at all
- Attrition takes away knowledge that was never written down
- SLAs reported from a spreadsheet nobody audits
- The retained organisation asks for status by e-mail because there is nowhere to look
- An RPA pilot was done two years ago; the eighth automation never happened
01 · Before you automate anything
Measurement first, then the standard
Measuring the process before it moves
Task mining on the tower’s own desktops, event logs from the ERP and interviews with team leads. What comes out is a variant map per entity, hours distributed across steps, and a calculated share of work that can come off people. The result is a ranked backlog with numbers, not a wish list.
Standardise, then automate
We document what each entity really does, agree one standard with the global process owner, and automate the standard. The migration then moves a process rather than a mess, and the next wave lands on something finished.
An automation factory for the centre
UiPath Automation Hub as the idea funnel with an estimate attached, Orchestrator folders per tower, a library of reusable components and a predictable release cadence. We measure what the board sees: automations in production per quarter, hours returned, share of reuse.
02 · Once it runs
Keeping it alive, and finding capacity
Robots and agents kept running under an SLA
Queue monitoring, incident response, rule changes, UiPath Healing Agent for interface drift, and a monthly report on availability and exceptions. It is a service with parameters, not a promise that somebody in IT will look when they get a moment.
Teams embedded in your squads
RPA developers, business analysts, SAP consultants and process experts working as part of the centre. English and Polish as working languages, EU time zone, billed by the hour, scaled both ways between migration waves.
Taking over a tower, or part of one
Where the centre wants capacity it can flex: operational procurement, master data, O2C support. Our people work in your systems with our automation underneath, and we bill per transaction rather than per seat.
03 · What the board gets out of it
Evidence that the centre works
Self-service for the retained organisation
An agent in Microsoft Teams answers “where is my invoice”, “what is the policy” and “what stage is my request at”, reading from the ERP and citing the source of the answer. Fewer e-mails reach the centre, and the SLA stops depending on who happens to be in the mailbox.
SLA and cost-to-serve reporting
Power BI fed from your own systems: volumes per tower and entity, cycle times, first-time-right, cost per transaction, automation coverage and backlog age. Instead of a spreadsheet assembled in the third week of the month by two analysts.
Control evidence collected as you go
Segregation of duties and ERP entitlements checked weekly, access reviews with the documentation already assembled, an audit trail from UiPath Orchestrator and Microsoft Purview. The audit finds evidence instead of a week of copying attachments.
The first ninety days in one tower
This is how a start looks in a centre with five towers and eleven entities under one roof. The figures below are a model for the conversation, not a client result.
Measure (weeks 1–3)
Task mining on the accounts-payable tower, event logs from the ERP, conversations with team leads. Out of it comes a variant map per entity and a calculated share of repetitive work.
Standard and backlog (weeks 4–6)
One standard agreed with the global process owner, tolerance rules and approval thresholds written down, the backlog ranked by hours and risk.
First automations in production (weeks 7–12)
The two heaviest steps move to robots, exceptions go to UiPath Action Center, approvals to Microsoft Teams, and the dashboard works from day one rather than from month three.
Cadence (from month four)
The factory rhythm: the next items off the backlog, the standard rolled to further entities, run and support handed to AMS.
Your volumes, minutes and hourly cost will move every line, which is why we start from one tower’s statistics rather than from a deck. The model excludes licences, implementation and run cost.
Engagement models
Four ways to buy this
A project with a closed scope
One tower, one process, an agreed scope and acceptance. Good for a start, and for putting numbers on the case with your own data.
Managed service (AMS)
Automations kept running and extended under an SLA, a monthly fee, an availability report. Good when the centre does not want to build its own run team.
Embedded team
Our specialists inside your squads, billed by the hour, scaled both ways between migration waves.
BPO billed per transaction
We take over a tower or part of one and answer for the outcome of the process, not for filling seats.
Solutions library
Sixty-three solutions written for shared-service centres
Each with the process before and after, a value model you can recompute on your own numbers, an architecture and a delivery plan. Six that centres most often start from:
See all 63Supplier invoices are retyped from PDFs into the ERP; matching and approvals run over e-mail.
See the solution Accounts payableThree-way match exceptions before the payment runPrice and quantity differences are chased by e-mail between procurement, the warehouse and finance.
See the solution Month-endAccount reconciliations and journals that close themselvesBalances come out of the ERP into Excel; reconciliations and journals are built by hand in close week.
See the solution Accounts payableThe AP mailbox sorted every hourInvoices, payment questions and account changes land in one mailbox and wait for a person.
See the solution IT and accessAccess requests and periodic access reviewsAccess is granted by e-mail, and the quarterly review ends in a spreadsheet nobody closes.
See the solution HR and payrollEvery HR and payroll question becomes a case with an ownerHR and payroll questions get lost in a team mailbox, with no deadline and no status for the employee.
See the solutionWhy us
An implementation partner, not a licence reseller
We work inside your Microsoft 365 tenant and in the EU region of UiPath Automation Cloud, on service accounts with the least privilege the task needs, with credentials in the Orchestrator credential store or Azure Key Vault, and with a full audit trail behind every robot action. Segregation of duties, retention and data classification are agreed with your compliance function before the first deployment, not after it.
A month of volumes and a list of systems is enough. We come back with an estimate of the automatable share and a first backlog.