Conclusion

Question 5
Question 4
Question 3
Question 2
Question 1
About
Introduction

AIRPORTCO
ACCOUNTANTS IN
TEAM 3
ACCOUNTINGS AND
CHANGING ROLE OF
 GROUP MEMBERS

Introduction
Conclusion

Question 3
Question 2
Question 5
Question 4

Question 1
About KHONG SHEH ANN CHEW SIEW FONG TRISHAAL A/P MANI MARAN

KHAIRUN NISA BINTI AZHAR FAIZRUL MASRI SITI HAIDA BINTI SARHAM
 Introduction
Conclusion

Question 3
Question 2
Question 5
Question 4

Question 1
About

large airport
operator @ Business integral part of
Process Phase I (2009)
Southeast reengineering
Improvement &
Asian region plan (2007)
(BPI) Phase II (2010)
(1991)
 TOWNHALL SESSION BY
AIRPORTCO

changing roles of

Introduction
Conclusion

Question 3
Question 2
Question 5
Question 4

Question 1
accounting and

About
ISSUES
accountants
UES
UES
accounting should be
decentralized ?

shared services
approach feasible &
appropriate?
 Introduction
Conclusion

Question 3
Question 2

Question 1
Question 5
Question 4

How feasible is the finance and

About
procurement service delivery
model to AirportCo?
 OPERATIONAL FEASIBILITY

Introduction
• Local Site Support, the most transactional unit
Conclusion

Question 3
Question 2

Question 1
Question 5
Question 4

(process on-site business transactions)

About
TECHNICAL FEASIBILITY
• Centre of Excellence, most strategic unit
(timely & responsive accounting services)
 SCHEDULE FEASIBILITY

Introduction
Conclusion

• Shorter time frame to meet new

Question 3
Question 2

Question 1
Question 5
Question 4

performance targets; increased workloads

About
ECONOMIC
FEASIBILITY
• Realize savings by fully utilizing its existent
accountants
 What are the implications of the

Introduction
increasing differences (and/or
Conclusion

Question 3

Question 1
Question 5
Question 4

Question 2
inconsistencies) between the

About
different subsidiaries of
AirportCo to the changing roles
of accounting and accountants?
 1 2
Actively Standardize
Participating And
in Consolidation

Introduction
Subsidiaries' of the account
Conclusion

Question 3

Question 1
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Question 4

Question 2
Activities

• influencing their resource
allocation decision
• accomplished better integration,
control and monitor
• System which stand-alone and
hardly integrated within the main
SAP system had been solved
About
• evaluate subsidiaries’
performance through details
monthly and quarterly reports.
• save time by skipping those
unnecessary processes.
 3 4
Improve Leveraging
Efficiency Economies of

Introduction
accounting Scale
Conclusion

Question 3

Question 1
Question 5
Question 4

Question 2
Services

About
• By divided accounting function into
four units, each accounting
• reduce ‘cost-to-serve’ in providing
functions will focus and responsible
accounting services
for their parts.
• minimizing overhead costs and
• facilitate subsidiaries’ day-to-day
achieve greater economies of scale.
business operation through efficient
business processes such as
simplified payment processes. 
 Introduction
Why did AirportCo centralize its
Conclusion

Question 1
Question 5
Question 4

Question 3
Question 2

About
accounting functions and what
were the implications of that
decision?
 Problems before the
centralization
Accounting

Introduction
Distribution of the processes and
Conclusion

Question 1
Question 5
Question 4

Question 3
Question 2
workload is unfair. functions were

About
inefficient.

Accounting practices
Staffs did tasks
of the group are not
unrelated to
standard and
accounting.
disintegrate.
 Initiatives to improve the
problems

Introduction
First phase of BPI Second phase of BPI
Conclusion

Question 1
Question 5
Question 4

Question 3
Question 2
programme programme

About
implementation implementation

Centralize the
Support the
integration to have a
centralized
standardized
accounting structure
accounting practice
 Benefits of the centralization

Process of decision-making activities can be run precisely.

Business processes can be monitored closely

Introduction
Conclusion

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Question 4

Question 3
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Strong business value is achieved through realizing savings.

About
Preparation of reporting processes has been made easier

Banishing the failure in the accounting functions by simplifying the process

Simple report and analysis can be generated easily by using the subsystem
 Drawbacks of the centralization

Introduction
Managers of the headquarters might have
Conclusion

Question 1
Question 5
Question 4

Question 3
Question 2
been feel overburden with their jobs.

About
Managers in the subsidiaries might have low
self-esteem.

The subsystem had to be interfaced with other

system.
 Conclusion
Question 5

AirportCo?
What is the role of Business
Advisory? How it can be work in

Question 4
Question 3
Question 2
Question 1
About
Introduction
 Deep understanding nature of businesses

Monitor the performance.

Execute Research & Development

Introduction
Conclusion

Question 1
Question 5

Question 4
Question 3
Question 2
Participate In CIMA

About
Programme
Engage with external parties
(Suppliers).
 What are the consequences of

Introduction
Conclusion

Question 1
Question 5
Question 4
Question 3
Question 2
the implementation of the BPI in

About
AirportCo? What course of action
that should be taken by different
groups of accountants
 BPI is a practice where the company
leaders analyze their business processes
What is BPI?
to identify the area of improvements
and then redesign the processes to
achieve their goal.

Introduction
Conclusion

Question 1
Question 5
Question 4
Question 3
Question 2

About
 Restructuring
01 of accounting
functions

Using top- Resistance

02 down
approach
towards the
changes
06

Introduction
07
Distance
03 Automated
Conclusion

Question 1
Question 5
Question 4
Question 3
Question 2
tasks problem

About
Leveraging
08
Distribution
04 economies of
scale
tasks - unfair

Changing in
05 role of
accountants

GOOD CONSEQUENCES BAD CONSEQUENCES

 Course Of Action Should Be Taken By
The Different Groups Of Accountants

Group of Accountants

Introduction
Conclusion

Question 1
Question 5
Question 4
Question 3
Question 2

About
Strategic-Oriented Transaction-Oriented

• Centre of Excellence • Shared Services Centre

Accountants Accountants
• Business Partners • Local Site Support
Accountants
 BUSINESS PARTNERS
Professional Qualification
• take initiative to sign up for
CIMA programme
• increase their
professionalism – accounting
& advisory skill
Conclusion
Uneven Distribution Of Accountants
And Accounting Tasks
• business partners or head of the
unit should voice out and justify
their concern to the top
management during the
townhall - negotiation
• communication is the best
solution
• create win-win situation
SHARED SERVICES CENTRE
ACCOUNTANTS
Stressful Experience
• helps each other to adapt with the
new environment
• head of the unit shows a good
Introduction
example and avoid harsh method
Question 1
Question 5
Question 4
Question 3
Question 2
• good working culture - work
satisfaction
About
ALL ACCOUNTANTS
Distance And Communication Problem
• the respective previous accountants to allocate
specific time for consultation whilst slowly handing
over the job to new responsible accountants
• subsidiaries cannot rely on that specific accountant
forever; it is a matter of transition and everything will
be better over time
 CONCLUSION

Positive Negative
Phase 1 -Unfair distribution of accounting tasks
-new structure to the finance and -Less communication
procurement service delivery model
Phase 2

Introduction
-improve the management control

Conclusion

Question 1
Question 5
Question 4
Question 3
Question 2
function by deploying the ERP systems.

About
OVERCOME
-proactive measures
-must get out from their comfort zones
-focusing only on their job specialisation
scope
 THANK YOU

Conclusion
Question 5
Question 4
Question 3
Question 2
Question 1
About
Introduction