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1、WHITEPAPERFuture-Proof with Global Business ServicesHow to Foster Sustainable Growth through Global EfficiencyContent04Executive Summary05Global Business Services:The Evolution of Shared Services10Functions and processes suitable for GBS13Success story:Nearshore IT for 170 REHAU locations15GBS optio

2、ns:Business Process Out-sourcing vs.in-house implementation14No reason to be afraid of GBS:First steps with MHPs low-risk approach16Success story:How Syntegon Technology automated its financial processes18ConclusionGlobal Business Services:Concept&PotentialGlobal Business Services:Initial Steps&Impl

3、ementationContent2Executive SummaryConcept&PotentialInitial Steps&ImplementationSuccess Story SyntegonConclusionSuccess Story REHAUIntroductionGlobal Business Services are an effective way to address continuing cost pressure,critical staff shortages and other urgent business challenges relating to a

4、dministrative support processes.How long is your to-do list as an entrepreneur?From staff shortages and savings targets to a hetero-genous process landscape and a lack of standards for the performance of services,businesses today are faced with a multitude of complex challenges.These challenges easi

5、ly pose a distraction from what should be the actual focus of any company:its core business.A promising solution to many of these challenges is called Global Business Services(GBS).GBS are usually set up as organizational units that operate throughout the company and provide standardized and scalabl

6、e services across different functions and regions for maximizing efficiency and creating value.This specifically includes processes for HR,finance,IT,purchasing and other support functions.GBS units usually serve multiple business divisions around the world.The establishment of GBS should be regarde

7、d as a transformation project that will take several years.Initially,companies typically focus on bundling trans-actional processes of individual functions under the term“Shared Services”.The gradual expansion to multiple functions and the comprehensive coordi-nation of standardization and automatio

8、n activities leads towards Global Business Services.As a basic prerequisite for any GBS transformation,compa-nies need to have a vision and design the individual development stages in a roadmap.At many com-panies,the motivation to use GBS is unlimited given that,depending on their design,they may ge

9、nerate cost reductions of 30 to 60 percent.Significant cost savings are not the only reason why more and more companies are implementing Global Business Services.MHPs experience shows that companies are successfully recruiting highly special-ized personnel in talent hubs via Global Business Services

10、.In these competence centers,company-wide initiatives,such as digital transformation,disruptive innovations or major transformation projects,are increasingly being driven forward in a targeted manner,thus generating company-wide added value.Global Business Services are therefore a key com-ponent of

11、the future viability and pioneering role of successful companies.In this whitepaper we will show you how you can pave the way towards a successful GBS initiative,which business functions and processes may derive the greatest benefits from Global Business Services,and which factors are critical in te

12、rms of implemen-tation.In addition,we will present two success sto-ries to illustrate the specific benefits that companies in this case the companies REHAU and Syntegon Technology can derive from GBS solutions and the role that MHP played in their conceptualization and implementation.3How support fu

13、nctions benefit from GBSAt a glanceFocus Minimize effort for transactional tasksValue Focus on continuous value contributionEfficiency Establish an efficiency-oriented operating modelContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAUInitial Steps&Implementat

14、ion4Executive SummaryTodays competitors are more agile and globally networked than ever before.Companies must therefore react flexibly and quickly to market changes and the associated opportunities in order to keep pace.At the same time,profitability must be maintained through lean administration of

15、 support functions.The solution:Global Business Services.Global Business Services represent a further development of Shared Services.The latter usually comprise transactional and high-volume processes of support functions that are provided centrally from one or a few locations(shared service centers

16、).The focus here is often on the use of labor cost advantages.Global Business Services expand this approach by using various levers to increase efficiency and quality and orchestrating them globally.GBS even more so than conventional Shared Services enable businesses to oper-ate in a more flexible,a

17、gile and cost efficient manner while also meeting the highest possible requirements in terms of support process quality.Global Business Services therefore provide significant leverage to leading companies desiring to ensure their future viability and competitiveness.GBS can be implemented in the for

18、m of Business Process Outsourcing(BPO)or an internal Global Business Services setup.The decision on the right model is individual and should always be based on a comprehensive evaluation of your own skills and ambitions.MHP has developed a low-risk approach for the evaluation of GBS potential.It all

19、ows companies to make processes and cost factors transparent,review the potential for optimization,and create a pilot design for potential GBS solutions in a short period of time.Global Business Services offer scalability,flexibility and cost efficiency in a globally interconnected corporate landsca

20、pe by providing standardized and integrated business processes across various functions and regions.This leads to improved operational efficiency and allows companies to focus more on their core competencies.ContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAU

21、Initial Steps&Implementation5ContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAUInitial Steps&ImplementationGlobal Business Services:The Evolution of Shared ServicesFor decades,Shared Services have been considered to be significant drivers in increasing effic

22、iency and,in particular,in reducing costs at compa-nies.They are usually used for support functions.A typical example is the central provision of finance and accounting processes,workforce management,purchasing or IT.Objectives of the Shared Services conceptThe basic idea of Shared Services is to bu

23、ndle trans-actional processes,typically of support functions,in one or just a few places.In this way,processes are standardized in a central structure and provided to mostly internal“customers”by specialized staff.This increases efficiency and reduces costs through eco-no mies of scale.The potential

24、 to reduce costs even further arises if the bundled processes are moved from countries with high labor costs to countries with low labor costs.Primarily due to the ongoing advances in AI and other digital technologies,Shared Services have become a powerful concept for optimizing adminis-trative func

25、tions within the company from a quality,process and cost perspective at many companies.Today Shared Services are already used by a large number of companies across industries.Increased efficiencyCost reductionShared Services6ContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusionSu

26、ccess Story REHAUInitial Steps&ImplementationThe next level of Shared Services:Global Business ServicesGlobal Business Services represent the next evolutionary phase of Shared Services.While GBS and Shared Services share some characteristics,there are also numerous differences:Global nature:GBS oper

27、ate on a global level and serve multiple regions,business units or functions within a company.The access to global talent pools enables companies to flexibly respond to fluctuations in service requirements of individual business divisions.This resolves perceived location disadvantages and associated

28、 staff shortages.Strategic orientation:GBS are not just an extended workbench of business functions,but pursue a more strategic approach for business support functions by aligning them with the companys overall objec-tives and actively contributing to its growth and competitiveness.Strong focus on t

29、echnology and innovation:GBS use advanced technologies,such as automation,AI and cloud computing to increase productivity and drive innovation.Customer centric:GBS attach great importance to meeting the needs and expectations of internal stakeholders and therefore often use sophisticated feedback me

30、chanisms to continuously optimize their services.These improvements often also benefit external companies,for example after a carve-out.Shared ServicesCommon FeaturesShared Services vs.GBS Focus on specific business functions(e.g.,HR,Finance,IT,Customer Service)Primarily focused on supporting intern

31、al teams Local operations Emphasis on Labor Arbitrage Integrated approach to business support functions Role as strategic business partner Focus on both internal and external customers Global reach Manifold potential for efficiency gains Centralized operations Streamlined processes Cost saving Impro

32、ved efficiencyGBS7ContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAUInitial Steps&ImplementationGBS orchestrate the provision of key business support processes in a globally interconnected corporate landscape.Contrary to conventional Shared Services,which pr

33、imarily play a supporting role for processes within a given function,GBS act as an independent business unit.Compared to Shared Services,where various shared service centers and outsourcing providers can work independently from each other,a feature of Global Business Services is the provision of an

34、integrated framework for governance,site management and operational practices for all centralization efforts within a company.This holistic integration is essen-tial when it comes to determining relevant KPIs,establishing unified workflows and promoting seamless,effective communication that eliminat

35、es the silos that are frequently encountered in business operations.This means it is not just about reducing costs:It is about establishing a multifunctional business unit that helps businesses overcome any existing silo mentality and thereby helps make them more agile.While Shared Services used to

36、be considered as a supportive function for the whole company,Global Business Services are positioning themselves as a business partner that helps companies achieve their strategic objectives.Ultimately Global Business Services also help com-panies ensure compliance and meet data protec-tion requirem

37、ents because they minimize the risk of human error,for example through the intelligent use of automation and AI technologies.And,what is more,they release the joy of innovation and creative energy because employees can concentrate much more on customer-centric activities.8ContentExecutive SummaryCon

38、cept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAUInitial Steps&ImplementationAt a glance:How Shared Services become Global Business ServicesThe transition from Shared Services to Global Business Services is a transformational process that can be shown based on the following four leve

39、ls of maturity:Functional Shared Services are characterized by providing services for individual functions in a silo-based manner.For example:Processing accounts receivable or accounts payable in the area of finance.Multifunctional Shared Services describes a first evolutionary stage in which proces

40、ses are provided by several functions,but overarching standards are often only applied in a rudimentary way.Early-stage Global Business Servicesrefers to the first phase of the transition from Shared Services to GBS.This phase is typi-cally characterized by the establishment of a basic GBS governanc

41、e and the integration of regional shared service centers or shared service centers for individual functions under a global“GBS”brand.Digital Global Business Services constitute the last evolutionary stage of the transformation process.GBS act as an inde-pendent business unit and use the entire poten

42、tial of digital automation technology and artificial intelligence in order to achieve significant cost and efficiency advantages.End-to-end process orientation underlines the indispensable customer focus of GBS.Your journey towards Digital Global Business ServicesFunctional Shared ServicesFuturePote

43、ntialMultifunctional Shared ServicesEarly-stage Global Business ServicesDigital GlobalBusiness ServicesMaximizing efficiency and effectiveness through AI and automation as well as end-to-end processes32412134Inhalt9Reduce costs,minimize complexity,overcome capacity shortages.Global Business Services

44、 represent future viability.9ContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAUInitial Steps&Implementation10ContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAUInitial Steps&ImplementationThe following graphic shows t

45、he potential for com-panies to use Global Business Services.Attractive opportunities exist in particular within the functions of IT and accounting.HR,purchasing or controlling may also benefit from GBS.Functions and processes suitable for GBSGBS potential by business function and type of operationHR

46、50 65%Total Compensation&RewardsEmployee DataManagementOrganization&People DevelopementWorkforce PlanningWorkforce ServicesControlling30 40%Strategic PlanningForecastPlanning&BudgetingFinancial AnalysisManagement ReportingAccounting60 70%Account ReceivablesFixed Assets/InventoriesAccount PayablesGen

47、eral Ledger/ClosingConsolidationSales&Marketing40 60%Strategy&PlanningOrder ProcessingBusiness Deve lopment/Proposal ManagementAccount Management/Sales ReportingAfter Sales/Customer ServicePurchasing50 60%Strategic SourcingProcurement OperationsTactical SourcingPerformance ManagementBasic ProcessesI

48、T50 75%InfrastructureSecurity&DatabaseSolution DevelopmentOperations&SupportStrategyFunctionProcessesGBS PotentialHigh potentialMedium potentialLow potential11The specific processes that benefit from Global Business Services are determined based on a number of characteristics:Repetitive:The activity

49、 is repeated frequently in day-to-day operations.Rule-based:The activity follows clear rules and guidelines.Not a USP:The activity is not a key differen-tiator and does not have any strategic importance.Location independent:The activity does not require physical presence.Based on these criteria,ther

50、e is a large number of functions and associated processes that are ideally suited for GBS:ContentExecutive SummaryConcept&PotentialInital Steps&ImplementationSuccess Story SyntegonConclusionSuccess Story REHAUHRTotal Compensation&Rewards,Employee Data ManagementManagement ReportingAccount Receivable

51、s,Account PayablesProcurement Operations,Basic ProcessesOrder Processing,After Sales/Customer ServiceInfrastructure,Operations&SupportProcesses suitable for GBS(examples)FunctionControllingAccountingPurchasingSales&MarketingIT12ContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusio

52、nSuccess Story REHAUInitial Steps&ImplementationThe potential of GBS cannot only be quantified with respect to the various areas of processes.MHPs wealth of experience can also provide indications as to the effectiveness of individual measures.Specifically,the following five levers are most promisin

53、g in terms of their effect with regard to a long-term reduction of costs:Labor arbitrage:Use of labor cost advantages in nearby for-eign countries(nearshoring)or geographically more far-reaching constellations(offshoring).Fixed cost saving potential:10 to 30 percent.Bundling:Cost benefits through ec

54、onomies of scale by bundling similar processes and avoiding redundancies.Fixed cost saving potential:5 to 10 percent.Standardization and harmonization:Streamlining of processes,harmonization of the IT landscape.Fixed cost saving potential:10 to 15 percent.Digitalization and automation:Prioritization

55、 of the automation and digitaliza-tion portfolio,use of RPA and AI for automation.Fixed cost saving potential:20 to 30 percent.End-to-end process optimization:Overall integration of processes into customer-centric and cross-functional process chains.Fixed cost saving potential:5 to 10 percent.Read t

56、he following chapter to find out how REHAU Industries SE&Co.KG realizes potential through a nearshore approach.GBS:Five levers for cost reduction1030%Labor arbitrage1015%Standardization&harmonization2030%Automation&digitalization510%Bundling(scale&scope)510%E2E process optimization13ContentExecutive

57、 SummaryConcept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAUInitial Steps&ImplementationSuccess story:Nearshore IT for 170 REHAU locationsThe family-owned company REHAU has been developing plastic and polymer-based solutions for the automotive,construction and industrial sector,as we

58、ll as the furniture industry,for more than 70 years.The one thing the 170 international REHAU locations with more than 20,000 employees require more than anything to ensure smooth operations is a reliable IT infrastructure.The heterogenous process landscape that had developed at REHAU over the years

59、,as well as staff density,created complex challenges for the com-panys IT needs.In light of this background,REHAU further developed the IT departments target operat-ing model in a future-oriented and scalable manner together with MHP in 2020.The goal:Creating a nearshore IT Shared Services Center(SS

60、C).Within the extremely ambitious timeframe of six months,an SSC was established supporting services in all functional areas of REHAUs IT department,including all SAP applications and development teams,together with the server,network,firewall and exchange infrastructure,as well as application secur

61、ity and a first-level helpdesk.This shared service center is fully linked to REHAUs internal IT processes which ensures smooth collaboration with the inter-nal IT experts and specialist departments.A large part of the IT Shared Services are now provided to REHAU by MHP Romania at the Cluj and Timiso

62、ara locations.The advantage:Many of the team members working at these locations not only have excellent technical skills,but also speak German well.This means that all communications in interactions relevant to the specialist departments can still be carried out in German.In spite of difficult circu

63、mstances due to the COVID pandemic the entire transition had to be done remotely MHP managed,in a very short time,to develop and roll out a solution for REHAU that meets the various IT needs of the polymer specialist and allows its employees all over the world to work in an efficient and innovative

64、manner at all times.“By outsourcing selected IT services,we not only gain financial freedom,but also the capacity we urgently need to shape our IT transformation strategy and,in particular,to strengthen our innovative power.This is another important milestone on our journey from a traditional IT uni

65、t to a value-creating and innovative business enabler with market-compliant end-to-end processes and innovative IT technologies.”Thomas Wlker CIO REHAU Industries SE&Co.KG14ContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAUInitial Steps&ImplementationGiven t

66、hat the journey towards Global Business Services is one with far-reaching consequences in the most positive sense companies often hes-itate to take the first step.What if the required investments exceed the budget?What if important stakeholders are unwilling to cooperate?What if the entire GBS proje

67、ct fails?To counter these concerns,MHP has developed a low threshold,low-risk approach which allows companies to explore the territory before initiating any comprehensive changes.No reason to be afraid of GBS:First steps with MHPs low-risk approach010203Vision and Feasibility(13 months)Concept and T

68、esting(612 months)Global Scaling(customer-specific)Determination of target picture and derivation of potentials incl.pilot designThe first step is to determine the actual and desired situation and also the companys ambitions.A range of analysis methods can be used to make processes and their costs t

69、ransparent,to deter-mine the potential for optimiza-tion and to create a pilot design.Conceptualization of preferred Global Business Services solutionThe next step is to conceptua-lize GBS solutions based on the companys requirements and potential.A pilot setup under-lines feasibility,already delive

70、rs a measurable value contribution and promotes the commitment of the entire organization.Realization of potential and further development of GBS The recently established GBS organization is taking over com-pany-wide processes as planned,global expansion is progressing and the targeted regular opera

71、-tion is taking shape.Three-step GBS introduction model15ContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAUInitial Steps&ImplementationWe at MHP consider two key options for the imple-mentation of GBS initiatives:Business Process Out-sourcing and the in-hous

72、e(also:captive)implemen-tation of Global Business Services.Choosing one of these models has far-reaching consequences and must always be decided on a company-specific basis.GBS options:Business Process Outsourcing vs.in-house implementationThe term“Business Process Outsourcing”describes the outsourc

73、ing of a portion of,or all,business processes to external service providers that per-form them centrally.The responsibility for these processes is delegated on the basis of agreed Service Level Agreements(SLAs)which means that companies can focus on their core business.This option lends itself to si

74、tuations where companies are not yet using any or have only used func-tional Shared Services and are interested in a quick scaling solution for their project delivery,services and operations.Driving GBS initiatives:(Change)management is keyOne thing that always matters in the transformation to Globa

75、l Business Ser-vices:systematic change management on all hierarchy levels.The shift towards GBS can only be implemented success-fully if all parties involved act in concert and are willing to embrace change.This can also be achieved by establish-ing dedicated GBS teams and roles.GBS leaders inform t

76、he management and key stakeholders through regular reporting on goals,prioritizations and the achieved milestones,as well as the measurable value contribution.In this way they actively contribute to com-municating the importance of the GBS vision throughout the company and promote their acceptance a

77、mong the entire workforce.Companies also have the option to operate their own Global Business Services setup.This is particu-larly useful if extensive Shared Services structures already exist and are to be taken to the next level.At the same time,this approach underlines the ambition to build up kno

78、wledge and talent within the corporation in the long term.GBS in the form of Business Process Outsourcing(BPO)GBS in the form of an in-house implementation solutionHow the implementation of GBS works in practice is illustrated in the following chapter using the example of Syntegon Technology GmbH.16

79、ContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAUInitial Steps&ImplementationSyntegon Technology GmbH is a true packaging specialist and has been for the past 160 years.The company based in Waiblingen in the German state of Baden-Wrttemberg has 6,300 employ

80、ees and develops high-quality and efficient packaging solutions for the pharmaceutical,medtech and food industries.In 2023 its business operations generated sales of 1.5 billion Euros.Its acquisition by the investor CVC Capital Partners in early 2020 initiated a new chapter in the com-pany history o

81、f Syntegon Technology.In the past,the packaging division had been part of the Bosch Group now the company is operating autono-mously on the market.In light of this background,Syntegon Technology and CVC Capital Partners were looking for possible solutions to evaluate and maximize the efficiency of i

82、ts global financial pro-cesses.It was a complex task given its more than 39 locations in almost 20 countries and various subsidiaries and led them to consult with MHP as an external partner.In the pre-study phase,MHP conducted a strategic analysis of the key end-to-end processes at Syn-tegon Technol

83、ogys finance department.For this purpose MHP used the“MHP Automation Assess-ment Tool”(AAT).This is a fully digital assessment that allowed for a top-down breakdown of Syn-tegon Technologys existing process landscape.Success story:How Syntegon Technology automated its financial processesAAT:The powe

84、rful MHP tool for analyzing automation potentialThe AAT tool,which was internally developed by MHP,helps review processes with industry-specific benchmarks with respect to their auto-mation potential and thereby supports compa-nies in their initiation of process automation.It is used to evaluate the

85、 automation potential of select use cases in the MHP evaluation work-shop.The result not only shows the most suitable technology,but also includes a benchmarking of the process costs using the MHP database.17ContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAU

86、Initial Steps&ImplementationThis method was used to analyze more than 30 partial processes at Syntegon Technology across four locations.The generated findings were used as the basis for a customized automation strategy and additional workshops.The objective was to be able to make qualified statement

87、s regarding the development costs and the potential cost savings.The structured AAT overview allowed MHP to eval-uate the efficiency potential of Syntegon Technol-ogys finance department,prioritize the required steps and discuss potential solutions and automa-tion within a few hours.The industry com

88、parison,which is integrated into AAT as a standard feature and is based on several hundred benchmarks and reference projects,also allowed for an objective evaluation of process costs and automation potential.After the pilot was rolled out for the German-speaking countries,the project gained momentum

89、 by integrating the international sub-sidiaries of Syntegon Technology into the new solutions.To date,Syntegon Technology has established 13 automation concepts on three continents and at 15 entities in partnership with MHP.Even early on,this led to measurable efficiency gains of well over 50 percen

90、t for multiple partial processes.For this great success,MHP received the Best of Consulting award in the finance category of WirtschaftsWoche in 2023.1“With our Value Creation Program,we pur-sue the goal of identifying and successively implementing significant efficiency potential throughout the com

91、pany within two years.MHP has been supporting the project from the get-go and is making a significant con-tribution to its success,particularly through the automation and reorganization of the finance department.”Stefan Schmidt Director Finance Transformation Syntegon Technology GmbH1 Award-winning:

92、MHP customer projects win prizes|MHP A Porsche Company18ContentExecutive SummaryConcept&PotentialSuccess Story SyntegonConclusionSuccess Story REHAUInitial Steps&ImplementationReduce costs,minimize complexity,overcome capacity shortages:Global Business Services represent future viability.The term“Gl

93、obal Business Services”refers to a far-reaching approach to the centralized provision of certain support processes.The objective behind it is customer-specific and ranges from cost reduc-tion to bridging staff shortages.Depending on the degree of maturity of a GBS approach,several levers for signifi

94、cant and sustainable cost reduction unfold their effect.This increase in global efficiency enables companies to enhance their growth potential by freeing up resources and capacities for strategic and customer-centric activities.Global Business Services share some of the charac-teristics of Shared Se

95、rvices(for example centraliza-tion),but go a decisive step further:GBS not only support companies in the centralized provision of individual services,but they operate globally as a ser-vice entity that uses all available levers in a targeted manner and maximizes the value contribution.The global ori

96、entation also helps compensate for staff shortages and location disadvantages.The success of Global Business Services strongly depends on the willingness of the company and all relevant stakeholders to fully accept the concept and the associated change processes.Global Busi-ness Services are primari

97、ly a management decision:Where the value of the associated changes is com-municated in a stringent manner and in terms of a benefit argument from the top,the door to the realization of significant potential is wide open.MHP will support you on your journey to becoming a GBS-centered company as a con

98、sultant,but,upon request,also as an outsourcing provider with an extensive partner network.Please contact us for further details.We welcome the opportunity to offer you a customized solution for your Global Business Services setup.Conclusion19PublisherMHP Management-und IT-Beratung GmbHENABLING YOU

99、TO SHAPE A BETTER TOMORROWAs a technology and business partner,MHP has been digitizing the processes and products of its around 300 mobility and manufacturing sector customers worldwide for 28 years and providing support for their IT transformations along the entire value chain.For the management an

100、d IT consul-tancy,one thing is certain:digitization is one of the biggest levers on the path to a better tomorrow.This is why the Porsche AG company MHP provides both operational and strategic consulting in areas such as customer experience and workforce transforma-tion,supply chain and cloud soluti

101、ons,platforms and ecosystems,big data and AI,as well as Industry 4.0 and intelligent products.Headquartered in Ger-many,the consultancy operates internationally with subsidiaries in the USA,Mexico,the UK,Romania,and China.More than 5,000 MHP employees are united by their pursuit of excellence and su

102、stainable success.It is this aspiration that will continue to drive MHP today and in the AuthorsFelix Werdecker Associated Partner CFO Advisory Dr.Kai UhlemannManager CFO Advisory ContentInhaltDEUSUKCHINAMaximilian SanderPartnerTel.:+49(0)7141 78562 7330E-Mail: MHP Management-und IT-Beratung GmbHFil

103、m-und MedienzentrumKnigsallee 4971638 LudwigsburgGermanyTobias HoffmeisterCEOTel.:+1(0)770 3918 181E-Mail:MHP Americas Inc.One Porsche DriveAtlanta,Georgia,30354USABodo PhilippDirectorTel.:+49(0)7141 78562 6367E-Mail: MHP Consulting UK LimitedBath RoadCalcotReadingRG31 7SEUnited KingdomThomas MooserCEOTel.+49(0)7141 7856 2757 1E-Mail: MHP(Shanghai)Management Consultancy Co.,Ltd.Room 705-706,No.288 West Nanjing RoadHuangpu District,Shanghai P.R.ChinaC