Huawei 2011 Annual Report Download - page 87

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Service BGs (SBGs) are responsibility centers that
provide end-to-end support and services for BGs.
SBGs continuously increase efficiency and reduce
operating costs. Huawei has established ve SBGs: the
2012 Laboratories, Huawei Machine, Supply Chain
Management Services, Huawei University, and Huawei
Internal Services.
The Group Functions provide BGs with support,
services and supervision. They are positioned to offer
accurate, timely, and effective services to field offices
and strengthen supervision while delegating sufficient
authority to eld ofces.
The Financial Investment Management Platform is
responsible for the profits and losses of financial
investments. This platform oversees finance and
business operations.
Continuous Improvement of Management Systems
In order to better meet customer needs, Huawei carried
out ongoing management transformations in 2011 to
build a continuously evolving global process architecture;
establish a GPO system; build core competencies in
terms of strategy, customer requirement management,
quality operations, and IT management; and enhance
process-based effective management systems. These
transformations include:
■Customer Relationship Management (CRM)
Transformation: Huawei develops customer-centric
marketing, sales, and service strategies to ensure
that the company always focuses on customer
expectations/requirements, improves efficiency, and
reduces costs while creating the maximum value for
customers to enable customer success and eventually
Huawei's success.
■Issue to Resolution (ITR) Process Transformation:
Huawei adopts a customer-centric approach in
providing customers with support and service. This
approach ensures that Huawei remains attentive to
customer issues and complaints and provides timely
resolutions to improve customer satisfaction.
■Integrated Financial Services (IFS) Transformation:
Huawei is building a global financial management
system that covers all of the key financial fields to
facilitate sustainable growth through detailed process
management.
■Continuous improvements to the IPD process:
Through layered process metrics, agile deployment,
and product information architecture optimization,
and newly established IPD processes for services and
mobile phones, Huawei continuously optimizes its
IPD process to support the development of multiple
businesses, continuously improve efficiency and
quality, and better satisfy customer needs.
■Improvements to the company's quality and
operations system: Huawei carries out ongoing
initiative in Environment, Health, and Safety (EHS),
CSR, and other areas to reduce operational risks and
support sustainable growth. Huawei optimizes its
supply chain quality management systems, including
the Electronic Manufacturing Services (EMS) and
supply centers, and implements ongoing activities,
such as Six Sigma and lean production improvements,
to achieve more efcient, higher-quality production.
■Widespread adoption of shared services centers
across the company: Following the establishment
of the Accounting Shared Services Center (SSC),
the Translation Services Center (TSC), the Service
Procurement Fulllment SSC, and the Service Delivery
Resource SSC, the HR SSC (China Region) went live for
a trial run on October 31, 2011. The construction of
an IT SSC is being planned. Through the core values of
"consolidating resources, reducing costs, enhancing
governance, and improving efficiency", Huawei's
shared services centers lay a solid foundation for the
company to achieve operational excellence.
Corporate Governance Report