Service Delivery Insights: First Quarter 2012March 28, 2012 |
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The great tax offshoring debate (and how stakeholders can move beyond it)
In debates over offshoring U.S. income tax, the differences between many CFOs and tax directors are usually much more perceived than real. We encourage CFOs and tax directors to start the discussion, not by debating the pros and cons of offshoring U.S. income tax, but by identifying the business outcomes they want to achieve.
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Dbriefs webcast: Beyond baseline: Enhancing shared services’ risk and control benefits
March 22, 2012 | 2:00 PM ET
Many finance executives appreciate the ability of finance shared services organizations to help strengthen internal controls over financial processes. But how can companies go beyond baseline gains afforded by the standardization, consolidation, and automation inherent in many shared services implementations? Learn ways your organization’s finance shared services organization can help take risk management to the next level.
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Ask the Pro: The tax offshoring debate continues: Working to demonstrate the value of a thoughtful, strategic service delivery approach
Raffi Markarian, principal, Deloitte & Touche LLP
Question:
As our company’s global services leader, I’m expected to continually grow our offshore captive’s value to the business. I think one opportunity would be to have it prepare our U.S. tax returns. The CFO agrees with me – but the tax director doesn’t. The proposal has been in limbo for months while they go back and forth, and I’m getting frustrated. How can I help them get unstuck so they can make a decision?
Answer:
Many CFOs and tax directors start out on opposite sides of the issue of sending U.S. tax work (specifically, U.S. income tax compliance and provision) offshore. Fortunately for you, these differences are usually more about tactics than goals. After all, CFOs and tax directors have the same objective: increasing tax department efficiency while keeping tax compliance risk within acceptable bounds. The difference is…
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Commercial capability outsourcing – A significant risk to industry?
The pharmaceutical industry has historically maintained direct control over the core business activities across the value chain since the belief was that internal capabilities represented a competitive advantage. However, over time we have witnessed an evolution of the pharmaceutical operating model, which includes an increasing willingness to outsource parts of the value chain within the heart of the business.
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In the news
Financial Times: Reshoring: A change of location brings risks of its own
Globalization Today: Implications of M&A Activity in HRO for Service Buyers
Human Resource Executive Online: Managing HR shared services talent
Healthcare Financial Management: Using outsourcing to transform human resource functions
InsideCounsel: The resurgence of corporate legal process outsourcing
As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
