PART.01 Project Overview

Client Testimonial

"CDP's 'SSC+BPO' model not only mitigated transition risks but also redefined our HR management logic through centralization and digitalization. This innovative integration capability was the decisive factor in choosing CDP over traditional vendors." — Tony Jin, HR Director, INNOMOTICS China

An HR "Upgrade Showdown"

When manufacturing giant INNOMOTICS separated from its former Siemens HR service partner, its HR function faced dual challenges: ensuring service continuity during transformation while sustaining business growth. CDP broke the deadlock with its "HR SSC (Shared Service Center) + Payroll BPO (Business Process Outsourcing) dual-engine" approach, achieving the following in just 6 months:

· Operational Assurance: 100% payroll accuracy with zero delays in disbursement

· Efficiency Leap: 30% reduction in HR costs, freeing 50% of HR capacity for strategic transformation

· Experience Enhancement: 85% employee satisfaction rate, with executives praising it as "industry best practice"

· Mode Innovation: Created the manufacturing sector's first "dual-engine" digital benchmark, earning group-level recognition

· Rapid Deployment: Full implementation in 6 months, 25% faster than industry averages

This transformation transcended service delivery—it redefined manufacturing HR paradigms. CDP's deep integration of "system + service" turned a painful restructuring into a catalyst for leapfrog development. By providing end-to-end services from payroll compliance to full-process digital management, CDP enabled seamless global system integration, "zero-risk" business separation, and exponential management efficiency gains. This case sets a benchmark for "system + service" digital integration in manufacturing, offering replicable solutions for multinational enterprises seeking HR digitalization and SSC optimization.

PART.02 Client Background

Company Profile: INNOMOTICS is a global manufacturing leader operating in 49 countries, with a China footprint spanning 13 cities, 4 factories, and over 3,000 employees. Specializing in high-precision industrial equipment, it holds a top-tier global market position.

Business Objectives: Achieve independent operational transformation post-separation from Siemens HR services, establishing an autonomous, efficient, and compliant global HR management system.

Industry Challenges: High labor costs in manufacturing, complex multi-jurisdictional compliance, and massive workforce scale rendered traditional HR models inadequate for post-separation demands.

PART.03 Challenges Faced

Key Issues:

· Service Disruption Risks: Immediate need to assume core functions (payroll, social security reporting, personnel档案管理) after termination of Siemens HR services

· Management Efficiency Gap: Inheriting 106 HR processes and 3,000+ employees created significant operational pressure for the existing HR team

· Mode Innovation Demand: Traditional outsourcing models conflicted with independent operation goals, necessitating an "SSC + Payroll BPO" hybrid approach for centralized management and cost optimization

Core Objectives:

· Seamless service transition

· Standardized SSC process establishment

· Enhanced digital management capabilities

PART.04 Solution Innovation Highlights

CDP's "HR SSC + Payroll BPO" hybrid model enabled smooth project delivery through three innovations:

Innovation 1: Payroll as Strategic Lever—From "Transactional Tool" to "Strategic Partner"

· Dual-Engine Architecture:

o Payroll BPO: Managed payroll calculations, tax filings, and social security across 13 cities via CDP's proprietary platform, integrating with SAP master data for 100% accuracy

o HR SSC: Streamlined 200+ processes (onboarding, transfers, policy consultations) into 40+ optimized workflows, elevating HR from "firefighters" to "strategic planners" with 40% efficiency gains

Innovation 2: SAP Deep Integration—From "Silos" to "Synergy"

· System Fusion: Leveraged CDP's Workday/SAP partnership credentials for real-time master data synchronization, eliminating information silos

· Flexible Workforce Tiering: Implemented SSC-supported tiered management for 3,000+ employees, differentiating core vs. non-core HR functions

· AI-Driven Operations: Automated approvals (70% faster attendance processing), Tier0-Tier3 ticketing systems covering 90% of employee inquiries, reducing manual intervention

Implementation Phases:

· Proof of Concept (1 Month): Selected "SSC+BPO" as optimal cost-efficiency balance through three proposal evaluations

· Global Coordination: Collaborated with European HQ on transition plans, migrating GBS processes to INNOMOTICS SSC while ensuring global continuity

· Benchmark Asset Development: Created manufacturing SOP templates and compliance risk libraries for industry replication

PART.05 Project Outcomes

Quantitative Results:

· 50% faster payroll processing with 0.1% error rate, achieving 100% global compliance

· 30% reduction in HR operating costs, freeing 50% of HR staff for strategic initiatives

· 5-minute employee service response time for 90% of high-frequency requests

PART.06 Project Summary & Future Outlook

"Solving today's challenges with systems, defining tomorrow's value through services."

CDP's "HR SSC + Payroll BPO" model, centered on "system + service" integration, empowered INNOMOTICS to achieve holistic improvements in management efficiency, compliance, and employee experience while building global HR resilience.

This collaboration validated CDP's SSC excellence and scalable digital benchmarking capabilities, setting an industry innovation standard. Looking ahead, CDP will continue driving HR transformation for multinationals through technology deepening, best practice migration, and ecosystem empowerment.

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Note: Specialized terms like "SSC" (Shared Service Center), "BPO" (Business Process Outsourcing), and system names (Workday, SAP) retain their technical definitions to ensure industry-standard accuracy.