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Common and efficient infrastructure services enable business units to concentrate on profitable growth.
Shared Services Group
Global computing, paperless procurement and competitive employee programs are just a few of the innovative ways Shared Services Group drives efficiencies throughout the Boeing enterprise.
Shared Services allows business units to focus on profitable growth by providing the infrastructure services required to run their global operations. The group provides a broad range of services worldwide, including computing and network operations, real estate and facilities services, employee benefits and programs, travel, security and safety. By integrating services, we deliver greater value, create “lean” processes and operations, leverage buying power and simplify access to services.
Harnessing the power of electronic-based transactions to improve service and drive down cost is a key Shared Services strategy. The development of electronic portals for suppliers and employees allows instant access to information from anywhere. We are delivering significant cost savings as we put in place e-business applications such as online procurement and electronic auctions.
During 2001, Shared Services converted nearly 70,000 employees to a common people and payroll system, with completion scheduled for most employees in 2002. Boeing intellectual capital increased as employees received more than 16,000 hours of training each day, using cost-effective online registration and learning stations. In addition, tuition reimbursement was provided to nearly 30,000 employees participating in education classes, with 1,500 earning degrees. Our in-house travel company, which also offers services externally, implemented an online Travel Manager system, thereby reducing both cycle time and administrative costs. Shared Services also established an International Operation to strengthen our ability to deliver services globally in a timely and cost-efficient manner.
Each day, Shared Services demonstrates our core competency of running a “lean enterprise” by employing common processes and services and by taking advantage of economy-of-scale opportunities to deliver bottom-line results.
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