The situation
Shared services exists to do the same thing many times: match invoices, answer supplier queries, process a starter, close a period. Volume is the metric and cost per transaction is the scoreboard.
Every one of those teams found AI on its own. Accounts payable uses one thing, procurement another, HR a third. Cost per transaction is improving and nobody can attribute the improvement.
The shared-services director reports a cost-per-transaction figure to nine plant controllers every quarter. She needs to know which part of the improvement is AI and which part is last year’s process work.
What runs where
Vendor account
Every subscription each function bought independently, now on one record with the duplicates visible.
API gateway
The invoice-matching and query-routing services, attributed per transaction type.
Managed fleet
One deployed file across all nine sites. Every seat reports, including the ones nobody registered.
What Oabo shows in the first 30 days
- One inventory across finance, procurement, and HR operations, with an owner on each system.
- Cost per transaction type, so a cheap queue and an expensive one stop averaging together.
- Hours absorbed per function, held in the capacity register.
- A signed baseline per function, so the next quarter is measured against something agreed.
What to expect
Two units, two blocks. Cash is money your ledger moved. Capacity is time your people got back. Oabo never adds them together.