The search for synergies that facilitate effectiveness and organizational development has led organizations to create Shared Services Centers (CSC). However, a large part of the difficulties when implementing them have to do with the definition of strategic decisions and their structuring, since by not having a clear process, errors can be incurred, leaving aside the process of implementation consistently and consistently. This study uses the methodology of the case study and interviews were conducted with the directors of two multilatinas companies (Argos and EPM) based in Medellín Colombia, which were triangulated with documentary information. The data were interpreted using the Atlas TI tool. The results showed that the companies ARGOS and Empresas Públicas de Medellín (EPM) share the same functional and competitive strategy of a strategic nature in creating a CSC for the organization, establishing a project with an assigned budget, work team and consultant. Both companies have managed to develop a model agreed between the client and the center, which allows to have processes unification, the measurement of their performance, their costs and the perception of the parties, where transactional processes are carried out, which are monitored by means of Service Level Agreements.
