2. Milano, 9 Marzo 2010
<Insert Picture Here>
Migliorare la capacità di pianificare,prevedere e
simulare i risultati di business
Nicola Ciapponi, Solution Consultant
3. Agenda
• Oracle per Budgeting e Planning
• Il Valore della gestione dei processi di Variabilità e rischio
• Il Caso Lavazza
Slide 2
9. Gestione centralizzata delle data form
Un solo wizard per due modalità di fruizione
• Layout
• Contenuti
• Visualizzazione
• Profili di accesso
• Business rules
• Menu Contestuali
Per Budget Managers,
non per
Programmatori
Slide 8
10. Wizard intuitivo per la progettazione
delle data form
• Drag and drop delle dimensioni
• Regole di validazione
• Preview immediata
Slide 9
11. Definizione del processo di approvazione
• Elevata granularità della definizione del processo
• Definizione degli utenti: Owner, Reviewers e notified
Slide 10
21. Riduzione dei cicli di budget in mesi e
FTE
MONTHS TO ASSEMBLE BUDGET FTEs TO ASSEMBLE BUDGET
Source: Oracle survey on Oracle Hyperion Strategic Finance & Planning Customers, April 2009
Slide 20
22. Hyperion Planning Market Performance
3% 2% 2% 2% 1%
3%
3% 3%
3% 17%
3%
13%
3%
10%
5%
5% 6% 8%
4%
4%
Professional Services Financial Services
Retail Industrial Manufacturing
High Technology Communications
Life Sciences Consumer Products
Travel & Transportation Healthcare
Media & Entertainment Public Sector
Automotive Utilities
Natural Resources Engineering & Construction
Hyperion Planning Customer Growth Oil & Gas Education & Research
• Hyperion Planning è la soluzione di Financial Planning, Budgeting and
Forecasting leader di mercato con oltre 2000 clienti a fine 2008
• Base clienti variegata, trasversale a molti settori industriali
• Oltre 150 installazioni con più di 1000 utenti
Slide 21
25. Lavazza was founded in 1895 as a small firm based in Turin, Italy. It has
become an international market leader
• More than 1 billion Euros in net revenue in 2008
• More than 2 million sacks of raw material imported
• More than 3,000 employees
• Worldwide presence in more than 80 countries
• 4 plants in Italy and new plants expected abroad
24
26. Due the great amount of financial and technical resources a strict
monitoring of results is now the Lavazza imperative
Top management needs:
• Monitor the Group results along the value chain
• Reduce the data processing time
• More time spent for business support
• Link strategy with day- by day actions
25
27. Traditionally based on “Commercial Business Unit contribution analysis”,
the firm P&L was represented by a BU view…
Business Unit P&L
Procurement Net revenues
Production
R&D COGS
Logistics
Client Other operating costs
assistance
1ST Margin
Marketing Commercial costs
Corporate
Overhead costs
Staff IT
Net result
26
28. The new control model is based on “value chain” elements and
the company results are addressed to the specific BU or operation areas
Procurement Production Logistics Business
Units
Head of Production Office
Factories Coffee Machines
Procurement
Division P&L BU P&L Consolidated P&L
Marketing
Innovation and Development (R&D, Client Support, Competitive Intelligence…)
CEO Office, HR, Finance, IT,…
27
29. Accenture Planning Solution
The Lavazza Planning Layer is based on the “Company Value Chain”
Lavazza P&L
Procurement Production BU
P&L Simulations
Logistic Machines Corporate
Operational Planning
STD & TP
• 7 BU Planning Applications
• 6 Operations’ Planning Applications
• 1 STD and TP Application
• 2 P&L Simulation Applications
• 2 Operational Planning (1300+ Cost Centers) Application
• 100+ Italian Users 28
30. Summary - Main Benefits
• More timely, accurate and flexible plan:
– Top down process
– Reduction of planning cycle
– Simulation cycles (no “black boxes”, no “surprises”)
• “ Premium” placed on “financial assuredness (“One Truth – One Firm”)
• Business community focus to maximize shareholder confidence and value
• Optimized application architecture
– Full integration of Systems
– Overall cost reduction for maintenance and enhancements
29