Business Transformation Case Studies

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Client Type: MAJOR RETAILER

Situation

Highly competitive environment had forced refocus of client’s operation into areas of competitive advantage. Key to this was the reporting cycle time and the management of inventory. Objective was to provide quality information  in the shortest possible cycle time.

Solution

Time spent in regional centers during the monthly closing process was measured via initial activity assessment. Key areas of ad hoc analysis,  and off system ledgers (e.g. inter-company) were measured for two monthly cycles. Calendar adjustments for tasks and employee training were part of the solution.
Client type: PETROLIUM DISTRIBUToR

Situation

Helped form the financial reengineering group to streamline closing, consolidation and financial reporting. As part of the drive to bring the close process from 20 days to 10, we focused on the reporting process to allow for more time for close and analysis.

Solution

Redesigned the close calendar utilizing activity based analytics and observation of key subsidiary/division financial close process. The work involved the prioritization of data/information necessary for reporting and the separation of management reporting from statutory reporting.

Client Type

Situation

Solution

MAJOR
RETAILER
Highly competitive environment had forced refocus of client’s operation into areas of competitive advantage. Key to this was the reporting cycle time and the management of inventory. Objective was to provide quality information  in the shortest possible cycle time.
Time spent in regional centers during the monthly closing process was measured via initial activity assessment.  Key areas of ad hoc analysis,  and off system ledgers (e.g. inter-company) were measured for two monthly cycles. Calendar adjustments for tasks and employee training were part of the solution.
PETROLIUM DISTRIBUTor
Helped form the financial reengineering group to streamline closing, consolidation and financial reporting. As part of the drive to bring the close process from 20 days to 10, we focused on the reporting process to allow for more time for close and analysis.
Redesigned the close calendar utilizing activity based analytics and observation of key subsidiary/division financial close process. The work involved the prioritization of data/information necessary for reporting and the separation of management reporting from statutory reporting.
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