One of our customers from the energy industry wanted to align its corporate management along strategic business units. However, the ERP system could not map the information required for this, as management responsibility extended beyond the boundaries of the legal units.
For successful strategy implementation, the control system needed to map the strategy. Thus, we first supported the customer in transferring the strategy into an operating model. This made the corporate structure with its core processes visible. The necessary adjustments in the processes and in the system could be identified and, on the basis of this, a detailed project plan could be drawn up for the customer. In order to obtain the desired control-relevant information, a transformation of the ERP system also had to take place.
The customer wanted ERP functionality and structure that would allow control, planning and reporting per business unit. To ensure this, we worked out and coordinated the structures together with the business unit managers. As a result, profit center accounting was introduced on the basis of the business units as a link between financial accounting and controlling.