Download pdf - 5. Finance Performance Days - Building a better …. Finance Performance Days Das Forum für aktuelle Finance-, Controlling-und BI-Themen 20. Oktober 2016 –Stuttgart / 9. November

5. Finance Performance DaysDas Forum für aktuelle Finance-, Controlling- und BI-Themen

20. Oktober 2016 – Stuttgart / 9. November - München

Seite 2

Agenda

Einführung 09:30

Digitalisierung (Robotics) im Finanzbereich (Teil 2) 11:00


10:45

11:45

Analytics und die zukünftige Rolle der Finanz- und IT-Funktion 12:45

Die Umstellung im Konzern auf Umsatzkostenverfahren

Pause

Schlusswort 13:30

Business Lunch 13:45

Pause

12:00

5. Finance Performance DayOktober 16

Seite 3

Agenda

Einführung 09:30



10:45

11:45



Pause

Schlusswort 13:30


Pause

12:00


Seite 4

This session aims at providing an understanding of RPA project leading practice

5. Finance Performance Day

Session objective is to share insights of:

► Background on RPA

► Vendor considerations

► Project phases and purpose

► Key activities for each phase

► Deliverables for each project phase

► Milestones and time frame

► Examples from projects

► Lessons learned

Oktober 16

Seite 5

If you do RPA wrong, it will fail like a white elephantproject – everybody talks about but no use case


Seite 6

Robotics originated with industrial appliances


Unmanned ground vehicles

Laboratory Automation

Anthropomorphic robots and toys

Precision-controlled robotic surgery

Picking, packing, and sorting robots

Injection molding, machining, and robotic controls

Sensors and components

Heavy robotics (aerospace, construction, and agriculture)

Warehouse automation

Industrial robotics

Autonomous marine systems

Unmanned aerial vehicles

Commercial inspection robotics (e.g., assembly lines)

Robotic surgery platforms

Bionics and exoskeletons

Humanoid and highly mobile robots

Solar and semiprocess Robotics

1950–1990Early focus on heavy

robotics for industrial, warehouse, and military

applications

1991–2000Increased focus on unmanned aerial

and marine vehicles

2001–2005Growth in medical and

Anthropomorphicapplications

2006-2010Rapid growth in

anthropomorphic robots and toys, robotic

surgery and lab automation, and unmanned ground vehicles

2011–2014Growth in unmanned

aerial vehicles for agriculture,therapeutic bionics, and consumer

applications

Oktober 16

Seite 7

Nearly half of US jobs may be susceptible toautomation over the next two decades

Oktober 16 5. Finance Performance Day

Probation Officers and Correctional Treatment Specialists

Ambulance Drivers and Attendants, Except Emergency Medical Technicians

Sales Representatives, Wholesale and Manufacturing, Technical andScientific Products

Agricultural Engineers

Telecommunication Line Installers and Repairers

Police, Fire, and Ambulance Dispatchers

Court Reporters

Demonstrators and Product PromotersDental Assistants

Postmasters and Mail Superintendents

Tile and Marble Setters

Painters, Construction and Maintenance

Transportation Attendants, Except Flight Attendants

Nuclear Power Reactor Operators

Real Estate Brokers

Models

Credit Analysts

Bookkeeping, Accounting, and Auditing Clerks

.25 .50 .75 .95+

Occupations according to their probability of automation

Seite 8

Myth about RPA


“All the office work can be automated by RPA”

“RPA is primarily useful to cut operational costs”

“Robots will eventually replace the majority of my employees”

“RPA can be implemented without the support and involvement of the CIO org.”

“RPA is the silver bullet for optimizing my admin. and operational organization"

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2

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The easiest way to describe RPA is as software that mimics human behavior.This human behavior should typically be "rule-based" and requires digital inputs for the RPA software to be effective.Terms such as “robots”, “augmented technology” and “artificial intelligence” have however rendered in some persistent myths

Seite 9

RPA impact goes beyond POCs and deployment and needs to be embedded in a holistic approach


Org

an

iza

tio

nla

ye

rE

xecu

tio

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ye

rR

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• Develop and deliver RPA optimized end to end processes to maximize benefits• Establish global RPA policies and

governance framework to support risk management

• Review control frameworks to ensure documentation and testing appropriate for RPA

• Structure the organization to consider new RPA roles to support the business

• Define appropriate local, regional, global structures including shared services and outsourcing

• Define a set of consistent global data standards and common chart of accounts then deploy utilizing RPA with existing systems until future system deployment projects

• Implement RPA single source of data projects

• Define RPA systems and tools strategy to support cross-functional use in front, middle and back office

• Successful programs typically benefit from a constellation of tools

• Consider impacts on existing software contracts and future system implementations

• Develop new RPA frameworks for performance measurement

• Develop RPA COE and continuous improvement program

• Build new competency models considering Robot/Human interactions

• Develop career ladders and job roles for RPA enabled teams for new skill needs

• Adjust talent strategy to new competency models

Process

People

Organization

Seite 10

The delivery & governance models change…


► An intelligent and learning computer system replicates the actions and judgments of the employees and takes over repetitive tasks and processes

SSC / Delivery unit Manual processing

Output

SSC / Delivery unit- Operations Control - Exception Handling

Automated processing

Output

Business

Old delivery model New delivery model

Delivery model Governance model

Business

► The system is monitored and maintained by an operations team, which also adds subjective judgment to difficult cases

Input / Business need

Output

Business

BusinessInput / Business need

► The governance model is adjusted to fit the shift in delivery model

► IT is a highly important stakeholder but the responsibility for delivery remains with the Service Delivery Manager, in accordance with the process developed by Global Process Owner and with the support of Solution Designer regarding IT enablement

Service DeliveryManager

Global Process Owner

Solution Designer

[E2E Process]

Operations

SSC / Delivery

unitIT

Un

its

Ro

les

an

d T

ask

s

► Manage process execution team including robotic environment

► Updates rules in accordance with process

► Reports on performance KPIs to SSC / Delivery unit head and Function head

► Define the functional IT solutions and enablers

► Supports in more advanced and IT architecture related topics of RPA

► Reports to Function head and IT on process and IT KPIs

Design / Build Execute Build / EnableFocus:

► Defines the processes

► Defines the RPA process requirements for Solution Designer

► Reports on process-KPIs to Function head

Seite 11

.. and needs to be adjusted accordingly for GBS


Service Delivery ManagerGlobal Process Owner Solution Designer

[E2E Process]

OperationsSSC / Delivery unit IT

Un

its

Ro

les

an

d T

ask

s

► Manage process execution team including robotic environment

► Updates rules in accordance with process

► Reports on performance KPIs to SSC / Delivery unit head and Function head

► Define the functional IT solutions and enablers

► Supports in more advanced and IT architecture related topics of RPA

► Reports to Function head and IT on process and IT KPIs

Design / Build Execute Build / EnableFocus:

► Defines the processes

► Defines the RPA process requirements for Solution Designer

► Reports on process-KPIs to Function head

Updated GBS governance model ► The governance

model is adjusted to fit the shift in delivery model

► IT is a highly important stakeholder but the responsibility for delivery remains with the Service Delivery Manager, in accordance with the process developed by Global Process Owner and with the support of Solution Designer regarding IT enablement

Seite 12

A Centre-of-Excellence (CoE) structure can provide support for RPA


Training

• Develop training material as well as plan and perform trainings

• Certify robotics practitioners

Solution insights

• Gather, consolidate and share knowledge of vendors and tools

Methodology and approach

• Develop and share leading practice methodology and approach

Project delivery • Provides resources that can lead

and support in project • Focus on building capabilities

within: process analysis, robot development and robot IT infrastructure

• Perform quality assurance on robotics projects (independent of size)

Support provided by the CoE ► CoE team provides competencies needed to provide E2E support in the four areas to the right. This entalies

► Ensuring delivery capabilities (significant team size to ensure ability to meet project demands)

► Ability to challance and develop methodology as well as available tools

► Parttaking in the fast phased development within the RPA market to feed the rest of the organization with knowledge through ad-hoc requiests as well as structured trainings

► Deep understanding of tools used for RPA

Seite 13

EY has the knowledge of the key RPA suppliers and their capabilities to deliver value to clients


EY is continuously following the fast development on the market in order to know about the:

► Capabilities ► Product portfolio► Strengths and weaknesses ► Latest innovation ► Trends► Large deals ► Partnerships and alliances ► etc.

RPA suppliers

And many others..

Seite 14

RPA 5-step approach from idea to benefit

► Adjust the delivery- and

governance model design (from

a function end-to-end

perspective) to fit the new ways

of working: a computer system

replicates the actions of the

employees and takes over

repetitive tasks and processes

► Setup the robotics team

(internal, external or mixed

resources) to monitor and

maintain the automated process

► Track performance in line with

initial metrics from business

case to ensure benefit relation

► Organize RPA user training

sessions and re-align

stakeholders

► Initiate cutover and deploy

robots into production

► Provide post deployment ad-

hoc support

► Monitor solution performance

based on agreed Hypercare Exit

success criteria

► Resolve any post go-live errors

or issues

► Business hand over

► Setup technical

infrastructure and install

RPA software

► Technical design - Update

product / sprint backlog

► On-going scrum activities

including sprint planning /

review sessions, daily stand

ups and issues tracking

► Develop detailed test plan

► Iterative testing of the

user stories finalized in

each development sprint,

including interfaces with

legacy systems, exception

handling routines and

robotics queue

management procedures

► Validate UAT and OAT

testing scenarios and run

readiness assessment

► Obtain business acceptance

► Set strategic direction - Define

main drivers, pain points, high

level scope and decide on key

considerations with key

stakeholders to clarify target

outcome and high level potential

for RPA initiative (workshop)

► Mobilize project organization

including stakeholder resources

► Agree on the business case

framework and benefit tracking

structure to be used for

identifying the next process

automation candidates

► Opportunity assessment to

identify the top process

opportunities, initial business

case and quick wins (workshop)

Set target Design requirements Develop and Test* Deploy* Manage and control

Detail requirements,

verify potential and

prioritize scope

Robotic solution

developmentDeploy robots into

production and enable

robotic capabilities

Manage & control bot

workforce

Define strategic direction,

target outcome

and initial scope

► Initiate knowledge transfer

activities from EY to client

► Perform detailed process

analysis and business

requirements (user stories)

including acceptance criteria

► Update business case

► Validate process scope and

priorities based on manual

effort (FTE), applications, user

interaction etc. (workshop)

► Functional design - Design

detailed to-be process maps

(desktop operations level) for

automation scope

► Agree implementation plan and

approach with stakeholders

► Select vendor and tool

Pu

rpo

seA

cti

vit

ies

*iterative working through the process scope according to priorities Ph

ase

s


Seite 15

Deliverables and tools in the RPA 5-step approach


► Updated delivery model

(function E2E perspective)

► Updated governance model

(function E2E perspective)

► Established robotic team

capabilities (resources and

competencies)

► Business case results

► RPA user training

► Hypercare Exit success

criteria

► Hypercare performance log

► Ad-hoc support and solution

adjustments

► Business handover

documentation

► IT environments setup

and tool installed

► Technical design - Robotic

process maps developed

and product / sprint

backlog developed

► Test plan

► Scrum meeting reports

► Automated processes

operating in test

environment

► UAT and OAT protocols

► Business acceptance

► RPA strategy

► Drivers (what to achieve)

► Pinpoints and priorities

► Ambition and role of RPA

(short and long-term)

► High level target

operating model

► Sourcing strategy

► Implementation

approach (how to scale)

► Business case- and benefit

tracking framework

► Indicative business case

potential and quick wins

► Identified scope and high

level process description

► Detailed as-is process map

► Detailed process information

► Business requirements

► Exception handling

approach

► Manual effort (FTEs)

► Applications

► User interaction etc.

► Updated business case

► Validated process scope

► To-be functional design -

desktop level process maps for

selected processes

► Implementation plan

► Stakeholder sign off material

► Selected vendor and tool

Set target Design requirements Develop and Test* Deploy* Manage and control

*iterative working through the process scope according to priorities

De

liv

era

ble

sIl

lust

rati

on

sP

ha

ses

Detailed as-is process map

Implementation

plan

To-be design

Business case framework

and indicative potential

Scope and high level

process description

1

2

Detailed

process info

Delivery model

Governance model

Technical design

Automated process

RPA user training

Business handover

documentation

Seite 16

Timeplanning in the 5-step approach


Tim

e p

lan

an

d m

ile

sto

ne

s

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9

**iterative working through the process scope according to priorities

Week 10

Set target

Design requirements

Develop and Test**

Deploy**

Manage and control

- Milestone

Strategic direction

workshop

Draft business

case

Opportunity

assessment

workshop

- Milestone Workshop

Updated business

case

Process validation

workshop

To-be functional design

(for selected processes)

Stakeholder

signoff

Selected vendor

and tool

Technical design Process

automated in

test environment

Business sign off

and cutover

readiness

RPA user

trainings

Production go-live Hypercare Exit

criteria sign off

Benefit

realization

sign off

Delivery- and

governance model

approved

Seite 17

Strategic direction – cost efficiency considerations


Dimension Example focus area Low (<10%) High (>50%)Indicators of likely benefit

► Large “back-office” teams

► High ratio of staff to customer

► No single back-office team larger than 15 people

► Most processes span teams

► Back-office Teams > 50 people► Teams own processes

► Internally controlled functions► Process / IT control rests with

3rd parties► Direct control of tools and

processes

► Multiple legacy applications

► Major Transformation programmes

► Consolidated platform with low cost of change

► No major transformations

► Numerous legacy platforms► High change cost / capacity► Transformation over 2+ years

► Lean and other process optimisation initiatives

► Low rate of change► Primarily strategy focussed

(e.g. segment, marketing)

► Significant change scope► IT budget more constrained than

business budget

► Self-serve and digital transformation

► Customer Service (complaints or churn)

► Core platforms digitally enabled► Low in-bound call volumes► Complaints and churn low► Simple, automated products

► Strategic digital initiative constrained by legacy integration

► High in-bound call volumes► Complex corporate products

► High-cost countries

► High-growth countries

► Low-cost ratio of people vs IT► Low growth

► High-cost ratio (people vs IT)► High growth (revenue & product

sophistication)

► High-volume manual processes

► Processes where offshoring precluded

► Significant offshore / shared service centre

► 90% core processes automated

► <50% processes fully automated► Data protection prevents

offshoring

Business drivers

People and organisation

Process & policies

IT landscape

Project portfolio

Location / Geography

Governance and outsourcing

2

7

4

5

1

6

3

Seite 18

Business case framework and indicative potential


Cost Efficiency vs Human Effort

Improved customer satisfaction, reduced exception costs► Real-time processing improves service, reduces dependent process exceptions

► Batch processing out-of-hours windows reduces legacy platform load at peak

Timing and Frequency

Accelerate innovation by 9-12 months by tactical integration► Allows product and service innovations to be rapidly created and piloted, without

expensive legacy system upgrade or integration dependencies

Accelerated Innovation and Growth

Supports strategic platform upgrades & regulatory change► Cost efficient tactical solutions reduce pressure on platform roadmaps

► Alternative to platform customisation, reducing deployment and upgrade cost

Strategic Programme Cost Reduction

50% 70% cost reduction for high-frequency tasks► Immediate cost benefit where teams of people perform manual processing with

little subjective judgment

Improved consistency, control, traceability and MI► Robotics generates full MI and audit of process flows, actions and exceptions

► Also provides MI on source-system performance

Governance, Quality Control and Audit

► Robotic Automation serves as an alternative to further outsourcing and offshoring activities (e.g. data doesn’t leave the country, no time lag, less coordination between teams)

► Moreover, Robotic Automation serve as a serious opportunity to reclaim activities from offshore and the re-implementation on-site (e.g. high degrees of compliance with internal controls / COSO) !

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Agenda

Einführung 09:30



10:45

11:45



Pause

Schlusswort 13:30


Oktober 16

Pause

12:00


Seite 20

Agenda

Einführung 09:30



10:45

11:45



Pause

Schlusswort 13:30


Oktober 16

Pause

12:00


Seite 21

Most of the providers in RPA rely on the input of other automation enabling technology


Enterprise Infrastructure / Enterprise Cloud

Systems of Record (ERP, CRM, …)Data Warehouse / Data Lake

Cognitive Automation

Digitization

Workforce Orchestration

Au

tom

atio

nA

uto

ma

tion

en

ab

lers

Mobile

BPM/DCM

Classical UX

Data Science

Da

ta I

nte

gra

tio

n (

ET

L,

DQ

, M

DM

)

Robotic Automation

Au

tom

ati

on

BI/

An

aly

tics

Em

be

dd

ed

Au

tom

ati

on

Note: list of companies is non-exhaustive

Seite 22

Scope considerations in Finance


A B C D E F G H I J K L

Operational

Accounting

Procure to

Pay

General

Accounting

Financial &

External

Reporting

Performance

&

Management

Reporting

Budgeting,

Planning and

Forecasting

Policy,

Controls,

Governance &

Compliance

Internal Audit Treasury

Capital

Management

&

Investments

Tax Planning

& Accounting

Investor

Relations

1

Loan AccountingStrategic

Sourcing

Chart of

Accounts

Maintenance

Financial

ReportingResponsibility

Reporting

Strategic

Planning

Accounting

Policy & Gov.

Risk & Control

Framework

Debt/Equity

ManagementCapital Planning Tax Planning

Stakeholder ID

and Analysis

2

Investment

Accounting

Vendor

Administration

Allocations &

Adjustments

Regulatory

Reporting Org profit

reporting

Annual Budget

Regulatory

Policy & Gov.

Functional

Auditing

FX Management

Capital Structure

and Asset level

Tax Accounting /

Tax data

management

Stakeholder

engagement

3Insurance

AccountingContract

Negotiations

Journal Entry

Processing

Reporting Product

Profitability

Quarterly/

Rolling forecastStatutory Policy

& Gov.Consultation

Liquidity

ManagementBusiness Case

Support

Tax accounting /

AnalysisStakeholder

relations

4Reinsurance

Accounting

Accounts

Payable

Reconciliations Statutory

Reporting

Customer

ProfitabilityEarnings

Forecast

Mgmt.

Accounting

Policy & Gov.

Cash

ManagementAcquisitions &

Divestitures

Tax accounting /

Preparation and

review

Corporate

Communication

s

5 Fund AccountingRequisitions &

PO Processing

Inter-company

Transactions Audit SupportFund Profitability Internal Process

& Controls

Capital Strategy Project

Accounting

Tax compliance Rating Agency

Relations

6

Accounts

Receivable Payroll ConsolidationCost

Development

SOX Compliance Bank RelationsTax controversy/

tax audits

7

Billing &

Collections

Exp Accounting

&

Reimbursement

Close Cost AllocationsTax & Treasury

Policy

Treasury

Strategy

8Dispute

Resolution

Fixed Asset

Accounting

Funds Transfer

Pricing

Finance Master

Data

Governance

Global

Economics

9Policy

Accounting

Securities

Pricing &

Product Control

Ad hoc

Reporting

10

Legal Entity

Mgmt/

maintenance

Analytics &

Decision Support

6

Robotics

OCR / Structured Forms

Rules EnginesDigital / Workflow

6Desktop Acceleration

Situationally valuable

6

6

6

6

6

6

6

6

Seite 23

Example how to get started in Finance


Map Ref.Finance Process

Automation

Opportunity

Illustrative Use Case

C.3Journal Entry Processing

Automated Journal Entries:• Prepare and enter corporate and consolidated GAAP journal entries to close the company books

during quarterly closing process• Prepare and enter journal entries for other regulatory process needs - e.g. for Tax ledger

C.4 C.5 I.6 Reconciliation

Intercompany Difference Reconciliation :• Triage and action exception items from intercompany differences regionally and aggregating into

parent• Support intracompany match and elimination for multi-national reinsurance business• Match and reconcile operating expenses eliminating duplicated controls and charges

Bank Reconciliation :• Reconciliation of balances and transactions on the bank statements to GL/cash flow systems. This

could also include creating balancing journal entry to handle discrepancies.

C.10G.8

Entity & Account Maintenance

Entity, Account, mappings & adjustments maintenance for downstream systems (e.g. Tax systems):• Identify and synchronize master data (Legal Entities-Jurisdictions, Non-legal Entities, Partnerships,

BU-cost centers, Accounts & adjustments) from finance / legal systems to downstream systems (e.g. Tax systems)

C.7Close

Controller focused management review deck preparation:• Prepare management review deck by collecting data from GL & multiple systems for non-operating

expenses and cash balances. Builds confidence in data lineage.

Mock close & mock conversions:• Support mock close, mock conversions and testing during system implementation of a new GL

System Implementation project (e.g. automate process flow from mock conversion to mock close to balance reconciliation – to be repeated of all involved entities)

Capacity and critical path

Eliminate Material Human Effort

Refocus knowledge workers for greater value

Reduce costly errors; improve quality

Seite 24

Example of GL automation assessment I/III


► The robot can formally validate the request and perform maintenance of items or entire tables, follow-up on the upload to SAP, ticketing and exception and error handling

► The robot can perform postings for special cases and perform the validation of the postings prior to approval, approvals are manual

► Time frame for rollout sequense is usually relatively short

Description (BEAM)

Automation potentialComments and considerations

Indicative level of automation

Common time frame

Manage General Ledger account master data

The robot can formally validate the request and perform the maintenance of items or entire tables

The robot can perform the follow-up on the upload to MDRS and distribution to SAP (including in the final Company codes, not only reference code)

Can handle creating and maintaining the tickets

Perform exception and error handling as a result of account detective

The robot will not be involved in approval activities that would involve information review and checks

How is the workflow, who is the requestor? GPO / Accountant responsibilities

Perform manual General Ledger posting (standard cases)

The standard can be automated One can automate part of the checks and

validations that ensure the information has been correctly posted in GL

The robot has limited functionality in terms of creating the postings

Ability to check double postings in SAP for one WPA, or additional run check report for double postings

Check for validation granted by WPA

Near Mid Long

Examples of robotics opportunities within General Ledger

Near Mid Long

Seite 25

Example of GL automation assessment II/III


Description (BEAM) Automation potentialComments and considerations

Indicative level of

automation

Common time frame

Perform manual General Ledger posting (special cases)

The robot can perform postings for special cases and perform the validation of the postings prior to approval

Automated approval for postings that receive OK after the validation can be considered

Keep 4-eyes –principle and check

Perform account monitoring and clearing

The robot can perform the monitoring, automatic clearing and exception handling for the accounts

Standard criteria for clearing in SAP Quantum (hedging) results in minor

rounding differences (cents) Differences can be verified by Robot

based on transactions (rules) and perform clearing (overnight)

Manual clearing and update of criteria cannot be automated

For available automatic clearing, additional benefits from Robotics?

Could be supported by Robot via usage of existing tools

Near Mid Long

Near Mid Long





Seite 26

Example of GL automation assessment III/III


Description (BEAM) Automation potentialComments and considerations

Indicative level of

automation

Common time frame

Perform balance carry-forward (GL, subledger, CSL)

Robot can monitor closing and perform postings of balance carry-forward Near Mid Long





Seite 27

AR example workshop output


Robotics opportunities identified during the workshop

% of Automation

Process ID Process name Details of automation potential identified Comments

AR-30-20-40AR-30-20-50AR-30-20-60AR-30-20-70

• Verify and post doubtful debts and provision for bad debts

• Verify and post write offs

• Verify and post reversal of provision for bad debt

• Post and clear open items on customer account

The following process can be done by the bot1. The bot can log into SSF and create a ticket for data to

AccP2. The bot can then log into the SAP download the data

and then covert that into an excel file 3. Bot can perform necessary credit adjustment

calculation in excel based on rules set by customer portfolio group

4. Bot can send it to CM team for review5. The bot can then send it to authorization based on the

names defined in SAP6. Based on the response from the authorized personal,

bot can either post the doubtful debts7. Once done the bot can then post the provisions for bad

debts8. The bot can then log in and clear the open items on the

customer account.

• The customers need to be grouped in portfolios according to specific criteria for credit adjustment

TimelineNear Mid Long

No of FTES No of Systems

• SAP, SSF,email

HighVolumes Average handling time

Benefits overview

Seite 28

Example from AR functional design


Seite 29

Example of agile approach for delivery


Seite 30

EY has identified a set of key success factors from RPA implementations


1. Define strategy and set desired outcome / targets early in the process

2. Build business case

3. Perform proper analysis to target the right operations

4. Involve IT early

5. Deploy a strong Change Management workstream

6. Start small and agile, but be clear about ambition

7. Secure access to testing environment (internally or through supplier)

8. Evaluate maturity level internally and by supplier – focus on transformational capacity

9. Ensure that there is a match with supplier long term strategy (RPA is at an early stage and will develop fast)

10. Design new governance models

EY has gathered experience from several implementations with clients from different industries, different functions and with different maturity related to RPA. Some success factors do however stand out as key when implementing RPA.

Seite 31

EY is investing heavily in a global integrated delivery approach for Robotics


What differentiates EY is: ► Innovation Lab- client, vendor,

industry innovation partnerships ► Robotics Academy- RPA training

on tools and methodologies► Solution Stacks- EY IP on

existing technologies for functions and sectors jump start RPA programs

► Technology and Delivery agnostic- independent advice to select the right tools and delivery

► Vendor Alliances- strategic, collaboration and joint solution development

► Comprehensive support- 70+ value enhancers in Tax, Controls, People, Change, Functions, etc.

► Eat our Own Dog Food- RPA deployed internally in EY GBS

► Large Global Footprint- One of the largest and more experienced global network of RPA >350 practitioners

► Digital RPA experience lab-showcasing RPA in action(Frankfurt and Silicon Valley)

RPA Strategy

RPA Heat Mapping

RPA Proof of Value

RPA Implementation

RPA Innovation lab

RPA Managed Service

EY RPA Advisory offering

RPA Solution Coordination Americas – Weston Jones

RPA Technical Team Americas – Oscar Marinez

RPA Solution CoordinationEMEIA – Martin Weis

RPA Center of ExcellenceEMEIA – Aurelia Costache

RPA Solution Coordination APAC – Pascal Bornet

RPA Technical TeamAPAC – Varghese

Abraham

120 FTE

160 FTE

140 FTE

Six Global Delivery COEs- Bucharest, Romania; Buenos Aires, Argentina; Dalian, China; Manila, Philippines; San Jose, Costa Rica and Trivandrum, India

Seite 32

EY has the capabilities in RPA and deploys it internally as well


EY has the capabilities and resources to deliver sustainable efficiency on a global scale with a strong footmark in developing your automation strategy.

EY has a preferred alliance partnership with Blue Prism globally. being engaged with Blue Prism for robotics deployment across multiple businesses.

EY’s robotics Center-of-Excellence facilitates global alignment in tools, accelerators, frameworks and approach. For example, In 2015, we were 140+ strong RPA practice globally who delivered 15+ PoC and 5+ engagements in RPA.

Global resources and Vendor Network

EY offers a global robotics

capability with a consistent

delivery across geographies

We have a broad RPA

vendor network with a clear

view of their individual

strengths and weaknesses

Technology Leader and Knowledge Champion

We are in constant contact

with RPA market leaders &

Start-up’s to know about

latest artificial intelligence

applications & technologies

Leveraging our knowledge

of software capabilities, EY

provides guidance on what

can be achieved; how best

to deploy & most effectively

use the software

Program-, Quality-, Change-Assurance

EY ensures that RPA

implementations are audit

reliable and follow a smooth

program and quality

assurance approach

We accompany you during

times of transitions &

changes to establish new

governance structures

Seite 33 5. Finance Performance DayOktober 16

A) Das Thema Robotics ist noch neu für mich

B) Ich bin mit dem Thema Robotics vertraut

C) Ich habe ein gutes Verständnis zum Thema Robotics und denke über den Einsatz in meinem Unternehmen nach

D) Ich habe praktische Erfahrungen / Robotics ist bereits im Einsatz

Frage: Haben Sie sich bereits mit dem Thema Robotics im Accounting auseinandergesetzt?


A) General Accounting

B) Performance and Management Reporting

C) Budgeting, Planning and Forecasting

D) Treasury

E) Keine von den genannten

Frage: In welchen Bereichen nutzten Sie bereits Robotics?


A) Harmonisierung der Anforderungen im Unternehmen (z.B. einheitliche IT-Strukturen, standardisierte Prozesse etc.)

B) Durchführbarkeit für den Ausbau von Robotics

C) Kosten für die Umsetzung / den Ausbau von Robotics

D) Know How für Umsetzung / den Ausbau von Robotics

E) Eine andere Herausforderung

Frage: Wo sehen Sie die größten Herausforderungen für den weiteren Ausbau von Robotics?


A) Shared Services sind die geeignete Organisationsform für Managementprozesse auch bei weitreichender Automatisierung

B) Bei weitreichender Automatisierung fallen viele transaktionale Tätigkeiten weg, so dass eine dezentrale Organisation geeigneter ist

C) Auch bei weitreichender Automatisierung muss Prozesswissen global gebündelt werden. Shared Services sind dazu am besten geeignet

Frage: Glauben Sie man benötigt noch ein SSC bei einem weitreichenden Ansatz von Robotics?

Seite 37

Your Contact Person


Dierk Guldin

Executive Director

Ernst & Young GmbHWirtschaftsprüfungsgesellschaft

Flughafenstraße 61

70629 Stuttgart

Telefon: 0160 939 15015

Email: [email protected]

Seite 38

Agenda

Einführung 09:30



10:45

11:45



Pause

Schlusswort 13:30


Oktober 16

Pause

12:00


Seite 39

Agenda

Einführung 09:30



10:45

11:45



Pause

Schlusswort 13:30


Oktober 16

Pause

12:00


Seite 40

Agenda – Die Umstellung im Konzern auf Umsatzkostenverfahren

Oktober 16

1. WMF Intro

2. Gesamtkostenverfahren (GKV) vs. Umsatzkostenverfahren (UKV)

3. Projekt-Umfang

4. Zusatz-Anforderungen

5. Wesentliche Meilensteine

6. Wesentliche Entscheidungen

7. IFRS- und Konsolidierungsfragen

8. Technische Realisierung

9. Lessons Learned

10. Fragen oder Hinweise ?

Seite 41

1. WMF Intro

Oktober 16

► Gegründet 1853

► Zu den Produkten zählen Geschirr und Besteck sowie Küchenartikel, Elektrokleingeräte und gewerbliche Kaffeemaschinen

► Firmenzentrale in Süddeutschland, weltweiter Vertrieb

► Jährliche Umsatzerlöse ca. 1 Milliarde €; über 5.000 Mitarbeiter

► Im Privatbesitz

Seite 42

1. WMF Intro

Oktober 16

Die WMF Group – Drei führende Geschäftsbereiche

• VollautomatischeKaffeemaschinen für den gewerblichen Einsatz

• Die Nummer 1 auf dem Weltmarkt

• Unterstützt durch den eigenen Vertrieb und Vertriebspartner sowie durch Servicenetzwerke

• Umsatz in Höhe von 394 Mio. Euro im Jahr 2015

• Premiumprodukte für Tisch und Küche, einschließlich Elektrokleingeräten

• Marktführer in der DACH-Region(1)

und die am schnellsten wachsende Kochgeschirr-Marke Chinas der Jahre 2014 and 2015

• Verkauf über Handelspartner, eigene Geschäfte (ca. 200 in der DACH-Region, ca. 130 Konzessionsgeschäfte in China) und Online-Kanäle


• Premium-Tafelgeschirr und -besteck für Hotels, Restaurants sowie Kreuzfahrtschiffe

• Marktführer in der DACH-Region und Weltmarktführer im Luxussegment

• Unterstützt durch firmeneigeneund Händler-Vertriebskanäle


Globales Kaffeemaschinengeschäft

(37 % Umsatz)

Globales Konsumgeschäft(56 % Umsatz)

Globales Hotelgeschäft(7 % Umsatz)

1) „DACH“ bezieht sich auf Deutschland, Österreich und die Schweiz.

Seite 43

Herstellungskosten der zur Erzielung der Umsatzerlöse

erbrachten Leistungen

Vertriebskosten

Verwaltungskosten

Forschungs- und Entwicklungskosten

Sonstige betriebliche Aufwendungen

Sonstige betriebliche Erträge

Materialaufwand

Personalaufwand

Abschreibung

Sonstige betriebliche Aufwendungen

Sonstige betriebliche Erträge Umsatzkosten

Umsatz

Betriebsergebnis (EBIT)

Rohertrag

Bruttoergebnis

=

=

Vertriebs- u. allgem. Verwaltungskosten

Betriebsergebnis (EBIT)

Umsatz

Oktober 16

2. Gesamtkostenverfahren (GKV) vs. Umsatzkostenverfahren (UKV)

Seite 44

3. Projekt-Umfang

... …

Oktober 16

Seite 45


April

2014

Juli

2014

Januar

2015

Juli

2015

Dez.

2015

Januar

2016

Juli

2016

Dez.

2016

Financials: Mapping GKV ins UKV

Financials: Implementierung Planungslösung (BPC)

Financials: Qualitätsverbesserung auf 100% Übereinstimmung mit IFRS

1. Phase

2. Phase

3. Phase

COSMO-Scope

Gesonderte

Projekte,

zusätzlich

zu COSMO

Team

VE

WW

Tanja Massauer zugeteilt

Zusatz-Anforderunge

n seitens Operations

COSMO-Add-On

Offene Projekte

- Nutzbarkeit der Daten von S&OP

- Re-Design „WMF AG Ergebnisanalyse“

- Optimierung des jährlichen Inventur-Prozesses

- etc.

Umsatz, Brutto-Erg, EBIT nach Regionen

Implementierung in BPC-Planungslösung: Umsatz, Brutto-Ergebnis, EBIT nach BU + Regionen

Konzept Fkt. Sicht

Implementierung Funktionale Sicht

WMF-konzernweite Harmonisierung der Kostenstellenorg. inkl. Controller-Leitfaden

Automatisierte Dateneingabe für jede Legaleinheit

Customer Spend Waterfall Konzept + Implementierung

Konzept sowie Implementierung Brutto-Ergebnis zu Standardkosten

KPI- Tool Operations

Konzeption und Implementierung des neuen Operations Models und eines Cost-Analysis-Tools

Konzeption und Implementierung der Werksergebnisrechnung

Konzeption und Implementierung neuer BDE / MDE (Shopfloor, SAP CO, SAP HR)

Neues QA/QC Kosten-Controlling

Neues Investitions-Controlling

Konzeption und Implementierung der neuen Materialkosten Analyse

Konzeption und Implementierung der neuen Logistikkosten Analyse

ES

Oktober 16

Seite 46

Konz. Funkt. Sicht

April

2014

Juli

2014

Dez.

2014

Januar

2015

Juli

2015

Dez.

2015

Januar

2016

Juli

2016

Financials: Mapping GKV ins UKV

Financials: Implementierung Planungslösung (BPC)

Financials: Qualitätsverbesserung auf 100% Übereinstimmung mit IFRS

1. Phase

2. Phase

3. Phase

Implementierung in BPC-Planungslösung: Umsatz, Brutto-

Ergebnis, EBIT nach BU + Regionen

Implementierung Funktionale Sicht

WMF-konzernweite Harmonisierung der Kostenstellenorg. inkl.

Controller-Leitfaden

Automatisierte Dateneingabe für jede Legaleinheit

COSMO-Scope

Gesonderte Projekte, zusätzlich zu COSMO

Team

VE

COSMO-Add-On

Dez.

2016

C

O S

M

O

Implementierung UKV in allen lokalen

ERP-Systemen

Verbesserung der UKV-QualitätCOSMO-ERP


Oktober 16

Seite 47

5. Wesentliche Meilensteine

UKV Bilanzierungs-Handbuch verfügbar

Start der BPC Implementierung

April

2014

Juli

2014

Okt.

2014

Januar

2015

März

2015

Juli

2015

Dez.

2015

Januar.

2016

Juli

2016

Dez.

2016

► Wesentliche Meilensteine des COSMO Projekt’s(ohne Funktionale Sicht “COSMO-add-on”, und ohne “COSMO-ERP”)

UKV Training für rel. Finanzer/Controller

in Deutsch und Englisch

Mapping: UKV Konzern GuV, segmentiert, „as reported“ inkl. 2014, Feb. 2015, Budget 2015

„Go Live“ BPC am 15. Juli 2015

IST-Reporting neu: „100 Berichte“

5* User-Training BPC in Geislingen sowie in

Shanghai (Juni 2015)

COSMO Kick-Off anlässlich der

Finance Conference in Geislingen

Entscheidung für Planungstool

SAP/BPC

Verabschiedung des BPC Business

Blueprints

Kick-Off 3. Phase: 100% IFRS-Konformität

100% IFRS Konformität(3. Phase)

Oktober 16

Seite 48


a) Projekt-Teamzusammenstellung sowie Auswahl des Beraters

b) Kontenplan neu + Mappingmethode 1. Mapping Meldedaten2. Mapping Konsolidierungsdaten

c) Software-Auswahl (Planungssystem)

d) Ein- oder Zwei-Systemlandschaft (BCS vs. BPC)

e) UKV + funktionale Sicht – Abbildung auch auf ERP-Ebene Kostenstellen- und Profitcenter-Standardisierung

Oktober 16

Seite 49

6. Wesentliche EntscheidungenL

ösu

ng

san

satz

• Erweiterung des bestehenden Kontenplans (GuV) zur Abbildung der UKV-Struktur+ Direkte Verfügbarkeit der neuen GuV-Struktur im System+ Keine Matrix-Denkweise (Kostenart / UKV-Zeile) notwendig– Anzahl der Konten erhöht sich (Stammdatenpflege)

• Alternative: Abbildung der UKV-Struktur als Matrix (Kostenart / UKV-Zeile) Komplexe Überleitungsdenkweise bei gleicher Anzahl an benötigten Datenfeldern Ergebniszeile Gross Profit / Bruttoergebnis nicht unmittelbar verfügbar

UKV-Nr.Bestehende

KontenNeue

Kontonr.+ =

Oktober 16

Seite 50


EC-EC-PCAPCA

HRHR

COCO

PCPC

Fertigungs -auftrag

Prozess

Innen -auftrag

Material-bewertungKosten -

stelle

Pro

fit-Ce

nte

r-R

ech

nu

ng

Produktkosten-Controlling

Gemeinkosten -Controlling

Personal-wirtschaft

COCO

OMOM

COCO

PAPAErgebnis -objekt

Finanz-buchhaltung

Finanz-buchhaltung

Anlagen WIP ErlösFIFI

Bestand

MaterialArbeit OH Prozess

KostenartenrechnungKostenartenrechnung

Beschaffung Fertigung Lager Vertrieb

Ergebnis -rechnung

Oktober 16

Quelle: cellent AG

Seite 51


Lokale ERP-Systeme

SAP ERP 6.0 SAP Bus.One … Kingdee … Quickbooks

Mapping Algorithmus

z.B. ∑Personal-aufwand

SEM-BCS

Professional Planner

BW-Cube UKV Report

Werte in €

Aufteilung Funktionsbereichs-Kosten gemäß lokalem

RechnungswesenA

llo

ka

tio

n in

%

• Übereinstimmung mit IFRS

• IC-Partner Information• Konzern-Daten• Saisonalisierung• PP-Planung nutzbar

Vo

rte

ile

Vertrieb

- Personalkosten- …

Marketing


F&E


Oktober 16

Seite 52


Jed

ox

Lu

caN

et

macs

So

ftw

are

Mic

roso

ft

Mic

ro

Str

ate

gy

MIK

Ora

cle

Pan

ora

ma

So

ftw

are

Pre

vero

Pro

Co

s

PS

T

Qu

ilkV

iew

SA

P

SA

S In

sti

tute

Tag

eti

k

Th

inkin

g

Netw

ork

s

ton

bell

er

Funktionsumfang

Dashboarding X X XX XX XX XX XX X XX X XX XX XX XX

Reporting XX X XX XX XX XX XX XX XX X XX X XX XX X X XX

Mobile Reporting X X X X X X X X X X X X XAnalyse XX X X XX XX XX XX XX X XX X XX XX XX X XX

Planung XX XX XX X XX XX X XX XX (X) XX XX XX XX X

Konsolidierung XX XX X (X) XX XX XX XX

Regionale Ausrichtung

DACH x x x x x x xEuropa (x) (x) x x xWeltweit x (x) x (x) X (x) x x x (x) (x)

Kundenfokus

KMU x x x x x x (x) x x x x x x x x x xGroßkonzerne x (x) (x) x x x x x x x x x (x)

XX = Schwerpunkt des

Anbieters

X = im Funktionsumfang

(X) = setzt auf der Lösung

eines anderen

Anbieters auf bzw.

OEM-Produkt

► Marktübersicht BI-Lösungen / Lösungsportfolio ausgewählter Anbieter (2/3)

Oktober 16

Seite 53


► Die Übersicht berücksichtigt nur die IST-Daten; Plan-Daten inkl. Prognose werden seit dem 15. Juli 2015 im UKV-Format in BPC erfasst und konsolidiert (vereinfachte Budget Konsolidierung)

Oktober 16

Seite 54


► Die Übersicht berücksichtigt nur die IST-Daten; Plan-Daten inkl. Prognose werden seit dem 15. Juli 2015 im UKV-Format in BPC erfasst und konsolidiert (vereinfachte Budget Konsolidierung)

Oktober 16

Seite 55


► Funktionale Sicht auf Basis einer harmonisierten Kostenstellen-Organisation

COSMO: UKV-Sicht gemäß IFRS vs. Funktionale Sicht TransitionvonGKV zu UKVKonten-Ansicht Kostenstellen der Legal-Einheiten

Total Vertrieb/Marketing

Service Produktion Prod.Entw. Logistik Einkauf IT HR Finanzen Overhead UKV-Sicht

Konten:

Personalausgaben 610 230 10 40 50 50 50 60 10 10 100 Umsatzkosten 92

Abschreibung 50 50 Vertriebskosten 494

… 0 Administration 353

Andere operative Ausgaben350 160 10 10 10 10 10 10 10 10 110 F & E 71

Gesamtaufwand 1.010 390 20 50 60 60 60 120 20 20 210 s. b. Aufwand 0

Allokation % IT (z.B.) 0% 30% 10% 10% 10% 10% 10% -100% 10% 10% 0% s . B. Ertrag 0

Allokation absolut. 0 33 11 11 11 11 11 -110 11 11 0 EBIT 1.010

Gesamt inkl. IT Allokat. 1.010 423 31 61 71 71 71 10 31 31 210

Funktionale Sicht

Vertrieb 390

Service 20

Operations 170 = Produktion + Logistik + Einkauf

Produktentwickl. 60

IT 120

HR 20

Finanzen 20

Overhead 210

Total 1.010

Oktober 16

Seite 56


► Struktur der Funktionalen Sicht

Ka

ffe

e-S

erv

ice

Ele

ktro

kle

ing

er.

Ko

nsu

mg

üte

r

Ho

tel

Ka

ffe

e M

asc

h.

Die funktionelle Ansicht weist lediglich die Primären Kosten aus

Vertrieb

Service

Marketing

Produkt-entwicklung

V.+M. Sonstige

Management

Vertrieb und Marketing

Produktion

Logistik

Einkauf

Sonstige

Management

Operations

IT

Finanzen

Management

HR

Admin. Sonstige

Administration

Oktober 16

Seite 57


► Lösungsoption 3: Mapping der TG-Werte nach Konzernlogik

UKV Logistik-dienstleister

Vertriebs-gesellschaft

Summen-abschluss

Eliminie-rung

Konsolidierter Abschluss

Umsatz 100 100 -100 0

Umsatzkost.

Vertrieb -100 -100 -200 +100 -100

Verwaltung

SBE

SBA

EBIT 0 -100 -100 0 -100

GKV Logistik-dienstleister

Vertriebs-gesellschaft

Summen-abschluss

Eliminier-ung

Konsolidierter Abschluss

Umsatz 100 100 -100 0

Personal -70 -70 -70

Material -30 -30 -30

Bez. Leistungen

0 -100 -100 +100 0

EBIT 0 -100 -100 0 -100

Ko

ste

na

rte

nU

KV

-Ze

ile

n (

Ma

pp

ing

)

1

1

Mapping der Kosten des Logistik-dienstleisters in die UKV-Zeile Vertrieb da sie aus Konzernsicht für den Vertrieb angefallen sind.

2

Mapping der Eliminierung analog zu zugrunde-liegendem Konto

2

Ve

rtrieb

Ve

rtrieb

Ve

rtrieb

Option 3: LE Mapping derGruppenlogik folgend

• Keine separate Logik für das Mapping der Konsolidierung notwendig

• Die technische Implemen-tierung ist weniger kompliziert

• LE Präsentation gemäß der UKV-Methode nicht möglich.

• Nur für bestimmte Geschäftseinheiten möglich.

+

-

Oktober 16

Seite 58


• Dient in der Buchhaltung als Anleitung zur einheitlichen Kontierung

• Definiert einen Katalog von möglichen Geschäftsvorfällen und gibt vor, welche Konten des Kontenplans für diese Geschäfts-vorfälle zu verwenden sind

• Definiert, welche Kontierungs-merkmale (z.B. Kostenstellen, Kunden-aufträge) berücksichtigt werden müssen (Pflichtkontierung) oder dürfen (optionales Kontierungs-merkmal)

• Vorgabe von (konzernweit einheitlichen) Methoden zurBilanzierung

• Enthält für die Positionen des (Konzern-) Kontenrahmens Definition, Ansatzkriterien und Bewertungs-kriterien (initial, fortlaufend) sowie ggf. weitergehende Ausweispflichten (z.B. Fristigkeiten o.ä.)

• Enthält häufig Vorschriften zum Ablauf des Abschlussprozesses

• Grundlage für die konsistente Überführung der Einzelabschlüsse auf den Konzernabschluss

• Definition, Zielsetzung, Anwendungs-bereiche von Steuerungsgrößen

• Vorgaben von Controlling-Strukturenwie z. B. GBU, BU, Vertriebswege,Länder, Warengruppen, Kosten-stellenorganisation für funktionale Sicht

• Vorgabe von Methoden/Prozessen:• Prognose, Planung + Vorschau• Terminplan• Diverse Planungsparameter• Definition LE-Verrechnungspreise• Kalkulationsschema• Profitabilitätsanalysen• Entscheidungsfindung bei z. B. In-

vestitionen Preisfindung etc.• Incentive-Regelungen (tbd.)

• Inhalt• Umfang (Konzern, LE)• Kostenplanung (Budget, IST, Prognose)• Verantwortlichkeiten…

Finance & Controlling – Handbuch

Kontierungsrichtlinie(Legale Einheit dem lokalen Recht entsprechend)

Kontierungsrichtlinie(Konzernebene der IFRS-UKV-Methode)

Controlling Manual(Konzernebene der IFRS-UKV-Methode)

Roter Rahmen = COSMO-Scope

(Erste Priorität)

Gelb = von der Konzernzentrale bereitgestellt

Grundlage für

Oktober 16

Seite 59


► Dokumente mit Richtlinien- oder Planparameter-Charakter in Sharepoint-Portal realisiert

Icon „Handbook Fi/Co“

Oktober 16

Seite 60


Neue GuV Struktur gemäß UKV

Neu: Sonder-Themen

Oktober 16

Seite 61


► BPC Release 10.0

► NetWeaver Version 740

► Betriebssystem AIX 7.1

► Unicode ja

► CITRIX-Version 7.9

► Office 2013 inkl. aktuelle Patche

► Logische Partition auf einer

Power 740, 30 GB RAM, 300 GB Disks

► Datenbank MaxDB 7.9

Oktober 16

Seite 62


* GBU = Konsum, Kaffeemaschinen, Hotel** BU = z. B. Kaffeemaschinen-Vertrieb, Kaffeemaschinen-Service

Konzern / GBU* /

BU**

Region/ Land

Vertriebs-kanäle

Marke/Waren-

gruppe**

Intercompany-Partner

Umsatz (Vertrieb) x x x x

Umsatzkosten x x x x

Bruttoergebnis zu Standardkosten x x x x

Umsatzkosten (Varianzen) ( x )

Bruttogewinn x

Vertriebskosten x (x)

F&E Kosten x (x)

Verwaltungskosten x (x)

Sonst. betriebl. Erträge x (x)

Sonst. betriebl. Aufwendungen x (x)

Regionaler Ergebnisbeitrag x

Overhead-Kosten x

EBIT x

x

Oktober 16

Seite 63


SAP SEM BCS SAP BPC

Umsatz nach Business-Units und IC-Partnern

Vorbereitung der BCS-Struktur und Hochladen in BCS mittels Excel-Interface

Umsatz nach Business-Units, Vertriebskanälen, Ländern,

Produktgruppen und IC-Partnern (kombiniert)

3. Arbeitstag +1 Arbeitstag 2. Arbeitstag

- GuV - Bilanz

- Personalstatistik- Investitionen

- Sonstige stat. Informationen

CSM-Mapping und Hochladen der Daten inBPC mittels automatischem Interface

- GuV - Bilanz

- Personalstatistik- Investitionen

- Sonstige stat. Informationen

7. Arbeitstag +4 Arbeitstage (circa) 11. Arbeitstag

Keine Daten Keine DatenUmsatzkosten nach Business-Units,Vertriebskanälen; Kurz-GuV nach

Ländern, Funktionale Sicht

13. Arbeitstag

PrognoseDaten-Eingabe durch Up-Load-Files und/oder via BPC-Eingabe-Masken

Neues Reporting≥15th Arbeitstag

+Konsolidierung+Konsolidierung

2016Dateneingabe durch

KonzerngesellschaftenProzess-Steuerung durch

BeteiligungscontrollingDatentransfer via

Schnittstellenprogramm

2017: Konzern-Reporting fertig am 10. Arbeitstag, 5 Tage weniger als 20162017

Oktober 16

Seite 64

9. Lessons Learned

• Der Erfolg des Projekts hängt vom gesamten Projektteam ab

• Ohne die besten SAP-Berater zu haben, hat WMF ihre Ziele

dennoch erreicht

• Parallel-Projekte (z.B. Shareholder Verkaufs-Prozess) hatten einen hemmenden

Einfluss auf die Verfügbarkeit der WMF-Know-How-Träger

• Eine längere Projekt-Laufzeit hätte sicherlich zu einer besseren IT-Lösung mit einer

potenziell deutlich höheren System-Leistungsfähigkeit führen können (z.B. BPC 10.1 /

weniger Dimensionen)

Kompetenz

Engagement

Stress-Resistenz

Verfügbarkeit

Oktober 16

10. Fragen oder Hinweise?


Seite 66

Agenda

Einführung 09:30



10:45

11:45



Pause

Schlusswort 13:30


Oktober 16

Pause

12:00


Seite 67

Disclaimer & My Background

McDonald’s global revenue VS.

Value of U.S. exports of non-edible fishery product


Seite 68

Digital is the mega-trend of our time, but the explosive growth and impact has barely begun

Digital trends impacting Finance

Finance

Big data

Value-driven analytics

3D-printing

Internet of things

► Much less BI required; significantly simplified IT architecture

► Self-service fruition

► Line-item detail available in real time

► Finance systems need to be able to capture and process data from a variety of IoT sources

► Analytics will enable new insights into performance, with predictive capabilities

► Analytics will require other skills and finance roles than today

► 3D printing will enable local “production” of goods that still need to be controlled end-to-end

► Tax and duty questions also arise

Cloud computing / mobile apps

Cyber security

► Mobile payment will be the norm; Finance systems need to be able to capture payments from all sources

► Blockchain will enable peer to peer financial transactions

► Cloud and mobile will be the norm

► Stronger process and system standardization required

► Cyber security will become a board agenda topic

► RPA and AI will significantly reduce the number of finance resources required

Robotics / AI

Mobile payments / Blockchain

1

2

3

4

5

8

6

7


https://blog.blockchain.com/

https://blog.blockchain.com/

Seite 69

It’s no longer a debate… analytics excellence drives significant economic returns and competitive advantage

*Source: Economic Intelligence Unit. Survey conducted with 530 senior executive across industries (Feb 2013)

77% companies ‘good’ with analytics are also ahead in YOY growth compared to peers

None

None

Substantially ahead

Somewhat ahead

On par

Somewhat behind

Substantially behind

23%

49%

28%

2010

2011

2012

37%58%

67%67% companies gained a significant competitive advantagefrom using analytics (15% increase

from last year and 80% increase from two years ago)

*Source: MIT Sloan Management Review Survey conducted with more than 2500 executives across industries (Mar 2013)

Financial performance of companies ‘good’ with analytics

% of companies indicating a competitive advantage with Analytics


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CFOs are facing new and diverse challenges … and analytics can help drive tangible business value

Three-year change in EBITDA

A recent survey1 of 652 CFOs finds that the use of data and analytics is associated with improved financial performance -- companies who give analytics a very high priority have had higher EBITDA growth over the past three years

1 “Partnering for Performance, Part 3: the CFO and the CIO”, EY 2015


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Essentially, Data Analytics helps on five different kind of questions

Is this A or B?1Is this weird?2 Hoch much

– or –How many?3

How is this organized?4What should I do next?5

Each one of these questions is answered by a separate family of machine learning methods, called algorithms.

Monday Tuesday Wednesday Thursday

18° C

?24° C22° C


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Claude Monet Vincent Van Gogh


Experience how machine learning works

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Claude MonetVincent Van Gogh


Who is the painter?

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Claude Monet Vincent Van Gogh


Who is the painter?

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Vincent Van Gogh


Who is the painter?

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1 + 4 = 5

2 + 5 = 12

3 + 6 = 21

8 + 11 = ?


Choices:

A) 40

B) 19

C) 96

D) Another number

Pattern Detection – Which alternative is correct?

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1 + 1 * 4 = 5

2 + 2 * 5 = 12

3 + 3 * 6 = 21

8 + 8 * 11 = 96

1 + 4 = 5

2 + 5 + 5 = 12

3 + 6 + 12 = 21

8 + 11 + 21 = 40


Pattern Detection

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Applying Data Analytics…starts with Business QuestionAvoid the “Wikipedia Approach"

• Identify the appropriate mathematical algorithms to help uncover patterns within the data

• Compare the results and insights from these alternative techniques

• Choose the most effective visualization technique to convey the key communication topics

• Translate the results back to the business problem

• Infer actionable insights• Take action, inform decisions• Measure results and initiate iterative

improvement, extensions and continuous monitoring of efficiency

• Prioritize the data needed• Identify the relevant and available data

sources• Analyze possible gaps (i.e. missing

important data) and identify possible alternative sources

• Assess the data quality• Prepare, consolidate and set-up the data

• Understand the problem • Address it in a way that it becomes clear

which insights needs to be discovered• Formulate the corresponding business

questions

Business Analysts with industry knowledge and finance problem domain knowledge

Data Manipulation, Management and Governance Professionals

Business Stakeholders and Analysts, Analytics Support organisation (CIO)

Data Modelers, Mathematicians, Statisticians (Data Scientists)

Framing the Business Problem

Taking Action & Measurement Analytics & Visualisation

Information Collection


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Finance Performance & Management Reporting

Procure to Pay

General Accounting

Financial & External Reporting

Budgeting, Planning & Forecasting

Operational Accounting

Policy, Controls, Governance & Compliance

Internal Audit

Treasury

Capital Management & Investment

Tax Planning & Accounting

Investor Relations

Get a deep understanding of the business and its dynamics to serve the business better

OperationsCustomerFinancials

► `

People Social EnvironmentBrand

Data Analytics

BIG DATA & ANALYTICSIT - TECHNOLOGIES


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► Determining the most critical KPIs that drive performance, to allow leadership to focus on the measures that matter

► Integrating operational, market and financial data to create forward-looking business insights

► Changing the way financial information is consumed, using visualization and interactive dashboards with the ability to “drill down” into root causes

► Identifying levers to improve operational efficiency of core finance shared services activities (reducing T&E spend, improving efficiency of A/R and A/P, etc.)

► Improving the speed and agility of the financial close, resulting in more time to analyze results and provide insights

► Uncovering control, non-compliance and fraud issues

► Using analytics to identify the key drivers for driver-based planning

► Predictive modelling to better forecast EPS and support scenario planning

► Enhancing the planning/forecast process by automating certain parts of the plan

► Enhancing analytical capabilities to draw insights critical to the CFO agenda: (liquidity planning, developing pricing strategies, improving working capital, managing indirect expenses, reducing accounts receivable, etc.)

► Enabling data-driven decisions, instead of relying on instinct and gut-feel

Finance organizations are using analytics in four main ways to become better business partners

Decision support

Financial planning and forecasting

Finance operational

improvements

Management reporting and visualization

Business value


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Some illustrative examples of Finance Analytics


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Enabling and foundational capabilities

People

Acquire the right people with analytics focus, multi-disciplinary skillset. Invest in building capabilities in data science, math,and financial modelling.

Tools

Adopt the right analytical toolset for data mining,integration, modelling and visualization. Standardize at the enterprise level

Data Governance

Make data a fourth pillar of the business, and leverage it as an asset. Improve data quality programs and governance policies and standards to build confidence and reliability

Culture

Analytics requires a cultural shift in mindset and ways of working across the organization to embed data driven decision making in a repeatable, systematic way


To make analytics sustainable, finance needs to consider people, technology, data governance and culture

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The current level of analytics maturity for the enterprise overall will help guide how finance begins its journey

Emerging Developed Advanced

Data/TechnologyBU-level data, data management not a key priority, poor data governance

Enterprise deployment of analytical tools; master data management initiatives underway

Relentless pursuit of new data and metrics. Data viewed as strategic asset

PeoplePockets of analytics talent but not pervasive

Senior leaders recognize the importance of analytics and developing analytic capabilities

Strong leaders behaving analytically and showing passion for analytical competition

InitiativesDisparate initiatives, not all of strategic importance or prioritized

Value-generating initiatives prioritized and executed across the organization

Analytics integral to company strategy

Enterprise approach (governance)

Localized analytics, local value

Hybrid operating model to empower BUs with corporate coordinating and enabling key capabilities across

Analytics tools and infrastructure extended broadly and deeply across enterprise

How finance can start on analytics

Identify quick wins to demonstrate the value of analytics and build credibility; find partners in the business to collaborate on analytics initiatives

Identify high-value areas to generate analytics insights;leverage existing analytics resources and tools from across the organization

Use the organization’s focus on data and analytics as a mandate to invest in finance’s capabilities; consider how analytics can transform the finance organization and function

Analytics maturity of the broader organization


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Your Contact Person


Torsten Kiewert

Executive Director

Ernst & Young GmbHWirtschaftsprüfungsgesellschaft

Arnulfstraße 59

80636 München

Telefon: 0160 939 13974

Email: [email protected]

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Agenda

Einführung 09:30



10:45

11:45



Pause

Schlusswort 13:30


Oktober 16

Pause

12:00


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Vorausschau: Termine für den 6. FPD (Frühjahr 2017)


Mittwoch, 26. April 2017

EY Düsseldorf

Graf-Adolf-Platz 1540213 Düsseldorf

Dienstag, 9. Mai 2017

EY Stuttgart

Flughafenstraße 6170629 Stuttgart

Mittwoch, 17. Mai 2017

EY Frankfurt

Mergenthalerallee 3–565760 Frankfurt am Main

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Agenda

Einführung 09:30



10:45

11:45



Pause

Schlusswort 13:30


Oktober 16

Pause

12:00
