2007 Coca Cola Enterprise SAP Business Planning and Consolidation NW Version 10 Implementation Journey

8/10/2019 2007 Coca Cola Enterprise SAP Business Planning and Consolidation NW Version 10 Implementation Journey

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Coca Cola Enterprises

SAP BPC NW Version 10

Implementation Jou rney


2/18

CCE Overview

$8.3 billion revenue

620 million physical cases

600,000 pieces

of cold drink equipment

17 manufacturing

facilities

13,250 employees


3/18

CCE Brands

Sparkling soft drinks Still drinks

Sports and Energy Drinks Water


4/18

Our Bottling Operations at a Glance

Concentrate

Plants

Warehouse &

Transport

Vending

Machines& Coolers

Customers

ConsumersBottling

Plants

Ingredients &

Packaging


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5*** DraftConfidentialCCE Internal Use Only ***

The Long Range Planning

Process at CCE

A yearly strategic look at the business spanning the next three to five years

Setting targets on sales volumes, prices, costs and operational expenses in

order to gain insights into company profitability for future years

Assumptions around inflation, exchange rates, commodity prices andother cost factors

Consolidated Plan/Actual Variance reporting

Driver-based approach with the ability to allocate, spread and extrapolate

Consolidated reports to analyze the plan data & Perform Plan/Actual

comparisons


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Financial Planning - Business Drivers of Change

No Integration with coreERP system

Non-standardizedprocesses across business

units

Volumes : excel is at itslimits

Limited SimulationCapability

No reporting engine

Data Inconsistency

Inefficient & Iterationstaking too long

Multiple Versionshard tocollaborate

Reporting is adhoc and notintegrated

Time Spent onconsolidating the plans

Integrated with core

systems, hierarchies

Quick turnarounds,accurate and reliable

Integrated and unified

approach for all businessunits

Simulation capabilities &What-If scenario analysis

Legacy State Challenges Required Capability

Excel


7/187*** DraftConfidentialCCE Internal Use Only ***

Scenario Analysis

How do the still

portfolio and its

contribution to CCE

differ by geography?

What will be the impact

on the business if the

current category growth

and mix continues?

How does Depreciation

evolve given LRP Capex

assumptions and what is

impact of a 5%

reduction in Capex?

What is the impact of a 5%

increase in sugar prices on

CCEs P+L, and how much

extra price would be

required to cover?

How will the growth of

hard discounters impact

the volume shape andprofitability of CCE?

What is the impact ofchanging exchange

rates on the value

creation in CCE at an

earnings level?



LRP -Project Scope

Volumes

Net Prices

Cost Drivers(Concentrate, Sugar,

PET etc.)

Headcount

Inflation &

Salary Inflation

DRIVERS FOR

SCENARIO

MODELING

Volume

Growth

Price Changes

Discount Rates

COGS, Delivery

& Warehousing

Rates

OPEX Rates

ASSUMPTIONS

CAPEX Rates

Net

Revenue

COGS,Delivery &

W/H

Full Delivered

Margin

OPEX

EPS

ROIC

Gross Margin

Operating

Income

Corporate Targets External FactorsVolume

Targets /

Growth Rates

Revenue, OI and

EPS Growth Targets

ROIC / Free

Cash flow

Interest

Rates

Exchange

Rates



9 Key Design Principles

1. Integrated with core ERP / Data Warehousing platforms & Leveraging

existing master data and hierarchies2. Facilitate goal setting at high-levels and cascading down to lower-levels

3. Driver-based approach with the ability to allocate, spread and extrapolate

4. Ability to extrapolate from baseline data & Make one-off adjustments

5. Handle currency / Unit of Measure conversions on the fly

6. Perform and save multiple iterations / versions of the long range plan

7. Ability to manage and consolidate Business Unit plans quickly and

efficiently8. Owned and maintained by business

9. Consolidated reports to analyze the plan data & Perform Plan/Actual

comparisons



Tool Selection SAP BPC was chosen to be the planning tool after the tool assessment

process

Factors considered during the decision-making process

- Ability of the tool to meet all the business requirements

- Flexibility / Ease of use for user-adoption

- Financial consolidation capabilities (for future phases)

- Integration with other (transactional/data warehousing) platforms in

CCEs systems landscape

- Scalability

- Tool of choice for other companies in CPG industry



BPC NW 10.0Ramp-Up Program

Decision to participate in SAPs BPC NW 10 Ramp-Up program (Oct2011)

- Leverage latest capabilities offered by BPC 10 & New EPM Add-In

- No need for an upgradeNew (standalone) installation

Engaged SAP Technical Services Team to perform the BPC v10. installation

Worked with SAP Ramp-Up coach to

- Validate high-level technical solution & Identify potential areas

of risk and ways to mitigate them

- Escalate & get rapid resolution to product related issues that

came up during implementation



Project Timeline


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Project Team Structure

Role Responsibilities Organization

Project Sponsor(s)Has ultimate accountability for project. Has final approval of all scope changes, and signs off on

approvals to proceed to each succeeding project phase. Visible project champion and legitimizes the

projects goals and objectives

CCE Business / IT

Business Lead

Drives business functionality detail, ensures requirements and design are in-line with business

expectations. Works closely with all team members on the functional aspects of the system. Acts as a

liaison between Business and IT Resources

CCE Business

IT Lead

Oversees technical aspects of the project and ensures technical design is in line with CCE best

practices. Coordinates various technical activities including client installations and server

maintenance. Escalates software issues to SAP. Acts as liaison between IT and Business Resources.

CCE IT

IT Project Manager

Drives the day-to-day implementation activities and has responsibility for project oversight, status

reporting, risk identification and mitigation. Makes sure all project resources are focused on their

assigned tasks, tracks progress to meet timelines.

Column5

Functional Business

Consultant

Responsible for development of the Functional Design Document and ensures all requirements are

adequately addressed. Involved in system build reviews to ensure that Business requirements have

been met.

Deloitte

Solution Architect

Responsible for development of the Technical Design Document based on the functional

specifications detailed in the Functional Design Document. Oversees the application build and ensures

BPC best practices are implemented.

Column5

SAP BPC Developer Builds the BPC dimensions, models, input forms and reports according to Technical Design using SAPbest practices.

Column5

SAP BW Data Integration

Developer

Builds the transactional and master data integration and automation from sources (BW Info Providers)

into SAP BPC.CCE IT

ABAP DeveloperBuilds the BADIs according to the technical specifications. Works closely with the SAP BPC developer

to make sure the code provides desired resultsCCE IT

Column 5


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High-Level System Overview

SAP ECC

SAP BW 7.0 (Main Data Warehouse)

LRP

Mode

l

SAP BW 7.3

Master DataTransactional Data



SAP BPC Input Forms / Reports

18 Input Forms

16 Reports

8 Script Logic /

Business Add-Ins



What worked well

Early Prototype development to prove the capability of the SAP BPC to

business users

Mock-up screens for the input forms with explanation of the

functionality required along with dimensionality

Review sessions to go over the input forms / reports as they were being

built

Customized user-training before testing phases

Early Start on data migration activities (data mappings, conversions,

formatting excel files, validations etc.)

Stress testing to ensure that system is properly sized



Lessons Learned

Training and Change Management Strategy

Testing

End-User involvement


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2007 Coca Cola Enterprise SAP Business Planning and Consolidation NW Version 10 Implementation Journey

Documents