SAP BPC Online Training from KMR

SAP BPC OVERVIEW BY

KMR Software Services

http://www.kmrsoft.comEmail : [email protected]

Ph: +91 9966003349Skype : KMRSS.SAP

1

SAP Trainings by KMR Software Services Pvt Ltd. Email : [email protected] / [email protected]

http://www.kmrsoft.com/

mailto:[email protected]


Planning & Budgeting with SAP BPC



Introduction of SAP BPC(EPM 10 NW)

Fundamentals of BPC

BPC Architecture & Administration

Reporting in BPC

Integration of BW to BPC

BPF, Work Status

Agenda



How BPC evolved? In 2004, SAP decided to create a next generation planning solution called Integrated Planning (BW-IP), which would be the successor of BPS. It looked like it would be a strong solution. However impressive , the technical advantages of BW –IP only solved part of the equation; the reality was that many businesses were growing tired of IT departments having to own and maintain planning and consolidation solutions with IT support, not ownership. In 2007 SAP formed a new organization focused on the business user. So a Enterprise Performance Management team was launched under this area to address the needs being expressed by the CFO suite. So EPM team evaluated potential acquisitions that had the desired ease-of-use and simplicity, and discovered them with OutlookSoft. The user environment was native Excel, which Finance users live and breathe by. Members of OutlookSoft and SAP were summoned to SAP headquarters in Walldorf. A business scenario was created and two teams were formed. The first was SAP and included BW experts, ABAP developers, web application development members and finance personnel. In the other corner was the OutlookSoft team made up of a couple finance users with no data warehousing or development skills. The two teams split up and started building their planning applications using the two different solutions, BW-IP and OutlookSoft. After thirty minutes, the OutlookSoft team came back with the completed application; it took SAP team over six hours to build the same application using BW-IP. This sealed the deal within SAP and the acquisition of OutlookSoft gave SAP the best user experience in the industry, planning and Consolidation in one product. The rest is history.



Concepts of Planning

Planning : It involves thinking ahead and formulating a set of activities you will execute in future; in other words, it is the process of modeling or projecting future business activities. It is on high level.Budgeting : It is the process of allocating resources once the planning process is approved and accepted by the company’s management. It is on detail level.Forecasting : It deals with the realization of the plan, and is used as a monitoring mechanism to facilitate the success of planning. Business environments do not remain the same – what was planned yesterday may not be same today. It is done during the course of the current budget year with a key objective to provide visibility on the current state of the business in a timely manner so that corrective action can be taken when there is significant difference between the current state of the future and what was planned for during the planning process.



Concepts of Planning“People do not plan to fail, but they fail to Plan”. The planning, budgeting and forecasting concept is critical to the

success of the corporation. Common error is the fact that they didn’t plan enough and didn’t plan proactively.

Its very difficult to plan, budget, or forecast in an accurate, timely and consistent way.

Planning is not like consolidations, where someone else (GAAP or IFRS rules and regulations from the government) is telling you how to do it and when to do it, the consolidation process.

Planning process is done on its own and is somewhat unique to the different industries.

Planning process is the lifeblood of the short-term and long-term revenue stream of a corporation and the overall income/expense process within a corporation.



Concepts of Planning - Planning HorizonThe Planning horizon determines the time frame for planning. Planning horizons are divided into Short Term Planning: The planning time frame in short term is usually a year or less. Business use this when it has clear cut goals such as cutting costs, increasing labor productivity by freezing new hires and effectively training the work force.Medium Term Planning: It covers a period of one to three years. Business uses this when it plans to increase market share in a particular segment of the business.Long Term Planning: When the duration of planning exceeds more than three years. Business uses this when there is a long gestation period between initial investment and final realization of sales and profits especially in Manufacturing industries or Infra Structure industries.



Concepts of Planning - Planning Types

Operative Planning: It is used for short term and is generally conducted at company’s operational level. It rely on a bottom-up planning approach. Employees at the bottom level of the hierarchy may be a part of the planning process to make it successful.Tactical Planning: It is associated with planning for the medium term and is generally conducted at company’s divisional level. Company’s Mid level management plays a vital role.Strategic Planning: It is associated with the planning for the long term and is generally conducted at the Organizational level. Company’s Management usually plays a major role in this type of planning.



Concepts of Planning - Planning Types



Concepts of Planning - Planning Areas Planning is a generic function applicable to all area of business. Finance: Liquidity Planning : focuses on planning for maintaining optimal cash flow to be

able to run the business. For AR and AP estimation. Cost Center Planning : is done for operational, non operational, and capital

expenditure costs the company will incur at various cost center levels. Asset Planning : is concerned with the planning for the purchase of new assets

and the disposal and maintenance of existing assets, based on the company’s objective.

Profitability Planning : determines profitability by identifying sales revenue and costs that will be incurred in the future.

Production: how much to produce and when and where to produce it in order to meet the market/customer demands. Variables such as seasonal behavior, geographic demand are considered when planning for production.Human Resources: This area of planning is especially important in industries that require large numbers of employees and where specialized skills are required for realizing the objectives of the business. Costs associated with it has direct impact on the financial planning.



Concepts of Planning – Common Scenarios for Planning in Business

Gross Profit Margin Planning Profit & Loss and Balance Sheet Planning Investment Planning Labor Planning/HR Planning Sales Planning

Considerations in Planning: Importance Skills Internal Data Governance Communication Monitoring Planning Method Participation



Planning Execution Time Frame



Integrated Planning



Concepts of PlanningWhat Problem Are We Trying to Solve?The Gap between Execution and Strategy

Today, companies struggle to bridge the gap between strategy and execution to optimize their business performance.

Strategy disconnected from operations

Decisions made without context

Information locked in storage

Misaligned action across organization

Strategy / Vision

Execution



Examples and Typical matters

In practice, key issues of the process could be summarized as follows:

Strategically disconnected:a great number of companies report have no link or weak link between the strategy and the budgeting process

Strategically disconnected:a great number of companies report have no link or weak link between the strategy and the budgeting process

Slow:a large number of organizations have not a single tool supporting the budgeting process and as result completing an annual budget usually takes many days

Slow:a large number of organizations have not a single tool supporting the budgeting process and as result completing an annual budget usually takes many days

Expensive:the budgeting process requires the collaboration of all departments and the aggregation of all single data

Expensive:the budgeting process requires the collaboration of all departments and the aggregation of all single data

Unreliable:management is routinely surprised by the variances between communicated expectations and results

Unreliable:management is routinely surprised by the variances between communicated expectations and results



Concepts of PlanningWhy is there a Gap? Employees don’t understand how the strategy affects them, and how

their decisions impact others. It’s unclear as to who is accountable for ensuring execution of initiatives,

projects, and tasks. Management systems don’t empower employees to make their own

decisions. There’s no formal mechanism for tactics to influence strategy or to share

best practices. There’s no link between the budgeting process and strategy. Very often strategy is managed using inadequate tools that require much

manual tracking and updating e.g. spreadsheets, powerpoint, word documents, email

Plus … there needs to be Executive Commitment and a culture of performance management



Concepts of Planning - SolutionAlignment and Communication is key



Fundamentals of BPC

Welcome to the “The budgeting process with SAP BPC” course aimed at:

Introducing SAP BPC features and benefits for planning and budgeting cycle management

Pointing out common matters and issues to take into account and clear out whenever you analyze, assess, and design the planning and budgeting cycle

Providing you with consistent guidance as well as hits and tips to roll out an effective budgeting process efficiently empowered by SAP BPC

Sharing experience



Fundamentals of BPC

What this course is not about?

Not a genie with 3 wishes, black art, crystal ball gazing

Not a guide to successful project Management Not the perfect project approach



Fundamentals of BPC

ALIGN

Strategy Plan

CPM

ALIGN

Strategy Plan

CPM

ProcessTechnologyData ManagementGovernanceCulture ProcessTechnologyData ManagementGovernanceCulture

The budgeting combines historical data and economic trends with the Top Management vision, as a result budgeting is key to establish, keep, and maintain a tight linkage between strategy and operations

…Nothing more than: spending money knowing what targets need to be met

to get a bonus driving action influencing behaviors adjusting direction beating the competition creating value more effectively and

efficiently

EPM Methodology – Where we are…



Fundamentals of BPC

Implementing a EPM framework enhances management effectiveness and overall performance in a variety of ways:

Improves decision making capabilities Improves progress by allowing line of sight into operational performance and

compliance Allows management to spot potential problem areas and address them

proactively Enables management to focus on areas requiring their attention and decisions Facilitates process improvement and provides a common yardstick to measure

goal attainment Potential for business intelligence (BI) capabilities (predictive, forecasting, root

cause, etc.) Provides quick analysis of functional areas Aligns employee performance with corporate and business unit goals Enables more collaborative processes Increases employee awareness of corporate strategy Reduces costs involved in Management Information1



Advantages of SAP BPC tool

How SAP BPC can support the budgeting process?

SAP Business Planning and Consolidation is a single, unified, Enterprise–wide solution. It represents a web–based, collaborative solution that unifies the business planning and performance management process, and integrates and manages the financial process

Strengths of the tool

Created, maintained and run by the business users

Created, maintained and run by the business users

Unified planning, reporting and consolidation

Unified planning, reporting and consolidation

Agile planning process driven by end users

Agile planning process driven by end users

Microsoft Office provides a familiar user interface

Microsoft Office provides a familiar user interface

Fast end users acceptance means immediate time–to–value

Fast end users acceptance means immediate time–to–value

Provide modeling capability to develop plans and budgets and link to KPI’s/Strategic Plans

Provide modeling capability to develop plans and budgets and link to KPI’s/Strategic Plans



Budget Process TypesSome types of budgeting processes…

Top–Down

Blended

Bottom–Up

Flexible

Zero–based

Rolling Forecasts



Budget process types

Approaches to Budgeting: Top–Down budgetingWorks well for organizations with highly inter–related divisions, those in crisis situations, and for budgeting over longer time horizonPro: Fewer iterations required, often a better fit with flexible budgetingCons:

Line managers may feel removed from the process; innovation may be stifled

Most annual budget processes encourage and reward “gaming” “Stretch numbers” used for target setting are usually unsuitable

for resource planning purposes Overly tight control from the centre may stifle innovation and

reduce agility at a local level



Budget process typesApproaches to Budgeting: Bottom–Up budgeting A good fit for diverse organizations that require creative management at the unit levelPro: Increased department–level responsibility and sense of ownership

Cons:Can lack control and consistency, may overlook certain corporate objectives and can be time–consumingToo infrequent to provide actionable informationAnnual performance contracts hard wired to budget targets, make it difficult to respond to unforeseen opportunities or threatsMost annual budget processes encourage and reward “gaming”




Approaches to Budgeting: Blended budgetingIn practice, most organizations use some manner of blended or “counter–current” budgeting process.All too often, these blended processes combine the time–consuming and costly nature of bottom–up budgeting with the minimal sense of unit–level ownership and lack of innovation that can result from the use of top–down budgetingWhile often the right answer, organizations need to be particularly vigilant to avoid falling into a “worst of both worlds” scenario




Approaches to Budgeting: Flexible budgetingFlexible budgeting predicts results over a range of possible operational outcomes

Segregates controllable from non–controllable expenses

at a high–level

Uses key drivers and activity bases for predicting

performance

More effort is involved upfront, but rework is reduced

and budgets stay more relevant throughout their useful lifeSAP Trainings by KMR Software Services Pvt Ltd.

Email : [email protected] / [email protected]


Budget process typesApproaches to Budgeting: Zero–based budgeting With the traditional budgeting techniques, every department must justify only the increases over the previous year’s budget level. With the zero–based budget, every function is reviewed and all expenditures must be approved rather than only the increases.Pros: More efficient allocation of resources as it is based on the actual company’s needsIdentifies and eliminates wasteful and obsolete operationsCons:In a large organization, the volume of forms may be so large that no one person could read it allTime Consuming



Budget Process TypesApproaches to Budgeting: Rolling forecast The most forward–thinking organizations are replacing the annual budget with a rolling forecast. Making this move makes sense for organizations that are:

Empowered at the unit level; line managers have access to actual performance information in near–real time, and have the tools and know–how to translate recent performance information and experience into accurate near to mid–range forecasts

Disciplined at the unit level; keeping the forecast accurate and up to date is an imperative

Managed by a corporate management team comfortable with reduced detail (but presumably higher accuracy) in near and mid–range performance estimates

Actual Data Budget Data+SAP Trainings by KMR Software Services Pvt Ltd.

Email : [email protected] / [email protected]


Project approachThe main steps of our operative methodology for managing a BPC project are:

RealizationPrototypeAnalysis

• Realization, based on the identified business requirements, of a prototype which takes into consideration all necessary data, reports, and processes

• Plan and execute workshop aimed to show defined solution

• Realization, based on the identified business requirements, of a prototype which takes into consideration all necessary data, reports, and processes

• Plan and execute workshop aimed to show defined solution

• Testing of the application in order to identify potential misalignment

• Data loading through automatic systems

• Reconciliation of historical data through control reports

• Testing of the application in order to identify potential misalignment

• Data loading through automatic systems

• Reconciliation of historical data through control reports

• Understanding the organization business model

• Understanding the As–Is of the planning and control process

• Design of the new scenario (To–Be)

• Understanding the organization business model

• Understanding the As–Is of the planning and control process

• Design of the new scenario (To–Be)



The tools used for managing SAP BPC Planning ProjectFundamentals of BPC - Project approach

• Typical BPF• Reporting package

• Typical BPF• Reporting package

• Business Blueprint• Project Plan

• Business Blueprint• Project Plan

• Test documentation• Technical documentation

• Test documentation• Technical documentation

• Typical Proposal• Typical Proposal

Applicationmaintenance

Exam

ple

of d

eliv

erab

les

PricewaterhouseCoopers Advisory Page 30

Budgeting & Reporting process with SAP BPC

Business process flow

BPF Budgeting / Pre-closing:

Estimation details

Balance Sheet

Profit & Loss Intercompany

Report

Opening

Logic

Submit/Approval

Versioning

1a

5 6

4

7

2

Check3

BPF Reporting flow

BPF Budgeting/Pre-closingflow

BPF Consolidation flow

Input schedule

Report

Task

LEGEND

Inizializzazione

1b

PricewaterhouseCoopers Advisory Pagina 38

Dimensioni – AccdetailB (2 di 3)

Soluzione: la dimensione AccdetailB viene utilizzata secondo lo schema seguente:

Modello SAP BPC

Conto Economico

DicNovOttSetAgoLugGiuMarAprMarFebGen

Stato Patrimoniale

DicNovOttSetAgoLugGiuMarAprMarFebGen

F_CLO

F_APEF_MOV …

F_TOT

Per i dati di Conto Economico, viene caricato/elaborato mensilmente il saldo del periodo di riferimento

Per i dati di Stato Patrimoniale, é acquisito a gennaio il saldo di apertura (F_APE) e sono acquisiti mensilmente i movimenti del periodo (F_MOV), secondo i flussi necessari all’elaborazione del Rendiconto Finanziario. Il saldo del periodo è dato dalla somma (F_TOT)

La Measure consente poi di sommare i movimenti del periodo (PERIODIC), sia di CE sia di SP, per determinare in automatico i valori progressivi alla data (YTD)

Measure “YTD”

Mea

sure

“P

erio

dic

”

Quick Reminder: F_CLO: saldo del periodo di riferimentoF_APE: saldo di aperturaF_MOV: movimenti del periodo (incrementi / decrementi)F_TOT: somma del saldo del periodo

ID Task Name % Complete Start Finish

1 Group Management Reporting con SAP BPC 0% Mon 02/02/09 Mon 01/06/09

2 Analisi e Setup del modello 0% Mon 02/02/09 Tue 10/03/09

3 Analisi dell'attuale reporting package 0% Mon 02/02/09 Fri 06/03/09

4 Individuazione delle informazioni da raccogliere 0% Mon 02/02/09 Thu 05/02/09

5 Strutturazione delle informazioni all'interno del modello multidimensionale0% Fri 06/02/09 Mon 09/02/09

6 Definizione del Modello Dati 0% Tue 10/02/09 Wed 11/02/09

7 Definizione dei Business Process Flows 0% Thu 12/02/09 Fri 13/02/09

8 Definizione dei Profili di Accesso 0% Mon 16/02/09 Tue 17/02/09

9 Redazione e Approvazione Business Blue Print (BBP) 0% Thu 05/03/09 Fri 06/03/09

10 Setup del Modello 0% Mon 09/03/09 Tue 10/03/09

11 Supporto all'installazione 0% Mon 09/03/09 Mon 09/03/09

12 Creazione ambiente di sviluppo 0% Tue 10/03/09 Tue 10/03/09

13 Sviluppo del Prototipo 0% Wed 11/03/09 Thu 23/04/09

14 Creazione dimensioni e membri 0% Wed 11/03/09 Mon 16/03/09

15 Creazione Cubi REPORTING, RATE, OWNERSHIP 0% Tue 17/03/09 Wed 18/03/09

16 Creazione Schede di Caricamento 0% Thu 19/03/09 Wed 01/04/09

17 Creazione Controlli 0% Thu 02/04/09 Tue 07/04/09

18 Creazione Stampe di Output dinamiche (10) 0% Wed 08/04/09 Tue 21/04/09

19 Impostazione regole di conversione e di consolidamento 0% Wed 08/04/09 Mon 13/04/09

20 Creazione regole di inizializzazione budget e forecast 0% Tue 14/04/09 Fri 17/04/09

21 Creazione dei Business Process Flows 0% Mon 20/04/09 Thu 23/04/09

22 Test 0% Fri 24/04/09 Fri 08/05/09

23 Caricamento consuntivi DIC 2008 società gruppo LOI 0% Fri 24/04/09 Fri 01/05/09

24 Verifica delle procedure di raccolta, controllo e consolidamento dei dati 0% Mon 04/05/09 Fri 08/05/09

25 Go Live e supporto 0% Mon 11/05/09 Mon 01/06/09

26 Attivazione dell’ambiente di produzione 0% Mon 11/05/09 Wed 13/05/09

27 Creazione utenti e verifica profili di accesso 0% Thu 14/05/09 Fri 15/05/09

28 Formazione agli utenti di sede (gruppo di lavoro Tenova) 0% Mon 18/05/09 Wed 20/05/09

29 Supporto al primo processo di raccolta dei dati di consuntivo 0% Thu 21/05/09 Mon 01/06/09

30 Project Management 0% Mon 02/02/09 Thu 28/05/09

PWC - 50%, TENOVA - 50%

PwC 100%

PwC 100%

PWC - 80%, TENOVA - 20%

PWC - 80%, TENOVA - 20%

PWC - 80%, TENOVA - 20%

PWC - 50%, TENOVA - 50%

PwC 100%

PWC - 80%, TENOVA - 20%

PwC 100%

PWC - 80%, TENOVA - 20%

PWC - 80%, TENOVA - 20%

PWC - 50%, TENOVA - 50%

PWC - 80%, TENOVA - 20%

PWC - 80%, TENOVA - 20%

PWC - 80%, TENOVA - 20%

PWC - 30%, TENOVA - 70%

PWC - 50%, TENOVA - 50%

PWC - 80%, TENOVA - 20%

PWC - 50%, TENOVA - 50%

PWC - 50%, TENOVA - 50%

PWC - 50%, TENOVA - 50%

02/02 09/02 16/02 23/02 02/03 09/03 16/03 23/03 30/03 06/04 13/04 20/04 27/04 04/05 11/05 18/05 25/05February March April May

Step del BPF%

completamentoTest To do Note

STEP 1 - SET-UPApertura Actual da preclosing 100%Apertura Actual da consuntivo 100%Apertura Budget 100%Inizializzazione Preclosing 100%STEP 2 - PARAMETRIImposte 100%Aliquote ammortamento Creare scheda per imputazione aliquote ammortamentoAssumption di budget 100%Curve di mensilizzazione CE 100%Curve di mensilizzazione SP 100%Giorni incasso bollette Creare scheda per imputazione giorni di incassoGiorni incasso fatture Creare scheda per imputazione giorni di incassoSTEP 3 - ACTUALImport da SAP R3 100%Import da SAP R3 con stime 100%Inserimento dati di CE 100%Inserimento dati di SP 100%Inserimento dati di RF 90% Verificare correttezza scheda input RFControllo dati 100%Elaborazione dati Creare logicaReport di CE 100%Report di SP 100%STEP 4 - PRECLOSINGInserimento dati di CE 100%Inserimento dati di SP 100%Inserimento dati di RF 90% Verificare correttezza scheda input RFControllo dati 80% Creare reportElaborazione dati Creare logicaReport di CE 100%Report di SP 100%STEP 5 - BUDGETInserimento dati di CE 100%Inserimento dati di CE HQ 100%Inserimento dati di SP 100%Inserimento dati di SP HQ 100%Inserimento dati di RF 90% Verificare correttezza scheda input RFControllo dati 80% Creare reportElaborazione dati 100%Report di CE 100%Report di CE HQ 100%Report di SP 100%Report di SP HQ 100%STEP 6 - OFFICIALControllo totale 100%Dashboard Budget 100%Versioning 100%Approvazione dati 80% Definire work statusReport ufficiali 100%

RealizationPrototypeAnalysis



Different component of a budget process

Both in the analysis / Design phase and after in the implementation phase, we will use Invenio reference model to realize the improvement to the actual budget process in terms of:

a more Efficient and Simple process; accuracy e accountability (data

collection through secure processes managed centrally and delegated to local user/function);

Speed up the process through automatism and closed calendar

Flexibility: realization scenario simulation (market, currency, etc.)

budget/actual coherence for obtaining a compliant variance analysis

Provide the users with an independent vision and real time/quick information

P&L

SalesPlannig

Purchase cost Budget

PersonnelBudget

Headcount, FTE, etc

Quantity, Pricing,Payment Condition, etc.

Non- direct costBudget

CAPEXBudget

Reference Framework

Unit cost, quantity, VAT, payment condition, etc

Descriptive example



Different component of a budget process

Tangible and Intangible Assets

TFR, debiti, PFN

At the same time, to obtain a financial planning, we will realize:The Budget

completeness with the Balance Sheet area

Provisional and Actual Cash Flow with the relevant analysis dimensions

P&L

Budget dei costi indiretti

CAPEXBudget

Reference Framework

Balance Sheet Cash Flow

VAT, etc.

Billings and Encashment Analytic Plan

Billings and Encashment Analytic Plan

Debts, Credits and Net Financial Position

Descriptive

example

SalesPlannig

Purchase cost Budget

Quantity, Pricing,Payment Condition, etc.

Unit cost, quantity, VAT, payment condition, etc

PersonnelBudget

Headcount, FTE, etc

Non- direct costBudget



Fundamentals of BPC - Link between economic/financial planning and operative planning

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Group Consolidation

Business Unit Consolidation

Planning Items (Harmonized Cost Obj and CoA)

Harm

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BU/MU level

Group level

Profit and Loss

OPEX

Sales Margin

…

Balance Sheet

Depreciation

Assets

…

Cash Flow

Free Cash Flow

Liabilities

…

KPI’s

Non Financial KPI’s

Financial KPI’s

…

Production (e.g. Power generation, … )

Production specific OPEX(e.g. Production, maintenance, project execution, material handling, …)

CAPEX(e.g. Project, CAPEX, Fixed Assets, IT Projects)

Working capital

Financing cash flow(e.g. Increasing Capital stock, Dividends)

Financial KPI(e.g. EBITDA, EBIT, CAPEX, Cost to serve, Cost to acquire)

Sales specific OPEXSales

Market Unit specific dimensions

MU 1

MU 2

MU …

• Harmonize Key Figures• Same main figures for all Market Units• Reconciliation

Consol View for Entityand for Market

• Market View• Business View• Consolidated View

IC&PL Key figures Personnel Margin Interco detail

Operating data capture

Specificdetail per MU

• Technical cubes for simulations

• Mid–Term Consolidation

• Key figure• Simulation at Group

level

• Common target item for Market UnitConsolview for

business

Inter–business view MU Consolview

Group target check

Check dashboard

B

C

C

B

B

C

C

A


Link between economic/financial planning and operative planning


• Top–down targets, …• Top–down forecast• Automatic report generation from

operational planning data

Link between economic/financial planning and operative planning

• Bottom–up plans, sub–plans, …• Bottom–up forecast• Integration between MU and BU plans,

though keeping each MU and BU peculiarities

Economic/Financial Budget

Operative Budget

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Group Consolidation



Harm


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BU/MU level

Group level

Profit and Loss

OPEX

Sales Margin

…

Balance Sheet

Depreciation

Assets

…

Cash Flow

Free Cash Flow

Liabilities

…

KPI’s


Financial KPI’s

…

Production (e.g. Power

generation, … )

Production specific OPEX(e.g. Production, maintenance, project

execution, material handling, …)

CAPEX(e.g. Project, CAPEX,

Fixed Assets, IT Projects)

Working capital

Financing cash flow(e.g. Increasing Capital stock,

Dividends)

Financial KPI(e.g. EBITDA, EBIT, CAPEX, Cost

to serve, Cost to acquire)



MU 1

MU 2

MU …








• Mid-Term Consolidation

• Key figure• Simulation at

Group level

• Common target item for Market UnitConsolview

for business

Inter-business view MU Consolview

Group target check

Check dashboard

B

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B

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Harm


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Custom

BU/MU level

Group level

Profit and Loss

OPEX

Sales Margin

…

Profit and Loss

OPEX

Sales Margin

…

Balance Sheet

Depreciation

Assets

…

Balance Sheet

Depreciation

Assets

…

Cash Flow

Free Cash Flow

Liabilities

…

Cash Flow

Free Cash Flow

Liabilities

…

KPI’s


Financial KPI’s

…

KPI’s


Financial KPI’s

…

Production (e.g. Power

generation, … )

Production specific OPEX(e.g. Production, maintenance, project

execution, material handling, …)

CAPEX(e.g. Project, CAPEX,

Fixed Assets, IT Projects)

Working capital

Financing cash flow(e.g. Increasing Capital stock,

Dividends)

Financial KPI(e.g. EBITDA, EBIT, CAPEX, Cost

to serve, Cost to acquire)



MU 1

MU 2

MU …








• Mid-Term Consolidation

• Key figure• Simulation at

Group level

• Common target item for Market UnitConsolview

for business

Inter-business view MU Consolview

Group target check

Check dashboard

B

C

C

B

B

C

C

A

Economic/Financial Budget

Operative Budget




ThanksKMR Software Services

http://www.kmrsoft.comEmail : [email protected]

Ph: +91 9966003349Skype : KMRSS.SAP


http://www.kmrsoft.com/


Education

SAP BPC Online Training from KMR