TRANSITION TO MORE FLEXIBILITY DURING FINACIAL CRISIS (16 MM)

Customer: Middle-class automotive supplier, owner managed  (Manufacture car seating), consisting of 5 companies and 8 plants (Germany, Poland, Brazil, Spain, United Kingdom)
Function: Head of sales controlling (headquarter) (vacancy bridging)
Situation: Financial crisis worldwide, hard-steering organisation, poor reporting-quality, non-transparent cost-structure
Request: Analyse data quality and revise sales reporting
Further
Request::
Implement fast-close
Implement actual cost based calculation
Build up cost-of-sales-calculation at group level
Review & check P&L’s cost-of-sales-format

 

 

 

 

 

 

Project result:

  • Installation of a system-based, timely delivered and understandable sales reporting for 5 companies and 8 plants:
    target-performance comparison weekly and monthly
  • Fusion of sales and purchase controlling to 1 department “business controlling”
  • Relocation of the various located financial departments to 1 place
  • Transition month-end closing process to fast-close-standard
    (reduction of 10 working days)
  • Implementation of actual cost based calculation: Elimination of calculative depreciation and calculative direct labour, disclosure of mark-ups, disclosure of steel portion
  • Installation of cost-of-sales calculation at group-level via SAP BW
  • Review P&L-cost-of-sales oriented format and disclosure of the real cost driver for further cost reduction