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Transcript of Budget Project
Business Planning System
(BPS) Benefits of the new module Target and more time on value-added analysis
Simulation & Rationalization Human Resources
Headcount and Payroll Planning Corporate Finance
Economic Assumptions Accounting
Tax Monthly Rolling Estimate Process Jan Dec RE-BP Financials PLANNING PROCESS PY & PP RE & BP RE & BP Procurement Planning
Raw Material Prices
Interest Income&Expense, FX Gain&Loss
Cash Flow Supply Chain
Production Planning, Capex Planning &
Material Planning Monthly RE :
20 days planning period
Main Target :
Initiating Strategy for the next 30 days ASM Volume Target Entry Current Month RE PL ROY RE PL &
MTD RE MEETING May, 20th June, 1st June, 5th Improvement in Reporting and Communication
Message Management of Risks and Opportunities Forecast Accuracy Improvement
Focus on SKU Profitability at OI level
System Comparison with Prior Year and Actual Ease in Risk & Opportunity Determination
Concentrate more on Analysis
Volume Performance Analysis for Strategy Setting Strategy Setting PY & PP Different levels of planning capability &
Data allocation availability
System Planning Capability
Major Customer (NKA, LKA, NCD)
ASM Speed.. System availability of Reliable Secure Data : YTD Actual & ROY Reporting within the same system Simulation availability Commercial Directory
Volume,Price and Deduction With the targeted integrated Planning Process... June, 10th CF & BS HQ Budget
Balance Sheet Currently used systems are:
Excel, Portal, APO, Investment Planning, SAP and BPS Integrate all functions in the same system...
Data Ownership by the Related Functions BPS Capex Collector Assumptions Volume Production/Investment Planning Material Planning Head Count/Payroll Planning Expense Planning Costing SAP Treasury Problems of the current Budget Module:
Multiple Users's problems,
No simulation availability,
No system availability of actual and RE from the same system,
SKU profitability only at GP level(OI level at acorn actuals) June RE Planning Variables for Simulation:
FX Rates Inflation / Interest Income - Expense RatePrice
Volume(Absolute, Mix and Growth Change)Production Plan(Location & Line Change)
Investment PlanRaw Material Price
Any variable change within the system will affect all the related functions
Paralel to that all system financial and non-financial outputs ...
More time on value added analysis of results BPS data entry is performed by Finance department... Volume Planning SAP - Business Planning System (BPS) Investment / Capex
Payroll Expense Expense Planning Cash Flow Planning /
> RE - BP Financials Assumptions >
Rate / Inflation
Procurement - Material Planning
BPS Production Planning
No Integration / Inefficiency
No SKU Profitability at OI level BPS Data Entry
by FINANCE Simulation Capable
Multiple Users Data Entry
Less time on processing BPS Data Entry
Finance Multiple Users Data Entry Problem Different Working Environments Benefits of the New Targeted Budget Module Economic Assumptions
Interest Income / Expense
Integration to Planning Process Commercial Fub Data Entry Corporate Data Entry Sales and Marketing Data Entry Mapping of Basis SKU Based Price List to Summary Category and Package Price list.
Extracting active separate price lists for NCD and LCDs and applying separate price increase % and timing scenarios for these channels (SKU and customer based differentiation).
Determination of price increase percentages based on the summary Category and Package Price List
Allocating prices from the summary price list to SKUs by using the percentage increase assumptions and by using mapping tables. Pricing Volume Sales and Marketing Data Entry System entry by Channel, by Brand, by Package of monthly, quarterly, yearly volume data
SC, ASM and SKU allocation of Channel, Brand & Package data
System integration of allocation scenarios by using the previous years’ data.
Integration of List & Delist products with reference SKU and predefined volume
NKA- NCD volume planning capability in customer detail the new tool has its own production planning module which will enable faster planning, faster updates and scenario analysis. Supply Chain Data Entry Planned to have its own production planning module within the system
which will enable faster planning capability and scenario analysis
Linkage of Production Planning to Capex Planning according to Line
Integration of active product trees from SAP (by product code, factory and
line) to production planning
Procurement Material Planning parallel to Production Planning and Material Levels
Pricing of Material Requirement according to Actual Material Prices and Price increase histories, manual interference will be possible
BP Material price comparison with actual data.
Simulation capability for price increases
Ease on tracing of SKU Overhead allocation with fixed and variable criteria
Integration of Production and Sales Planning to Transportation Expense Planning
Human Resources Data Entry Headcount Planning in the system
Data integration with actual
Payroll Computation according to defined criteria and assumptions
Capability to drill down to the source for changes vs PY
Reporting Flexibility Cash Flow Planning Enable multiple user entry / responsible people for cash flow planning items
Enable actual vs planned reporting for cash flow planning items
Integration of net revenue and average collection period and cash collection ratio assumption to estimate cash in planning.
Integration o f inventory level in material management / rm price estimations / vendor payment terms / production planning converted to RM requirement for RM Cash outflow planning
Integration of capex collector’s cash flow to consolidated cash flow
Integration of opex excl. noncash items with average vendor payments to cash out flow
Integration of tax planning considering prepaid taxes to cash flow.
Integration of payroll planning to cash flow
Treasury inputs > capital contribution, investments, dividend payment, loan utilization, interest expense /income > to integrated to cash flow