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Ursus Breweries Romania
 

THE CLIENT

SAB Miller- Ursus Breweries is the largest beer producers in Romania.

The company is headquartered in Bucharest, owns 4 breweries in Cluj-Napoca, Timisoara, Buzau and Brasov and has over 1500 employees.

Ursus Breweries brand portfolio is represented by super-premium, premium and mainstream brands: Peroni Nastro Azzuro, Pilsner Urquell, Ursus, Redd’s, Timisoreana, Stejar, Ciucas and Azuga.


CHALLENGES SOLUTION
   

  • Too many excel spreadsheets with different versions, difficult to reconcile and adjust; lack of “one version of truth” and almost impossible to analyze scenario in real time.

  • Existing process takes over 12 weeks to complete.

  • Each revision took over 4 weeks to apply.

  • “What if” scenario- possibility to make comparative analysis and evaluate the financial impact of different business assumptions and potential decisions.

  • Strategic plan separate from the operational plan.

  • Board level presentation packs took days to prepare and reconcile to the spreadsheets.

  • Oracle Hyperion Planning version 11.1.2.0 Fusion Edition

  • Dedicated and experienced team
   
BUSINESS ARCHITECTURE IMPLEMENTATION WORK FRAME
   
A web architected solution, based on the Enterprise scale Essbase OLAP engine, planning provides a single source for all elements of an integrated top-down and bottom-up process. Inclusion of text and simple to use workflow aspects streamlines the process and provides robust security with flexible calculations. Defined fixed scope in order to meet the deadline. Two development streams sharing a common metadata library to allow for the provision of Strategic goals based on market drivers and production volumes which are driven down to the Operational planning level to provide a roadmap by Brand/Channel/Pack for all markets.
   
URSUS METADATA:  
   

  • Accounts: Brewing information, Trial Balance (IFRS), Market Drivers and Overheads

  • Multi Currency: RON, EUR and USD

  • Scenarios include: Actual, Budget, Forecast and Targets

  • Versions include: Draft, Revised, Latest, What if and Final

  • Department

  • Product

  • Channel

  • Entity - Internal structure, Competitors, Markets

  • Manufacturing Metrics - Materials and Utilities

  
 
 
IMPLEMENTATION SOLUTION

Joint development for the Strategic planning and Operational planning process resulted in a combined structure which is applied as required across the solution. Strategic Plan develops goals and objectives based on external market conditions and internal capacity alongside brand/market driven aspirations.

Process begins by reviewing actual volumes within the business segmented by Brand/Channel/Market and Pack types. Variable drivers are then adjusted to achieve a 3 year outlook for all combinations. This outlook is reviewed by the business and revised where necessary to finalize the goals down to individual SKU level.

The operational plan begins with this seeded information and various departments produce a bottom up plan to meet these targets from the Strategic plan.

Operational plans are reviewed against the top level targets and approved or reworked alongside revisions to the Strategic plan if necessary.

Detail within the operational plan is at a more granular level within products, but may not include splits across markets or pack types. The solution will take the intermediate plan data and allocate down to the SKU level within all segments of the data based on defined allocation criteria, which can also be amended, if required, and new values derived. All of this scenario modeling is maintained through the Version/Scenario dimensions and allows for comparative insight between iterations as required.
 
BENEFITS

  • Streamlined process saves time and allows for multiple scenario plans, with the possibility to evaluate the financial impact of different assumptions and potential decisions.

  • Integrated data between Strategic and Operational plans reduces reconciliation needs and ensures data is altered in both where necessary.

  • More users are involved in the planning process across more functional areas of the business due to less reliance on Excel skills allied with a business driven process which is tailored to the user’s roles; the result is a controlled framework for the planning process and an enhanced collaborative work throughout the data.

  • Less time consumed for checking the numbers and more time spend on adding value for activities, to support decision in the business.

  • Standard model rules and procedures are now in place

  • Variance analysis which provides important information on key value drivers and also help identify the impact of key drivers.

  • Provides both Financial and KPI monitoring with graphical analysis tools.

  • Have a single "source of truth"

  • Shortened process length from 12 weeks to 4 weeks

  • Revisions used to take 4 weeks, now they take only 1 week

  • Moved from a quarterly forecast process to a monthly rolling forecast
 
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