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Helping the world thrive CONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside Cargill, to or by those employees who do not
have a need to know is prohibited except as authorized by Cargill in writing.
Building a roadmap to the top
Enabling Cargill’s growth ambitions
© 2015 Cargill, Incorporated. All rights reserved.
150 years of helping the world thriveHelping the world thrive
Agenda
About Cargill
What was our starting point?
What are our aspirations for the finance function?
How are we getting there and key learnings?
2
Helping the world thrive
Since our founding over
150 years ago, we have
remained a privately
held company, which
enables us to plan and
invest through a long-
term lens, focused on
the future.
3
Helping the world thrive4
With
155,000employees
Located in
70countries
Speaking
languages
65+ And over
years of experience
150
Helping the world thrive
Food Agriculture Financial Industrial
We provide food and
beverage manufacturers,
food service companies
and retailers with
high-quality ingredients,
meat and poultry products,
and health-promoting
ingredients
and ingredient systems.
We buy, process and
distribute grain, oilseeds
and other commodities
to makers of food and
animal nutrition products.
We also provide products
and services to crop and
livestock producers.
We provide our food,
agricultural, industrial
and financial customers
around the world with risk
management and
financial solutions.
We serve industrial users
of salt, starch and steel
products.
We also develop and
market sustainable
products made from
agricultural feedstocks.
We operate within four key business segments:
5
Helping the world thrive
Our Purpose:
To be the leader in nourishing the world in a safe, responsible and
sustainable way.
Our Vision:
To be the most trusted partner in agriculture, food and nutrition.
6
Helping the world thrive
2018 FORTUNE 500 ranking of largest U.S. corporations (Revenue in U.S. $ billions)
1. Walmart 500.3
2. Exxon Mobil 244.4
3. Berkshire Hathaway 242.1
4. Apple 229.2
5. UnitedHealth Group 201.2
6. McKesson 198.6
7. CVS Health 184.8
19. Walgreens Boots Alliance 118.2
Cargill 114.71
20. JP Morgan Chase 113.9
1 Fiscal year ended May 31, 2018 Source: http://fortune.com/fortune500/,
Cargill’s financial ranking in the U.S.
7
Helping the world thrive
Cargill Business Services
8
We execute our
work through
strategic/regional
Finance business
service offices
NA
LATAM
EMEA
APACHead Count
CBS Center RTR I2P CTCDecision Support
Finance Function
All Functions
Bangalore 457 543 142 21 1163 2084
Gurgaon 0 0 0 0 0 90
Nanjing 75 85 83 3 246 389
Sofia 280 104 119 8 511 950
Uberlandia 236 78 43 7 364 637
Rosario 76 143 49 4 272 329
San Jose 211 112 447 6 776 1106
Total 1335 1065 883 49 3365 56368
Helping the world thrive CONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside Cargill, to or by those employees who do not
have a need to know is prohibited except as authorized by Cargill in writing.
Our Starting Point – Developing the baseline
Enabling Cargill’s growth ambitions
Helping the world thrive
What was our starting point – Establish data points for
buy in
10
40%more expensive
80%data creation vs 30% in the best
72ERPs ; 500supporting applications
25kmanagement reports
Finance in 1,600 locations
400+payment terms
0.5M journals <1K
© 2015 Cargill, Incorporated. All rights reserved.
150 years of helping the world thriveHelping the world thrive11
Invoice to Pay Maturity: Current State Assessment
Invoice to Pay
Policies and
Procedures
PO GR
Process
Invoice Processing
PO / NPOInvoice Exceptions Payment Processing
Supplier
Support Services
Travel and Expense
Admin
Travel & Exp
Reimbursement
To
p
Qu
art
ile
Se
co
nd
Qu
art
ile
Th
ird
Quart
ileB
ott
om
Qu
art
ile
ProcessTechnology
Helping the world thrive12
Credit to Cash Maturity
Credit Limit
Management
Transactional
Credit
Management
Sales Contract
Settlement
Customer
Invoicing / Billing
Sales Program
Accrual
Processing
Collection
Management
Dispute
ManagementCash Application
A/R Exposure
Management
To
p
Qu
art
ile
Se
co
nd
Qu
art
ile
Th
ird
Quart
ileB
ott
om
Qu
art
ile
ProcessTechnology
Helping the world thrive CONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside Cargill, to or by those employees who do not
have a need to know is prohibited except as authorized by Cargill in writing.
What are our aspirations for Finance?
Enabling Cargill’s growth ambitions
© 2015 Cargill, Incorporated. All rights reserved.
150 years of helping the world thriveHelping the world thrive
Delivering effective services
Our goal is to be a top-quartile finance function providing faster
reporting & better insights at lower cost. We will excel in :
Running an efficient operation
Improving customer experience
Creating a world-class environment for our team
14
© 2015 Cargill, Incorporated. All rights reserved.
150 years of helping the world thriveHelping the world thrive CONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside Cargill, to or by those employees who do not
have a need to know is prohibited except as authorized by Cargill in writing.
© 2015 Cargill, Incorporated. All rights reserved.
How are we getting there?
Enabling Cargill’s growth ambitions
© 2015 Cargill, Incorporated. All rights reserved.
Building One Finance 150 years of helping the world thrive16
Avoid random acts of digital by connecting to core strategy
© 2015 Cargill, Incorporated. All rights reserved.
150 years of helping the world thriveHelping the world thrive17
People : Embed
the operating
model
Process
Simplification
Data
Harmonization
Technology
Optimization
Key Focus Areas
Digital Transformation – Changing the experience
through our PDTP initiatives
© 2015 Cargill, Incorporated. All rights reserved.
150 years of helping the world thriveHelping the world thrive18
GPO Organization – Invest in the right skills & resources
Finance
Global Process Owner
Invoice to Pay
Global Process
Manager
Credit to Cash
Global Process
Manager
Tax & Stat Rep.
Global Process
Manager
Cash Mgt.
Global Process
Manager
Account to
Financial Rep.
Global Process
Manager
Data Mgr. &
Team
Mgmt. Info &
Decision Support
Global Process
Manager
Commodities &
Derivatives
Global Process
Manager
Process Architects Process Architects
Process Specialists Process Specialists Process Specialists Process Specialists
IT Manager
& Team
Program &
Change
Managers
Process Architects Process Architects Process Architects Process ArchitectsProcess Architects
Process Specialists Process Specialists Process Specialists
© 2015 Cargill, Incorporated. All rights reserved.
Building One Finance 150 years of helping the world thrive
Finance GPO Process Councils – Global, Centralized Governance is essential
GPO REG. A&F CBS GLOBAL IT OTHER1
GPMs
Reg. A&F Rep
Reg. Process Improvement (PI) Tower Leads
PM / Change
Global CI Tag
Performance Management
PRIMARY ACTIVITIES ACCOUNTABLE KEY CONTRIBUTORSACCOUNTABILITY AREA
• Ideation Of Initiatives Is A Shared Responsibility Across ALL Stakeholder Groups In The Process Council
• Strategic Drivers For Ideation Value Cases: i) Efficiency & Effectiveness Metrics ii) Lifecycle & Maintenance iii) Compliance
• GPO• REG. A&F• CBS• GLOBAL IT
IDEATION
• Approval Of New Initiatives And Prioritization Is Owned By The GPMs To Ensure Alignment With Overarching End To End Strategy
• Validation & Alignment of Initiatives Value Cases
• GPMsSTRATEGIC PRIORITIZATION
• Centralized Program Plan And Roadmap To Ensure Cross-program Dependency Management • Portfolio Status Reporting, Program Scorecard, Resource Forecasts for Portfolio Initiatives
• GPMs• PM Support
PORTFOLIO MANAGEMENT
• Set Metrics Definitions, Top Quartile Strategy & Targets Tracking • Coordinate Ideation Of Solutions To Cover Any Potential Gaps To Budget/Target • Develop Overall Business Insights Through Robust Metrics Analysis • Surface Operational Center Challenges
• CBS Performance Management
• GPMs
EFFECTIVENESS & PRODUCTIVITY METRICS
• N/A
• CBS Tower Leads• Global IT• Regional PI
• Global IT – Solution Owners• CBS Tower Leads
• Commercial• Reg. A&F • Tower Leads
STAKEHOLDER MANAGEMENT
Solution Owners
BRMs
Enterprise Architects
• Use Roadmap To Set Overall Stakeholder Management Strategies • Centralized Communications Planning
• GPMs• PM / Change
• Reg. PI• Reg. A&F
1Some Process Councils may include additional Functional / Business Groups
The Process Councils are GPO-driven forums that bring together key stakeholders across the Finance GPO’s three Process Towers (Credit to Cash, Record to Report & Procure to Pay). Through a coordinated approach to managing the GPO’s Strategic Roadmap, the Process Councils facilitate the maturity and growth of our key Global Processes.
REQUIRED
OPTIONALP2P: Commercial
CTC: Enterprise Credit Risk
© 2015 Cargill, Incorporated. All rights reserved.
Building One Finance 150 years of helping the world thrive
Agenda CadenceStakeholder Group
Performance Metrics:(a) Alignment on Process Metrics definition & Target(b) Discuss key performance metrics and ways to consistently meet /
exceed performance targets(c) Deep dive on Operational Challenges and ways to overcomeIdeation and Intake Process:(a) Review of new Initiatives, approval and prioritization (b) Identification and Alignment of the required resourcesProductivity / Initiatives:(a) Track delivery against Productivity target, both executed & future
forecast and make adjustments as needed(b) Alignment on Methodology of Calculations for Productivity(c) Updates on various GPO initiatives / CI / PI Initiatives
Op
era
tin
g C
om
mit
tee
GPO
GPM
Process Architect
Process Specialist
Program Manager
CBS
Tower Lead
Global CI Tag
Performance Manager
Reg. A&F
Reg. Process Improvement
Tech
no
logy
C
om
mit
tee Technology Projects:
(a) Alignment on target Technology architecture for the process(b) Review of new technology Initiatives, approval and prioritization(c) Identification and Alignment of the required resources(d) Regular review of project status and budget
Monthly
60 Min
GPO
GPs
Process Architect
Program Manager
Global IT
BRM
Solution Owner
Enterprise Architect
Relevant IT PMs
Stra
tegi
c C
om
mit
tee
GPO
GPM
Process Architect
Program Manager
Global IT
Solution Owner
CBS
Tower Lead
Global CI TagA&F
A&R Rep
Reg. PI Lead
Process Strategy:(a) Define the ‘North Star’ vision for Accounting & Reporting(b) Align on shared agenda for fiscal for GPO, CBS, A&F, PI(c) Set, refine and track the strategy(d) Drive required Communication & Change Management(e) Creation and Alignment on the Roadmap
Monthly
60 Min
Quarterly
90 Min
RTR Process Council & Committees
Finance GPO © 2017 Cargill, Incorporated. All rights reserved.21
Global Finance Organization – Shifting from Enterprise to Process in pursuit of Top Quartile
Corporate
A&F
Controls
COE
Technical
Accounting
COE
Accounting
and Reporting
Management
Information
and Decision
Support
Controls
Financial Risk
Management
Process
Improvement
GPO
Total FTEs 6500
A&F 8%
FP&A 82%
Tax 3%
Treasury 2%
Internal Audit 1%
Strategy 2%
Other 2%
Before Restructure
Total FTEs 6500
A&F 85%
FP&A 5%
Tax 3%
Treasury 2%
Internal Audit 1%
Strategy 2%
Other 2%
After Restructure
© 2015 Cargill, Incorporated. All rights reserved.
Building One Finance 150 years of helping the world thrive22
Digital Transformation – Fixing the foundations whilst establishing Finance’s future.
SAP MDG
SAP ERP
TC1 TC2
TCC TCD
Non SAP ERP
70+
JDE
NA EMEA
APAC LAT
SAP CFIN
(GFP)
Cargill Data
Platform
70+
JDE SAP CFIN
TCL
Key Finance Projects to enable
TQ
1. Project One; enabling E2E Finance Master data &
Org Structure Governance
2. ERP Roadmap; business groups deployed on the
SAP TCx instance enabling the Digital ERP CORE
3. GFP; enabling the digital CORE for Finance (single
source of Truth) by pulling in Finance Data (AR /
AP / GL) from subledgers against a harmonized
master data set
4. Cargill Data Platform Finance; enabling the
Finance Analytics strategy leveraging the single
source of truth from CFIN in combination with the
ERP and other source data solutions
1
2
3
4
© 2015 Cargill, Incorporated. All rights reserved.
Building One Finance 150 years of helping the world thrive23
Where are we today and plans for the future?
© 2015 Cargill, Incorporated. All rights reserved.
150 years of helping the world thriveHelping the world thrive
Learnings to become the 1 in 20
1. Know where you are starting from – Baseline and data points are crucial
2. Understand the ‘Digital aspirations’ of the Broader Leadership
3. Once you develop the right strategy, ensure you have the ability to execute
a) Right skills in GPO, Project and Change Management, Value Realization Office
b) Establish Governance in process, data and technology.
c) The right level of resourcing to support Digital Transformation
4. Focus on STAKEHOLDER (Management) EXPERIENCE
5. Isolate and invest in Data & Analytics resources NOW.
24