Power Hour Multinational User

Global Implementations &

Lessons Learned, Global Users
Share Their Experiences
OAUG Webinar July 20, 2016
Hans Kolbe
Rene
Roembell
Dan Chaffer

Global ERP
Implementation
Factors for Success
SROAUG July 22, 2016
Hans Kolbe
Dan Chaffer

Agenda
Collaborative Session
Global Processes and Oracle Org Design
Standard processes, each with different reporting outputs (e.g. Corporate vs. Statutory)
Service-based Operational Model
Flexible Legal and Operational Organizational structure
Design for 10-15 year life

Local Requirements and Legal Compliance

Validation of what REALLY is required

Requirement Validation Framework

Find

Multi-company solutions

SAF-T & Electronic filing CELANTRA FOCUS

Project Sponsorship, Scope and Management

Key project success factors
Establish your authority to build, and
Constantly Provide Clarity around what youre building

Scope

Management

Requirement Validation Framework CELANTRA FOCUS

Two

Approaches

Agile, Scrum, iterative

Waterfall Approach

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Our approach today

Reprise of popular Collaborate 16

session that broke off into three

discussion groups
We will seek your input on

the topics to discuss today

Please ask us questions

through the dialog box

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Three areas we can discuss today.

1. Global Processes and Oracle Org Design

2. Local Requirements and Legal Compliance
3. Project Sponsorship,

Scope and Management

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Global Processes
& Oracle Org
Design

For Efficient Operations & Maintenance and a Fast

Month-End Close

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Standard Processes
Invoice
s

Corporate
Filings

Journals

Electronic
Complianc
e

Paymen
ts

Statutory
Complianc
e

Oracle Data

Commercial
Commercial
Invoices
Invoices
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Managem
ent
Reporting

with Flexible Output

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In your multinational ERP processes, how close

are you to a standard process template model?
25% Standard processes
50%
75%
100%

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Flexibility is the key to a successful Org structure

Identify the lowest common practices
Configure, dont Customize
Operational Models to consider
Supply Chain Management Approach
Customer / Vendor facing organizations
Finance Organization

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Design the Operating Model

to Maximize Flexibility
Classic Silo
Model
and Minimize Maintenance
Cross-Legal Entity
Operating Unit
(CLEOU)
Partial Silo
Model

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Local
Requirements and
Legal Compliance
Figuring out what you need to do, versus whats
always been done

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How satisfied are you with the process of gathering and

meeting local requirements in your implementation?

Not at all
Somewhat satisfied
Satisfied
Ecstatic

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How satisfied are you that you could fit local

requirements into your standard processes?
Not at all
Somewhat satisfied
Satisfied
Ecstatic

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Legal compliance
a Requirement Validation Framework

For each legal entity, understand what must

be done for local compliance

Determine whether it will happen inside or
outside of Oracle
Remember that for most entities, the
corporate close (e.g. in US GAAP) will happen
more often and the close time will be much
shorter
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Compliance is becoming more

Complicated
OECD heightens scrutiny of Multinationals
- BEPS Project (Base Erosion and Profit
Shifting)
Intercompany functionality must be
easily configurable to comply with
new regulations or meet unexpected
challenges
SAF-T and other electronic filing
formats
becoming commonplace
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Sponsorship,
Scope and
Management
Authority, Vision and Delivery

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What do YOU think?

On your Oracle ERP Project, do you have (or

did you have) sufficient Executive
Sponsorship?
1.
Yes
2. No

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The single biggest problem in

communication
is the illusion
that it has taken place.
George Bernard Shaw

Create the Vision

Requirements are key
Make sure that the Sponsor understands and supports what the

project will deliver

Regular updates
Keep the sponsor, the stakeholders and the project team focused

on the requirements

Manage Scope
Stakeholders & Sponsor are making the decision about changes in

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The Team Critical Components

Steering
Project Committee
Team
Stakeholders

Executive
Functional
Sponsor

Key
Stakeholders
Project
Technical
Sponsor
Matter Experts
Key
Subject
Development
Management
Customer
Manager Decision-makers

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CELANTRA SYSTEMS
We help multinational corporations
simplify their global implementations and
satisfy challenging, local in-country
requirements at the same time.
Our team of highly experienced
consultants focuses on three areas that
are critical to companies operating on a
global stage:

Organizational ERP Design for efficient

transactions and fast closes
Intercompany process re-engineering
and automation

OUR FOCUS
We provide solution design, program
management, and staffing to ensure
effective delivery. Specialized areas of
focus include:

Flexible Design, Effective

Compliance
And Efficient Transactions
San Francisco, CA 94114
+1 415 824 8344
info@celantrasystems.com
http://www.celantrasystems.co
m

Statutory compliance and electronic

filing

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Intercompany automation, elimination

and reconciliation

Transfer price elimination (Profit in

Inventory)

Legal and Operational Structure

design to support
operational efficiency and reporting
compliance

Global Chart of Accounts Design and

Financial Reporting

Tax, Statutory, Trade and Customs

compliance

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Hans Kolbe
Hans Kolbe has managed and advised global software implementation

projects for over 15 years. His extensive knowledge on Oracle applications

is combined with a formal background as a German attorney, trained in
international and comparative law.
His knowledge of and interest in international law and corporate finance led

him to re-establish the Multi-National Special Interest Group within OAUG.

Under his leadership, this forum has become a dynamic marketplace for
the exchange of innovations and ideas from around the world.
Hans has led dozens of global implementations with complex intercompany

requirements, including Swiss Principal, Commissionaire and multi-tier

models. He is a specialist in Intercompany process design and multi-org
configurations, international compliance and transactional taxation.
hanskolbe@celantrasystems.com

www.celantrasystems.com
415-730-1131

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Rene Roembell
Rene Roembell is a Senior Consultant with Celantra Systems. Based out

of Frankfurt Germany, he manages the European Chapter of the Oracle

Multi-National SIG group. He has been working with Oracle based ERP
Systems since 1989, and with Oracle EBS since 1996.
He worked as an Oracle Principal Consultant until 2001 when he went into

private consulting and has been with Celantra Systems since 2007. His
extensive knowledge of Oracle applications and tools is combined with a
deep understanding of functional, technical and project management
challenges of both domestic and international organizations.
Over the last several years he has focused on solving the functional and

technical challenges that multi-national corporations encounter in Europe,

providing solutions
reneroembell@celantrasystems.com

www.celantrasystems.com
415-730-1131

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Dan Chaffer
Dan Chaffer has worked extensively in Finance Systems for his entire

career, focusing for the last 15 years + on Oracle applications in a

multinational context.
He led a global rollout of Oracle that expanded Qualcomms foot print of a

single USD ledger and 19 operating units, to over 60 ledgers and 95

operating units. He was also the lead Finance manager on the R12
upgrade that took place during that expansion.
Dan has piloted multinational consolidation projects in both HFM and

Cognos Controller, and comes with an accountants practical approach to

system implementations

dan.chaffer@celantrasystems.com

www.celantrasystems.com
+1 760-613-9292
3
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Other Slides

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What reports does your Management need?

Management
Perspective

Report Types
Sales, Cost & Margin

Reporting
Budget/Forecast versus
Actual
Project-based reporting
Division P&L reporting
Accounting Reconciliations
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By
By
By
By
By

Legal Entity
Division
Product Line
Country or Region
VP (HR)-based

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Project Scope
Establish the scope, scale and phasing of the project
Which Modules?
Establish Guidelines for evaluating need for
Customizations, Extensions and Integrations
Finally, the pitfalls in managing scope will be
discussed. Tips will be offered on how to rein in
functionality wishes, control the geographic rollout
and how to determine (and limit) what non-Oracle
software is integrated.
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Care and feeding of a Project Sponsor

Project teams derive their authority to act
from a sponsor
Someone with the power to source funding and

obtain approval, who is motivated to see the

project succeed

Project leaders need to understand how to

ensure that a project sponsor STAYS a sponsor

Communication is the key
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Successful
projects dont rely
on black magic.
They require backing, clarity of
purpose
and a clear vision of where the
project needs to be at go-live.
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Meeting strategy one approach

Hold an initial meeting with Steering Committee,

Stakeholders and Project team to review core (and

critical) requirements
Establish regular, frequent meetings with
Stakeholders to report on progress, advise on
scope/requirements changes and ensure ownership
of the project throughout
Ensure critical project team members take part, to
ensure that critical requirements are seen to be
critical within the whole project team
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