Case Study

Global consumer goods leader enhances business performance with enterprise performance analytics

Who we worked with

A global food and beverages company

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Business need addressed

  • Lack of a real-time view of operating performance across business units
  • Varying operating metrics across business units and functions.
  • Manual processes and legacy systems hindering ability to generate insight from data
  • Inability to perform meaningful performance comparisons between regions and businesses

Genpact solution

Genpact’s Enterprise Performance Analytics (EPA) Systems of EngagementTM helped transform the client’s finance and accounting processes for real-time visibility, enabling integration of all enterprise resource planning (ERP) and related transactional systems for order to cash, procure to pay, and record to report processes on a single portal.

Business impact

  • A uniform and real-time view of data across functions and regions spurred quicker decisions
  • Clear visibility into processes and SLAs helped the company identify and rectify issues impacting performance
  • With information instantly available on the portal, there was no need to create dashboards or presentations, saving management considerable time for decision making

Like most companies with operations in several countries, this client—a global food and beverages conglomerate—lacked meaningful data and uniform metrics for assessing business performance across units and regions. With Genpact’s Enterprise Performance Analytics (EPA), a cloud-based platform, the client could obtain timely, actionable business intelligence across the finance organization. EPA effectively harnessed legacy processes and System of Records with minimum waste through Lean DigitalSM.

The result was a scalable business platform offering a single, real-time view of performance uniformly across all regions and units, enabling quicker decision-making and enhanced enterprise business performance.

Business challenge

The client—a global food and beverages company—lacked a real-time view of the performance of its business units across regions and within functions. Obstructed by manual reconciliation processes, legacy systems, and the lack of a uniform metrics, the company’s finance function could not extract relevant data insights for decision making. With units in different parts of the world operating with varying metrics, frequencies, and modes of reporting, management was unable to make meaningful performance comparisons between regions and business units or get a uniform view of sub-processes and SLA trends.

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Genpact solution

Despite an operating environment with legacy systems and processes, the client was able to avoid the pitfalls of piecemeal digitization and incremental process improvements companies often face in adopting new technologies. It was able to do so by using Genpact’s Lean DigitalSM approach, which uses Lean principles and process transformation for effective adoption of digital technologies.

The client leveraged Genpact’s Enterprise Performance Analytics (EPA)—a cloud-based Software as a Service (SaaS) solution—to transform its finance and accounting processes for real-time visibility into the finance function. EPA integrates all valuable insights from enterprise resource planning (ERP) and related transactional systems for order to cash, procure to pay, and record to report processes on a single portal.

The approach consisted of two pillars:

Identifying the true north
Genpact first helped the client identify the desired business outcomes and the metrics to ensure that goals, strategies, and actions were continuously aligned to deliver business value—the client’s true north. In the case of its record to report processes, the identified business outcomes were time to report, controllership, cost, and standardization.

Applying Lean principles
Genpact also identified the key performance indicators (KPIs) and critical performance indicators (CPIs) for business outcomes. These indicators and metrics were captured at each geographic as well as process level. This standardization made it possible to obtain a process or sub-process view at a geographic level or access geographic data at a process level. The cross-function linkages that create value were then identified along with the data sources (Figure 1). This helped the client focus only on relevant data and data sources, avoiding the rest. The granular level data was then used to assess performance against the indicators and benchmarks. The system generated alerts if SLAs were missed and provided rule-based authorization, access, and escalation, in addition to letting users create custom reports.

Business impact

The EPA solution is delivered on a SaaS platform allowing the consumer goods major to implement it at scale without heavy capital or datacenter investment, and with minimal IT support. The solution enabled efficient use of resources through a clearer view of business performance globally. As accurate and meaningful information was now always available on a portal, there was no need for teams to routinely spend days (sometimes weeks) to create dashboards or presentations, allowing management to spend more time on decision making.

The ability to view real-time data across the organization at the desired level of granularity (across process and geography views) enabled quicker decision making, and resulted in more agile, real-time responses to problems across the organization, enhancing collaboration, and driving focus on business outcomes. And finally, the ability to create a feedback loop of action to insight to steering of subsequent actions is enabling the organization to continuously fine-tune its business performance and progress on its journey toward intelligent operations.

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