Coca Cola Enterprises

SAP BPC NW Version 10

Implementation Journey

CCE Overview
$8.3 billion revenue
620 million physical cases
600,000 pieces
of cold drink equipment
17 manufacturing
facilities
13,250 employees

CCE Brands
Sparkling soft drinks

Still drinks

Sports and Energy Drinks

Water

Our Bottling Operations at a Glance

Concentrate
Plants

Vending
Machines
& Coolers
Bottling
Plants

Ingredients &
Packaging

Warehouse &
Transport

Consumers

Customers

The Long Range Planning

Process at CCE
A yearly strategic look at the business spanning the next three to five years
Setting targets on sales volumes, prices, costs and operational expenses in
order to gain insights into company profitability for future years
Assumptions around inflation, exchange rates, commodity prices and
other cost factors

Consolidated Plan/Actual Variance reporting

Driver-based approach with the ability to allocate, spread and extrapolate
Consolidated reports to analyze the plan data & Perform Plan/Actual
comparisons

*** Draft Confidential CCE Internal Use Only ***

Financial Planning - Business Drivers of Change

Legacy State

Challenges

Required Capability

Excel
Non-standardized
processes across business
units
No Integration with core
ERP system
Volumes : excel is at its
limits
Limited Simulation
Capability
No reporting engine

Data Inconsistency

Integrated with core

systems, hierarchies

Inefficient & Iterations

taking too long
Multiple Versions hard to
collaborate
Time Spent on
consolidating the plans
Reporting is adhoc and not
integrated

Quick turnarounds,
accurate and reliable
Integrated and unified
approach for all business
units
Simulation capabilities &
What-If scenario analysis

Scenario Analysis
How will the growth of
hard discounters impact
the volume shape and
profitability of CCE?

What will be the impact

on the business if the
current category growth
and mix continues?

How do the still

portfolio and its
contribution to CCE
differ by geography?

What is the impact of a 5%

increase in sugar prices on
CCEs P+L, and how much
extra price would be
required to cover?

How does Depreciation

evolve given LRP Capex
assumptions and what is
impact of a 5%
reduction in Capex?

What is the impact of

changing exchange
rates on the value
creation in CCE at an
earnings level?

*** Draft Confidential CCE Internal Use Only ***

LRP -Project Scope

Corporate Targets
DRIVERS FOR
SCENARIO
MODELING

Volumes
Net Prices
Cost Drivers
(Concentrate, Sugar,
PET etc.)

Volume
Targets /
Growth Rates

Revenue, OI and
EPS Growth Targets

External Factors
ROIC / Free
Cash flow

Interest
Rates

Exchange
Rates

ASSUMPTIONS

Volume
Growth

Price Changes

Discount Rates

Net
Revenue
COGS,
Delivery &
W/H

Full Delivered
Margin
Operating
Income

OPEX
Gross Margin

COGS, Delivery
& Warehousing
Rates

EPS

Headcount

ROIC

OPEX Rates
Inflation &
Salary Inflation

CAPEX Rates

*** Draft Confidential CCE Internal Use Only ***

9 Key Design Principles

1. Integrated with core ERP / Data Warehousing platforms & Leveraging

existing master data and hierarchies

2. Facilitate goal setting at high-levels and cascading down to lower-levels
3. Driver-based approach with the ability to allocate, spread and extrapolate
4. Ability to extrapolate from baseline data & Make one-off adjustments
5. Handle currency / Unit of Measure conversions on the fly
6. Perform and save multiple iterations / versions of the long range plan
7. Ability to manage and consolidate Business Unit plans quickly and
efficiently

8. Owned and maintained by business

9. Consolidated reports to analyze the plan data & Perform Plan/Actual
comparisons
*** Draft Confidential CCE Internal Use Only ***

Tool Selection
SAP BPC was chosen to be the planning tool after the tool assessment
process

Factors considered during the decision-making process

- Ability of the tool to meet all the business requirements
- Flexibility / Ease of use for user-adoption
- Financial consolidation capabilities (for future phases)
- Integration with other (transactional/data warehousing) platforms in
CCEs systems landscape
- Scalability
- Tool of choice for other companies in CPG industry

*** Draft Confidential CCE Internal Use Only ***

10

BPC NW 10.0
Ramp-Up Program
Decision to participate in SAPs BPC NW 10 Ramp-Up program (Oct2011)
- Leverage latest capabilities offered by BPC 10 & New EPM Add-In
- No need for an upgrade New (standalone) installation
Engaged SAP Technical Services Team to perform the BPC v10. installation
Worked with SAP Ramp-Up coach to
- Validate high-level technical solution & Identify potential areas
of risk and ways to mitigate them
- Escalate & get rapid resolution to product related issues that

came up during implementation

*** Draft Confidential CCE Internal Use Only ***

11

Project Timeline

*** Draft Confidential CCE Internal Use Only ***

12

Project Team Structure

Role
Project Sponsor(s)

Business Lead

IT Lead

IT Project Manager
Functional Business
Consultant
Solution Architect
SAP BPC Developer
SAP BW Data Integration
Developer
ABAP Developer

Responsibilities
Has ultimate accountability for project. Has final approval of all scope changes, and signs off on
approvals to proceed to each succeeding project phase. Visible project champion and legitimizes the
projects goals and objectives
Drives business functionality detail, ensures requirements and design are in-line with business
expectations. Works closely with all team members on the functional aspects of the system. Acts as a
liaison between Business and IT Resources
Oversees technical aspects of the project and ensures technical design is in line with CCE best
practices. Coordinates various technical activities including client installations and server
maintenance. Escalates software issues to SAP. Acts as liaison between IT and Business Resources.
Drives the day-to-day implementation activities and has responsibility for project oversight, status
reporting, risk identification and mitigation. Makes sure all project resources are focused on their
assigned tasks, tracks progress to meet timelines.
Responsible for development of the Functional Design Document and ensures all requirements are
adequately addressed. Involved in system build reviews to ensure that Business requirements have
been met.
Responsible for development of the Technical Design Document based on the functional
specifications detailed in the Functional Design Document. Oversees the application build and ensures
BPC best practices are implemented.
Builds the BPC dimensions, models, input forms and reports according to Technical Design using SAP
best practices.

Builds the transactional and master data integration and automation from sources (BW Info Providers)
into SAP BPC.
Builds the BADIs according to the technical specifications. Works closely with the SAP BPC developer
to make sure the code provides desired results

Organization
CCE Business / IT

CCE Business

CCE IT

Column5

Deloitte

Column5
Column5
CCE IT

CCE IT
Column 5

High-Level System Overview

SAP BW 7.3
LRP
Mode
l

Master Data
Transactional Data

SAP BW 7.0 (Main Data Warehouse)

SAP ECC

SAP BPC Input Forms / Reports

18 Input Forms

16 Reports
8 Script Logic /
Business Add-Ins

*** Draft Confidential CCE Internal Use Only ***

15

What worked well

Early Prototype development to prove the capability of the SAP BPC to
business users

Mock-up screens for the input forms with explanation of the

functionality required along with dimensionality
Review sessions to go over the input forms / reports as they were being
built
Customized user-training before testing phases
Early Start on data migration activities (data mappings, conversions,
formatting excel files, validations etc.)
Stress testing to ensure that system is properly sized

*** Draft Confidential CCE Internal Use Only ***

16

Lessons Learned
Training and Change Management Strategy
Testing
End-User involvement

*** Draft Confidential CCE Internal Use Only ***

17

*** Draft Confidential CCE Internal Use Only ***

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