费森尤斯的公共规划环境支持患者护理和业务增长

When your mission is to improve your customers’ quality of life, smooth operations are mission-critical. “We have some 10 business units at Fresenius Medical Care, each with its own business models, drivers, and cost centers,” explains Kirill Barshevsky, who, as Director of Business Intelligence, helps ensure that Fresenius’ financial operations are coordinated and trouble-free. The 123,000-employee company runs more than 4,100 dialysis clinics worldwide, manufactures dialysis equipment and supplies in 40-plus plants, operates a health plan, and more. Finance operations are equally diverse: Business units have their own ERP systems, general ledger (GL) accounts, profit centers, and accounting methods. “It can be pretty challenging to speak the same language when consolidating our financials,” Barshevsky says.

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To provide that common language, Fresenius implemented Anaplan in 2017. Barshevsky and his team have since created and refined dozens of Anaplan models to support finance, supply chain, and workforce planning, used by hundreds of people worldwide. The team continues to expand and fine-tune that environment as the business evolves.

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One planning platform, many divisions and uses

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Today, each Fresenius business unit or division has its own financial planning and analysis (FP&A) model in Anaplan, and some complex business units have several. “Fresenius Kidney Care alone has 10 models, because their P&L planning process is so complicated, and different parts of the business have different drivers,” Barshevsky explains. For example, revenue, medical supplies, and drug costs are each driven by different factors. For workforce planning, people costs are modeled and budgeted by the corporate finance team, while each division plans its own headcount – all in Anaplan.

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Supply chain Anaplan models at Fresenius enable teams to plan demand for – and production of – drugs and equipment. These were largely created in response to a pandemic-related incident that required Fresenius to rush supplies from Asia to Europe by air, but now they’re used for ongoing operations. Today, supply chain managers use Anaplan to determine the warehousing approach that best balances inventory levels with demand and avoids costly rush shipping. Inventory-balancing Anaplan models are augmented by automated Anaplan solutions that help manage drug shipments to 2,700 clinics based on scheduled treatments, specific medicines required, and inventory on-hand at clinics. “Anaplan helps us ensure that the right drugs automatically arrive ahead of patient visits, so clinic managers don’t feel compelled to over-order perishable medicines,” Barshevsky says.

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Data sources for Fresenius’ comprehensive finance, supply chain, and workforce planning environment include SAP Business Warehouse, Workday, and several other HR-related applications. The models themselves are built using consistent design standards and interchangeable parts. “Headcount planning uses the same core calculations across all 10 divisional Anaplan models, for example,” Barshevsky explains. “And although FP&A drivers vary from one division to the next, we employ standard approaches throughout the landscape.” Having a standard approach enables the corporate finance team to confidently consolidate financials from divisions that use a variety of business models. Consistency also supports career growth because people don’t need to learn new systems when they move between divisions.

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Supporting multiyear digital transformation

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Fresenius’ standard approaches are developed by an Anaplan Center of Excellence (CoE) led by Barshevsky. The people in the CoE build new Anaplan models, revise existing models as requirements change, and automate processes and integrations, all while keeping day-to-day operations running smoothly.

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The CoE also plays a key role in making Fresenius future-ready. “Finance transformation is about standardizing planning and reporting – across North America first, and then the rest of the world,” Barshevsky says. “We already have a Connected Planning environment. Now, the connections are being improved with more granularity and detail, so as the organization evolves, everybody is speaking the same language.”

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This multiyear transformation included deliverables along the way, with more-frequent planning in the various divisions being an early milepost. The ultimate destination is to transform data from numbers in a plan to actionable information that drives rapid, accurate decision-making at the corporate level.

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Delivering treatments while ensuring growth

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Barshevsky sees the benefits of Anaplan in three main areas: time savings, improved accuracy, and transparency. “We estimate that planning time across all divisions has been reduced by at least 30% since the implementation of Anaplan,” Barshevsky says. “More importantly, thousands of offline files have been eliminated. We have a single source of truth for each division’s financial plan residing within their respective Anaplan models.”

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Because the Anaplan models are connected and share a single Data Hub, finance professionals can trace where data comes from and how it’s used. “Using the Anaplan platform for a variety of planning tasks enables friction-free, loss-free, automated data flows,” Barshevsky says. “And that enables the company to be more systematic, structured, and transparent in its operations.”

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As a result, the company is more agile. “Some divisions have moved from annual forecasting to quarterly or even monthly forecasting,” Barshevsky notes as an example. “We couldn’t do that before we had Anaplan.”

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Ultimately, agility helps Fresenius better serve patients. “We use Anaplan to plan the staff and the materials we need to serve patients,” Barshevsky concludes. “That’s how Anaplan helps us to deliver lifesaving treatments while ensuring company growth.”

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当你的使命是改善客户的生活质量时，顺利的运营是关键任务。“我们在费森尤斯医疗保健公司有大约10个业务部门，每个部门都有自己的业务模式、驱动因素和成本中心，”作为商业情报总监的Kirill Barshevsky解释说，他帮助确保费森尤斯的财务运营协调一致、无故障。这家拥有12.3万名员工的公司在全球经营着4100多家透析诊所，在40多家工厂生产透析设备和用品，经营健康计划等等。财务操作同样多样化:业务单位有自己的ERP系统、总账(GL)账户、利润中心和会计方法。巴尔舍夫斯基说:“在整合我们的财务时，使用相同的语言是相当具有挑战性的。”

为了提供这种共同语言，费森尤斯在2017年实施了Anaplan。此后，巴尔舍夫斯基和他的团队创建并完善了数十个Anaplan模型，以支持金融、供应链和劳动力规划，被全球数百人使用。随着业务的发展，团队会继续扩展和调整环境。

一个规划平台，多部门多用途

如今，费森尤斯的每个业务部门或部门在Anaplan中都有自己的财务规划和分析(FP&A)模型，一些复杂的业务部门有几个。巴尔舍夫斯基解释说:“仅费森尤斯肾脏护理公司就有10个模型，因为他们的损益计划流程非常复杂，而且不同的业务部门有不同的驱动因素。”例如，收入、医疗用品和药品成本都是由不同的因素驱动的。对于劳动力计划，人力成本由公司财务团队建模和预算，而每个部门计划自己的员工人数——所有这些都在Anaplan中。

费森尤斯的供应链anplan模型使团队能够计划药物和设备的需求和生产。它们主要是为了应对一场与流行病有关的事件，费森尤斯需要从亚洲空运物资到欧洲，但现在它们被用于持续的行动。今天，供应链经理使用Anaplan来确定仓储方法，以最佳地平衡库存水平和需求，并避免昂贵的匆忙运输。库存平衡的anplan模型通过自动化的anplan解决方案得到了增强，该解决方案根据预定的治疗、所需的特定药物和诊所现有的库存，帮助管理向2亚搏彩票app官方网站700个诊所的药物运输。巴尔舍夫斯基说:“Anaplan帮助我们确保正确的药物在患者就诊前自动送到，这样诊所经理就不会被迫过多订购易腐烂的药物。”

费森尤斯公司综合财务、供应链和劳动力规划环境的数据源包括SAP Business Warehouse、Workday和其他几个人力资源相关应用程序。模型本身使用一致的设计标准和可互换的部件建造。巴尔舍夫斯基解释说:“例如，员工人数规划在所有10个部门的Anaplan模型中使用相同的核心计算。尽管各个部门的FP&A驱动因素各不相同，但我们在整个领域都采用了标准的方法。”拥有一个标准的方法使公司财务团队能够自信地整合来自使用各种业务模型的部门的财务。一致性也有助于职业发展，因为当人们在不同部门之间流动时，他们不需要学习新的系统。

支持多年数字化转型

费森尤斯的标准方法是由巴舍夫斯基领导的阿纳潘卓越中心(CoE)开发的。CoE中的人员构建新的Anaplan模型，在需求发生变化时修改现有模型，并自动化流程和集成，同时保持日常操作的顺利运行。

在费森尤斯为未来做好准备的过程中，CoE也发挥着关键作用。巴尔舍夫斯基说:“金融转型是关于标准化的计划和报告——首先是在北美，然后是世界其他地区。”“我们已经有了一个互联规划环境。现在，随着组织的发展，每个人都在说同一种语言，连接的粒度和细节也在不断改进。”

这一多年的转变包括沿途的交付成果，在各个部门更频繁的规划是早期的里程碑。最终目标是将数据从计划中的数字转换为可操作的信息，从而在公司层面推动快速、准确的决策。

在保证生长的同时提供治疗

巴尔舍夫斯基认为Anaplan的好处主要体现在三个方面:节省时间、提高准确性和透明度。Barshevsky说:“我们估计，自实施Anaplan以来，所有部门的规划时间至少缩短了30%。”“更重要的是，数千个离线文件已被清除。我们在每个部门各自的Anaplan模型中都有一个真实的财务计划来源。”

由于anplan模型是连接的，并共享一个数据中心(Data Hub)，财务专业人员可以跟踪数据的来源和使用方式。Barshevsky表示:“使用Anaplan平台完成各种规划任务，可以实现无摩擦、无损失的自动化数据流。“这使得公司的运营更加系统化、结构化和透明。”

因此，公司更加灵活。巴尔舍夫斯基举了一个例子:“有些部门已经从年度预测转变为季度甚至月度预测。”“在我们有Anaplan之前，我们无法做到这一点。”

最终，敏捷性帮助费森尤斯更好地为病人服务。巴尔舍夫斯基总结道:“我们使用Anaplan来规划为病人服务所需的人员和材料。”“这就是Anaplan如何帮助我们提供拯救生命的治疗，同时确保公司的增长。”