在Helly Hansen公司迈向金融和供应链的成功

For more than 140 years, Helly Hansen has created outdoor gear for world-class sailors, skiers, climbers, and working people. The company wanted equally world-class finance and supply chain operations, but fragmentation held those teams back. “The processes that we had didn’t totally connect,” recalls Eli Molteberg Ensrud, Vice President of Planning, Finance, and Operations. As a result, annual budgeting took three to four months and the estimate process could only be done at specific intervals. Purchasing teams lacked timely forecasts, so overbuys—resulting in overstocks and cashflow management challenges—were apparent risks.

\r\n

In response to these issues, Helly Hansen initiated an integrated business planning (IBP) project. Based on insight into best practices and Helly Hansen teams’ insight, they looked for technology to support their needs. One key requirement was to integrate with the existing business intelligence (BI) system, including its reports, data sources, and master data structures.

\r\n

After learning of the Anaplan platform, Ensrud contacted Anaplan Gold Partner Vuealta. Carl-Fredrik Surtevall of Vuealta worked with the Helly Hansen team to create models and interfaces for finance, commercial, product, retail, and sourcing functions. This took Helly Hansen to the world of Connected Planning. “This project could not have been done without Carl-Fredrik and Vuealta,” Ensrud says. “They understand our business and are focused on the user friendliness of the solution.”

\r\n

Within months of rollout, the benefits of the Anaplan platform were measurable:

\r\n"}}" id="text-6d9bb94980" class="cmp-text">

140多年来，Helly Hansen为世界级的水手、滑雪者、登山者和劳动人民创造了户外装备。该公司希望拥有同样世界级的财务和供应链业务，但分散的业务阻碍了这些团队的发展。计划、财务和运营副总裁Eli Molteberg Ensrud回忆道:“我们的流程并没有完全连接起来。因此，年度预算需要三到四个月的时间，估计过程只能在特定的时间间隔内完成。采购团队缺乏及时的预测，因此过度购买——导致库存过剩和现金流管理挑战——是明显的风险。

针对这些问题，Helly Hansen发起了一个综合业务规划(IBP)项目。基于对最佳实践的洞察和Helly Hansen团队的洞察力，他们寻找技术来支持他们的需求。一个关键需求是与现有的商业智能(BI)系统集成，包括其报告、数据源和主数据结构。

在了解到Anaplan平台后，Ensrud联系了Anaplan Gold Partner Vuealta。Vuealta的Carl-Fredrik Surtevall与Helly Hansen团队合作，为财务、商业、产品、零售和采购功能创建模型和接口。这将Helly Hansen带到了互联规划的世界。“如果没有Carl-Fredrik和Vuealta，这个项目是不可能完成的，”Ensrud说。“他们了解我们的业务，并专注于解决方案的用户友好性。”

在推出的几个月内，Anaplan平台的好处是可以衡量的:

The new platform combines financial target-setting, demand forecasting, inventory planning, and other key processes that help steer Helly Hansen toward clearly defined, agreed-upon targets. Helly Hansen’s planning framework is built on a three-year horizon, so various functions are empowered to create their respective three-year plans. Because bottom-up and top-down plans are created on the same platform, planners can collaboratively spot variances and seasonal changes and dynamically adjust parameters. “We can drive the business forward instead of trying to find out what the business is doing,” Ensrud summarizes.

\r\n

Because the Anaplan platform automates data collection and consolidation with the company’s existing systems, the finance team spends less time looking for data and more time analyzing it. “We have the information in front of us when we do our planning,” Ensrud explains.

\r\n

Although the team at Helly Hansen is off to a fast start with Anaplan, they’re also navigating for the long haul. Ensrud says the path forward includes planning product and category ambitions based on the overall strategic direction and growth initiatives. “The teams are positive toward Anaplan,” she concludes. “We can see that it’s paying off.”

\r\n"}}" id="text-444599be6c" class="cmp-text">

新平台结合了财务目标设定、需求预测、库存计划和其他关键流程，帮助海利汉森朝着明确定义、商定的目标前进。Helly Hansen的规划框架建立在三年的基础上，因此各个职能部门都有权创建各自的三年计划。由于自底向上和自顶向下的计划是在同一个平台上创建的，规划者可以协作发现差异和季节变化，并动态调整参数。Ensrud总结道:“我们可以推动业务向前发展，而不是试图了解业务在做什么。

由于Anaplan平台自动化了数据收集和与公司现有系统的整合，财务团队花更少的时间寻找数据，而花更多的时间分析数据。Ensrud解释说:“当我们进行规划时，我们面前就有信息。

虽然Helly Hansen的团队在Anaplan上有了一个快速的开始，但他们也在进行长期的导航。Ensrud表示，未来的道路包括根据总体战略方向和增长计划规划产品和品类目标。她总结道:“这些团队都对Anaplan持积极态度。“我们可以看到，这是有回报的。”