推动澳大利亚和新西兰豪瑞的问责制和绩效

Many organizations create homes, apartments, hospitals, schools, roads, and other projects with construction materials supplied by Holcim Australia and New Zealand. The company operates four main business units: aggregates (quarried material), ready-mix concrete, cement delivery, and precast concrete products. To keep operations running smoothly and profitably, Holcim relies on timely, accurate performance insights. Those insights start with business unit managers, who regularly submit rolling financial forecasts.

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For years, earnings before interest and taxes (EBIT) forecasts and other key financial reports were created in spreadsheets. The process was labor-intensive and error-prone – and users often questioned the accuracy and validity of the data. “You’d end up with highly talented people worried about data integrity instead of focusing on performance and results,” recalls Holcim Chief Financial Officer Phil Wallace.

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Company-wide processes get a makeover

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Holcim initially deployed Anaplan solutions in 2018 with the goal of streamlining its profit and loss (P&L) forecasting activities. Impressed with the business value achieved in that initial use case, Holcim expanded its Anaplan implementation to standardize and automate key elements of EBIT forecasting and group-level financial planning activities.

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Today, Anaplan is tightly integrated with the company’s Salesforce CRM and Qlik Sense analytics platforms, as well as the core SAP ERP system that is the principal data source for transactional data, budgets, and forecast. In addition to using Anaplan to track monthly and quarterly financial performance, Holcim also manages its annual and five-year budgeting processes via a scenario-based Anaplan model.

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To achieve a real-time view of its consolidated financial position for Australia and New Zealand, the Holcim team created a single dashboard within Anaplan that enables executives to understand both group performance and the results of individual business units and joint ventures. “Anaplan is the holistic platform for us now,” says Annette Dal Pra, Commercial Finance and Data Analytics Manager. “We’ve got comparisons against prior year, prior forecast, group budget, and local stretch targets, all in the same dashboard.” These comparisons, together with waterfall charts, enable Dal Pra’s team and Holcim’s business unit managers to visualize the impact of changes in business drivers across all business units. Now, the business unit managers and financial planners can dive deeper into the performance of each unit and identify areas where the business could take action to drive company growth.

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Connecting plans for company-wide insight

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Holcim also offers its customers a one-stop shop to support major projects that leverage multiple business units – for example, a highway project that uses Holcim aggregates for the roadbed, poured concrete for the roadway itself, and precast concrete liners for tunnels. Because such major projects touch several business units – each of which conducted its own financial reporting in silos under the old solution – Holcim’s former systems were not able to easily track the financial results of major projects. “We’ve never had full P&L visibility on major projects because performance was essentially embedded within the results of the individual business units,” says Dal Pra.

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With Anaplan, Holcim overcame that challenge by connecting data from the business units into a single model that spans the entire organization. “We’ve created a performance model for our major projects offering in Anaplan and gained true visibility into its P&L for the first time,” Dal Pra says. “In addition to providing new insights, this provides an important benchmark for future contracts.”

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Creating a culture of transparency

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By having simplified, streamlined financial planning and consolidation automated through Anaplan, the Holcim finance team saves around 240 hours annually on those tasks. Similarly, corporate forecasts are now completed faster than ever, saving the team another 72 hours annually.

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What’s more, Holcim has released data from spreadsheets and put it into the hands of business users using the Anaplan platform. “We’ve empowered people to self-serve and assess business performance without finance having to prepare the numbers for them,” says Dal Pra. “At any time, our P&L managers can go in and understand their lag and lead indicators. We expect P&L managers to prepare their rolling forecasts themselves and be able to describe the business drivers that may be generating variances from previous forecasts and target.”

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The improved data integrity and insight provided by Anaplan have been game-changers for Holcim. “Previously people simply didn’t have clear visibility or easy access to key financial data,” CFO Wallace explains. “Today, when we review forecasts, our executives can see all the relevant data in Anaplan. It is much easier to measure performance and improve accountability throughout the business using Anaplan.”

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All of this is driving a cultural shift at Holcim and redefining the role of financial planning in the business. “The good work we’ve done in Anaplan has given the business confidence to really buy into the solution and the numbers that we deliver with it,” Dal Pra concludes. “Anaplan enables us to create a stronger culture of transparency, people empowerment, and accountability. Ultimately, this enables finance to be a better partner to the business.”

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许多组织使用澳大利亚和新西兰豪瑞公司提供的建筑材料建造房屋、公寓、医院、学校、道路和其他项目。该公司经营四个主要业务部门:骨料(采掘材料)，预拌混凝土，水泥运输和预制混凝土产品。为了保持运营的平稳和盈利，豪瑞依靠及时、准确的业绩洞察。这些见解始于业务部门经理，他们定期提交滚动财务预测。

多年来，息税前利润(EBIT)预测和其他关键财务报告都是在电子表格中创建的。这个过程是劳动密集型的，而且容易出错，用户经常质疑数据的准确性和有效性。豪瑞首席财务官菲尔·华莱士(Phil Wallace)回忆道:“最终，那些才华横溢的人会担心数据的完整性，而不是关注业绩和结果。”

公司范围内的流程得到改造

豪瑞最初在2018年部署了Anaplan解决方案，目标是简化其损益预亚搏彩票app官方网站测活动。对最初用例中实现的业务价值印象深刻，豪瑞扩展了其Anaplan实施，以标准化和自动化EBIT预测和集团级财务规划活动的关键要素。

如今，Anaplan与公司的Salesforce CRM和Qlik Sense分析平台以及核心SAP ERP系统紧密集成，该系统是交易数据、预算和预测的主要数据源。除了使用Anaplan跟踪月度和季度财务业绩外，豪瑞还通过基于场景的Anaplan模型管理其年度和五年预算流程。

为了实时查看澳大利亚和新西兰的综合财务状况，豪瑞团队在Anaplan中创建了一个单一的仪表板，使高管能够了解集团业绩以及单个业务部门和合资企业的结果。“anplan现在是我们的整体平台，”商业金融和数据分析经理Annette Dal Pra说。“我们已经在同一个仪表板上与前一年、之前的预测、集团预算和本地扩展目标进行了比较。”这些比较，以及瀑布图，使Dal Pra的团队和Holcim的业务部门经理能够在所有业务部门中可视化业务驱动因素变化的影响。现在，业务部门经理和财务规划师可以更深入地研究每个部门的业绩，并确定业务可以采取行动以推动公司增长的领域。

连接全公司范围内的洞察计划

豪瑞还为客户提供一站式服务，以支持利用多个业务部门的重大项目——例如，一个高速公路项目使用豪瑞骨料作为路基，浇筑混凝土用于道路本身，预制混凝土衬垫用于隧道。由于此类重大项目涉及多个业务部门——在旧解决方案下，每个业务部门各自进行财务报告——豪瑞以前的系统无法轻松跟踪重大项目的财务结果。Dal Pra表示:“我们从未全面了解重大项目的损益情况，因为业绩基本上是嵌入在单个业务部门的业绩中。”

通过Anaplan，豪瑞克服了这一挑战，将业务部门的数据连接到一个横跨整个组织的单一模型中。Dal Pra表示:“我们已经为我们在Anaplan提供的主要项目创建了一个绩效模型，并首次获得了其损益的真实可见性。“除了提供新的见解外，这还为未来的合同提供了重要的基准。”

创造一个透明的文化

通过通过Anaplan实现简化、精简的财务规划和整合自动化，豪瑞财务团队每年在这些任务上节省了大约240个小时。同样，现在企业预测的完成速度比以往任何时候都快，每年为团队节省72小时。

此外，豪瑞还发布了电子表格中的数据，并将其交给使用Anaplan平台的业务用户。达利•普拉表示:“我们让人们能够自我服务和评估企业业绩，而无需财务部门为他们准备数据。”“在任何时候，我们的损益经理都可以了解他们的滞后和领先指标。我们希望损益经理自己准备滚动预测，并能够描述可能与以前的预测和目标产生差异的业务驱动因素。”

Anaplan提供的数据完整性和洞察力的改进已经改变了豪瑞的游戏规则。首席财务官华莱士解释说:“以前，人们根本没有清晰的视野，也不容易获得关键的财务数据。“今天，当我们回顾预测时，我们的高管可以在Anaplan上看到所有相关数据。使用Anaplan可以更容易地在整个业务中衡量绩效并提高问责制。”

所有这些都在推动豪瑞的文化转变，并重新定义财务规划在业务中的角色。Dal Pra总结道:“我们在Anaplan所做的出色工作让企业有信心真正购买我们的解决方案和我们提供的数据。”“anplan使我们能够创造一种更强大的透明、赋权和问责的文化。最终，这将使财务部门成为企业更好的合作伙伴。”