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 Vending
Plants Machines
& Coolers

Bottling Warehouse & Consumers

Plants Transport

Ingredients & Customers

Packaging
 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 *** 5

Financial Planning - Business Drivers of Change
Legacy State Challenges Required Capability

Excel
Non-standardized
processes across business Data Inconsistency Integrated with core
units systems, hierarchies
Inefficient & Iterations
No Integration with core taking too long
ERP system Quick turnarounds,
Multiple Versions hard to accurate and reliable
Volumes : excel is at its collaborate
limits Time Spent on Integrated and unified
consolidating the plans approach for all business
Limited Simulation units
Capability Reporting is adhoc and not
integrated
Simulation capabilities &
No reporting engine What-If scenario analysis
 Scenario Analysis
What will be the impact
How will the growth of on the business if the
hard discounters impact current category growth
the volume shape and and mix continues?
profitability of CCE?

How do the still

portfolio and its
contribution to CCE
What is the impact of a 5% differ by geography?
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%
What is the impact of reduction in Capex?
changing exchange
rates on the value
creation in CCE at an
earnings level?

*** Draft Confidential CCE Internal Use Only *** 7

 LRP -Project Scope
Corporate Targets External Factors
Volume
Revenue, OI and ROIC / Free Interest Exchange
Targets /
EPS Growth Targets Cash flow Rates Rates
Growth Rates
DRIVERS FOR
SCENARIO ASSUMPTIONS
MODELING
Volume Net Full Delivered
Volumes Growth Revenue Margin
Operating
Price Changes Income
Net Prices COGS,
Delivery & OPEX
W/H Gross Margin
Discount Rates
Cost Drivers
(Concentrate, Sugar,
PET etc.) COGS, Delivery EPS
& Warehousing
Rates
Headcount ROIC
OPEX Rates

Inflation &
CAPEX Rates
Salary Inflation

*** Draft Confidential CCE Internal Use Only *** 8

 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 *** 9

 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 Responsibilities Organization

Has ultimate accountability for project. Has final approval of all scope changes, and signs off on
Project Sponsor(s) CCE Business / IT
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
Business Lead expectations. Works closely with all team members on the functional aspects of the system. Acts as a CCE Business
liaison between Business and IT Resources
Oversees technical aspects of the project and ensures technical design is in line with CCE best
IT Lead practices. Coordinates various technical activities including client installations and server CCE IT
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
IT Project Manager reporting, risk identification and mitigation. Makes sure all project resources are focused on their Column5
assigned tasks, tracks progress to meet timelines.
Responsible for development of the Functional Design Document and ensures all requirements are
Functional Business
adequately addressed. Involved in system build reviews to ensure that Business requirements have Deloitte
Consultant
been met.
Responsible for development of the Technical Design Document based on the functional
Solution Architect specifications detailed in the Functional Design Document. Oversees the application build and ensures Column5
BPC best practices are implemented.
Builds the BPC dimensions, models, input forms and reports according to Technical Design using SAP
SAP BPC Developer Column5
best practices.

Builds the transactional and master data integration and automation from sources (BW Info Providers)
SAP BW Data Integration CCE IT
into SAP BPC.
Developer

Builds the BADIs according to the technical specifications. Works closely with the SAP BPC developer
ABAP Developer CCE IT
to make sure the code provides desired results
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 *** 18