SAP transformation of financial and logistics processes at a major luxury house
Objective: Harmonize and enhance the reliability of financial and logistics processes worldwide
A global, strategic project
As part of a large-scale SAP project, a major luxury brand wanted to simplify its processes, reinforce financial consistency between its entities and optimize inventory management. The project covered Retail, Headquarters and Industry, with the aim of :
- Create a common management model for all subsidiaries
- Improve financial monitoring of inventory
- Ensure the reliability of SAP operations worldwide
PALMER’ s intervention enabled us to challenge functional choices, guarantee the consistency of the Core Model, and ensure fluid coordination between the various project players.
PALMER’s added value
- SAP & finance expertise: mastering complex financial and logistics processes
- Multi-level coordination: Facilitation between Group, subsidiaries and integrators
- Challenging functionality: guaranteeing solutions aligned with global objectives
- Clear documentation: Creation of high value-added teaching aids
- Global vision & local adaptation: Successful implementation in several geographical areas
The keys to success
- Close collaboration between Group Finance Department, subsidiaries and integrator
- Ability to combine global strategic vision with local specificities
- Dual skills in finance and IT for seamless SAP integration
- Simplified functional supports to encourage local support
- Efficient deployment in key regions: Asia, Japan, Europe, USA
Course of the mission
- Process analysis: Study of practices by major geographic zone
- Core Model Finance: Designing a common chart of accounts for all entities
- Gap Analysis: Identifying and closing gaps with the Core Model
- Industrial controlling model: Specific to the Shoes business and material inventories
- Decommissioning obsolete tools: Streamlining local retail applications
- Preparing for stock takeover: For a frictionless SAP migration
Challenges encountered
- Geographical heterogeneity: Harmonizing practices while respecting local specificities
- Multiple stakeholders: Maintain fluid communication between all levels
- Technical decommissioning: Anticipating operational impacts when retiring old tools
- Complexity of financial processes: Group-wide standardization of practices
- Multilingual training: Creating comprehensible and culturally appropriate materials
A concrete, measurable impact
- Financial harmonization: Global chart of accounts, fewer errors and greater clarity
- Inventory visibility: better financial management of logistics flows
- Cost reduction: elimination of obsolete tools and simplification of workflows
- Raw material optimization: Industrial management model adapted to production requirements
- Successful SAP deployment: Training, clear documentation and effective change management
