The challenges
Evonik is one of the world's leading specialty chemicals companies. The Group is active in over 100 countries and generated sales of EUR 15 billion and a profit (adjusted EBITDA) of EUR 2.38 billion in 2021. Evonik goes far beyond chemistry to create innovative, valuable and sustainable solutions for its clients. More than 33,000 employees are united by a common drive: "We want to make life better, day after day." Evonik commissioned Horváth as an experienced partner to convert its planning processes to a Group-wide, harmonized, and driver-based planning platform in SAP Analytics Cloud (SAC).
Our approach
The aim of the project was to introduce a planning platform on the SAP Analytics Cloud, which was given the name "APPEAR". The new planning tool is based on an integrated driver model that maps the specifics of the individual business units. Adapted drivers enable simulation and scenario modeling across the entire Group. The logics were implemented in the tool for the various planning occasions such as target setting, medium-term planning, budget and forecast. This has the advantage of being able to use APPEAR as a holistic planning platform and "single point of truth" (SPOT) within the Group. This not only increases the efficiency and effectiveness of financial planning, but also makes it possible to simulate the significant effects of changes in value drivers on the Group's figures. Dynamic reporting makes it possible to access management information and thus improve decision-making and management quality within the Group.
The solution
Together with Horváth, Evonik defined the concept of Group-wide, driver-based financial planning and implemented it in the SAP Analytics Cloud. First of all, rough concepts were drawn up for the individual modules to be planned as well as the overall financial planning concept. The rough concept was then developed in collaboration with Evonik's individual business units, whereby individual driver trees were created and coordinated. The team translated the requirements of the concept into an implementation template in Excel. Finally, the concept was implemented in the SAC. Extensive preparations were made for the go-live to ensure a smooth transition. This also included training the employees involved to ensure that they can use the new processes and tools effectively.
Client-oriented, collaborative and competent. This is how I would describe the collaboration in the concept phase, when setting up the driver models and during the implementation phase. The intensive support and discussions during the go-live phase in particular had a positive influence on acceptance within the organization.
Your Contact
Dominik Klehr