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TUI Shared Service Centre Enabling the Most Beautiful Time of the Year

TUI Shared Service Centre Enabling the Most Beautiful Time of the Year. Introduction. Steve Newman Director – TUI Finance Centre, TUI Northern Europe Sandy McNair Project Manager, Deloitte & Touche. TUI Overview.

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TUI Shared Service Centre Enabling the Most Beautiful Time of the Year

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  1. TUI Shared Service Centre Enabling the Most Beautiful Time of the Year

  2. Introduction Steve Newman • Director – TUI Finance Centre, TUI Northern Europe Sandy McNair • Project Manager, Deloitte & Touche

  3. TUI Overview TUI Northern Europe (TUI NE) is part of TUI AG, the largest tourism and services group in the world with revenues of €22.4bn , employing 80,000 people in 500 companies around the world. TUI NE consists of the 3 core business divisions. Retail/Distribution Tour Operator Airline SHG Employees 6000 ~1000 Shops & 7 Call Centres Employees 3000 2500 Hotels & 4.8m PAX Employees 3000 @20 UK airports with 32 Aircraft

  4. TUI Vision for Finance Shared Services TUI driver? • Deliver greater value from Finance • Support the changing business and drive integration • Increase consistency of reporting and allow Management a clearer view of group data • Opportunity to implement best practices and standard processes, where possible • Opportunity for faster and more comprehensive upgrades

  5. SSC Business Model SSC Business Model • TOLCICS

  6. Project Vision To deliver a best practice single site Finance Shared Service Centre supporting TUI Northern Europe and Britannia which utilises Oracle 11i financials and existing finance systems, and delivers e-procurement across TUI NE and BAL in line with the approved Business Plan

  7. Procurement • Process Standardisation with reduced procurement cycle timescales • Electronic approval processes allowing greater cost and budgetary control • Improved Management Information allowing improved negotiating position • Enabling Tracking and confirmation of requirements, order, invoices, thus reducing processing times and costs • Processing efficiencies • Finance • Changing business model to optimise group business performance • Reduce administration and finance costs across the whole group by realising economies of scale • Eliminate duplication • Internally share best practices • Facilitate implementation of future changes in business operation and organisation The implementation of the Enterprise platform represents an opportunity for TUI to meet many of the business imperatives envisaged for integration of the group. It provides an opportunity for functional consolidation ability to leverage and standard set of processes, a enabled by Oracle applications. Finance & Procurement Platform Drivers

  8. Support for Integration • 80% TUI NE fit • Training materials & procedures • Process specialists in TFC • Support for Integration • Specialist Mgt Structure • Accounting Capability • Customer Focus • Continuous Improvement • Considerations • Local business practices & legal requirements • Considerations • Recruitment • Multi-lingual resources • Space Planning • Support for Integration • 80% TUI NE fit • Hub & Spoke Integration Platform • Oracle Single Instance • Support for Integration • Standard structure • Flexibility for Additional Requirements • Support for Management Reporting Solution • Considerations • Adherence to structures • Maintenance co-ordination • Design consultation • Considerations • Compromise on local requirements • Support for statutory charts Enterprise Platform

  9. Project Enterprise – Delivering the Vision Project Management & Change Hotel Payments Project SSC Site Selection & Development Source Systems Developers MQ Series Integration Travel Accounting System Source System Integration Shared Services & Oracle 11i Document Scanning Internal Support & Hosting TUI Infotec Internal Service Provider Banking Provider Selection 170 Systems & Internal Teams

  10. Rapid implementation methodology Solution definition (processes, setup, user guides, etc) Pre-configured reference environment (R11i) Methodology to enable the Implementation • Programme Management • Manage Framework for Integration & Control of all project components • Active Sponsor & Stakeholder engagement • Risk Management & mitigation • Change Management • Define SSC Cultural Requirements • Deliver Communication & Training • Assess Knowledge transfer & organisational readiness • iTrac Implementation Tools • Process confirmation using template for SSC Process Design • Local Design to focus on value add for specific unique business processes • Configuration, Testing, Training utilising “out of the box” tools • SSC Design • Site selection & Facilities Preparation • Design SSC Operating Model • Define & execute transition plan

  11. Local Design • iProc Catalogue Roll Out • Utilise Model for further Roll Outs • Global Design • iProc Supplier Rationalisation • Model Office Confirmation • Gap Analysis • COA & Business Data Design • iProc Supplier & Catalogue Analysis Process & Application Model Built on iTrac Local Requirements Built ~80% ~20% Programme & Change Management Shared Services Design & Delivery Technical Integration Implementation Approach Stage 1 Stage 2 Stage 3 Stage 4 Design & Build Pilot Implementation Subsequent Rollouts Model Office & Planning

  12. Self Service Front Office Travel Accounting Voucher Management Order to Cash Purchase to Pay Engineering & Flight Costing Invoicing Bank Statements Document Processing Solution iE AP GL iP PO AR CM FA Oracle ADI & Cognos Reporting Tools Revenue Accounting Customer Relations Refunds & Comp. General Accounting Revenue Accounting Payroll Core Solution Components Processes

  13. ! Key Process Design Decisions • Standard Process Adoption - result in few customisations or workarounds, that in turn reduce the delivery time & cost • Standard Chart of Accounts - provides efficiency in consolidation, reporting and maintenance of application configuration Business Change & Technical Challenges Business Challenges Technical Challenges • Organisational & Change • Business Consolidation – changing structure of support • Internal technical skills – knowledge transfer required • Reliance on third parties for infrastructure changes • Process • Data Quality – source systems & mappings • Source Systems – No concept of DR or CR • Organisational & Change • Business Consolidation – changing business structure • HR Records – no one repository • Autonomous Businesses – resistance to change • Process • Purchasing Compliance – enforcing raising of POs and user education • Management Reporting – changing culture of reporting on Excel

  14. Why Oracle? Track Record in Shared Services Strength of iProcurement Platform Solution Scalability & Integration Supportability – In House Expertise Flexibility of Multi-Org & Data Model

  15. Benefits Achieved Achieved? • TFC Live and delivering “Value Added Service” to business partners! • Best practice processes in place – with basis for continuous improvement • Common Chart of Accounts & one source of the truth in place enhancing business analysis • Enhanced reporting delivered with significantly reduced effort • Scaleable common Financials platform – robust basis for subsequent roll outs

  16. Questions & Answers Sandy McNair Project Manager amcnair@deloitte.co.uk Steve Newman Director – TUI Finance Centre steve.newman@tui-tfc.co.uk

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