Business unit planning: the key to performance management

Performance management practice in brief: Julius Meinl Coffee Group

Growing amounts of data, dynamic environments and increasing complexity are presenting more and more businesses with huge challenges. Heterogeneous system landscapes are adding to the problems. For those wishing to optimise their processes and systems for the purpose of comprehensive business management, there’s no longer any getting around integrated performance management. This is something that Stefan Mantler of the Julius Meinl Coffee Group also knows well. The Austrian business with a rich tradition is one of the world’s oldest coffee roasters and operates in more than 70 countries. In this short interview, the Head of Group Controlling tells us about his search for a suitable reporting tool and what he would do differently next time.

What was your starting point?

Mantler: Although most of the group used SAP, all the reporting was done in Excel, from where the data were loaded to a reporting tool. With ever-increasing quantities of data, this procedure was becoming less and less reliable. That’s why we wanted a reporting tool with a direct connection to SAP in which planning and consolidation were also possible. The consolidation and planning functions in the Corporate Planning solution are what won us over.

What were the highlights?

Despite complex intercompany relationships, we now have a business unit reporting system that is independent of the legal structure. For instance, we have a central warehouse in Austria that fulfils a group function, yet we’d also like to measure the performance of Austria alone. The segment solution allows us to do so. The data warehouse is where the various segments are separated out. Another much-used highlight is the connection to the CP-DataFactory.

What lessons have you learned?

Our concept phase could perhaps have been longer. At three months, it was almost too short. It would also have been better to have realised the project in smaller steps, starting with one country and then following with the others rather than rolling out the whole project across all companies in all 21 countries, or starting with the plan and then following with the consolidation. Successful results would then have come sooner.

About Julius Meinl Coffee Group and the project


Topics: reporting, integrated financial planning, consolidation

Sector: food (FMCG)

Turnover: € 178 m

Employees: 843

Users: 30

Pre-systems: SAP

You can read more about how software solutions for operational management, financial planning and consolidation are implemented and used in practice HERE.