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14.ICV sastanak Srbija, Svetlana Miklič, TARKETT
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14.ICV sastanak Srbija, Svetlana Miklič, TARKETT

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Svetlana Miklič, controlling expert, Tarkett

Svetlana Miklič, controlling expert, Tarkett

Published in: Economy & Finance

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  • 1. CONTROLLING U MOJOJ KOMPANIJI Tarkett doo Svetlana Miklič Controlling Expert Beograd, 28 mart 2014 14. ICV Srbija sastanak
  • 2. 2 Kompanija
  • 3. 3 Kompanija
  • 4. 4 Kompanija • Tarkett u Srbiji pripada diviziji Tarkett Istočna Evropa • Tarkett doo proizvodnja parketa i podnih obloga od vinila • 768 zaposlenih • Godišnja proizvodnja 29 miliona m2 • Izvoz čini preko 90% prodaje
  • 5. 5 Organizacija sektora controllinga Direktor kontrolinga i računovodstva Centralni kontroling 2 Proizvodni kontroling RHE WOOD 1 2 Kompanija = 768 Controlling = 6
  • 6. 6 Glavni procesi controllinga Bridge Standard cost
  • 7. 7 Glavni procesi controllinga • Day one • Profit elimination • Headcount • P&L • PAP • Bridge vs Budget vs LY monthly, cumulated • Score cards • Quarterly/Yearly forecast • Budget • Strategic plan Due date YRF Day One Pack one Bridges PAP Monthly presentations Budget Adjustments to EBIT/EBITDA Intercompany Headcount PEL P&L, Balance sheet… vs. Budget vs. PY COB 5.00 pm CET 5.00 pm CET 5.00 pm CET 5.00 pm CET noon CET COB COB COB COB
  • 8. 8 Glavni procesi controllinga NE DA IGC Model procesa controllinga 1 2 3 4 5 1. Strateško planiranje X 2. Operativno planiranje i budžetiranje X 3. Prognoziranje (forecasting) X 4. Obračun troškova X 5. Izveštavanje menadžmenta X 6. Controlling projekata i investicija X 7. Upravljanje rizicima X 8. Controlling funkcija (HR, prodaja, nabavka...) X 9. Podrška menadžmentu X 10. Unapređenje organizacije, procesa X
  • 9. 9 KPI – Key performance indicators
  • 10. 10 PAP – Productivity action plan Digi Stain mixing Lamella dimension standardisation / Wider lamella Non hazardous waste sales Increasment of OAK friza yield (purchasing) OEE improvement on lacquering line Damaged edges on TL Waste glue savings Not connected longitudinally Reducing clogges by improving storage and drying strips(QC) Middle layer (pine and non-standing rings) New Klassika launch Q2 (150 hiljada m2) x 0,6€/m2 In house printing of labels Material Cost excluding Traded Goods (Prices, Consumption, Scrap, Non-Quality…) ActionP&L Category
  • 11. 11 Softwer BITS SAP
  • 12. 12 Problemi Vreme i budžet
  • 13. 13 Posebni alati • WCM - program kontinuiranog unapredjenja baziran na japanskim metodama(Kaizen, 5S, TPM, TQC, TIE, JIT, TQM, etc.).
  • 14. 14 Posebni alati
  • 15. 15 Posebni alati Kontinuirano poboljšanje  Važnost dobrog uvida  od opšteg pogleda do detalja Orijentacija na rezultate Uspeh je, kao i lepota, u detaljima.
  • 16. 16 Projekti ONE FINANCE MIG PROJEKAT
  • 17. 17 Projekti ONE FINANCE  Uvođenje nove Controlling strukture i funkcionalnih oblasti u SAP-u  Veza SAP / BITS / Magnitude  Automatsko dobijanje P&L i Balance sheet-a iz SAP-a  Operativni (zajednički) kontni plan – baziran na IFRS-u Cilj: Transparentnost, doslednost, podrška konsolidovanim izveštajima
  • 18. 18 Svetlana Miklič Controlling Expert Tarkett DOO svetlana.miklic@tarkett.doo 064 8557 272 Kontakt