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  • With approximately 170,000 people worldwide, Deloitte member firms deliver services in audit, tax, consulting, and financial advisory in more than 150 countries. Revenues for fiscal year 2010 were US$26.6 billion.
  • After stepping up to help their organizations steer through one of the toughest business environments in memory, many leading finance teams are starting a new conversation. They’re looking for ways to keep the momentum going. The relentless focus on containing costs and maintaining liquidity has left many businesses leaner and meaner than ever before, and now they’re considering growth again – cautiously. How can finance take the fight into an increasingly growth-oriented environment while keeping costs at bay?
  • Deloitte’s approach to providing Finance Strategy related services is grounded in deep experience with all aspects of the finance function. No other firm matches our access to capabilities across accounting, tax, risk, financial advisory, strategy, technology and human capital services. These full-circle capabilities give us the ability to help CFOs see what others cannot – and help them who seek to create the most value possible through their finance organizations. Our Finance Strategy assessment services are designed to help organizations in their efforts to:Assess their current finance function performance and capabilitiesDefine a finance vision and roleDefine a target operating modelIdentify change initiatives and develop a roadmap and business case
  • Insights that matterCompanies today are drowning in data that is not necessarily relevant to the decisions that must be made. And all too often, different data sources produce conflicting results, so decision-makers don’t know which numbers to believe. For example, one company we know was trying to manage its business by generating 20,000 unique reports a month -- many of which were in direct conflict. Another company we know was strategically focused on customer loyalty and lifetime value, yet its key performance measures all revolved around sales volume. No wonder the company’s actions didn’t support its strategy.Companies can alleviate conflicts and gain confidence in their data with an effective integrated performance management strategy that gives decision-makers easy access to the information they require – supported by processes and systems that help ensure the underlying data is consistent and reliable.An integrated approach to reporting and performance management requires a broad business perspective – not just slamming in another software package. Deloitte has access to in-depth experience across the entire business spectrum, from finance and accounting to strategy, operations, technology and risk management. Key services support the following activities:Reporting strategyDefinition of key performance indicatorsConsolidation and external reportingPlanning, budgeting and forecastingManagement reporting and analysisIntegrated Performance Management in ActionAdopting IPM helped a Fortune 50 manufacturer complete a massive reorganization in only two months. Company executives acknowledge that without IPM, the task would have taken years – or been impossible.Implementing a driver-based planning model enabled a subscription-based technology company to better understand its revenue and cost drivers and to significantly streamline its budgeting process through a rolling forecast approach. The CFO was able to talk more easily to the analyst community about subscriber projections and metrics, such as revenue per unit and subscriber acquisition costs.
  • Deloitte is widely recognized for its strengths in finance operations – and with good reason. We have access to that rare combination of talent and experience needed to work across accounting, finance, tax and technology with a full-court view – to help organizations in their efforts to properly manage the details without losing sight of the big picture. To help business leaders get what they need. To help effectively manage risk so you can sleep better – or reduce costs so you can look better. But achieving lasting results from process improvements in finance isn’t easy. It requires a unique blend of innovative thinking and disciplined follow-through. That’s our strong suit and in the industry our capabilities are unparalleled. We have access to:Financial business process knowledge and experienceMarket leading audit and accounting capabilitiesPerformance management and financial ERP depthTax compliance, technology and process knowledgeFinancial valuation, actuarial and other specialized capabilitiesTime-tested methodologies and accelerators to help effect lasting change
  • Most global organizations are already dealing with IFRS filing requirements related to international operations and subsidiaries. As those requirements expand to include U.S. operations, early choices will have a big impact on the speed and quality of transitions. It helps to work with a team that’s been there before. We understand the practical issues around IFRS from both a U.S. and global perspective.Our experienced teams work with organizations to help them address IFRS in a comprehensive way —from information technology (IT) systems to taxes to valuation, the entire spectrum. Using this multi-functional approach, we help businesses prepare for and carry out IFRS conversions by providing support with technical accounting research, training and communication, project management, systems migration and more.

Transcript

  • 1. Summer Internship
    Harsh Vyas
    Sathishwaran
    AshishKaushalRanjan
    April 2011
  • 2. Company Brief
    2
    Deloitte
  • 3. Deloitte Profile
    • Started in 1845 when Willian Welch Deloitte opened an office in Basinghall Street in London.
    • 4. Mergers with Haskins & Sells(1952), Touche Ross (1989) and further renaming led to the formation of Deloitte Touche Tohmatsu  in 1993.
    • 5. It operates as independent member firms in each geography area and is subject to laws and regulation of a particular country it operates.
    • 6. Each member firm is structured differently according to the national laws, regulations, and customary practice.
    • 7. It is one of the Big Four audit firms.
    Deloitte
    3
  • 8. Industries
    Deloitte
    4
  • 9. Deloitte Numbers
    Deloitte
    5
  • 10. Financial Highlights by Region & Practice
    Deloitte
    6
  • 11. Services Offered
    Deloitte
    7
  • 12. Consulting
    Deloitte
    8
  • 13. Recent Updates
    • PR Ramesh will be the new chairman for India with effect from April 1, 2011. 
    • 14. Appointed as one of the statuatory auditors for the beleagured Satyam Computer Services.
    • 15. Independent consultant for Air India financial restructuring plan.
    • 16. Deloitte to hire 12,000 more in India over the next few years.
    • 17. US $500 million to be invested in priority markets: Brazil, China, India, Japan, Middle East, Russia, and Southeast Asia.
    Deloitte
    9
  • 18. Strategy & Operations
    10
    Deloitte
  • 19. Financial TransformationConsulting Offering
    • About Financial Transformation
    • 20. Drives business performance and shareholder value by improving operational capabilities.
    • 21. Links Business Strategy to Financial Strategy
    • 22. Alligns technology to business
    • 23. Bottom-line Benefits
    • 24. Sustainable cost reduction
    • 25. More efficient processes
    • 26. Increased technology effectiveness
    • 27. Faster access to the right information
    • 28. Improved business partnering capabilities
    • 29. Services Offered
    • 30. Finance Strategy
    • 31. Integrated Performance Management
    • 32. Finance Operations
    • 33. IFRS
    Deloitte
    11
  • 34. Financial TransformationConsulting Offering
    Finance Strategy
    • Deloitte's Finance Strategy assessment services are designed to help organizations in their efforts to:
    Assess their current finance function performance and capabilities
    Define a finance vision and role
    Define a target operating model
    Identify change initiatives and develop a roadmap and business case
    • Organizations that take a comprehensive approach to finance strategy can better position themselves to:
    Improve their financial reliability and predictability
    Lower overall costs in finance
    Improve information quality for better, faster decision-making
    Adopt an investor value perspective into organizational performance management
    Deloitte
    12
  • 35. Financial TransformationConsulting Offering
    Integrated Performance Management
    • Key services support the following activities:
    Reporting strategy
    Definition of key performance indicators
    Consolidation and external reporting
    Planning, budgeting and forecasting
    Management reporting and analysis
    • Effective integrated performance management can help an organization in its efforts to:
    Improve decision-making
    Provide information that is more accurate, timely and transparent
    Maintain One version of the truth
    Increase efficiency and reduce manual effort, with fewer systems and paper reports
    Improve organizational alignment and risk management
    Establish a stronger link between performance and strategy
    Deloitte
    13
  • 36. Financial TransformationConsulting Offering
    Finance Operations
    • Effective finance operations can help an organization in its efforts to:
    Improve information quality and data integrity for more reliable and accurate financial information
    Implement streamlined and more efficient and effective processes that are scalable and dynamic
    Have more time for decision-support activities such as financial analysis and strategic planning
    Build stronger business cases throughout the organization
    Have better visibility and support for the finance function’s initiatives
    Reduce cost and time spent on compliance activities
    Deloitte
    14
  • 37. Financial TransformationConsulting Offering
    International Financial Reporting Standards(IFRS)
    • Deloitte's experienced teams work with organizations to help them address IFRS in a comprehensive way —from information technology (IT) systems to taxes to valuation, the entire spectrum. Using this multi-functional approach, Deloitte help businesses prepare for and carry out IFRS conversions by providing support with technical accounting research, training and communication, project management, systems migration and more.
    Deloitte
    15
  • 38. Expected Learning
    • Understanding the nature and mode of work at Deloitte
    • 39. Domain knowledge in the industry of work
    • 40. Broad experience of working of a global organization
    • 41. Knowledge of IFRS, US GAAP and Indian GAAP
    • 42. First hand experience in change management and lean methodologies
    • 43. Knowledge in Business performance management, finance processes and operations, finance strategies
    • 44. A deep understanding of underlying enabling technologies
    Deloitte
    16
  • 45. References proposed to be used
    • Book: Managerial Accounting: Creating value in a Dynamic Business Enviorment– Hilton, Ronald W
    • 46. Book: Managerial Accounting: A Managerial Prespective– Narayanswamy, R
    • 47. Book: Corporate Finance– Ross, Stephen A
    • 48. Research Paper: Role of Financial Manager—Oliver
    • 49. Research Paper: Financial Information According to International Financial Reporting Standards (IFRS)—Research Paper # 147204, www.academon.com
    • 50. Deloitte Internal Resources
    Deloitte
    17
  • 51. Technology Integration
    18
    Deloitte
  • 52. Technology Integration Practice
    Deloitte
    19
  • 53. Management Information System
    • Project could be for a decision support system, people management application, customer relationship management system or data retrieval application.
    • 54. Identifying the gaps in the system.
    • 55. Analysis of existing reports in the system for automation of report generation and new report formatting.
    • 56. Defining and analyzing the scope of reports.
    • 57. Advising the clients on the enhancement needed in the reports and also the latest technology trends.
    • 58. Gaining domain knowledge in the industry of work.
    • 59. Support task for project.
    • 60. Work could be on financial planning tools and executive reporting tools.
    Deloitte
    20
  • 61. IFRS
    • Ministry of Corporate Affairs has so far notified 35 Indian IFRS standards (Ind-AS), without mentioning the implementation date.
    • 62. IFRS conversion is proposed to be implemented in three phases ending at April 1, 2014.
    • 63. Work could be in Identifying potential customers for IFRS implemention using various parameters.
    • 64. Study and Analysis the differences between Indian GAAP and IFRS.
    • 65. Documenting the reporting requirments as per IFRS.
    • 66. Support task for live project implementations
    Deloitte
    21
  • 67. IT Advisory
    • Interviewing and understanding the expectations of the client and stakeholders
    • 68. Documentation of Business process and system requirements.
    • 69. Project Management support
    • 70. Project scoping and planning
    • 71. Defining roles and responsibilities for all stakeholders
    • 72. Advising businesses on how best to use information technology to meet their business objectives.
    Deloitte
    22
  • 73. Expected Learning
    Deloitte
    23
    • Understanding the nature and mode of work at Deloitte
    • 74. Domain knowledge in the industry of work
    • 75. Knowledge transfer sessions with mentor
    • 76. Client management
    • 77. IFRS and Indian GAAP differences
    • 78. Technical knowledge
    • 79. Interviewing skills
    • 80. Key Vendors for Deloitte - Business Objects, Cognos, IBM, Informatica, Oracle, SAP, SAS, Teradata.
  • References proposed to be used
    • Research Paper : Key Recurrent Issues in the MIS Implementation Process - Ginzberg, Michael J.
    • 81. Research Paper : Toward Friendly User MIS Implementation - Desanctis, Gerardine and Courtney, James F.
    • 82. Research Paper : MIS--A Status Report on the Concept and Its Implementation - Toan, Jr., Arthur B.
    • 83. Book : Financial Accounting: A managerial Perspective – Narayanaswamy.R
    • 84. Deloitte Internal resources
    Deloitte
    24
  • 85. Enterprise Resource Planning
    25
    Deloitte
  • 86. Deloitte’s Enterprise Application Practice
    Deloitte helps its clients address their imminent needs as well as implement long term vision by drawing upon a combination of packaged software, efficient processes and comprehensive industry knowledge.
    Deloitte India’s professionals gather, analyze, access and use information from across the enterprise to create value in all aspects of client’s business—from the back office to the front desk, from Customer relationship management (CRM) to Enterprise resource planning (ERP).
    Deloitte’s Enterprise application service offerings are organized around products:
    26
    Deloitte
  • 89. Oracle:
    Deloitte’s consulting services include assisting clients in assessing the software’s fit to their needs, configuring the application and implementing the ERP package. As a global Oracle partner, Deloitte has deep experience in working with all Oracle application offerings. Deloitte’s offerings are shown to dramatically decrease the costs of ownership of a client’s Oracle solution.
    SAP :
    Deloitte is one of the largest, project-proven, SAP consultancies in the world and have a proven/demonstrated track record for delivering complex enterprise transformation programmes throughout the world. Using a collaborative and simple approach blended with real-world experience Deloitte provides consultancy for successful SAP implementations and to avoid pitfalls typical to many ERP implementations.
    Infor:
    Organisations today look for robust, easy to use, quick to implement, scalable and value based financial management solutions which can cope with overly optimistic growth plans. Deloitte provides a full range of services for SunSystems, right from configuring the right solution, installation of the software, implementation, training, handholding support to post-implementation review and annual maintenance services.
    Deloitte
    27
  • 90. Proposed Projects
    • Study of PLCM(Product Life Cycle management) and ERP in congruence
    • 91. Different PLM implementation and comparison: Company Size wise
    • 92. SAP Distribution Modules(PLM)
    • 93. Dynamic PLC (the lacuna between theoretical Product life cycle and the real PLC) and ways of incorporating it in PLM modules.
    Deloitte
    28
  • 94. Deloitte’s ERP- Financial service offering is broad and helps CFOs and the Finance function address their challenges
    Deloitte
    29
    Budgeting, Planning & Forecasting
    Risk & Capital
    Regulations,governan-ce & control
    TransactionProcessing
    Corporate Performance Management & Decisions
    Strategy & Execution
    Performance Management – Cost Reduction
    Shared Services, Integration
    Finance Transformation
  • 95. Expected Learning
    Deloitte
    30
    • Understanding the nature and mode of work at Deloitte
    • 96. Domain knowledge in the industry of work
    • 97. Knowledge transfer sessions with mentor
    • 98. Client management
    • 99. Comparative study of various ERP product suites and the reasons behind choice of particular platform over the other
    • 100. Technical knowledge
    • 101. Understanding of the functional mapping of Financials, HRMS, SCM processes to ERP
    • 102. Interviewing skills
    • 103. Key Vendors for Deloitte - Business Objects, Cognos, IBM, Informatica, Oracle, SAP, SAS, Teradata.
  • References
    • Julie S. Newlin, Major, USAF: “Effect of Enterprise Resource Planning Implementation on organizational Productivity”,1998
    • 104. Stephen V. Stephensona and Andrew P. Sageb, “Architecting for enterprise resource planning”, Information Knowledge Systems Management 6 (2007) 81–121, IOS Press
    • 105. Yi-fen Su, Chyan Yang: “Why are enterpriseresourceplanningsystemsindespensabletosupplychainmanagement”, EuropeanJournal of OperationalResearch 203(2010)81 94, 2009
    • 106. E. Westkamper: “Platformfortheintegration of Assembly,Disassembly and lifecyclemanagement”, CIRP Annals - Manufacturing Technology, Volume 52, Issue 2, 2003, Pages 579-588,IPA, Stuttgart, 2007
    • 107. Kathryn Hashimoto: “Product life cycle theory: a quantitative application for casino courses in higher education”,International Journal of Hospitality Management, Volume 22, Issue 2, June 2003, Pages 177-195
    • 108. http://www.deloitte.com/view/en_IN/in/services/consulting/enterprise-applications/index.htm
    Deloitte
    31
  • 109. Thank You