Celonis Capstone Project presentation presented by ITM University Group 2 on the final presentation day of the celonis capstone project.

1. Lali Sharma - BETN1CS20089
Ishita Parira - BETN1CS20020
Yash Sakure - BETN1CS20048
Pushpendra Singh - BETN1CS20032
Group 2 (ITMU)TMU)

2. Workflow :

3. Problem Statement :
 Company X seeks a dynamic strategy for efficient and effective growth in a
competitive market environment.
 They aim to prioritize the Southeast Asian market, enhance automation in
their operations, address unidentified projects, and optimize employee
performance while maintaining transparency and fairness.
 The overarching goal is not solely cost reduction but rather achieving
sustainable growth and market leadership.

4. Objective :
Declining
Profit Margins
and Low
Automation
Rate
01
Underperform
ance in the
Southeast
Asian (SEA)
Market
02
Inefficient
Financial
Processes
03
Unidentified
and
Unexplained
Project
04
Employee
Productivity
and
Performance
05

5. Process Overview :
Total Cases Total Cost/Value Throughput
time
Automation Rate
Fulfillment
Analysis
11094 9.90 B € 81 days 40%
Order Analysis 4543 2 days 83%
Prepaid Travel
Cost
2099 8.55 B € 37 days
Account Payable 21887 492 M € 19 days -
Payment
Request
6886 3.43 B € 12 days -

6. Declining Profit Margins and Low
Automation Rate :
Ordered_QuantityAndQuantity_Delivery
Rate:

7. Automation Rate :
• Automation Rate : An average automation rate is around 10 %points below the German industry average.
Q. Automation is low across all processes. Which areas might be quick wins, or alternatively, where long-term investment could yield
big results?

8. Q. Which Vendors can we rely on for expansion? Any outliers who are under or overperforming, and how can
we work with them on globalization? - UPS

9. Underperformance in the Southeast Asian
(SEA) Market :
Pre Paid Travel Cost
Q. How efficient are SEA processes compared to Europe?
The efficiency would be directly related to the automation
rate and the process’s lower travel cost.

10. Q. Are there too many cooks in the kitchen with approval
processes? If so, who might be the easiest to “cut” from standard
approval processes? - Yes

11. Inefficient Financial Processes (Account Payable and
Payment Request) :

12. Account Payable :
12
Presentation title 20XX

13. Org Roles vs Throughput
Time
Payment Request :
Throughput time Happy Path
13
Presentation title 20XX

14. 14
Unidentified and Unexplained
Projects :
Company X has discovered a number
of projects within the organization
that fall into an "unknown" category,
lacking clear objectives or
explanations. Decisions need to be
made regarding eliminating these
projects or determining their
efficiency and productivity.
Prepaid Travel Cost Analysis
contains various unknown values
that need to be excluded or replaced.

15. 15
Order Analysis :

16. Employee Productivity and
Performance :
Company X is concerned
about employee productivity
and performance, especially
in roles responsible for non-
batch activities within
financial processes like
accounts payable. They are
considering an internal
investigation to identify
outliers in terms of excellent
and poor employee
performance.
Q. Should Company X start with looking at individual
employee performance? - Yes

17. Conclusion :
 Company X seeks a dynamic strategy for efficient and effective growth in a
competitive market environment.
 They aim to prioritize the Southeast Asian market and it is required to, enhance
automation in their operations, address unidentified projects, cut some approval
layers, and optimize employee performance while maintaining transparency and
fairness.
 The overarching goal is not solely cost reduction but rather achieving sustainable
growth and market leadership.

18. - CELONIS
- ITM UNIVERSITY GWALIOR