2. TEAM MEMBERS
Muhammad Khair Nadzir bin Shah
Rom
2019308255
Sheikh Muhammad Al Hakem bin
Sheikh Amer
2019358283
Muhammad Fadzli bin Abd Karim
2016401798
Nur Afiqah binti Mohamad Yunus
2019307699
3. INTRODUCTION
lAirportCo provides airport-related services in Southeast Asia. It's financial performance has significantly increased due to
business expansions and collaborations. In the current accounting system used by AirportCo, subsidiaries' systems are
systems are standalone applications that are hardly integrated with the primary SAP system, particularly group reporting,
group reporting, necessitating numerous changes and reconciliations prior to account consolidation. These are AiportCo's flaws.
6. • Centre of Excellence, most strategic unit
(timely and responsive accounting
services)
• Realize savings by fully utilizing its
existent accountants
• Local Site Support, the most
transactional unit ( process on site
business transactions)
• Shorter time frame to meet new
performance target; increased
workloads
OPERATIONAL FEASIBILITY TECHNICAL FEASIBILITY
SCHEDULE FEASIBILITY ECONOMIC FEASIBILITY
7. Subtitle : 463, 326
Actively Participating in
Subsidiaries’ Activities
Standardize & Consolidation of the
account
Improve Efficiency Accounting
Services
Leveraging Economies of Scale
• Influencing their resource allocation decision
• Accomplished better integration, control and monitor
• System which stand-alone and hardly integrated within the
main SAP system had been solved
• Evaluate subsidiaries’ performance through details monthly and
quarterly report
• Save time by skipping those unnecessary processes
• By divided accounting function into 4 units, each accounting
functions will focus and responsible for their parts
• Facilitate subsidiaries’ day-to-day business operation through
efficient business processes such as simplified payment
processes
• Reduce “cost-to-serve” in providing accounting services
• Minimizing overhead costs and achieve greater economies of
scale
8. 3) Why did AirportCo centralize
its accounting functions and
what were the implications of
that decision?
9. Subtitle : 463, 326
Problems before the
centralization
Distribution of the
workload is unfair.
Accounting
processes and
functions were
inefficient.
Staffs did tasks
unrelated to
accounting.
Accounting practices
of the group are not
standard and
disintegrate.
10. Sed ut perspiciatis unde omnis iste natus err sit
volu ptatemeti asantio loremqu eaudantium totam
repacc usant iolorem queaud
Sed ut perspiciatis unde omnis iste natus err sit
volu ptatemeti asantio loremqu eaudantium totam
repacc usant iolorem queaud
Initiatives to improve the
problems
First phase of BPI
programme
implementation
Centralize the
integration to have a
standardized
accounting practice
Second phase of BPI
programme
implementation
Support the
centralized
accounting structure
11. Benefits of the
centralization
• Process of decision-making activities can be run precisely.
• Business processes can be monitored closely
• Strong business value is achieved through realizing savings.
• Preparation of reporting processes has been made easier
• Banishing the failure in the accounting functions by simplifying the
process
• Simple report and analysis can be generated easily by using the subsystem
12. Drawbacks of the centralization
1. Managers of the headquarters might
have been feel overburden with their
jobs.
2. Managers in the subsidiaries might
have low self-esteem.
3. The subsystem had to be interfaced
with other system.
13. Provide
Recommendations
Advise on what should be done in a
specific situation rather than solely
on solving the problem
4) Role of business
Advisory
Providing consultancy
services
Using real time data to advise client
on how to achieve the business
goals
Assist in Evaluate all sales
and marketing plans
Prepare business plan in
recommending changes in
strategy after performing
research
Provide support to handle
marketing plans implementation
and make sure it is effective to
produce favorable outcomes.
To be suggest redesign the
organization structure, redo the SOP
and business daily flow
14. 5)What are the consequences of
the implementation of the BPI in
AirportCo? What course of action
that should be taken by different
groups of accountants
15. BPI is a practice where the company
leaders analyze their business processes
to identify the area of improvements
and then redesign the processes to
achieve their goal.
What is BPI?
16. 06
0
1
02
03
04
05
GOOD CONSEQUENCES BAD CONSEQUENCES
Restructuring
of accounting
functions
Using top-
down
approach
Automated
tasks
Resistance
towards the
changes
Leveraging
economies of
scale
Changing in
role of
accountants
problem 07
Distance
08
Distribution
tasks - unfair
17. Conclusion
• BPI is a good way for AirportCo in moving towards success.
• The insights derived are related to the changing accounting structures and processes to
improve accounting services, implemented a few changes in the practices such as
centralizing, s enhanced our understanding of the roles play and the ways of interaction
in different parts in AirportCo.
• Focus to understand how these changes impact day-to-day activities and change the
behavior of organizational actors especially accountants
• Bring benefits for the company and the staffs just need to be positive to the changes
18. Recommendation
• The top management could conduct and practice a healthy environment within the
workplace. This method indirectly has helped its employees to perform a more quality of
work result and can make the implementation of BPI to be successful at AirportCo.
• Should perform a survey on their employees to detect their satisfaction level of performing
the duties. help the company to trace any threats that interrupt the employees to perform
better at the workplace and improve management to meet their employees' satisfaction
• Provide proper training to the employees before implementing BPI. Effective employee
training may help the employees to be well prepared to face any challenge and changes in
their current duties.
