4. 4
Scope of work - Chart of Accounts design and implementation
Your Initiative
► Embark upon the journey to transform the existing IT landscape to Oracle Fusion Financials Technology
► Implement new ways of working for processes covering Finance and Accounting with actionable
insights
► Refresh business controls while minimising system customizations and maintenance
► Effective user adoption of global processes and Oracle Financials solution
► Adherence to business schedule and timely realization of business benefits
Our Approach
► We understand that the path to Oracle Fusion Financials transformation can be long and complex and
hence we offer a flexible approach allowing us to accompany SMFG India through their ERP solution
journey
► As we also understand the wider considerations and challenges faced, we propose our Oracle
Implementation approach, incorporating elements of design thinking and agility, to support SMFG India
in its innovation journey
An Experienced Team of Professionals
► Oracle certified team on Oracle for business transformation, 1100+ ERP specialists / experts in India
Our Credentials
► Oracle credentials, with local and global experience in multiple industries including Fintech / Financial
Services clients like SBFC Finance, UGRO Capital, Credit Saison, APAC Financial Services, Pine Labs,
Aditya Birla Sun Life Insurance, Pramerica Life Insurance, Ageas Federal Life Insurance, Magma HDI
General Insurance, Canara HSBC Life Insurance, Unity Small Finance Bank, HSBC, Fidelity, Tata Trusts
► EY has about 100+ Oracle Fusion implementations experience
► Leaders in Oracle Fusion / Oracle R12 implementations across multiple sectors in India
148
51
17 4
Functionality Reporting
Integration Extension
147
34 24 7 4
Finance Procurement Common Self Service PaaS
Categorization of Functional Requirements :- 196
Note: 4 points are related to EPM which will be considered in Phase 2
Functionality Reporting Integration Extension
148
51
17
4
Executive Summary
5. 5
Scope of work - Chart of Accounts design and implementation
Business Priorities and Envisaged Benefits – Finance of the Future
Strategy and
Corporate
development
Financial
Planning and
Analysis
Risk and
Compliance
Accounting
and
Reporting
Treasury
Systems and
Applications
Budgetary Capital
Allocation
Rear view and Internal
Information
Time Consuming
Planning Process
Periodic Variance
Reporting
Significant manual and
detective controls
Sample testing,
physical verifications
Most time spent on data
collection & reconciliations
Intense & manual
intercompany transactions
Delayed information for
cash and treasury
Batch processes with
banks and partners
One ERP Structured Data
Prescriptive insight to
drive profitable growth
Value based, data driven
capital allocation
Machine learning
enabled forecasting
Realtime, self serving
reporting, what if analysis
Preventive controls,
embedded with processes
Automated controls, real
time monitoring
RPA enabled automated &
intelligent processes
Blockchain distributed
ledger for intercompany
Realtime visibility of cash
Near real time integration
with banks and partners
Cloud and In-memory AI
“Classic” Finance Future of Finance
ERP
Artificial Intelligence for
automate, provide smart
insight, and personalized
recommendations
Machine learning
to revolutionize
data management
to help precise
decision making
Analytics Cloud self-service
analytics capabilities for data
preparation, visualization and
enterprise reporting.
ERP Tools and Enablers
AI powered Digital
assistant; can
connect with
multiple systems
simultaneously for
real time data
6. 6
Understanding the Objectives of Transformation
... Tools & Enablers provided
Accelerated library
Template Driven Leading Sector
Practices
Focus Area
Process/ Policy Finance
people &
Finance org
3rd party
relationship
Technology &
Integration
Strategy &
Roadmap
Project
planning
Pre-defined objects -
process flows,
configuration guides,
conversion scripts,
design documents
Simplicity
Streamline
Speed
Streamline processes to ensure removal of non-value add
activities with necessary reporting solution to aid
enhanced visibility and informed decisions
Simplicity of the approach, with optimal level of
standardization to ensure industry leading maximum
possible out of box solution adoption
Ensure optimal automation without compromising control
and visibility to reduce TCOs and improve user experience
• An organization’s ability to change and transform is critical to its future
existence among the cut-throat competition
• Fundamentalchange — to products, services, businessmodels and
customer and employee experiences.
SMFG’s Objectives
Priorities
Solutions aligned with
SMFG digital
transformation initiative
Governance
Mechanism to
achieve the
maximum from
Oracle Fusion
To-be business
processes and
Chart of Accounts
design
Process capabilities
CoA design template
Technical
architecture
Data strategy &
migration approach
relevant and based
on industry best
practices
Key Deliverables
EY PROPOSED SCOPE
7. 7
Achieving Business Outcomes Through Measurable KPIs
Pre-
engagement
Close of
BPS*
During
implementation
Post go-live
Business objectives
1
3
5
7
9
One Integrated enterprise
solution
Optimized cost
Improved cash flows
Efficient processes
2
4
6
8
Enhanced financial
features
Efficient costing
management
Continuous performance
enhancement
Timely & accurate reporting
Robust controls &
compliance
Key measurable KPIs
One Integrated Enterprise
solution:
► Optimized interfaces
► Availability of data near real
time
Optimized costs:
► Reduced FTEs
► Reduced s/w & h/w cost
► Optimized training cost
► Optimized procurement costs
Improved cashflow:
► Better credit management
► Reduced capital investment
Efficient process management:
► Automation of processes like
PR to PO Process, ECF to
payment, Regulatory Reporting
► Reduced data entry efforts
► Timely reconciliations
► Efficient knowledge transition
Efficient costing management
► Efficient cost allocation through
rule-based drivers
► Increased contribution visibility
Timely & accurate reporting:
► Accounting GAAP compliance
► Tax management
► Improved controls
► Policy enforcements
► Software licence compliance
► Faster period close
A sample KPI and example targets:
1 5
3
7
4
8
Benefit area KPI Remarks
Reduced cost Reduction in rework Better visibility through “One Data
model”, resulting in better
optimization
EY
Critical KPI
framework
8. 8
Key Expectations:
► Program
Governance
► Program Execution
► Fit-Gap Analysis
► Data Migration
Iterations
► Solution
Configurations
► Localization
► Integrations
► User trainings
► User Acceptance
Testing
► Deployment
► Hyper care
► Environment
strategy
► Change
management
► Release
management
► Unified finance
platform
MIGRATION
PROCESS
Standardization Taxation needs
Global design template
Multiple iterations
Accuracy
Efficiency
CHANGE
User Adoption
End-user on boarding
Training
Target Benefits
Standardization
► Global process design
► Oracle Fusion delivered capabilities
► Serving localization needs
Automation
► Reduce manual hand-offs
► Cut-down offline workflows
► Real time actionable insights
Compliance
► Statutory & reporting compliances
► Tax compliance
Effective Controls
► Application controls
► Internal controls
Security
► Application security
► Data security
Target Benefits and Key Expectations from the Initiative
9. 9
Why Oracle cloud ?
User experience
8
Out-of-the-box functionality
2
Implementation cost
9
Process improvement
opportunity
1
Change impact and
management
7
Scalability
6
Future upgrades
5
Enterprise mobility
4
Native integrations
3
• Latest Fusion Oracle Cloud is modelled to become more business centric with opportunity to
adopt leading practices
• Oracle acquired numerous companies but has seamlessly integrated them on Oracle Cloud,
third party integrations can be done using REST API and Webservices
• Several new out-of-box functionalities are available in Oracle Cloud over functionalities
available in legacy systems reducing the need for customizations
• Oracle Cloud has extensive mobile capabilities, cloud applications can be accessed from
anywhere
• Future quarterly updates will be pushed online
• Vertical & horizontal upscaling / downscaling is easier with a pure integrated cloud on SaaS
model
• Oracle Cloud ERP is a transformed version with better UI giving better user look and feel and
ease of operations
• Oracle Cloud ERP has come a long way in terms of the user experience.
• You can make good use of the current license base to negotiate for Oracle Cloud
10. 10
Digital Enablement
► Generate automated
conversational responses to
user queries/FAQs
Chat bots
► Provides best-practice KPIs and
actionable insights driven by
advanced analytics
Integrated analytics
► Automate key reconciliations
► Quick and accurate
reconciliations
Automatic reconciliation
► Seamless consolidation of legal
entities
► IFRS compliance and eInvoicing
Consolidation, eInvoicing,
IFRS compliance
► Access fusion applications and
analytics on iOS, Android mobile
devices
Native Mobility
► Learn a user’s preferences over
time, provide recommendations
and anticipate needs using AI
Digital assistants
► Invoice GL account matching
without PO
Intelligent account
defaulting on Invoice
11. 2
A. Scope and Key Solution
Attributes Oracle Fusion - ERP
Solution overview
12. 12
Provision Module
(PPM)
IEM
(Emp Claims,
Procurement, Assets and AP)
Lease Module
ORACLE
(Reporting Software)
Finnone
BRMF
BR. Net
MiFin
FinnCorp
Workflow
Automated Processes
LOC & PF amortization and
accounting
ESOP Amortization and
Accounting
Assignment & FV
Accounting
Manual Processes
Manual JV
Prov for Exp
Treasury Accounting
Core LMS Utility
BRS Tool
Finnone
Core LMS
Manual Reporting
Planning and Forecast
Cost Allocation
MIS Reporting
Regulatory Reporting
GST Reporting
Internal Control Unit
SMFG India – As-Is Architecture Overview
13. 13
Provision Module
(PPM)
IEM
(Emp Claims,
Procurement, Assets and AP)
Lease Module
ORACLE
(Reporting Software)
Finnone
BRMF
BR. Net
MiFin
FinnCorp
Workflow
Automated Processes
LOC & PF amortization and
accounting
ESOP Amortization and
Accounting
Assignment & FV
Accounting
Manual Processes
Manual JV
Prov for Exp
Treasury Accounting
Core LMS Utility
BRS Tool
Finnone
Core LMS
Manual Reporting
Planning and Forecast
Cost Allocation
MIS Reporting
Regulatory Reporting
Internal Control Unit
Oracle Fusion Module Oracle Fusion Extension Accounting Integration with Fusion
To-Be Financial System Landscape
GST Reporting
Partial Automation through Fusion
15. 15
Sr. Business Process Recommendation Solution Fitment
1 Procurement (IEM)
Oracle fusion procurement to be implemented for
procurement automation & works in coordination with the
financial modules.
2 Payables (IEM)
Oracle Fusion Payables should be able to take care of all the
supplier payments & advances along with the required
accounting.
3 Employee Claims (IEM)
Oracle Fusion Expenses to be implemented for all the
employee claim reimbursements & accounting.
4 Fixed Assets (IEM)
Oracle Fusion assets can be used to record all the fixed
assets & also manage the depreciation of the same.
5 Lease Module
Oracle fusion lease accounting can help manage the leases &
keep a track of rent.
6 Provision Module
Being on a integrated platform, will address most of the
provision related concerns with Oracle.
7 BRS Tool
Oracle Fusion Cash management can manage and automate
the bank reconciliation activities.
8 Planning & Forecasting
Oracle Fusion EPBCS (Enterprise Planning & Budgeting Cloud
Service) can be implemented.
9 Cost Allocation
Oracle Fusion PCMCS (Profitability & Cost Management
Cloud Service) can be implemented for allocations
Oracle Fusion
Solution
Current Solution Co-
existence
Non Oracle System
To Be Financial System - Module Fitment
16. 16
Sr. Business Process Recommendation Solution Fitment
10 MIS Reporting
Oracle fusion reporting capabilities (BIP / OTBI / FRS /
Smartview) will help you design custom reports as per
requirements.
11 Regulatory Reporting
Oracle fusion reporting capabilities (BIP / OTBI / FRS /
Smartview) will help you design custom reports as per
requirements. RBI returns will be manual
12 GST Reporting
Oracle fusion reporting capabilities (BIP / OTBI / FRS /
Smartview) help you design custom reports as per
requirements. End to end automation feasible through BI
13
Taxes Oracle Fusion tax can handle AP as well as tax determination
& accounting
14 Treasury Accounting
This will be a non-Oracle solution and will be integrated with
Oracle Fusion GL.
15 ESOP Amortization Accounting Oracle custom solution to be built to accommodate this.
16 Assignment & FV Accounting Oracle custom solution to be built to accommodate this.
17 Manual JV
Current system to coexist & interface accounting entries to
Oracle fusion GL.
18 Space Management
This will be a non-Oracle solution and will be integrated with
Oracle Fusion GL.
Oracle Fusion
Solution
Current Solution Co-
existence
Non Oracle System
To Be Financial System - Module Fitment
17. 17
Sr. Business Process Recommendation Solution Fitment
19 Provision For Expenses Oracle fusion GL can manage this functionality
20 Internal Control Unit
Oracle Fusion ARCS (Accounts Reconciliation Cloud
Service) can be implemented.
21 BR.Net
Current system to coexist & interface accounting entries
to Oracle fusion GL.
22 Mifin
Current system to coexist & interface accounting entries
to Oracle fusion GL.
23 Finncorp
Current system to coexist & interface accounting entries
to Oracle fusion GL.
24
BRMF
Current system to coexist & interface accounting entries
to Oracle fusion GL.
25 Finnone
Current system to coexist & interface accounting entries
to Oracle fusion GL.
Oracle Fusion
Solution
Current Solution Co-
existence
Non Oracle System
To Be Financial System - Module Fitment
18. Page 18
18
Current Finance Systems
Decentralized systems with limited integration Unified and connected finance platform
Minimal scope for automation Automation across processes
Manual / Macro-based reports Extensive reporting capabilities
Need for controls and approval features Robust approval and control framework
Cannot communicate with stakeholders Effective communication and collaboration framework
No Sourcing (Vendor RFQ) process Integrated sourcing solution
Cannot raise employee expenses Comprehensive expenses management solution
No mobile application support for easy access Convenient mobile applications
Comprehensive supplier master framework
Cannot maintain supplier data
*Based on our discussions with the team.
Current challenges versus transformation opportunity
19. 19
Oracle Fusion specific solutions – Additional solutions For SMFG India.
Solution
Challenge
No additional fields on the transaction to
store additional information
Oracle Fusion provides DFFs (descriptive flex fields) which help you
design additional fields on the transactions.
Capital budget form for capital purchases is
completely manual
Capital purchases can be done through Oracle procurement where
approvals could be designed for capex purchases.
No automatic accounting in assets.
Oracle Fusion provides an automatic accounting process for every
accounting event across modules.
Account allocation is manual.
Oracle Fusion provides calculation manager functionality to write
allocation rules to automate the same.
Reconciliation is completely manual.
Oracle Fusion provides out of an box sub ledger to ledger
reconciliation process for transactional modules.
20. 20
Scope Summary for Fusion Solution (1/2)
Organizational Structure
Modules
► Deploy Oracle solution as per leading practices
► Configuration of core solution in the application
► Configure workflows
► Conduct CRP workshops
► Prepare solution technical design document
► Data migration strategy & planning
► Test strategy and planning
► Data migration workshops
Process, CRP & Design Validations
► Unit testing and System Integration Testing (SIT) –
Internal Testing with IT Team to test every technical
element developed in the project. Movement of
Technical components for user testing only after
sign off – All Phases
► User Acceptance Testing – Final round of testing
with end users covering end to end scenarios with
Data Validation
Testing
► Design future state Global CoA for SMFG India using
industry specific knowledge
► Reporting and budgeting dimensions to provide
analytical reporting capabilities based on
accounting entries for all financial transactions
► Ensure scalability design for future growth of SMFG
India
► Define cost centre or Expense centre (i.e. Profit
and Loss calculation at Product level, Branch level,
Branch + Product level, Business Head level,
Regional Head level, Sales Manager level)
Chart of Accounts Design
► SMFG India Credit Company Ltd
► SMFG India Home Finance Company Ltd
► 2 Primary Ledgers (IGAAP).
► 2 Secondary Ledgers (Ind AS)
► 2 Legal Entity
► 2 Business Units
► 40 key custom reports/documents for financials
modules over and above Oracle standard reports
including reports to extract historical data
► 10 non conditional personalization
► Interface of data from SMFG India Systems Finone,
BRMS, MIFIN, Finncorp, BR.Net, ESOP Accounting,
LOC and PF Accounting, Assignment and FV
Accounting.
► With the interfaces, we will also develop Interface
validation and Interface reconciliation report.
► Custom extension development in Oracle PaaS for
ESOP Accounting, Provisions, Assignment and FV
Accounting.
Technical Scope
Oracle Financials
► Accounts Payables
► Accounts Receivables
► Assets
► Cash Management
► General Ledger
► Expenses
► Lease Accounting
Oracle Procurement
► Self Service
Procurement
► Purchasing
► Supplier Qualification
► Sourcing
► Supplier Portal
► Procurement Contracts
PaaS Extensions
► Provision
► Assignment and FV
Accounting
► ESOP Amortization
Accounting
21. 21
Scope Summary for Fusion Solution (2/2)
► A detailed cutover plan will be prepared
► Identify potential blackout impact
► The cutover plan will include activity level details
including person responsible and associated time
required to do the same
► Implementation in 5 months and post go-live
support of 1 month
Cutover & Go-Live
► Prepare all deliverables in compliance with EY
quality standards
► Conduct peer to peer review prior to QA review
► All deliverables will have to be signed off by
designated SMFG India stakeholders
Quality & Governance
► Functional specifications document
► Custom reports & other customization - technical
documentation
► User manuals and knowledge transition
Other Deliverables
► Training need analysis would be carried out to
identify the number of training sessions by
process, function, stakeholders
► Training will be conducted to the identified
trainers
► General User Functional Module Training - 5 Days
► Spoc Training – 10 days
Training
► SMFG India will extract master and transactions
data and is also expected to perform cleansing
activity
► Active master data and open transactions as on
cut-off date to be considered
► EY will load the data and SMFG India to validate
the migrated data
► Components of Data Migration
► Master Data
• Supplier, Supplier Site and Bank
• Customer and Customer Site
• CoA Value sets and values
• Journal sources, categories and
sequencing
► Transaction Data
• Trial Balance as on date
• Open Unpaid Supplier Invoices and
Prepayments
• Open Customer Invoices and advances
• Open Customer Receipts
• Asset Register as on date
• Open purchase orders
Data Migration
► Adopt the leading practices of Oracle Solution
► Manage change across the business processes to
instil controls and approvals in compliance with
IFC
Change Management
22. 22
Oracle Fusion Financials Life Cycle
Profit & Loss
Journal Creation
Trial Balance
Apply Receipt
Raise inter company
Invoice
Oracle
Receivables
Dispose Asset
Depreciate Asset
Transfer Asset
Add Asset
Adjust Asset Fixed Asset
Bank Reconciliation
Cash forecast
Cash
Management
Flexible rules
GST & TDS
application
Oracle
Fusion Tax
Budget check
Pay Invoice
Create Invoice
Multiperiod
accounting
Recurring invoices
Oracle
Payables
General Ledger
Procurement
23. 23
Oracle Fusion Procurement Life Cycle
Supplier On-
Boarding
Supplier
Qualification
Negotiations
(RFQ/RFI)
Quotes
Quote Award
Supplier Contracts
Purchase
Requisition and
Order
Goods Receipt
Invoice Creation
Invoice Posting
Payments
Supplier Portal (Collaboration platform for supplier)
Qualification
Questionnaire
Supplier
Responses
Qualified
Supplier
Supplier
Responses
Approved
Quotes
3-way
Invoice
matching
Approved
Invoices
Return of
goods
Goods
Shipped
On-due
Invoices
Discussions
and Feedback
Payment
notification
Review and
validation
► Supplier data management
► Supplier qualification and
capabilities assessment
► Supplier feedback and
complaint tracking
► Supplier on-line
communication portal
► Multiple supplier invitation
to respond to RFQ/ RFI
► Track multiple versions of
negotiation
► Scoring and Approval
workflow for award
► Usage of pre-defined
templates
► Supplier Contract
Management
► Global and local agreements
► Renegotiation, Approval
workflow and amendment of
agreements
► Automatic PR and PO
process
Goods
Shipped
Process
Key
requirements to
be addressed
Oracle Sourcing Cloud Oracle Procurement & Procurement Contracts Cloud Oracle Financials Cloud
► Role based access control
► Integrated invoice imaging
for auto creation
► Approval workflow
► Supplier notifications
► GST and TDS automation
► Simplified transfer process
► Communication portal to
discuss defects and raise
complaints
Purchase
Agreements
Contract
deliverable auto
conversion
24. 24
Automation Control Advanced Features
Integrated supplier portal
Expense amortization process
Comprehensive AP dashboard
Expense report audit framework
Shared vendor master shared across
procurement and payables
H2H integration with banks for
payments and UTR
Automated remittance
communication to vendors
Attachment feature in all the
documents
Report delivery straight to the
mailbox
Duplicate payment check
Purchase order validation
before payment
Robust invoice approval
framework
Invoice & payment audit
framework
Excel upload feature for
payable invoices
Single comprehensive
supplier master
Tax calculation and
validation on every invoice
Touchless PO creation
Automated policy
validation for employee
every expense claim
Online supplier RFQ and
negotiations
Oracle Fusion specific solutions – Procure to Pay
25. 25
Automation Control Advanced Features
Integrated planning and budgeting
Integrated account reconciliation
Revaluation of foreign balances
Parallel secondary and reporting
currency ledgers supported
Financial statements through FRS
Inbuild exchange rate management
for multiple currencies
Comprehensive account balance
inquiry tools with drill-down
capability
Clearing account reconciliation
Multiple reporting options
Cross-validation rules to
avoid incorrect account
selection
Segment security to
restrict user access
Clear segregation of
journals by sources
Journal approval
framework
Ledger-based user access
No provisions are needed
as PO accruals are
automatically created
Automated cost allocation
Automated tools like close
& account monitor help in
faster closure
Automated budget
tracking on every
document
Oracle Fusion specific solutions – Record to Report
26. 26
Automation Control Advanced Features
Asset physical inventory.
AP to Assets integration.
Asset transfers.
Asset Impairment.
Asset Dashboard
Cash Balances Dashboard.
Cash Position & Forecasting
Bank Reconciliation Dashboard.
Maintain Leases with documents.
Lease management and accounting.
A complete asset audit
history available.
‘What if an analysis’
feature to predict future
depreciation impact.
Lease to AP integration for
rent payments.
Correct bank balance is
always reflected in the
system.
Excel upload feature for
bulk asset operations.
Automatic Bank statement
import into Fusion.
Automatic bank
reconciliation process.
Automated bank
statement external
transaction processing
Land lord details are
maintained in the system.
Oracle Fusion specific solutions – Acquire to Retire
27. 27
Mapping SMFG’s Journey – Record-to-Report
Planning,
Budgeting &
Forecasting
Record
transaction
Reconciliation
& Period end
routines
Consolidation
Prepare Statutory,
Regulatory, Tax Reporting
MIS
allocations
MIS reporting
CFO
Finance Controller
MIS team
Corp Fin- IC
Corp Fin- Treasury
Corp Fin- Shared
service
Statutory Reporting
team
Operations team
Finance team
Planning team
Tax team
Internal audit team
R2R process
touchpoints
Treasury
Analytics
& KPI
System
interaction
Mobility
solution
Notification
Activity
automation
LEGEND:
CFO TOUCHPOINTS
• Annual planning exercise
• KPI & scorecards
• MIS reporting
• Overall KPI performance
FINANCE CONTROLLER
TOUCHPOINTS
• Compliance reporting
• Statutory and MIS reporting
• Intercompany
• Consolidation process
FINANCE OPERATIONS
TOUCHPOINTS
• Period close routines
• Reconciliations
• Statutory reporting
• Tax reporting
PLANNING TOUCHPOINTS
• Annual planning & budgeting
• Budget Vs Actuals MIS
• Flash reporting
• Board reporting
TAX TEAM TOUCHPOINTS
• Financial reports for Direct tax
• Tax compliance reporting
29. 29
Oracle Fusion specific solutions – Procure to Pay (Approvals Sample)
Step:1
Supplier Submits
Invoice using
Supplier Portal
Step:2
User Function
Reviews/Edit
the Invoice
Step:1
Supplier/User
Function send
invoice to OCR
Step:1
User Function
directly creates
invoice (PO/Non
PO)
Step:3
User Function
Initiates Approval
for Invoice
Step:4
Finance DOA
Step:5
AP L1 User
(Withdraw invoice,
update details and
Validate)
Step:6
AP L2
Review Invoice
Details
Step:7
Invoice will be
accounted and
will be available
for payment
Approve
Resubmit
Approve
Reject
Reject
Start
End
30. 30
Oracle Fusion specific solutions – Procure to Pay (Approvals Sample for Capex PR)
PR
Value
Budgeted
Yes
No
PR
Value
Associate
Director Band
13 and above
Associate Director and
above
+
LOB Head/Function Head
Associate Director and
above
+
LOB Head/ Function
Head
+
Finance Controller
Associate Director and
above
+
LOB Head/ Function
Head
+
Finance Controller
+
Chief Financial Office
Associate Director
and above
+
LOB Head/ Function
Head
+
Finance Controller
+
Chief Financial Office
+
Managing Direct and
Chief Executive
Officer
Up to 10 lakhs >10 lakhs Up to 25 lakhs >25 lakhs Up to 50 lakhs >50lakhs Up to 60 lakhs >60lakhs
Function head
+
Finance Planning and
Analysis Head
+
Finance Controller
Up to 15 lakhs >15 lakhs Up to 30 Lakhs
Function head
+
Finance Planning and
Analysis Head
+
Finance Controller
+
Chief Financial Office
>30 Lakhs
Function head
+
Finance Planning and Analysis Head
+
Finance Controller
+
Chief Financial Office
+
Managing Direct and Chief Executive Officer
31. 31
Oracle Fusion specific solutions – Procure to Pay (Approvals Sample for Opex PR)
PR
Value
Budgeted
Yes
No
PR
Value
Chief
Manager/Assista
nt General
Manage/General
manager
+
Associate
Director and
Above
Chief
Manager/Assistant
General
Manage/General
manager
+
Associate Director and
Above
+
LOB Head/Function
Head
Chief
Manager/Assistant
General
Manage/General
manager
+
Associate Director
and Above
+
LOB Head/ Function
Head
+
Finance Controller
Chief Manager/Assistant
General Manage/General
manager
+
Associate Director and
Above
+
LOB Head/ Function
Head
+
Finance Controller
+
Chief Financial Office
Chief Manager/Assistant
General Manage/General
manager
+
Associate Director and
Above
+
LOB Head/ Function Head
+
Finance Controller
+
Chief Financial Office
+
Managing Direct and Chief
Executive Officer
Up to 10 lakhs >10 lakhs Up to 25 lakhs >25 lakhs Up to 50 lakhs >50lakhs Up to 1.2 Cr >1.2 Cr
Function head
+
Finance Planning and
Analysis Head
+
Finance Controller
Up to 15 lakhs >15 lakhs Up to 30 Lakhs
Function head
+
Finance Planning and
Analysis Head
+
Finance Controller
+
Chief Financial Office
>30 Lakhs
Function head
+
Finance Planning and Analysis Head
+
Finance Controller
+
Chief Financial Office
+
Managing Direct and Chief Executive Officer
32. 32
Oracle Fusion specific solutions – Penny testing (Sample)
Start
Step:1
Maker will
create Supplier
Step:2
Maker will
update bank
details on
supplier site
Step:3
Approvals will
be triggered
Step:4
Penny Test File
will be Created
and shared
with bank
Step:5
Reverse Feed
from Bank will
be received
Status
is
Success
Step 7:
Supplier record
will be rejected
Step 6:
Supplier record
will be
approved
Notification will
be triggered to
the Maker
Notification will
be triggered to
the Maker
Step 8:
DOA will be
triggered
End
Legends
Process
Sub-
Process
Document Decision
Yes
No
33. 33
Oracle Budgetary Control - Options
Approach
► Define a project segment in
COA
► Budget control through GL
Pros
► Lean method of budget
control without much
overhead for business
► Process for Capex aligned
with Opex
► No additional license cost
► Real time tracking and
monitoring of budget
Cons
► Additional segment in
Fusion COA
► Project segment
maintenance
Capex Purchase: Solution Comparison
Budgetary control on
expense accounts
Oracle Procure to Pay
Requisition
Purchasing
Invoice
Capex Purchase
Chart of accounts
with Project
Segment
Project Segment in COA
GL Budget
Opex Purchase
34. 34
Integrations and Extensions to be considered as part of Scope
SL N0 Integrations
1 Provision Processing Module
2 Treasury System
3 E-Invoice
4 Data Warehouse
5 LMS
6 Pan number verification through PAN site
7 Aadhar card verification through Aadhar site
8 GST number verification through GST site
9 Certificate of Incorporation (Company & LLP) verification through MCA site
10 MSME certificate verification thorugh site
11 Shop and establishment (trade licence) through site
12 Auto Mask/redact Aadhar number on Aadhar card copy
13 Bank a/c details verification through penny drop
14 Sanction Screening through Posidex system
15
FCU Checks should be part of onboarding (Crime Check, KYC check, Hunter
Check)
16 Online empanelment form & EMT letter (electronic verification form)
17 e-KYC/Digi locker
SL N0 Extension Solution and Integration
1 Securitization Solution
2 ESOP Solution
3 Assignment and Fair Value Accounting
4 E-Invoice
35. 35
Oracle Fusion specific solutions – Integration approach
Fusion Financials Application
Payables
Cash Management
Bank Portal
Approval of
Payment
Process
payments
FTP
Payment Files
MT940 Bank Statement Generate
Statement
- Configure bank
SFTP Schedule
- Process Electronic
Bank Statement
Request for
automatic upload
- Setup transmission
configuration at
PPP
- Configure Bank
SFTP details
Inbound
Folder
Outbound
Folder
Bank
Push
Outbound integration
Inbound integration
36. 36
Oracle Fusion specific solutions – Integration Approach (continued)
Finnone
BRMS
MiFin
FinnCorp
BR.Net
Oracle Fusion
General Ledger
Transactions and
Accounting Data
Payables
Cash Management
Bank
Payments
Bank Statements
Middleware
Treasury Accounting
…….
Mapping ASP/GSP
GST Invoice
Details
GST IC Recon Details
HRMS Employee Data
Segment1
Company
Segement2
Business
Segement3
Location
Segement4
GL
Segment5
Product
Segement6
Cost Centre
Final
Converted
New COA
Segment
Reports
** Subject to discussion
37. 37
As the backbone of an Oracle solution, establishing an effective Chart of Accounts design is central to the development and delivery of an effective Finance solution and
streamlined accounting processes. We bring a wealth of industry specific knowledge in designing Charts of Accounts in support of multiple accounting methodologies
The first step to design Financial accounting system is to identify the
reporting and budgeting dimensions which would provide analytical
reporting capabilities based on accounting entries for all financial
transactions
The first step to design Financial accounting system is to identify the
reporting and budgeting dimensions which would provide analytical
reporting capabilities based on accounting entries for all financial
transactions
Chart of Accounts is
Chart of Accounts is
Heart of the system into which data flows
Akin to foundation of a building and its
basic structure of columns & beams
Provides basis for management &
statutory reports and financial statements
Provides foundation for expansion and
stores current and historical information
Facilitates segmental capture of
accounting information
Reporting Dimensions
Branch
Account
Department
LOB
Product
Channel
Inter-Entity
Source system
Budgeting – Each GL segment mapped in Planning
Engine
Allocations – Cost & revenue allocation dimensions
Segment reporting – Business segments should be
defined
GAAP reporting – Separate parent child relationship
to be defined to facilitate GAAP reporting
MIS reporting – Geographical wise, product wise,
channel wise are typical ways to analyze the revenue
Inter-Entity transactions – Inter Entity transactions
should be eliminated by system automatically and
hence a separate GL dimension
Ease of entry – A lean structure facilitates user entry
Security and cross validation rules – GL should
support defining security in the Enterprise system
Maximum leverage of GL – Reports from GL directly
Business Considerations
Entity
Oracle Chart of Accounts Structure
38. 38
Indicative CoA for Clients
X Represents the length of the Segment
6 5 8 1 1 1 6 4 4 3 3
GL Sub Head
Natural Account
Account Type
MOC
Memorandum of change
Source
Inter Branch
Line of Business
Product
Future 1
Future 2
Branch
►Sample 2
Entity Branch
Profit Center
Cost Center
Natural Account
Product
RBI
Classification
Inter-Entity
Source
Future 1
Future 2
5 3 4 5 5 3 5 3 4 4
►Sample 3
2 4 3 4 6 6 2 2 2 4 3
Branch / Location
Line of Business
Cost Center / Department
Product
Channel
Source System
Intercompany
Future 1
Future 2
Company
►Sample 1
GL Account
5
Future 3
39. 39
Multiple books – Parallel Accounting Principle
Oracle Applications secondary ledger functionality allows maintenance of multiple set of books. Data from primary book can be transferred to secondary book either at
Journal, Sub-ledger or Balances level
• Centralised accounting rules
• Predefined Validations
• Date effective policies
• Sophisticated error handling
Subledger Accounting
• Detailed Journal Entries
• Configurable Reference Information
• On-line inquiries
• Full audit trail
Automatic transfer of data
Flexibility to use different
accounting representations
Separate reports can be extracted
from multiple books
Adjustment entry can be recorded in
secondary books
Data to be recorded only once in
primary books
Adjustment only books also can be
defined as per business requirement
Primary Book (Indian GAAP)
• Profit and Loss account (P&L)
• Balance Sheet (BS)
• Schedules to P&L and BS
• Location wise MIS
• Product wise revenue cuts
• Department wise cost analysis
• Analysis post allocations
• Allocation formulas to be written with revenue
or other key drivers
Reporting Currency (MIS)
Secondary Book (IND-AS/IFRS)
• Reporting as per IND-AS / IFRS
• Revenue analysis as per IND-AS - Revenue to be
accrued over life
• STAT to GAAP analysis
Data from primary book can be transferred to secondary book either at Journal, Sub-ledger or Balances level automatically.
40. 40
Oracle Fusion Localization EY case study
in localizations
India GST
Lead transition for over 70+
clients for World’s largest
indirect tax reform from VAT
and service tax to GST
Centralized rules
Automation of tax
► Tax regime, Tax rates, Codes,
HSN-SAC can be configured
Compliance to regulatory
requirements
► Automation of tax defaulting and
calculation to improve operational
efficiency
► Facilitates compliance to regulatory
requirements including filing of returns
and reports
Localization support
► TDS
► TCS
► GST
► Reverse Charge
India Localization
INDIA GST Enablement
► Configure the Tax Regime, Tax Types for India.
► Configure the Tax Reporting Codes for Goods and Services Tax
Network (GSTN) reporting.
► Configure the Tax Rates for India.
► Manage Tax Recovery Rates.
► Configure the Product Fiscal Classification for Goods.
► Configure the Tax Registrations for reverse charge and reporting
registration number purposes.
► Configure the Tax Determination Rules.
TDS / Withholding Tax Processing and Reporting for India
► Enable the India Localization feature
► Setup a Withholding Tax Calendar
► Basic Withholding Tax
► India Multiple Threshold (MT) Withholding Tax
► India Tax on Tax - Surcharge Tax
► India Tax on Tax Education Cess (CE)
► Higher Education Cess
► Setup a Tax Rate for each Withholding Tax Type above.
► Setup a Tax Formula for tax calculation.
► Setup a Tax Registration Status and Number for the first party
and third party.
► Setup a Withholding Tax Classification that uses a tax rule to
determine the tax rate.
► Setup Tax Rules to derive each tax rate as required based on
relevant tax rules.
Fusion India
Localization Key
Credentials
Leading NBFCs
Leading IT
company in India
Leading non
profit
organization in
India
Leading BPO
company
New banking
client
Fintech company
Oracle Fusion India Localization
41. 41
Oracle Fusion specific solutions – Tax Configuration Structure
Regime
Tax
Status
Rate
• Set of common tax, regulation and
default information for a region
mostly 1 per country.
• E.g. GST for India
• Lists all the taxes that must be
defined under the above regime.
• E.g. CGST, IGST, SGST
Regime
Tax
Status
Rate
• Lists all the statuses that must be
defined under the above taxes.
• E.g. Standard Rate / Reduced
Rate/ Exempt.
• Lists all the rates that must be
defined under the above status and
recoverability.
• E.g. 5%, 18%, 28%
Jurisdiction
Jurisdiction:
• Geographic region or
tax zones where a
specific tax authority
levies tax.
• E.g.India, European
Union.
Tax Rules
42. 42
Oracle Fusion specific solutions – Tax Determinants And Rules
Party:
• Bill-from party
• Bill-to party
• Ship-from party
• Ship-to party
• Registration Status
Product:
• Item Code
• Item Category
Process:
• Accounting Segment
• Transaction Classification Code
• Transaction Type
• Tax classification code
• Intended use
Place:
• Bill-from location
• Bill-to location
• Ship-from location
• Ship-to location
Payables Transaction:
If Ship from state = Ship to state and Item Category = Stationary then apply CGST 18% and SGST 18%
Supplier
Address
Entity
Address
Product
Category
Tax
Rate
Tax
Rate
Tax
Rule
Sample
Tax
Determinants
43. 43
System Illustration - TDS at higher rate in case PAN not available
Supplier tax registration
status is “Registered”
44. 44
System Illustration - TDS at higher rate in case PAN not available
Since supplier is registered,
TDS is calculated at normal
rate
45. 45
System Illustration - TDS at higher rate in case PAN not available
Supplier tax registration
status is “Not Registered”
46. 46
System Illustration - TDS at higher rate in case PAN not available
Since supplier is not registered,
TDS is calculated at 20% as per
tax rule defined
47. 47
Invoice Registry
Portal
Oracle Accounts
Receivable
GST Output Reports using BI Publisher
Customer
Transactions
Invoice
Credit Memo
Debit Memo
Interstate Transfer
Oracle e-
invoicing page
App
Composer
enabled
place holder
* GST ANX-1 updated for Seller in IRP
post e-invoice interface
GST Output
Report
Input to IRP
Invoice Reference,
Transaction Type, Buyer,
Item
digiGST
EY’s e-invoice
generator
Integration
bolt-on
Sales
Register
Response from IRP
Invoice Reference Number
(IRN), Digital Signature
Details, QR Code, Status,
Error Details
Response from
digiGST
Converts data into
IRP readable format
and prepares JSON
files
E-way bill Portal
GST Portal
Approved e-
Invoice details
Approved e-
Invoice details
Oracle Fusion Cloud
SaaS Cloud Bolt-on
Legend:
Oracle
Integration
Cloud
India GST e-Invoicing Solution
48. 48
Proposed project phases and timelines : Agile approach to enable fusion environment
System Illustration - E-invoice applicability status report
* At the time of invoice creation, user can view the e-invoice applicability status report of that particular vendor and other
status from the supplier master
49. 49
Plug and Play – GSTR2B Reconciliation Solution Screenshots (1/5)
GST2B Hold
50. 50
Plug and Play – GSTR2B Reconciliation Solution Screenshots (2/5)
Upload of GSTR 2B report, through excel based template
51. 51
Plug and Play – GSTR2B Reconciliation Solution Screenshots (3/5)
52. 52
Plug and Play – GSTR2B Reconciliation Solution Screenshots (4/5)
Download of reconciliation status
53. 53
Plug and Play – GSTR2B Reconciliation Solution Screenshots (5/5)
Automatic hold release after reconciliation
54. 54
Reporting
Balances
Transactional
Data
Financial
Reporting
Management Reporting, Board Room Quality,
Distribution, Snapshot or Live Reporting,
Graphs & Charts, Multiple Output Options
High Volume
Specific Format
BI Publisher
Ad hoc, Dashboards,
Charts/Graphs, Flexible Output
Transactional BI
(OTBI)
Ad hoc Analysis, Pivot Tables,
Graphs & Charts, MS Office
Smart View
Oracle Fusion Reporting Framework
55. 55
General
Ledger
Revenue
Operating Expense
Net Income
EBIDTA
Payroll Costs
Net Working Capital
DSO
Current and Quick
Ratio
Accounts
Payables
AP current due/overdue
AP Avg supplier payment
days
AP Turnover
AP Aging
AP Ontime payments
AP Discount Taken & lost
AP Avg Days On Hold
AP % Interest penalties
paid
Spend
Category Spend
PO Matched Spend
Agreement Leakage
Spend
Negotiated Spend %
Top 10 Suppliers
Top 10 Categories
Non PO Spend
Employee
Expenses
Total and Average
Expense
Credit Card Expense
Cash Expense
Manual & Auto Audit
Expense cycle time
Expense Approval
Cycle
Advance settlement
Audit time.
Use Cases
• Identify profitability and cost drivers
• Optimize cash and working capital
• Easily drill across finance (subledgers)
• Improve payment performance
• Optimize days payable outstanding
• Discover insights into aging trends
• Uncover hidden cost savings
• Minimize risk, ensure compliance
• Improve procure to pay efficiency
• Identify fraud and non compliance
• Enforce policy adherence
• Track expense cycle performance
Dashboards and Reporting Capability
57. 57
DNBS01_Table2
Oracle Fusion Account
Balances
RBI Return Reports
FRS
RBI return tables can be created through FRS in fusion based on
the account balances. E.g…. DNBS01.
Any tables related to information not maintained in fusion cannot
be populated through FRS e.g….. Borrower details.
RBI Returns for NBFCs
63. 63
Dashboard, Analytics and Infolet Capabilities in Oracle Fusion
We understand that an efficient and accurate information on a summarized form is a key for business. To ensure the information on the go, we leverage the
analytical capabilities of Fusion, below is the screenshot for AR Aging summary with drill down facilities
65. 65
Scope of work - Chart of Accounts design and implementation
Finance & Business Performance Dashboard- Chart of Accounts design
Illustrative
66. 66
Scope of work - Chart of Accounts design and implementation
Finance & Business Performance Dashboard (Cont..)- Chart of Accounts design
Illustrative
67. 67
Scope of work - Chart of Accounts design and implementation
Finance – Payables DashboardChart of Accounts design
Illustrative
68. 68
Scope of work - Chart of Accounts design and implementation
Receivables Reconciliation Summary – Illustrative Screenshotsof Accounts design
Illustrative
69. 69
Scope of work - Chart of Accounts design and implementation
Receivables Reconciliation Summary – Illustrative Screenshotsof Accounts design
Illustrative
70. 70
Scope of work - Chart of Accounts design and implementation
General Accounting Dashboard – Illustrative Screenshotsof Accounts design
Illustrative
71. 71
Fusion SOD Matrix
Role Name Description Invoice
creation
Invoice
validation
Edit
invoice
Cancel
invoice
Invoice
approval
Invoice
inquiry
Payment
creation and
accounting
Void
payments
Transaction
entry and
cancellation
rights
Responsible for
creating Invoices for
goods/services
Invoice
creation
rights
Only access to
invoice creation
Invoice
approval
rights
Access to invoice
approvals and
modification
Payment
rights
Access to payments
and accounting
Void
payment
rights
Access to void
payments
EY’s Oracle Applications framework contains segregation of duties controls and restricted access controls across the Financial cloud
and Procure to pay activities for SMFG India: Few examples below to demonstrate the SOD rights provided to users
Role Type
72. 72
Maker-Checker Process – GL Mapping Process Flow (Proposed Custom Solution)
Mapping created
by Maker
Mapping
Submitted
by Maker
Approval
By
Checker
YES Mapping
Approved
NO
Mapping
Resubmitted
by Maker
Can be used
for
Integrations
73. 73
Maker-Checker Process – Customisation Features
Custom form to map
Natural Account
from source systems
in Fusion COA
Interfacing journals
from 3rd party
systems to Fusion
Oracle codes are
populated by an
integration
Only child codes can
be selected and
allowed for mapping
Many to one
mapping is possible
Maker checker
functionality for
mapping
Mappings can be
time bound with
specific start and
end dates
Functionality to have
different maker &
checker for each 3rd
party system
Access can be
provided 3rd party
system wise
Upload / extract
functionality
through/in excel
worksheet
74. 74
Maker-Checker Process – Benefits
Real Time update
in Fusion
accounts
Time bound
mapping
between GL of
3rd party system
& Fusion
Only Approved
mapping to be
considered for
interfaces from
3rd party system
to Fusion
E-mail
notifications to
maker & checker
at every stage of
mapping process
(i.e. Submission,
Rejection, Re-
Submission and
Approval)
E-mail
notifications for
comments at
every stage of
mapping process
75. 75
Maker-Checker Process – How it works in System?
Mapping Creation Form Mapping Submission Form
Mapping Approval / Rejection Stage Mapping Summary Form – Maker
76. 76
IFRS 16 – Leases - EY’s value added approach
Future
state
Current
state
1. Understand current state of leasing and
revenue activities
(e.g., lease procurement, revenue
contracts administration, and accounting
and reporting)
2. Identify changes resulting
from IFRS 16
(e.g., data gaps, changes in
lease processes and Oracle
Property Manager)
5. Post – Implementation
For IFRS 16 compliance
3. Design solution for accounting
change
To capture new lease
data requirement, Finalization of
changes in accounting policy, new
accounting policies,
processes, Changes in Oracle and
Lease process)
4. Implement , To quantify
impact of IFRS 16
Over the past months,
we have been engaged
to implement IFRS
16 solutions across
sectors.
We have been
supporting our clients
with Functional as well
as Technology fronts
for a smooth transition
to Ind AS compliance.
The key areas of
concerns and
questions around
Ind AS, complexity of IT
and network landscape
and stakeholder
engagement for this
transformation can be
addressed and
accelerated
We have refined the
approach to IFRS
16. implementation
projects over time to
factor our key
learnings as well as
critical success
factors
for a successful
delivery.
• Plan;
• Analyze;
• Design;
• Build;
• Test and deploy
77. 77
Oracle Lease management lifecycle with compliance controls
Capture
Lease Details
Capture Asset
details
Capture Payment
Details
Generate Lease
Schedule
Approve/Validate
Lease
Lease
Creation
Approval
Workflow
Process Lease
payments
Interface Lease
Payments to
Accounts Payable
Amend Lease
Validate Lease
Changes
Approve Lease
Changes
Lease
Amendment
Check
amendment type (Scope Increase/Scope
Decrease/No Scope Change)
Select Lease
Process Lease
Expiration
Terminate
Lease
Lease
Termination
/Expiry
365 days
proration
360 days
Proration
Payment
Escalation
Generate Payment
Increase Schedule
Interest calculation method is Daily compounding
resulting in accurate calculation of Lease Liability
No
Yes
PV is calculated for all future payments to
determine Lease Liability and RoU balance
Validate Invoice
and make Payment
Payment Approve/Hold functionality available in
Lease module. Invoice will be created upon approval.
Modify Discount Rate as
applicable
Exercise
Options
Term
Completion
alert can be setup
for lease expiration
78. 78
Enhancements – Within SaaS (Page and Application Composer)
Application composer enables system implementors and admins to extend their standard application
Objects
Modifying objects by adding
new fields, or create entirely
new objects
Relationships
Creating relationships
between two objects
Work area / Page layouts
Modifying user interface pages
by exposing your newly
created fields for an object, or
create an entirely new work
area for custom objects
Application logics
Writing application logic, such
as triggers, validation rules,
and workflows, for an object
or for use across multiple
objects
Security
Implementing functional and
data-level security for custom
objects
Object workflows
Create workflows for standard
as well as custom objects to
trigger tasks/actions based on
field inputs
Notification preferences
Manage different types of
notification preferences based
on different triggers
Templates
Manage templates such as
email templates and error
message templates
Import/Export customer-
objects
Import and export data using
two processes: file-based
import and bulk export
Run-time editing
The application
customizations can be viewed
and tested in run time
79. 79
Leverage Page Composer – Sample Personalizations
► Standard Fields can be made Mandatory
► Add, move, delete, show, or hide components on a page
► Customize a page title
► Add fields, buttons, links, to a standard page (Example :Journal Voucher Print can be printed directly from Journal through a link)
► Customize attributes for a flexfield on a page
► Change a page layout
► Customize a task list menu
► Fields Label can be modified
► Fields can be rearranged
► Role Based Access to fields (Example: COA enablement can be restricted to the COA Checker)
► Fields can be made dependant on the basis of Existing fields in the form
► Supplier Registration – making phone & email ID mandatory at address level
► Replace Bank ‘Alternate Account Name’ – replace with ‘State/ Site name’
► Making DFFs visible at PR/PO/BPA page
► Making DFFs visible at Supplier Registration page at header, address & site level
80. 80
Plug and Play – EY Branch Payment Solution .. (1/2)
EY plug and play solution for Branch payment to ensure optimal usage of licenses, but ensure comprehensive invoice capture
capability
Branch Invoice list page
81. 81
Plug and Play – EY Branch Payment Solution .. (2/2)
Branch invoice gets interfaced on Save and Close; the Transfer status is updated to Transferred
Successfully after interfaced to standard Oracle Payables
82. 2
B. Scope and Key Solution
Attributes Oracle Fusion - EPM
Solution overview (Phase 2)
83. 83
Enterprise
Performance
management
1
2
3
4
5
6
Financial Close & COA Process Design
Consolidation System Design & Implementation
Disclosure Management
Financial consolidation and close
Strategic planning Models
Driver-based operational planning
Budgeting and Forecasting process design
Planning system design and implementation
Planning, Budgeting and Forecasting
Manages and improves global accounts
reconciliation
Real time visibility into the performance of
reconciliation
Workflows and rule-based assessments
Track operational efficiency and policy compliance
Account reconciliation
Activity based costing
Project based Costs & revenue allocations
Multiple allocation models using drivers
Allocation traceability to source
Profitability and Cost management
Profitability and Cost management
Enterprise data management
Collate enterprise data from contributing application
Curate changes to enterprise data elements
Conform changes across different business perspective
Statutory and Strategic driver Reporting
Plan & Forecast Reporting
Detailed Financial Reporting & Analysis
Balanced Scorecard
Narrative reporting
7
Best practice tax reporting – automation,
provisioning
Tax processes improvement
Seamless transparency between tax and finance
Dashboard and analysis
Tax reporting
Master data governance
Access based restrictions
End-to-end automated governance process
Real time visibility and accessibility
Wide coverage of EPM Solutions
84. 84
EPBCS
Oracle Enterprise Performance Reporting Cloud
• Obtain the most accurate picture possible through collaboration
• Peace of mind that your most important and confidential data is visible only to authorized users
• Rapid time-to-value and reduced cost of ownership
• Deliver faster, more accurate insights to all stakeholders, anytime, anywhere
ARCS/PCM
Enterprise Planning and budgeting cloud services
• Reduce planning, budgeting, and forecasting cycle times and improve the accuracy of plans and forecasts.
• Perform Comparative/Variance and Profitability Analysis Reporting and what-if modelling and Scenario Analysis.
• Data management capabilities for integration with source systems and detailed data source tracking
• Reporting, monitoring, and analysis via web and Microsoft Office and audit controls for all activities
Profitability and cost management cloud services
• Leverage granular, ledger-level allocations, with extensions to
operational dimensions.
• Through dashboards, access prebuilt analytics for difficult
queries such as "profit curves" that reveal hidden drags on
profitability.
• Provide unparalleled slicing and dicing of multidimensional data
with Oracle Smart View for Microsoft Office
• Provides management P&l
EPRCS
Account reconciliation cloud services
• Close faster by automating reconciliations
• Save time and increase accuracy by
automating complex reconciliations
• Automate journal entries to resolve variances
and meet compliance needs
• Make reconciliations part of your close system
to speed up your close
EPM Applications in Scope
85. 85
Prepare
Coverage
1 2 4 PCMCS – Profitability
and cost management
Narrative reporting
► Allocation – Actuals & Budget
► Drivers based allocation – 2
drivers
► Allocation basis targets/regions
► Integration with ERP for actual
movement
► Management P&L statement
► Ratios - 5
► Integration with ERP system for
actuals
► Modules – Financial (Opex,
Revenue), Capex(IT/Admin)
► Annual Operating Plan, rolling
forecast and what-if analysis
► Driver-based, trend-based, multi-
scenario, approval mechanism and
version planning
► Out of the box features
enablement
► 2 way integrations with ERP
► IGAAP & IND AS reporting
► Stat and management reporting
► Comparative Analysis (YTD, QTD,
YOY)
► Robust reporting engine (Future
Ready)
► Dashboarding capabilities
► State wise budget, vertical
wise(affluent, retail, affordable),
branch wise reporting
Deliverables
► KPI’s and Dashboards
► Task lists and forecast web forms
► Requirement document
► Design document
► User manuals
► 10 reports
► YoY comparison reports
► Budget vs Actual vs forecast
comparison
► 2 analytical dashboards
► Annual FS pack with narrations
► Design document
► User manuals
PBCS - Planning and
budgeting
► KPI’s and Dashboards
► Budgetary control – budget vs.
actual, variance analysis
► Integration with budgetary control
module in ERP & other legacy system
► Task lists and forecast web forms
► Requirement and Design document
► User manuals
3 ARCS- Accounts
Reconciliation
► Modules – Transaction matching
& Account reconciliation
► Bank Reconciliations
► Subledger reconciliations
► Intercompany reconciliations
► Revenue reconciliations
► 3rd party transaction matching -1
► Automation of high volume
transactional reconciliations
► Support complex reconciliations
► Automate journal entries to resolve
variances and meet compliance
needs
► Automation of zero balance and
intercompany reconciliations
► Efficient process management with
flexible formats & account profiles
Scope of Work - EPM
86. 86
Page 86
Solution enhancement backed
by key features like
- Actual Vs Budget dashboards
- Forecasting
- Financial Planning/Bottom Up
Setting the foundation correct !
- Define strategic planning and
operational planning along with
MIS outlook
- Expected KPIs agreement
- Define and agree drivers
- Align overall budgeting and
financial consolidation process
- Suffice statutory requirements
Trend analysis * Product profitability report * KPI-driven dashboards * Financial reports *
Enable encumbrance
- Have transactions align with
seamless integration between
Planning and Budgeting solution
and ERP and HFM
- Track KPIs
- Evaluate ‘close to reality
Planning and Budgeting – Focus Areas
87. 87
01
Defining the
“Top”
Board Vision
Goals
CEO
Strategic
objectives
Financial
projections
and revenue
targets
02
Top-Down
planning
Involving 2 components:
Offering View;
Execution View;
03
Bottom-Up
revenue & cost
Planning done:
location-wise;
department-wise;
04
Finalize
target
revenue
Final agreement on:
Revenue targets after
reconciliation of numbers
from Top-Down and
Bottom-Up
approach
05
P&L - B/S
agreement
Calculation of
allocated
targets,
budgets and
expected costs
across ledger
A/Cs
06
Publish final
budget
Publish:
the final budget to
the existing ERP and
shared within
organization
Strategic Operational Publish & track
Key Features – Planning and Budgeting
88. 88
Financial Reporting Studio,
Smart-View, Dashboards
SAP ERP,
Flat Files
Oracle Planning Cloud
Data Management,
EPM Automate
Architecture
• Calculation
• Adjustments
• Forex Translation
• IC Elimination
TRANSFORM &
AUTOMATE
PLANNING & BUDGETING
SOURCE
SYSTEMS
BUDGET REPORTING
Staging
Area
SAP ERP
Salesforce
File Based
Data
Manual Uploads
Data / Master
data
EPM
Automate
Gain
System
HRMS
High Level Technical Architecture - EPBCS
89. 89
Planning process flow - Indicative
Current high level revenue and cost model
Profi
t
&
Cost
centres
Data
Beacon
Team
Planning
team
CxO
office
Top-down/Long range Bottom-up/AOP
Approved
Approved
Budgetary
controls
ERP/Fusion GL
Initiate
Planning
Process
Actuals
Revenue for
Q1,Q2&Q3
Baseline
Assumptions
and What-Ifs
Top-down
Revenue targets
HC finalization
Prepare PnL
Statement
Publish
Budgets
What-if/
Variance
Analysis
Legend - System Process Input to a process
Process Flow Connector Parallel Process
Fusion ERP Decision
Start
Stop
EPM Planning
See-ahead
Revenue
CY Q 4
(Based on trends
& drivers)
Revenue Spread
to monthly
targets
HC projection
based on budget
Provisional revenue
and cost tar gets to
profit/cost centres
Growth based on
SWO T analysis
Aspiration cube*
1.Ta rget revenue
2. Margin aspirations
3. Strategic directions
Approved
Avg. payroll cost
calculation basis
CY Q 4 cost/
month/head
Adjustment(incre
ment, attrition,
corrections)
Payroll input like
increment slab to
achieve MoM payroll
cost
Overhead cost
Other Direct and
Indir ect Cost
Rev(INR)*%
Review cost centre
Budget
No
Yes
Rationalisation
– Bottom-up/
To p-Down
Yes
Yes
Based on CY
expense trend,
Departments
prepare budget
Actual data
No
No
Bottom-up
revenue
planning
Indirect cost
allocations
Gross PnL
90. 90
High level technical architecture - ARCS
• Segregation of Duties
• Alert notification for:
• Upcoming due date
• Balance changes
• De-certifications
• Action required
• Certification & approval
audit trail
• Access managed by role &
• Assignment
• GL balance population
• New & unassigned
reconciliations, tasks
identified
• Daily load enables up
to date data
• Audit trail
• Standard templates
• Automated data feeds
• LE owners can provide
comments and track
status
• Real time status tracking
& dashboards
• Consistent dashboard &
reporting formats
• Auditor access can
be driven at recon level
Workflow
Admin
&
data
loads
Governance
&
reporting
Preparer
Prepare Recon/ Task/
Supplemental data using
std web form templates
Preparer
Attach supporting
documents and add
comments
Preparer
Complete
reconciliation/Tasks/
Supplemental data and
certify
Reviewer
Review and Approve
Administrators
• Manage users security
• Account / Task / Data Assignments
• Account / Task / Data profiles &
settings
• Data Loads & Interfaces
• Period Management
All users
Prepare Recon / Task /
Supplemental data using
std web form templates
Auditors
Attach supporting
documents and add
comments
Governance
Complete
reconciliation/Tasks/
Supplemental data and
certify
ARCS Tool
GL Balances
FX Rates
Data Sources
ERP
Reporting
1. Transaction Matching
2. Reconciliation Compliance
91. 91
6 steps reconciliation process
1
2
3
4
4
5
6
2. Auto reconciliation
Once balances have been loaded,
auto reconciliation occurs,
whereby account reconciles
automatically for certain types of
accounts such as those with a
zero balance, or those where the
source and subsystem balances
match.
4. Prepare
This is the additional reconciliation
work required by Preparers to
complete the reconciliation and get it
ready for review.
3. Notify
After auto reconciliation is done
,then manual reconciliation begins,
which starts with sending email
reminders to those who need to
perform the work.
5.Review
Workflow notifications are sent to
users to perform their necessary
review or commentator work and also
notifies users when work is not on
time.
6. Monitor
Dashboards allow you to see how work
is proceeding.
1. Load data
Loading data is the first step in
the process. Loading data can be
from a pre-mapped file or
through data management.
6
96. 3
Business
Transformation Approach
Envisaging a Holistic Package Enabled
Transformation
Business Process Re-engineering
Phases and Timelines
Data Migration Approach
Implementation Approach
Tools and Enablers
97. 97
Business Process Re-engineering – What are the possible approaches
Package-driven “Pure” BPR
Package-enabled “Channeled” BPR
Vision Driven BPI
“Pure” BPR
Time
Technology driven (no BPR)
Industry model solution
“To-Be”
Design
Selection/
Conceptual
Design
Detailed
Process
Design
Integrated Design,
Development & Implementation
“To-Be”
Design
Selection/
Conceptual
Design
Integrated Design,
Development & Implementation
“To-Be”
Design
Strategic
Selection
Channelled
Process
Design
Integrated Design,
Development &
Implementation
High-Level
Process
Design
Model
Selection
Process
Fine
Tuning
Integrated Design,
Development & Implementation
Requirements
Conceptual
Design
Integrated Design,
Development & Implementation
Package
Features
Leveraged
We recommend the “Package-
enabled “Channeled” BPR
approach for SMFG
► It is a forward-looking approach
based on enterprise vision
► Aware but not constrained by
the leading Practice embedded
in the package
► A practical view of process
design and integration based on
enterprise vision
► Focuses on a minimal
customization approach
Selecting the right BPR approach requires striking a balance between a model process and a practical approach based on practices
that work best for the enterprise and maximize the usage of leading Practice embedded in the package
Recommended Approach
98. 98
Business Process Re-engineering - Outcomes
► Low business relation function
► Transactional relationship with
key vendors and clients
► Distributed & decentralized
► Lacks a process focus
► Functional Organizational
► Function focused
► Dispersed, inconsistent
decision making
► Metrics misaligned with
user experience
CAPABILITIES
Value added partner
PROCESS
Centralized process
ORGANIZATION
Outcome Aligned
GOVERNANCE
Operational excellence
METRICS
Measurable & accountable
► Tighter function alignment with respect to business
needs
► Collaboratively working with key supplier and clients
► Centralized and standardized processes
► leading Practice embedded in workflows
► End-to-end process integration
► Process based organization
► Service focused
► Streamlined decision making approach
► SOP’s drive accountability
► Continuous improvement
► Client focused
► Insights on actions & outcomes
To-Be
As-Is
Through the transformation, there are many expected changes in capabilities, processes, organizational structure, governance and
metrics of the business
99. 99
Implementation Methodology
Adopting ‘consumer centric view’ while
defining processes
EY design principles are based
on consumer experience
Identifying internal/ external ‘inter-
linkages’ & dependencies
Granular view of activities, data
exchange and roles that constitute
process
Clear definition of KPI’s and metrics to
gauge process efficiency & gain insights
Keeping track of the sector leading
practices and benchmarks
Embedded methods & reporting for
governance and compliance
Enterprise
Vision
KPI’s & Metrics
Process Execution
Superior
consumer
experience
Process
efficiency
Benchmarked
processes
Process Roles Data Interchange
Technology
Solution
Sets steps and defines
measures for process
Enables efficiency and
supports through core
systems
End-to-end view of
process participants &
their roles
Enabler for
enterprise-wide
vision
“Core area of focus”
Governance & Controls
Ensure processes align to
governance principles and
have embedded controls
Granular view of data
interchanges throughout
the process
100. 100
Key Benefits from Process Design – Illustrative P2P Benefits
Affecting
cost
Affecting
cash
Optimization of Procurement
Spend
Reduction of procurement
expenses
Reduction of Business Risks
Optimization of payment
terms
Optimization of committed
costs
► IT enablement of procurement planning and spend analysis
processes
► Enforcing Recurring and Long-term contracts
► Self Service Procurement enablement for small value
purchases
► Improved productivity of PR –PO conversion
► System based consolidation of requested items to optimize
procurement costs
► System enabled Vendor performance management
► Enabling payment alerts and optimizing payment terms
with vendors
► Enable system-based payment, settlement and
reconciliations
► Optimize committed costs and spend by reducing incoming
PR and PO pipeline
► Manage and track Overdue POs beyond delivery dates
Key Procurement Levers impacted by
process design
Process recommendations in the Global
Design Template
Key Benefits
► Increased EBITDA
► Lowered purchase price
► Decreased COGS
► Lower operating expenses
► Higher net income
► Increased working capital
► Increased alignment to payment
terms
► Decreased committed costs
101. 101
Key Elements in a Global Process Template
Processes
and
Variations
Control
Points
KPIs
Reports and
Analytics
Automation
Opportunities
Digital
Enablers
► Repository of process maps with codified process
flows with documented variations
► Process descriptions and key stakeholders for each
process step along with decision points
► System control points and process check points for
each sub process
► Check lists and prerequisites for critical process steps
in the sub process
► Identified opportunities for leveraging Automation on
a chain of process steps
► Process steps involving repetition, data consolidation
and reconciliation
► Key Performance Indicators and definitions for each
sub process
► Repository of KPIs and methods of calculation for KPIs
► Identified Digital Enablers and Add ons to drive
productivity
► Prerequisites for implementing the Digital enablers
across locations
► Compilation of list of reports across sub processes to
enable business decisions
► Analytical reports and dashboards for users of the sub
processes
102. 102
Representative Leading Practices – Record to Report
Leading Practices
Cost Effectiveness
• Cost as compared to Budget
Process Efficiency
• Manual journal entry percentage
• Percentage of journal entries that
are first time error free
Cycle Time
• Cycle time in days to perform
monthly close under 3 days
• Cycle time in days to perform
annual close in 10 days
• Cycle time to in days produce
period-end managements reports
Sample KPIs
• Simplify, standardize, document, and enforce accounting policies, processes, and procedures
across the company
• Establish and communicate the period closing and reporting calendar to all staff
• System driven intercompany reconciliation
• Standardized payment runs using efficient payment prioritization
• No manual entries for control account
• Automated reconciliation for all clearing accounts
• Efficient period close with complete sub-ledger reconciliation
• Generation of all taxation reports from system provided utilities
• Train all users of financial systems in standards and controls
• Train staff in accounting processes and define clear roles and responsibilities
• Use a Shared Service Centre environment for transaction processing (i.e., Accounts Payable, Accounts
Receivable, Payroll, Fixed Assets, etc.)
• Train staff on submission processes of various business units and subsidiaries to facilitate consistent
review and reduce risks posed by staff turnover
• Automate procedures when possible
• Restrict and document additions/deletions to the COA
• No manual entries for control account
• Eliminate duplication of maintenance with an integrated system
• Enable the external system to interface into company GL reconciliation procedures
• Back up (regularly) the financial ledger up to prevent loss of data
Process
People
Technology
103. 103
Representative Leading Practices – Procure to Pay
Leading Practices
Cost Effectiveness
• Cost of process for appraising
vendors, vendor creation
• Cost of procurement cycle per
purchase order
• Direct services value as a
percentage of total annual value of
purchases
Process Efficiency
• Vendor performance against
promise dates
• Average supplier lead time on
purchased materials
• Procurement Turn around times
Cycle Time
• Cycle time from Requisition to
Purchase orders delivery
Sample KPIs
• Centralization of suppliers; reduce off contract spend
• Supplier on-time performance assessment and other parameters to do a complete vendor
evaluation
• Business Processes identified for sourcing stocked products, make to order products and engineer
to order product
• Stores augmentation to segregate clearly material inspected and rejections
• Bill of lading / invoice / PO discrepancies within the three way match are sent to a designated
individual for prompt resolution. Metrics are monitored to analyse the time shipments are “on hold”
in this stage
• Commodity groups/codes are categorized to facilitate the spend analysis.
• Centralized sourcing groups are utilized to leverage total volume and optimize contract
negotiations.
• Purchase requirements forecasting based on aggregation of total demand and planning exercises
• Centralized sourcing groups are utilized to leverage total volume and optimize contract negotiations.
• Suppliers are categorized in terms of Commodity, Standard, Partnering or Strategic/Alliance. Company
focus is to correctly segment the supply base in order to optimize time and resources. The intent is to
spend the majority of the time developing Partnering and Strategic/Alliance partners to optimize cost
and resources within the organization.
• Improved supplier data visibility to enable invoicing and payments business functions
• A single instance of the item master file exists and is fed to other systems within the organization as
needed. This allows for a common language within the systems and helps to keep the systems fully
automated. The standard nomenclature and coding scheme is also used by external suppliers.
• Automated workflow software is utilized to control operation starts and stops maximizing production
efficiency
Process
People
Technology
104. 104
Key Activities and Deliverables
Analyze & Design
To-Be Process & Solution Definition
Build & Test
Configure, Build, SIT and UAT
Deploy
Cutover & Go-live
Support
Live & Hypercare
Conduct super user and end
user trainings
Hypercare
Create and showcase To-Be
process flows
Establish organization
structure, COA design
Create a RICE* component list
required
Familiarize with Configuration
and Migration templates
User stories and sprint planning
Cut-over to Production
Go-Live
Determine Hypercare support
process
Configure Production
environment
Change Communication
Refine processes, conduct system demo and workshops
Configure System, build essential components
Conduct system integrated testing
Sprint cycle, Sprint Playback and Validate outcome with
key stakeholders
Training and Sprint Acceptance Testing — Hardening
Sprint
Final UAT and Sign-off
SMFG India EY Joint
Cutover Planning
1. Configuration and
Migration Templates
2. Migration Strategy
3. To-Be Process
4. Testing strategy
1. Configuration document
2. Functional & technical Specifications
3. Training manuals ^
4. Test scenarios/scripts
5. UAT Sign-off
6. Cut-over Playbook
1. Cut-over sign-off
2. Knowledge transfer
plan
1. Issue register
Activities
Deliverables
Familiarize with system through
system demo
Inception
* RICE: Reports, Interfaces, Conversions, Extensions
^ System training manuals will be prepared (SOPs not in scope)
Leading practice sessions,
establish KPIs and controls
105. 105
Implementation Methodology
A proven methodology for Oracle
deployments
• The goal of this
phase is to gain
concurrence on the
lifecycle objectives
for the project
• The Inception
phase is used to
kick off a project;
review the strategic
direction of the
business; and
confirm, document,
and prioritize the
high-level business
requirements for
the project
• The goal of this phase is to
develop the detailed
requirements, partition the
solution, create any
prototypes, and baseline the
system architecture
• The architecture evolves from
requirements, that have the
greatest impact on the system
architecture and an
assessment of risk
• The goal of this phase is to take the
solution from detailed requirements
models, through configuration of
standard functionality, development
and testing of custom components,
and integration to a system that is
ready for a first release
• The tested system is the end work
product of the phase
• The goal of this phase is to install the
solution onto the production system,
perform acceptance testing, and launch the
live application
• The new system is accepted by the
organization, the organization is made
ready for the new system, and the system is
put into production
• The goal of this phase is to operate the
newly developed system, assess the success
of the system, and support the users.
• This includes: monitoring the system;
measuring system performance; responding
to help requests, error reports and feature
requests by users; and managing the
applicable change control process so that
defects and new features are prioritized and
assigned to future releases
Inception
Elaboration
Construction Transition
Production
UAT
Sign-off
Design
Iterations
To-Be process design
Project and change management
Enhancements Defect management
Go-live
Checkpoints and sign-offs
Deploy and support
106. 106
Project Phase – Inception
Objectives
• The goal of this phase is to gain concurrence on the lifecycle objectives for the project
• The Inception phase is used to kick off a project; review the strategic direction of the business;
and confirm, document, and prioritize the high-level business requirements for the project
Key Activities
• Kick-off
• Project kick-off meeting
• Develop project plan
• Launch project, setup PMO office
• Define communication plan including weekly progress review, steering committee meetings
• Familiarization
• Obtain system access of test environment
• Obtain documentation for current state
• Proposed project and rollout plan
• Stakeholder listing
• Agreement of status reporting format/
frequency
Expectation from SMFG India
• Identification of key personnel like program
managers, process owners, change owners,
process experts etc.
• Review project plan
• Availability of the Fusion test & dev
environments
• Sign-off on project plan
Deliverable/Outcome
107. 107
Project Phase – Analyse & Design
Objectives
• Analyse the current state and design the To-Be solution in an iterative manner via ‘Pilots’ enabled by
standard processes in Fusion Applications
• Rationalize the customizations and identify the essential ones to be built
Key Activities
• Review current state
• Review system configurations and customizations
• Review the current processes and recommend changes based on business requirement and industry
leading practices. Establish business imperatives, right metrics and controls
• Configure Fusion Applications
• Configure Fusion Applications using an iterative approach to build the core process and expand to cover
the end-to-end process
• Conduct pilot solution workshops (Pilot 0 & 1)
• Demonstrate new features of Oracle Fusion and standard process flow (Pilot 0)
• Capture solution enhancements by adoption of new features
• Define fitment for gap areas and re-configure the application for conducting next iteration (Pilot 1)
• Solution design acceptance
• Perform solution validation with business core team and agree on the solution design along with listing
work arounds and solution gaps
• Obtain solution design sign-off from business core team
• Conduct data migration design workshops
• Conduct workshops to socialize data elements (master & transaction) that need to be migrated to Fusion
• Conduct familiarization session with Fusion data migration templates to align core team to the
requirements linked to cleansing and conversion
• To-Be process flow
• Gap analysis & Solution design
• Rationalized components
• Data extraction and migration strategy
• Integration strategy
• Report templates
• Conference room pilots
Expectation from SMFG India
• Provide inputs to the EY team on existing process,
solution aspects, environment access etc.
• Participation in Pilot workshops and validate
solution design
• Ensuring stakeholder buy in on the agreed solution
• Understanding the data migration templates with
the team
• Provide reports templates for new reports
• Sign-off on the deliverables of this stage
Deliverable/Outcome
108. 108
Project Phase – Build
Objectives
• To build the end-to-end integrated signed-off solution on Fusion Applications
• Define and prepare technical specifications
• Run data extraction & migration test to validate the process
• Define and prepare the test, training and cutover strategy
Key Activities
• Interfaces, report and personalization development
• Create functional and technical design for reports, interfaces and personalisation
• Build reports, interfaces and personalisation
• validate interface via handshakes with destination/source systems
• Define test strategy, plans and scenarios
• Define testing strategy and involvement of functional teams across Finance, Projects, Procurement,
Supply Chain and Human Resource processes
• Build test plans and validated with cross functional users
• Prepare detailed test cases based on test scenarios
• Develop and test data migration scripts and uploads
• Develop extraction queries
• Conduct data migration test with sample date to enable UAT migration at a production level data set
• Define training strategy, plan and build training content
• Define the training strategy including mode of training, trainer identification, training model and
logistics required for users relevant for each function
• Build detailed training plans and validated with functional core team members to align with business
availability periods
• Prepare user manuals aligned to Fusion Applications covering all process areas
• Functional and technical design
• Detailed data migration plan
• Training schedule
• Test scripts
• Training plan/User manuals
Expectation from SMFG India
• Providing inputs on making the training strategy and
plans more relevant to SMFG India
• Providing inputs to make testing strategy and plans
more effective
• Provide detailed test scenarios for UAT
• Participation in the data migration and result
validation iterations
• Availability of relevant technical teams for
modifications required on existing integrations to
connect with Fusion
• Sign-off on the deliverables of this stage
Deliverable/Outcome
109. 109
Project Phase – Test
Objectives
• To perform end-to-end testing of the solution built
• To validate the solution adherence to the solution design
• To gain acceptance from business users on the built solution
• To perform user training and enable user readiness
Key Activities
• Perform System Integration Testing
• Perform end-to-end testing of the solution covering all testing scenarios
• Validation of built solution against compliance to To-Be solution design
• Perform UAT Data Migration
• Perform data migration of full data set required for UAT
• Perform validation of migrated data as a dress rehearsal for production migration
• Benchmark the data migration process for production migration and validations
• Prepare and gain acceptance on the cut-over plan for production migration
• Execute UAT
• Execute UAT scenarios and validate the actual results against those expected by the scenario definition
• Fix defects identified during UAT and re-test the scenario for UAT completion
• Review and sign-off on UAT report for production readiness assessment
• Conduct User Training Workshops
• Conduct user training workshops with cross functional business teams
• Training to ensure coverage of upstream and downstream impact of business scenarios across
functional areas
• System integration testing report
• Train the trainer workshops
• User acceptance testing report
• Cutover plan
• Knowledge transition plan
Expectation from SMFG India
• Review system integration testing results and
provide necessary system support team for
integration issue resolution
• Participation in UAT for complete testing of business
scenarios
• Provide production like full load data prior to UAT
execution
• Review and provide inputs on cutover plan for
business user availability and linked business
milestones
• Sign-off on the deliverables of this stage
Deliverable/Outcome
110. 110
Project Phase – Deploy & Support
Objectives
• To configure production environment
• To perform data migration for master data and open transaction data
• Configure security roles and grant access to users for production usage
• Transition of solution knowledge to support team
Key Activities
• Configuration of production environment
• Perform application configuration for the baselined and UAT accepted solution on production
environment
• Configure security and data roles for production usage
• Perform deployment of components linked to interfaces on Fusion as well as peripheral systems
• Migration of production data
• Perform data migration of full data set required for production
• Perform validation of migrated data for production migration
• Provide sign-off on production data migration
• Knowledge transfer to support team
• Provide updated deliverables
• Conduct knowledge transition workshops for solution debriefing
• Transition sign-off
• Configured production environment
• Data migration report & sign-off
• Knowledge transition sign-off
Expectation from SMFG India
• Review system integration testing results and
provide necessary system support team for
integration issue resolution
• Participation in UAT for complete testing of business
scenarios
• Provide production like full load data prior to UAT
execution
• Review and provide inputs on cutover plan for
business user availability and linked business
milestones
• Sign-off on the deliverables of this stage
Deliverable/Outcome
111. 111
Deliverables Aligned with Project Phases
Analyse & Design Build
Inception Deploy & Support
Project plan
Solution design
document
Data extraction &
migration strategy
RICE register *
Integration strategy
Configuration documents
Cutover plan
Knowledge transition
plan
CRP sessions (Pilot 1)
Custom report templates
CRP sessions (Pilot
0)/Process design
discussion sessions
Test scripts
Training schedule
Data migration plan
Training manuals ^
UAT test results report
Train the trainer sessions
UAT sessions
Test
Knowledge transfer
sessions
Transition and handover
document
Project Kick-off meeting
Functional & technical
design
SIT report Data migration report
* RICE: Reports, Interfaces, Conversions, Extensions | ^ System training manuals will be prepared
112. 112
Deliverables Aligned with Project Phases – EY Reusable Delivery Templates
Assessment Phase
As-Is process Overview
1
Current challenges and gaps
Assessment based of
existing solution
Detailed workshop plan
with day wise
articulation of
expectations from
business key users
EY documents
As-Is L3
process map
Sessions/interview
with stakeholders
for As-Is
assessment
Key findings of
gaps/improvem
ent areas for
processes and
solutions
113. 113
Deliverables Aligned with Project Phases – EY Reusable Delivery Templates
To-Be process flows Leading practice solution for gaps/challenges
2 Design Phase
Leading practice
led design
EY brings leading
practices and processes
for NBFCs and Banks
EY designs To-
Be L5 process
map for Fusion
Sessions with key
stakeholders for
alignment with To-
Be business process
Design of the
To-Be solution
architecture
114. 114
Deliverables Aligned with Project Phases
Procure to Pay cycle
FITMENT ANALYSIS: RAG
status across L2/L3 process
Record to Report cycle
FITMENT ANALYSIS: RAG
status across L2/L3 process
Fitment analysis (Exact/Partial/No fit, customizations and
workarounds)
3 Design Phase
Fitment on basis of
solutions deployed in
other Banks & NBFCs
Socializing of the
fitment analysis
with the business
process owners and
IT team
Finalization of
the To-Be
process fitment
along with
customization
scope
Fitment analysis
based on template
solutions
115. 115
Day 1 – M1
Inception
Day 20 – M1
Go-Live
Day 20 – M4 Day 30– M5
Evaluation
Day 19 – M2
Configuration, migrations & extension
Day 15– M3
Finance team time commitment to finalize CoA, prepare CoA, finalize
Oracle organization structure, complete UAT, finalize reporting
requirements, finalize the changes pertaining to CoA in source systems
Finance team to share data for migration as per new CoA
Finance team to lead change management across operations
Workshops with process
► Workshops with process
Owners using current
processes as the base
► To be process agreement
► Sign off on ‘understanding’
► Data migration, cut over
instance strategy agreement
Conference room pilot– configuration, migration
► Conference room pilot– configuration, migration
of sample transactions/masters
► Build existing /additional system components
► Conduct SIT for custom component followed by
integrated test cycle with users
► Development, unit testing and conference Room
Pilot workshops with the stakeholders
Train and accept
► User acceptance testing– Full
►
► User acceptance testing– Full
data migration. user
acceptance testing test
scripts. driven by users
► Cutover – Execute Cutover
Production
Support
► Support
for1 month
post go live
Detailed project
Finalization of team
► Detailed project
plan
► Finalization of team
members
► Process
familiarization
workshops
Onboarding and project plan Development and SIT UAT
Solution design
Support
M6
Transition to support
► Transition to support
team
s W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 W17 W18 W19 W20 W21 W22 W23 W24
Inception
Elaboration
Construction
Transition
Production
Support
IT team to co-ordinate with third party systems and finalize the changes
as per Oracle
IT team to facilitate completion of integration testing with source
systems and EY
Project Timelines – Phase 1 - Financials
116. 116
Day 1 – M1
Inception
Day 15 – M1
Go-Live
Day 15 – M3 Day 30 – M3
Evaluation
Day 30 – M1
Configuration, migrations & extension
Day 30– M2
► Workshops with process
►
►
►
► Workshops with process
Owners using current
processes as the base
► To be process agreement
► Sign off on ‘understanding’
► Data migration, cut over
instance strategy agreement
Conference room pilot– configuration, migration
► Conference room pilot– configuration, migration
of sample transactions/masters
► Build existing /additional system components
► Conduct SIT for custom component followed by
integrated test cycle with users
► Development, unit testing and conference Room
Pilot workshops with the stakeholders
Train and accept
► User acceptance testing– Full
►
► User acceptance testing– Full
data migration. user
acceptance testing test
scripts. driven by users
► Cutover – Execute Cutover
Production
► Support for 1
► Support for 1
month post go
live
Detailed project
Finalization of team
► Detailed project
plan
► Finalization of team
members
► Process
familiarization
workshops
Onboarding and project plan Development and SIT UAT
Solution design
Support
► Transition to support
► Transition to support
team
W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16
Inception
Elaboration
Construction
Transition
Production
Support
Project Timelines – Phase 2 - EPM
117. 117
We understand that an efficient and accurate data migration is pivotal to the success of Implementation. To ensure the success, we suggest a ‘Factory Model’ for
data migration.
Existing Systems Oracle Application
Data Extraction
Existing Systems
1
Identify data elements
Establish data element
ownership
Define responsibilities
& role expectations
Data Migration
Workshops
Data Extraction
Data Cleansing &
Enrichment
Transformation Migration
EY assisted
Reconciliation
2 3 4 5
Data Migration
Sign-off
CRP UAT PROD
• Collaborative and iterative Data migration across major milestones with varying
sample data sizes
• One year detailed Trial Balance on month on month basis to be migrated basis
cutover date decided
Data Migration
Strategy
Data Migration
Design
Data Migration
Plan
Cutover
Strategy
Contingency Plan
Cutover
Communication
Business Sign-off
Cutover Workshops
EY
SMFG India
Data Migration Approach – EY Data Migration Factory
118. 118
Data Migration Strategy
EY
Leading
Practice
Procurement
Process
Modell
Freigabeworkflows
Freitextbestellung für Materialien und Dienstleistungen (Standardbestellprozess)
Katalogbestellung
Abruf aus Kontrakt
Lagerentnahme
Rahmenvertragsbestellung
Bestellung für Instandhaltungsmaterial
Wareneingang (Zentral, Dezentral für Materialien und Dienstleistungen)
Rechnungsprüfungsprozess
Gutschriftsverfahren
Supportprozesse für Stammdatenmanagement, Content Management etc.
Notfallbestellung
Bedarfsanforderung für Materialien und Dienstleistungen
Data Migration – Team Org
Execute
Manage
Govern Project
Lead
DM Lead
DEV Lead Testing
Lead
Global SME
Local SME
Data Migration Execution Cutover Planning
Identify Data Elements per process
streams
Identify SPOC from SMFG India for
each data element
Identify Process owner from SMFG
India for each roll-out
Define responsibilities & role
expectations
Data Migration Strategy
considerations:
- Migration tool: API’s, Data Loader
- To-Be solution and configuration
- Data transformation rules
- Data reconciliation process
Define data migration plan aligned to
roll-out strategy
Data migration technical design
Conversion program development,
system testing and dry runs
Arrive at Data loading, reconciliation
timelines
Reconciliation, validation and
business sign-off
Cutover workshops- Finalize tasks,
lead time, dependencies, owner
Cutover communication plan,
contingency plan
Cutover execution, status
dashboards, review, corrective
action
Reconciliation, business sign-off,
cutover completion communication
Data Migration Approach – Key Elements
