Skill #2
An insightful summary of how these GPOs made their Order To Cash future-ready while reducing costs, improving metrics and keeping their customers happy!
Chapter
03
Skill #2
Data Driven Decision Making Cargill?s Transition to Lean and Simplified A/R
Why this skill is necessary
Before jumping into the next best technology available, it is essential for the GPOs to take a step back and analyze their processes in-depth. Poor understanding might lead to poor decisions at high costs and negligible results. Hence, only after comprehensive analysis and benchmarking, GPOs are informed enough to make accurate decisions.
What Cargill achieved using this skill
Cargill?s Challenge: Complex IT Landscape
- Worked out of decentralized business units.
- Tried to ?lift + shift? to a centralized shared service model
- Realized the lack of an integrated model that could support their multifaceted IT landscape consisting of:
- 5 enterprises
- 20 business groups
- 28 JDE instances
- 5 SAP instances
- 90+ proxy CTC applications
- 50+ ERPs
- No centralized customer master data
- Decided they needed a different approach.
- Opted for ?lift + shift + transform? strategy
- Standardize processes post transformation
How Cargill leveraged data driven decision making
- Select technology based on maturity gaps in the processes.
- Three steps to find maturity gaps:
With this, Gunther Smets, OTC GPO for Cargill was able to make informed decisions and transform into a lean and simplified A/R
