Company’s current systems were not able to match the scale and complexity of its operations which had multiple departments and business verticals
Company was in a dilemma in evaluating whether to continue with Legacy ERP system with a major overhaul or implement a new ERP like SAP or Oracle
Cash crunch in an engineering company with different verticals with broad idea about the cause but no details to substantiate
A engineering company with different verticals was facing a Cash flow issue due to one of the verticals, leading to delayed collection
Company’s legacy system did not cover key processes of company viz. production, inventory, and R&D
Customer had invested significant amount in a sophisticated global ERP application. However, the ERP was neither helping management in controlling the operations nor helping finance perform it’s function efficiently.
Bottlenecks caused in business processes due to ERP which significantly impacted critical operations like dispatch of shipments to customers.
Company in urgent need of equity needed a strong financial plan to be presented to investors.
Inefficiencies in finance processes leading to dissatisfaction among management and other stakeholders. Finance team as a whole was not acting as a business partner supporting other stakeholders and thus was more seen as an accounting function.
High employee turnover at all levels in F&A Function
Lack of finance leadership at the subsidiary
Overall delay in client delivery and project installation
Exit of CFO and Finance Controller during critical time of audit close
Transitioning to new GAAP rules and regulations under IND AS framework
Client lost all financial data during the data migration process as its server crashed.
Cost leakages due to inadequate controls and systemic processes Redundant MIS reports. Lack of senior finance professionals with strategic perspectives High attrition rate in finance High manual processes
Lack of strong finance leadership Lack of business forecasts and action plans to achieve management objectives No monthly reporting of financials and other MIS Low investment in Technology relative to size of organization Poor compliance with finance regulations and other allied laws
Increasing cost of delivery Competition pressure pushing price down Overall rapid margin shrinkage
Delayed delivery to customers Low and shrinking profit margins Lack of ability to plan inventory, procurement and production Unaware of key metrics driving the organization
Unable to finalise the Balance Sheet in 8 months FY close Unable to provide requisite information to auditors from new ERP. Incorrect filing of VAT/ Excise and Service Tax returns. No monthly reporting of financials Required excess resources
No system to track profit on each order Cash flow issues resulting in strain on working capital
High level of Raw Material Inventory, resulting in higher interest cost
Variance in material consumption Product rejection by quality control Irregular process cycle time Waste of time and resources
High cost of Management of Dealers Claim Process that involves around 5000 claims per month needing 35 FTEs High TAT (of 45 days) for Claim processing High risk of human error due to manual process
Client incurring substantial tax costs (USD 6M p.a.)due to incorrect cross-border charges from its overseas associate companies.
A Rs.100 crore (USD16M) Company has expanding needs of furnishing bank guarantees to its prospective/ current customers for its Bid and performance guarantee requirements.
A Rs.100 crore (USD16M) Company has expanding needs of furnishing bank guarantees to its prospective/ current customers for its Bid and performance guarantee requirements.
Managing statutory audit of a large organization with in an agreed timeline in coordination with multiple internal stakeholders