A people-focused approach to field service transformation

KPMG reconfigures Microsoft Dynamics 365 for a major oil company


A major U. S. oil producer


Energy, natural resources, and chemicals

Primary goal

Reimplement a stalled Microsoft Dynamics 365 Field Service deployment

Primary platforms

Microsoft Dynamics 365®


A major oil and gas company chose Microsoft Dynamics 365 Field Service® to transform operations and maintenance for producing assets. But their initial implementation failed to make everyday activities much easier for employees, even those accustomed to making reports via pen and paper. It also failed to deliver the efficiency and data sharing that management expected. KPMG was selected to replace the original system integrator (SI) and reconfigure Microsoft’s technology. By fielding a cross-functional team that combined energy industry experience with Dynamics 365 specialists, we helped enable connected operations that empowered people across the organization—from field workers who needed better tools to managers who needed better insights.


Key outcomes

Estimated 2 percent to 5 percent

Operations expense savings from worker efficiency

Projected 1 percent to 5 percent

Gain in production volumes

Single asset launch

As the model for enterprise-wide transformation


Client transformation journey

Click on each part of the journey to learn more about our client’s transformation.

  • Where they were
  • Where they are
  • Where they’re headed

Where they were

Looking for the “one way” forward after acquisition-fueled growth.

Albertsons is committed to “one way.” Meaning that, as large as the company becomes, it aims to remain unified in its vision and in the systems and tools that support it. 

Acquisition-fueled growth naturally opens the door to “many ways.” By 2019, different divisions and subsidiaries had their own back-office solutions. People, processes, and data were becoming more siloed.

A different kind of company might have assumed that decentralized processes are an acceptable consequence of multiple acquisitions. Or that you can’t be one of the biggest industry players and move with startling speed and agility when it comes to acquisitions. But accepting trade-offs like those is not the Albertsons way.

Company-wide opportunities

  • Replace nearly XX aging applications that differed across divisions and subsidiaries
  • Reduce manual, disparate processes freeing up more resources for advanced analytics
  • Enable enhanced reporting and make it more widely available across the enterprise
  • Act with greater speed and agility to capture value in acquisitions

Finance Opportunities

  • Process XXX,XXX transactions per month with greater efficiency
  • Reduce 10,000+ manual journal entries per period
  • Decrease >3-week close
  • Shorten the >3-month annual budgeting cycle
  • Provide better support for a growing e-commerce busines
  • Control rising finance function costs and derive greater value 

HR Opportunities

  • Decrease hiring and onboarding times to keep pace with staffing needs
  • Be more efficient in complying with more than 800 collective bargaining agreements and dozens of government contracts
  • Introduce enterprise-wide training programs
  • Unify and automate workforce administration processes across the enterprise

Where they are

290,000+ Albertsons employees come together every day in the cloud.

Today, cashiers at 2,200 stores all log their hours via the same mobile app. That data flows seamlessly to payroll, and across the enterprise-- where it’s available for everyone from store managers making data-driven staffing projections to CFOs reviewing budgets.

Back-office staff spend less time on manual processes and more on analyzing data in ways that help lower costs and improve performance every day, and inform due diligence during acquisitions.

HR executives and business managers find it easy to access candidate information, share observations and schedule interviews, quickly and easily moving the right candidates through the hiring process.

And candidates who become new hires, continue through the same efficient, cloud-based environment as they complete onboarding and get to work—already a part of Albertsons’ “one way.” 

Company-wide success

  • Installed a single, modernized digital platform serving the entire enterprise
  • Accelerated the project schedule by XX-months due to a dual-installation of Finance and HR
  • Migrated 290,000 employees from legacy systems to Oracle Cloud
  • Increased insight-driven decision making across functions, driving performance and growth gains

Finance Successes

  • Decreased balance sheet reconciliations by 85%
  • Achieved a consolidated retail and corporate close within a shortened period
  • Reduced the types of P&L statements from 100+ to 4
  • Reduced operations costs across the board
  • Enhanced availability of data-driven insights that help to capture maximum value during acquisitions

HR Successes

  • Installed an automated, central solution to efficiently administer 800+ complex union agreements for all employee populations
  • Deployed a custom application for union rule processing enabling a single HCM platform to administer benefits to all employee populations
  • Created a digital-first, digital anywhere experience resulting in higher employee engagement
  • Reduced new hire onboarding time
  • Reduced the time it takes to fill staffing vacancies
  • Streamlined and improved the process integration of new employees post-acquisition
  • Integrate processes and technology across the employee lifecycle from recruiting through compensation and performance

Where they’re headed

Making sure the “one way” continues to be the best way.

Long before the go-live date, Albertsons was collaborating with Oracle and KPMG about future initiatives. They wanted to know what to expect from upcoming product releases and how they should be planning to leverage new functionality.

The company’s agile mindset combined with its investment in Oracle Cloud and KPMG Powered Enterprise will keep it in a position to continue evolving, always finding the best way forward as one, strong enterprise.

Company-wide vision
  • Continue to enhance analytics-driven planning and forecasting
  • Optimize the supply chain

Finance Vision

  • Achieve a continuous, virtual accounting close
  • Increase data monetization 

HR Vision

  • Migrate payroll, benefits, and absence mangement to Oracle cloud for 2023
  • Insource benefits administration

"What makes KPMG different is our ability to give clients a range of knowledge and experience delivered by a single coordinated team. This engagement required a strong understanding of the oil and gas industry as well as deep experience with the Microsoft Dynamics 365 Enterprise Resource Planning platform. By listening closely to the client from the very beginning, we were able to assemble the right group of specialists to help meet their specific goals."

-Rob Moeller, KPMG Advisory Managing Director, Platforms


KPMG uses technology to improve operations and deliver real value


1. Vision and validation phase

Real goals and relevant functions

Despite the unsuccessful first launch, the client understood that the Dynamics 365 Field Service application was the right solution for automating and connecting operations, so the need for an initial technology review and selection process was eliminated. The client’s basic goals were also already well-defined: to implement a scalable Microsoft Field Service foundation that would optimize routine, ad-hoc, and maintenance tasks for their production, maintenance, and reliability workers in the field.

The key to a more effective deployment would be to bring a “business value first” approach to the project by defining leading practices that would drive value for the business overall and then configuring Dynamics 365 to meet those objectives. It would also require prioritizing which field service tasks mattered most to employees and ensuring they worked well before adding other functions. Before the project began, our KPMG team spent weeks with the client’s Information Technology (IT) team to establish clear business objectives for the new deployment and review existing problems. Putting in this time at the start helped to build acceptance among management and local stakeholders as the project moved forward.

2. Construction phase

Building a strong foundation

In designing and constructing a solution for the client’s initial unconventional asset, our team needed to balance specific local requirements with the broader goal of establishing a strong foundation that could be scaled and adopted more widely in the future. While focusing on the initial asset deployment, our team engaged with other regional assets, gathering requirements to inform design decisions for a scalable company-wide solution.

While the Dynamics 365 Field Service app can be used to connect and automate a wide range of activities, our team began by focusing on the most common recurring tasks at a single unconventional asset, such as routine inspections. The new configuration would allow field service workers to log onto the system to find their daily routes for recurring tasks across multiple locations; record their activities; and report leaks, malfunctions, or other relevant information.

Because recurring tasks tend to be numerous, frequently executed, and relevant to other activities, establishing strong performance on this function was a critical first step in our initial deployment. After that, our teams worked with IT managers in the client’s Houston offices and on-site personnel in the field office to design other key functions, such as routine maintenance, alarm responses, and ad hoc responses to problems found during inspections. The data gathered through these activities would also help on-site managers to anticipate possible problems or performance issues—such as lower-than-expected oil or gas flows—before they become serious enough to produce an alarm or cause a downtime event.

Combining the industry knowledge of the KPMG Energy, Natural Resources & Chemicals practice with the Dynamics 365 experience of our software platforms and implementation specialists let us create a solution that was tailored to the initial asset, but only lightly customized, and thus scalable to other locations.

3. Delivery phase

Quick acceptance and tangible benefits

  • After nearly a year of work, the new Dynamics 365 Field Service application went live at the initial North American unconventional asset. Thanks partly to our early validation work with IT management and extensive testing and User Acceptance Training, employees were ready to accept the new system and impressed with its functionality. Key outcomes for the client included:
  • Better worker efficiency overall, including an estimated 2 percent to 5 percent in operations expense savings
  • Increased field task transparency and reporting for supervisors to monitor performance
  • Improved scheduling and prioritization efficiency
  • Reduced downtime leading to a projected 1 percent to 5 percent production volume increase
  • Improved operations by consistently defining priorities and exceptions, leading to an estimated 3 percent to 10 percent unit cost reduction
  • Allowed client to automate deployments, reducing errors and administrative effort required
  • Improved online and offline communications
  • Optimal development and configuration of Dynamics 365 has allowed client to manage the platform without KPMG support
  • Platform can be easily extended via simple low-code enhancements.

4. Evolution phase

Ready for the next stage?

The successful redeployment at the initial unconventional asset has established a strong basis for developing a wider “Connected Field Worker” cloud-based platform across the client’s entire range of assets. KPMG continues to work with the client on related IT projects, but the decision to move forward with such a major enterprise-wide transformation may require greater support from senior management and other stakeholders. 


Turning insights into opportunities

Energy industry experience and knowledge

The KPMG Energy, Natural Resources & Chemicals practice offers oil and gas clients the experience and knowledge to respond to changing market conditions and execute dynamic business strategies through digital transformation. Along with consulting services, we also bring industry-specific insights to tax and audit projects. Learn more: Oil and Gas (kpmg.us)


Transform the way you manage field service and operations

Let’s talk about where you are now and your goals for the future. 

Rob Moeller

Rob Moeller

Advisory Managing Director, Platforms, KPMG US

+1 312-933-5267
Thomas Royce

Thomas Royce

Director, Advisory, Supply Chain & Operations, KPMG US

+1 713-319-2706