KPMG helped a snack food manufacturer and distributor implement Oracle planning software in the cloud. Now it can efficiently integrate acquired companies.
This company is on the move. Four decades after its humble beginnings as a fledgling family business, the snack-food manufacturer and distributor operates 11 plants and ships products to customers around the world. The business has kept its plate full with an aggressive growth strategy accompanied by the many challenges of integrating acquired companies.
But its planning processes and software hadn’t kept pace. Much of the work was manual and time-consuming. Data quality and issues with controls and governance made it hard to manage growth.
The company’s leaders decided that planning software run from the cloud could help streamline operations, provide accurate and timely data, and integrate acquired businesses efficiently. More importantly, they knew it would create a new recipe for continued growth, strengthen its commitment to quality and support an environment where people take pride in their work.
The company decided to use cloud-based performance management software from Oracle that’s ideal for fast-growing businesses. That system, which replaced software that previously was run from the company’s own servers, provides the flexibility it needs to continue its growth strategy of buying other businesses. The cloud solution enables:
When the client asked our team of trusted advisors to help it move to Oracle’s cloud-based planning and reporting software, we brought our extensive experience and worked shoulder-to-shoulder with the business to:
Complex projects require mutual trust and collaborative decision-making. Strong relationships mean greater potential for gaining the greatest value.
Moving to a software that runs in the cloud can require unexpectedly large amounts of time and resources. It will never be as easy as flipping a few switches.
A carefully planned and managed process designed to uncover information is one of the most important success factors for a project. Key expectations often can be reset even before the project is under way.
Whenever possible, build systems for both today and tomorrow. Tested software tools and processes can help offset the expense of upgrading or replacing systems to accommodate growth in the years ahead.
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