Major metallurgical company
Development of a controlling system
Client situation
- Due to the lack of centralized automated accounting for the preparation of management reports, the regional dispersion of assets, and the absence of a single source of information on the holding’s performance indicators for prompt submission to management, the company’s president decided to implement a controlling system and create a responsible structural unit
Approach
- Conducting an independent analysis of global best practices for implementing a controlling system
- Coordinating the developed comprehensive map, business process for collecting information, and matrix of persons responsible for providing information on indicators with all functional departments
- Developing layouts for future executive information panels
- Developing internal documents necessary for launching the controlling system
1
Consolidated map
A consolidated map of controlling system indicators for all areas of financial and economic activity was formed
2
Business proces
A business process for collecting data on indicators was developed, including the identification of sources, responsible parties, and deadlines for data provision
3
Documents
Internal documents necessary for launching the controlling system were prepared