Controlling outsourcing

Controlling outsourcing is part of our Financial Resources and Outsourcing division. Our experienced professionals can cover all aspects and projects related to the controlling environment. Next to the knowledge on larger ERP and BI applications, we have in-dept industry knowledge. These services include:

• Interim controlling management
• Controlling outsourcing
• Business analyst outsourcing

Read the testimonial of Kenny Wijckmans, controlling outsourcing specialist, working at Lanxess on a controlling project

I started my career at Deloitte in September 2006 and immediately was assigned to the Lanxess project.

After having worked nearly 4 years in the accounting department, mainly within internal accounting, I was given the chance to transfer to the controlling team and work for one specific business line. Already having quite some experience in internal accounting I thought this would be the ideal opportunity to further develop myself and see things from a different perspective. At that time the budget process was kicked-off, which was the beginning of a very challenging but interesting period, which we successfully completed.

Initially the objective was to temporary replace an absent business line controller in close collaboration with/under supervision of the legal entity controller, but meanwhile my involvement in this project has built up to a two year working experience.

My job content includes the following tasks:

• set up and follow up of the accruals;
• manage the cost allocation value flow in SAP & update the cost allocation agreements, for both RUC as MGT;
• deliver data/comment during the quarterly audit;
• monthly flash report, giving a first estimation of the result;
• management reporting (detail costs, inventories, utilization, capex, financial KPI’s);
• P&L analysis;
• detailed reports for IT, HR, Maintenance, Energy;
• target pricing: based upon estimated costs, production, sales and raw material prices, we set our sales prices for the upcoming quarter.

From July until November special attention goes out to the budget process. At Lanxess we use the concept of ‘Integrated sales planning’ for our budget, meaning that our estimated sales quantities are the basis for the determination of costs, production, energy consumptions, raw material requirements,…

The entire process leads to the definition of the standard price and finally gives an estimation of the result for the upcoming year, as well  asworking capital and net income.

Throughout this process, local controlling is working closely together with corporate & BU controlling, marketing, plant engineers and of course accounting and tax & treasury.

During the year we also make three forecasts of the year end result, based upon the latest figures, prices, market situation, ... The procedure is generally more or less the same as the budget process , however it’s less time consuming.

Due to the uncertain financial climate and the challenges that Rubber Chemicals and Lanxess face, I was able to assist and provide figures in different cost saving and efficiency projects, such as the ‘Greenland’ project.
In conclusion I can say that my employment within controlling is varied and interesting, which makes it an everyday challenge for me.

Read the testimonial of Gregory Vanden Berghe, controlling outsourcing specialist, working at AXA on a controlling project

As part of Deloitte FRO, my first assignment was at AXA, within the Cost Management & Control team (CMC) (October 2011 - April 2012). New sector/industry, new challenge!

For a few months now, I have been working as Cost Controller (OPEX). The CMC team is responsible for cost management of the whole AXA Belgium: Bank & Insurance

Its missions include the following tasks:

• Participation to monthly, quarterly and yearly closing tasks (OPEX), such as elaboration of standard reports, consistency checks, etc…
• Monthly follow up, analyses and comments of general expenses level, still in collaboration with the business; and daily link with Strategy.
• Periodic evaluation of qualitative and quantitative targets/objectives in terms of general expenses (KPI’s, dashboards), allowing the management to take appropriate decisions/actions.
• Participation to budget and forecasts process (short term): definition of budget pre-targets per direction and costs categories (Staff Costs, G&S and projects); collecting and challenging risks and opportunities; consolidating budget and forecasts figures per cost categories and per direction,;commenting figures (towards the directions, CFO, CEO, Comex, Region and Group)

My role was to reinforce the team and to bring added value in analyzing, commenting and linking figures to the business, in producing reports for the directions and the business units (direct and indirect cost allocation) and for the management (CFO, CEO, Comex). Concretely, AXA wanted me to share my previous controlling experiences and my controlling know-how with the team, in order to challenge the way they were working and to bring seniority to the team and some new external point of views.

From time to time, I have been working on ad-hoc and specific analysis, internal process optimization (Accounts and Cost Center structures, budget transfer, follow up of marketing campaigns, definition of KPI’s and dashboard per direction, etc...) and activity planning (closings, forecasts, budget).

Also, I contributed to the development and the use of a new reporting tool within the team (SAS, cubic tool)

In conclusion, I can say that my experience at AXA is very positive. It brings me a lot, and there has been a real exchange with the team. I am convinced that, in a certain way, I contributed to increase the team’s deliverables quality and that this mission also helped me evolving and becoming a better controller.

Contact

Steven Doms
sdoms@deloitte.com
+32 2 800 25 00
+32 496 57 84 00