So, I really see this as a win/win.” Creating a Culture of Self-Sufficiency “Next to that, we can also use those meetings to receive the input that we need to make better projections in our forecast. to sit down with the business on a monthly basis and give them insights on the budget, the actuals, the variances, and allow them to steer the business.”Īnd it’s not a one-way street.
“It really allows us to become a partner to the business. They’ve also incorporated functional budgeting, van Vliet says. “Everyone on the team can go in and make changes on the go so that we always have the latest forecast available.” “We created what we call a running forecast,” he says. Van Vliet says the team has moved closer to continuous forecasting. “Now more than ever, having the option to be much faster in rolling out our forecast is super important.” “We are able to embrace change,” van Vliet says. The business benefit brought by these changes is clear. “When we were still using Excel, it was always hard to see: What is the latest data? Who made the latest change? Workday Adaptive Planning’s strict version-control protocols within the company’s modern, cloud-based planning solution have helped put those headaches in the past.” Van Vliet also wanted to cure versioning headaches.
“The option that you have to make certain accounts read-only or link certain accounts to each other really points local countries in the right direction and makes sure that they submit correctly.” “This allowed local countries to submit the data in a consistent manner.” Here, he says, Workday Adaptive Planning proved immensely helpful. Next on the docket: “We really focused on having one standardized P&L,” recalls van Vliet. Establishing an accurate and accessible single source of truth for all of the financial and nonfinancial data helped introduce new levels of efficiency, collaboration, and confidence in the numbers. This was proving to be increasingly difficult on spreadsheets because key data sets were siloed, which stifled collaboration across departments and local teams and complicated critical tasks like variance analysis. As a publicly traded company, HelloFresh needed “a consistent budgeting approach to give correct guidance to the market,” says van Vliet. The first goal was to standardize data entry. In late 2019, the company began moving its forecasting and budgeting processes off spreadsheets and onto Workday Adaptive Planning. Laying the Groundwork for Agilityįortunately for HelloFresh, the company’s FP&A team had already been laying the groundwork for an agile planning environment even before 2020 delivered its signature brand of disruption. “This dynamic environment really requires us to act fast and be agile,” notes Sander van Vliet, manager FP&A at HelloFresh. It was clear HelloFresh needed to ensure it could remain nimble and competitive and make informed decisions quickly. Then came COVID-19, and almost overnight, what had previously seemed a convenient way for busy families to cook meals at home suddenly became something else: a safe and useful alternative to restaurant dining and even grocery shopping. In 2019, HelloFresh delivered more than 280 million meals worldwide. market leader and now has a presence in 13 countries on three continents. Founded in 2011, HelloFresh expanded its meal kit delivery service to the United States the following year. One of these is Germany-based HelloFresh, which delivers prepackaged meal kits directly to consumers. And they’ve leveraged modern planning to make the most of them. But while most restaurants and food service companies have faced challenges, some have discovered opportunities. The pandemic has tested the agility and staying power of virtually every organization.
0 kommentar(er)
