The Challenge:

The end-to-end financial process, including P2P, with in a large global energy organization proved to have many gaps inefficiencies and clarity of accountabilities. With a focus on estimation to actuals, governance, handovers and people capabilities, C-Shift was asked to assess the current process and ways of working and manage the change within the business.

The Solution:

Working with the executive team and key stakeholders, C-Shift managed a program including the procure to pay and commercial management process for a global renewable energy company.

This program was focused on building foundational processes in order to gain efficiency and standardization of process and systems within the first year.

This Program enabled the following outcomes:

•           Ensure proper management of budget, actuals and forecasting

•           Implement a cadence at the projects around reviewing budgets, actuals and forecasts

•           Standardize to drive efficiency in how we manage projects

•           Provide better cost visibility as feedback into project estimates

•           Leverage technology to maximize efficiencies

In order to ensure a consistent way of working, the entire end-to-end process was assessed and modified to include roles, responsibilities and capabilities.

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