SAP BPC reviewed by a heavy user, but that is new to financial systemshttps://www.trustradius.com/corporate-performance-management-cpmSAP BPC (Business Planning and Consolidation)Unspecified82071012018-03-23T19:53:56.089Z
March 23, 2018
SAP BPC reviewed by a heavy user, but that is new to financial systems
Score 7 out of 101
Overall Satisfaction with SAP BPC (Business Planning and Consolidation)
We use it within our department of Financial Planning and Analysis only. It was initially used solely for its consolidation capabilities in order to better report and analyze data, both actuals and budget, with the budget being done in a separate application and loaded in. We have now implemented the planning cubes and use it to develop or annual budget and an annual reforecast with actuals still being loaded in at the end of each month.
- Allows for full integration of data to be analyzed in real time. Although we still load actuals on a delayed basis (2 business days after month end), when developing the budget, we not longer have to do a full loading process from a different application into BPC prior to being able to report and analyze the current budget status to prior budget versions or actuals.
- It is easy to learn basic report building. The hardest part is learning the available dimensions and the different possible combinations and their results, but that will also vary from company to company depending on the complexity of the industry.
- Being from a law firm, the system needed a lot of custom tailoring in order to fit our full needs (although many companies could say the same thing). Although the ability to highly customize the system to the company's needs is a positive, it frequently results in the system responding in unexplainable and unrepeatable ways which negatively impacts and slows the budget process. Because of the sporadic nature and variety of the issues, we are unable to repeat them on cue and therefore cannot nail down a solution.
- Although I am a regular user, I began after the consolidation cube was in place and during the development and implementation of the planning cubes, so I lack the knowledge of a pre-BPC experience at the firm.
In my experiences for loading non-BPC data into BPC, it is a simple task. There is a predetermined format that the data file needs to be in, but once that has been accomplished and you are confident in the data in the file, loading is simple. The only time an issue arises is when the data being loaded includes dimension members that are not set up in the BPC, which will then kick those lines of data out and the necessary dimensions need set up before trying to reload the file.
Column 5 was used for both implementations (consolidation and planning). Based on my understanding of the initial implementation of consolidation, everything went well and the process was smooth. The development of the planning cubes was a little more difficult as there was a different consultant from C5 than the original implantation, and halfway through the development, the consultant left and had to be replaced. This caused some set backs and confusion as every consultant has their own technique and the new consultant couldn't always follow the rationale of what the original had done. The final consultant was great to work with and knowledgeable, but the turnover caused for some issues and could potentially be (just guessing) the reason for some issues we have experienced post-rollout.
As I am newer to this area of finance and have only been at one firm using such systems, I do not have any comparison to offer.
SAP BPC would be an ideal system for a company that handles budgeting and actuals for any of the expense, revenue, human capital, or capital expenditures areas, and is great for a company needing all of these areas in one place with full integration between them. One downfall that I see is that it can be difficult to start with the consolidation only (like many do) and then years later implement the planning cubes. Due to changes in the system over time, turnover in consultants and personnel between implementations, and evolving needs of a company it can sometimes be difficult to get the planning side to line up perfectly with the originally implemented consolidation cube which, although may not limit capabilities, can cause confusion when talking between different models.