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DRIVING STANDARDIZATION, IMPROVING CONTROLS & INCREASING PRODUCTIVITY

Founded in 1886, The Coca-Cola Company is the world’s largest beverage company
with more than 500 sparkling and still brands. The company’s portfolio also
features 20 billion-dollar brands, distributed in more than 200 countries and
enjoyed by consumers at the rate of 1.9 billion servings a day.


THE CHALLENGE

The Global Finance Operations Division (GFO) of The Coca-Cola Company manages
more than 50,000 GL accounts. Yet multiple systems and approaches to the
reconciliation process created serious challenges for the global company.

“For reconciliations, each region was allowed to determine what type of
supporting documentation and technology they would use, from hard copies to
Lotus Notes to the SAP ERP. Additionally, regions determined the frequency of
reconciliations, who was involved, and training materials,” says Eamonn
Matthews, business process lead – accounting & reporting, The Coca-Cola Company.

This regional approach to the financial close ensured there was little to no
standardization—and zero access to “big picture” analytics throughout the close.
The process was also time consuming, with more than 800 associates spending
14,000 hours a month on reconciliations alone. “Every region created and
collected its own metrics and maintained the administration and change
management of its particular part of the technology,” says Matthews.


WHY BLACKLINE

In late 2013, the company began reviewing its existing balance sheet
reconciliation process and tools. According to Eamonn, “We found major audit
concerns. Timely completion, inadequate explanations, lack of follow-up on aged
items, and lack of overall visibility all needed to be addressed.”

During the same time period, The Coca-Cola Company was instituting 2020 Vision,
a plan designed to double revenue within the decade. For GFO, supporting the
company’s plan meant ensuring all processes were “standardized, global,
accessible, and easy to use”—including balance sheet reconciliations. “In order
to meet the Global Business Services (GBS) promise to the 2020 Vision, we needed
to analyze all accounting processes and drive improvements and business value,”
says Matthews. “Improving our balance sheet reconciliations was our pilot
program.”

The company began its search for a cloud-based, globally accessible
reconciliation solution by stipulating certain non-negotiable features for any
new system: auto-certification, administration rules and auto alerts, enhanced
reporting and analytics, and real-time dashboards. While Eamonn and his team
reviewed numerous vendors, they partnered with BlackLine.

“One of the most important factors in assisting us in making our decision was
the customer reference calls with BlackLine customers, in companies of a similar
size,” says Matthews. “These candid interviews formed a key part of our
justification to partner with BlackLine.”

According to Eamonn, implementation of BlackLine was seamless. “It shows how
good the implementation team was that we didn’t even need consultants to help
decipher what exactly we were supposed to be doing. I have a lot of respect for
the implementation team at BlackLine. They were absolutely brilliant.”

Prior to rolling out the BlackLine platform, the company created a global
business process lead role. “Historically, we would have allowed each region to
customize the technology to its local needs,” says Matthews. “With a global
lead, we used the introduction of BlackLine to drive standardization and improve
controls. Some people suggest that you should fix a process before you introduce
new technology. In our case, BlackLine’s technology drove us to fix and
standardize our process.”


THE RESULTS

Reduced number of employees involved in reconciliation by 55%. Previously, the
monthly financial close process required the help of 800 employees across shared
services, manufacturing plants, and business units. By using BlackLine, The
Coca-Cola Company has reduced the number of employees who were involved in
manual and routine reconciliations to 360, a 55% reduction. By 2016, the team
intends to reduce that number to 300. The company increased its productivity by
reassigning and allowing employees to focus on analysis. “With BlackLine, we
were able to reassign 40% of our balance sheet reconciliations to a central team
in our Manila hub. They look after all metrics, reporting, IT controls, and
change governance,” says Matthews.

Saved $0.6 million per year through increased productivity. By providing
employees with a reconciliation tool that automates much of the reconciliation
process, The Coca-Cola Company has seen an increase in productivity. Employees
spend less time on routine tasks, which not only saves money but enables
accountants to focus on discrepancies and analysis—instead of manual data entry
and aggregation. “We’re seeing a savings of $0.6 million per annum,” says
Matthews.

Improved controls and standardized reconciliation process across the world. With
BlackLine, The Coca-Cola Company now has a consistent methodology for the
preparation and management of all reconciliations, regardless of region. “We now
have a prescribed approach to preparing and documenting reconciliations.
Frequency, type of supporting documentation, and critical fields are consistent
irrespective of location,” says Matthews. “When I think about BlackLine,
seamless, transparent, greater visibility, and increased control are all words
that come to mind.”

Increased client satisfaction. Prior to BlackLine, aggregating data for multiple
stakeholders required pulling multiple reports from different users in each
geographical unit—a time-consuming process that also had the potential for
errors. “We have critical stakeholders that are interested in the legal entity
view and others that are interested in the business unit view. BlackLine
accommodates business unit and legal entity reporting in one file. They can get
the overall picture of the balance sheet, instead of having to combine multiple
reports from different users in each geography.”

Gained global transparency of the entire reconciliation process in less time.
Previously, the company’s reconciliations were handled regionally, which
severely hindered visibility. With BlackLine, Eamonn and his team now have true
transparency at a global level, in real time. “BlackLine’s reporting
functionality has made critical data very transparent and accessible, including
number of legal entities, absolute value of balance sheet, percentage of
quarterly and auto-certified recs, the number of accounts, and the age of
items,” says Matthews. “I can look at all 272 legal entities in one dashboard,
and we can make decisions on that versus having to talk to 15-20 GL managers.”

Watch (9:29)

THE COCA-COLA COMPANY’S BLACKLINE JOURNEY



INDUSTRY

Food & Beverage

ERP

SAP

REGION

Global

COMPANY SIZE

Enterprise

BUSINESS IMPACT

 * Reduced the number of employees involved in manual and routine reconciliation
   by 55%
 * Increased productivity by reassigning workforce to focus on discrepancies and
   analysis
 * Saved $0.6 million per year
 * Improved controls and standardized reconciliations
 * Increased client satisfaction
 * Gained transparency into the global reconciliation process

Read Their Success Story

Don’t take our word for it.
Request a customer reference.

In many cases we can connect you with a current customer for first-hand feedback
on their experience with BlackLine.

Request a Reference



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