Description
With this brief elucidation regarding nissan success story of a dramatic turnaround.
in collaboration with
Nissan: Success Story of a
Dramatic Turnaround
Nissan Revival Plan to strengthen financial control
capability achieved with help from Capgemini
The Situation
To return Nissan back to profitability and
strong brand recognition, management
engaged an international team of 200
executives to conduct a detailed study. The
result was a three-year company-wide
turnaround program called the Nissan
Revival Plan (NRP). Among many critical
elements of NRP was a need to
revolutionize Nissan’s financial controlling
capability on a global, group-wide basis.
The Solution
Capgemini won the confidence of Nissan’s
management and was entrusted to help
address short- and long-term objectives.
There was an immediate need to track
NRP results against Key Performance
Indicators.
Capgemini designed and deployed a web-
based system within three months. An
important element of the NRP, this was
designed to strengthen Nissan’s financial
controlling capability. The solution was
the first of its kind in Japan, and well
received by Nissan.
Long-term goals included aligning Nissan’s
financial reporting to regulatory and
international accounting standards like
IAS and GAAP. Capgemini acted as
program manager to help Nissan drive
financial control aspects of the NRP. The
solution included workshops to scope
financial accounting systems and
processes.
SAP was selected as an appropriate ERP
platform with modules including FI/CO,
AM, AP/AR, MM, SD, PS and IM. Packages
from Hyperion and Cartesis were also
deployed. Following implementation,
systems were rolled out in phases
spanning multiple locations.
The Result
In the two years since the NRP was
launched, Nissan transformed itself into a
dynamic company with record profits.
The NRP was intended to re-establish
a firm financial foundation for
Nissan to build a strategy
of lasting profitable
“
Without
Capgemini, this
project would not have
happened. We needed the
leadership, expertise, and
knowledge of Capgemini to
deliver in the period that we had
committed to.
”
Ron Petty,
Chief Financial Officer,
Nissan North America
Capgemini
Automotive
Consulting and Technology Services
Financial Transformation
SAP
growth. Nissan announced that it had
achieved all the commitments made in the
NRP two years after launch—a full year
ahead of schedule.
In conjunction, Nissan’s CEO posted the
company’s best-ever full-year earnings and
the fourth consecutive record half-year
operating profit. These were direct benefits
of the NRP. It enabled Nissan to turn the
corner and move decisively towards
establishing itself as a world-class,
competitive and profitable global
automotive company. The NRP is at the
heart of Nissan’s success story.
How Nissan and Capgemini
Worked Together
Nissan Motor Co., Ltd. has grown from a
local Japanese manufacturer of trucks and
cars to be among the world’s 50 largest
corporations with an instantly recognized
brand around the world.
After decades of strong growth, Nissan
faced serious decline before the
millennium. By the mid-90s, it had
disappeared from the Top 10 for cars in
Japan. The NRP was designed to help
Nissan turn the corner.
Nissan was looking for a range of skills, in
strength and depth, in its partner.
Capgemini has a global profile, local
presence in Nissan’s key markets, expertise
across strategic, process and technology
consulting, together with credentials on
financial transformation projects in
complex global organizational structures.
In addition, Capgemini was already a
partner to IBM, Nissan’s incumbent
supplier for IT services.
Capgemini organized a series of
workshops to study requirements of the
NRP in detail. Short-term goals included
tracking NRP results against Key
Performance Indicators. Long-term
objectives included:
• Monthly financial reporting using
International Accounting Standards
(IAS)
• Regulatory financial reporting integrating
Japanese GAAP standards with IAS
• Non-consolidated closure within 3 to 5
days and full consolidated closure
within 10 working days
• Integrated and flexible management
reporting by indices such as company,
function, region, segment, product line,
major account, etc.
Once key elements in the NRP and how to
measure them had been defined,
Capgemini designed and deployed a Web-
based system to facilitate NRP tracking
well ahead of the next financial year.
Separate workshops scoped financial
accounting systems and processes to meet
long-term requirements of the NRP. SAP
was the ERP platform, with software
packages from Hyperion and Cartesis
selected to facilitate query and MIS
reporting elements. The project comprised
stakeholders from Nissan, technicians
from IBM and consultants from Capgemini
working together as a single cohesive team
to deliver solutions. Capgemini provided
overall project management and
developed detailed designs. A global SAP
template was created for rollout to the
three key regions: Japan, North America
and Europe. The approach leveraged
industry-standard methodologies and
M
R
D
2
0
0
7
0
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Automotive the way we do it
Copyright ©2007 Capgemini. No part of this document may be modified, deleted or
expanded by any process or means without prior written permission from Capgemini.
In collaboration with
Nissan Motor Co., Ltd. was created in
1933 as the result of a merger between
two Yokahoma manufacturers. The first
vehicles were small trucks and cars to
support the growing Japanese
automotive market. Today it is one of
the world’s largest corporations,
manufacturing 3.5 million vehicles,
generating sales of 9.4 trillion yen and
employing over 182,000 people.
Capgemini, one of
the world’s foremost
providers of Consulting, Technology
and Outsourcing services, has a unique
way of working with its clients, called
the Collaborative Business Experience.
Backed by over three decades of industry
and service experience, the Collaborative
Business Experience is designed to
help our clients achieve better, faster,
more sustainable results through
seamless access to our network of
world-leading technology partners and
collaboration-focused methods and tools.
Through commitment to mutual success
and the achievement of tangible value,
we help businesses implement growth
strategies, leverage technology, and thrive
through the power of collaboration.
Capgemini employs over 75,000 people
worldwide and reported 2006 global
revenues of 7.7 billion euros.
More information about our services,
offices and research is available at
www.capgemini.com.
About Capgemini and the
Collaborative Business Experience
ensured flexibility and adaptability to the
solution. The analysis and high-level
design phases lasted about six months.
Capgemini adapted its DELIVER
methodology to manage tasks and
activities via a detailed plan. Clear roles,
responsibilities and milestones allowed
Nissan management to retain a transparent
view of project status at all times. A
prototype of the system was piloted in
North America before the system was
implemented in the U.S., Mexico, Canada
and Japan. From build to deployment
spanned eight months to coincide with
Nissan’s financial year-end. The global
rollout to all Nissan operations in other
regions followed.
An effective partnership with Capgemini
and others helped Nissan transform its
financial controlling capabilities around
the globe, despite facing adversities of a
volatile environment.
doc_701568483.pdf
With this brief elucidation regarding nissan success story of a dramatic turnaround.
in collaboration with
Nissan: Success Story of a
Dramatic Turnaround
Nissan Revival Plan to strengthen financial control
capability achieved with help from Capgemini
The Situation
To return Nissan back to profitability and
strong brand recognition, management
engaged an international team of 200
executives to conduct a detailed study. The
result was a three-year company-wide
turnaround program called the Nissan
Revival Plan (NRP). Among many critical
elements of NRP was a need to
revolutionize Nissan’s financial controlling
capability on a global, group-wide basis.
The Solution
Capgemini won the confidence of Nissan’s
management and was entrusted to help
address short- and long-term objectives.
There was an immediate need to track
NRP results against Key Performance
Indicators.
Capgemini designed and deployed a web-
based system within three months. An
important element of the NRP, this was
designed to strengthen Nissan’s financial
controlling capability. The solution was
the first of its kind in Japan, and well
received by Nissan.
Long-term goals included aligning Nissan’s
financial reporting to regulatory and
international accounting standards like
IAS and GAAP. Capgemini acted as
program manager to help Nissan drive
financial control aspects of the NRP. The
solution included workshops to scope
financial accounting systems and
processes.
SAP was selected as an appropriate ERP
platform with modules including FI/CO,
AM, AP/AR, MM, SD, PS and IM. Packages
from Hyperion and Cartesis were also
deployed. Following implementation,
systems were rolled out in phases
spanning multiple locations.
The Result
In the two years since the NRP was
launched, Nissan transformed itself into a
dynamic company with record profits.
The NRP was intended to re-establish
a firm financial foundation for
Nissan to build a strategy
of lasting profitable
“
Without
Capgemini, this
project would not have
happened. We needed the
leadership, expertise, and
knowledge of Capgemini to
deliver in the period that we had
committed to.
”
Ron Petty,
Chief Financial Officer,
Nissan North America
Capgemini
Automotive
Consulting and Technology Services
Financial Transformation
SAP
growth. Nissan announced that it had
achieved all the commitments made in the
NRP two years after launch—a full year
ahead of schedule.
In conjunction, Nissan’s CEO posted the
company’s best-ever full-year earnings and
the fourth consecutive record half-year
operating profit. These were direct benefits
of the NRP. It enabled Nissan to turn the
corner and move decisively towards
establishing itself as a world-class,
competitive and profitable global
automotive company. The NRP is at the
heart of Nissan’s success story.
How Nissan and Capgemini
Worked Together
Nissan Motor Co., Ltd. has grown from a
local Japanese manufacturer of trucks and
cars to be among the world’s 50 largest
corporations with an instantly recognized
brand around the world.
After decades of strong growth, Nissan
faced serious decline before the
millennium. By the mid-90s, it had
disappeared from the Top 10 for cars in
Japan. The NRP was designed to help
Nissan turn the corner.
Nissan was looking for a range of skills, in
strength and depth, in its partner.
Capgemini has a global profile, local
presence in Nissan’s key markets, expertise
across strategic, process and technology
consulting, together with credentials on
financial transformation projects in
complex global organizational structures.
In addition, Capgemini was already a
partner to IBM, Nissan’s incumbent
supplier for IT services.
Capgemini organized a series of
workshops to study requirements of the
NRP in detail. Short-term goals included
tracking NRP results against Key
Performance Indicators. Long-term
objectives included:
• Monthly financial reporting using
International Accounting Standards
(IAS)
• Regulatory financial reporting integrating
Japanese GAAP standards with IAS
• Non-consolidated closure within 3 to 5
days and full consolidated closure
within 10 working days
• Integrated and flexible management
reporting by indices such as company,
function, region, segment, product line,
major account, etc.
Once key elements in the NRP and how to
measure them had been defined,
Capgemini designed and deployed a Web-
based system to facilitate NRP tracking
well ahead of the next financial year.
Separate workshops scoped financial
accounting systems and processes to meet
long-term requirements of the NRP. SAP
was the ERP platform, with software
packages from Hyperion and Cartesis
selected to facilitate query and MIS
reporting elements. The project comprised
stakeholders from Nissan, technicians
from IBM and consultants from Capgemini
working together as a single cohesive team
to deliver solutions. Capgemini provided
overall project management and
developed detailed designs. A global SAP
template was created for rollout to the
three key regions: Japan, North America
and Europe. The approach leveraged
industry-standard methodologies and
M
R
D
2
0
0
7
0
3
0
1
0
9
1
Automotive the way we do it
Copyright ©2007 Capgemini. No part of this document may be modified, deleted or
expanded by any process or means without prior written permission from Capgemini.
In collaboration with
Nissan Motor Co., Ltd. was created in
1933 as the result of a merger between
two Yokahoma manufacturers. The first
vehicles were small trucks and cars to
support the growing Japanese
automotive market. Today it is one of
the world’s largest corporations,
manufacturing 3.5 million vehicles,
generating sales of 9.4 trillion yen and
employing over 182,000 people.
Capgemini, one of
the world’s foremost
providers of Consulting, Technology
and Outsourcing services, has a unique
way of working with its clients, called
the Collaborative Business Experience.
Backed by over three decades of industry
and service experience, the Collaborative
Business Experience is designed to
help our clients achieve better, faster,
more sustainable results through
seamless access to our network of
world-leading technology partners and
collaboration-focused methods and tools.
Through commitment to mutual success
and the achievement of tangible value,
we help businesses implement growth
strategies, leverage technology, and thrive
through the power of collaboration.
Capgemini employs over 75,000 people
worldwide and reported 2006 global
revenues of 7.7 billion euros.
More information about our services,
offices and research is available at
www.capgemini.com.
About Capgemini and the
Collaborative Business Experience
ensured flexibility and adaptability to the
solution. The analysis and high-level
design phases lasted about six months.
Capgemini adapted its DELIVER
methodology to manage tasks and
activities via a detailed plan. Clear roles,
responsibilities and milestones allowed
Nissan management to retain a transparent
view of project status at all times. A
prototype of the system was piloted in
North America before the system was
implemented in the U.S., Mexico, Canada
and Japan. From build to deployment
spanned eight months to coincide with
Nissan’s financial year-end. The global
rollout to all Nissan operations in other
regions followed.
An effective partnership with Capgemini
and others helped Nissan transform its
financial controlling capabilities around
the globe, despite facing adversities of a
volatile environment.
doc_701568483.pdf