Structuring management control and defining the ERP analytical core model

In a context of growth and internationalization, our customer is faced with a complex organization of its financial consolidation, initially structured according to French standards, then consolidated under IFRS at the holding level. This situation highlighted the need to strengthen the management control structure and redefine project accounting. The main objective of the assignment was to support our customer in setting up a robust analytical model, adapted to its specific features, and to prepare for the implementation of a new ERP. It also involved designing a performance management model to provide better visibility of projects and ensure compliance with regulatory requirements, in particular IFRS 15.

The assignment was carried out in several key stages. Firstly, an in-depth diagnosis of existing management control and cost accounting practices was carried out, in order to identify areas for improvement and specific needs linked to the project activity. Secondly, the relevant areas of analysis were defined in collaboration with the business teams, to ensure the suitability of the future analytical core model. A target project financial review process was drawn up, integrating steering and compliance requirements. Standardized reporting templates were designed and deployed to teams, accompanied by training sessions. Finally, management control was ensured throughout the Netsuite ERP deployment project, while ensuring alignment with the IFRS 15 normative framework.