The Ledger

Curated content for
analytical business leaders

CFO Journal: Finance at the Center of Data and Analysis at Coca-Cola

“The power of having datasets and data systems that can integrate with each other and connect with others across the enterprise is enormous. That is a big part of what we are doing now. Finance has a critical role to play—to set the tone, to inject the focus and the discipline, and to make sure that we stay the course, working closely with our functional and operational counterparts.”

Read More at The Wall Street Journal >

FP&A Trends: My Top Five Predictive Planning Lessons

“Ask people what predictive analytics is about – they might mention a crystal ball or sci-fi novels. In practice predictive analytics has nothing to do with black magic or rocket science. It is a proven and robust technology, based on math, that can bring concrete benefits to finance organisations, when rightly used.”

Read More at FP&A Trends >

SF Magazine: ABC and Value-Stream Costing in Tandem

“Like in most areas of life, it’s generally good to have a lot of choices in accounting. Take, for instance, activity-based costing (ABC) and value-stream costing (VSC), which can be viewed as two alternative approaches to obtaining accurate cost information in complex production and sales environments. You would think that companies that adopt VSC aren’t likely to also have ABC systems. But that isn’t necessarily the case: A 2012 survey of 368 facilities employing Lean production found that 62 of them—or roughly one in six—reported a relatively high use of both ABC and VSC. Those same companies also reported the highest level of performance improvement from Lean initiatives. Clearly, these organizations weren’t treating ABC and VSC as alternatives: They were using the systems in tandem.”

Read More at SF Magazine >

CFO Magazine: 4 Tips for Cutting Indirect Spend

“In light of price inflation, companies are weighing their options for cost transformation, said Mahoney. Cost transformation is about simplifying and refocusing the organization. It involves a soup-to-nuts analysis of any action taken by a company and deciding: Is this something we should build? Is this something we should deliver internally, or does it make more sense to buy or outsource to an external supplier?”

Read More at CFO Magazine >