||COMGAS (Natural Gas – Brazil)|
|Comgas is the largest natural gas distribution company of Brazil located in a highly competitive market.
Setting energy prices for consumers in competitive markets is particularly challenging for regulated utilities. The company aims to maximize business value while meeting constraints of public regulatory agencies. BG Group wanted an analytic decision tool to explore and optimize the effects of changing consumer tariffs, to be used by natural gas distribution companies in several parts of the world, including South America and India.
The tool had to model the price elasticity of demand, capital investments, and the effects on operating costs over time. This information feeds a financial model to evaluate the effect on financial returns and company value.
One of the main uses of the planning model implemented at Comgas is to explore and discover the combination of tariffs and investments that maximizes company outputs captured on financial statements.
The benefits of collaboration through implementing and integrated planning model had spread deeply in Comgas organization driving the creation of an integrated planning department formed by representatives from every area of the company.
|Embotelladora Coca Cola – Andina S.A.|
|Embotelladora Andina S.A. is a holding of companies mainly advocated to production, distribution and marketing of Coca Cola products through operations in Chile, Brasil, Argentina and Paraguay.
Andina Argentina S.A. today’s operations covers several provinces of Argentina that consolidated computes for 1.9 million Km2 which represents 68% of Argentine territory and a population of 16.6 million people, 41% of its total population.
Andina was experiencing the traditional problems of planning on spreadsheet basis: inconsistent assumptions, undetected errors, and a lot of manual work, which produced that most of Business Analysts time was wasted building and checking numbers rather than exploring how to add value to the company.
In the year 2013 Coca Cola Andina selects Cubeplan for developing and implementing an Integrated Business Planning Model. The reasons for the selection where user friendliness, flexibility and scalability, influence diagrams for representing business logic, graphical representation of every step in calculation, interpretable formulation language, easy what if analysis, multiple scenario comparison and finally users control management and empowered user collaboration.
After 6 months of development the model was in place and users were trained to take full control of model use and administration.
Now the model allows not only to produce the Business Plan and Rolling Forecast rapidly but also to answer critical questions such as:
|The Renault Group has been making cars since 1898. Operating in 115 countries with 38 production sites and 13,300 sales outlets, Renault offers a broad range of innovative, safe and increasingly environment-friendly vehicles.
The Renault Production Way ensures Renault’s capital equipment achieves an optimal level of performance. It ranks among the most competitive and most flexible in the automotive sector and is continuously improved through the application of Renault-Nissan Alliance best practices.
Whole Latin America market is supplied with production from four plants located in different countries. However, demand and industrial production needs to be analyzed as a group.
A Cubeplan S&OP Model was developed for the company. The toll allows balancing demand and supply by optimizing the allocation of production to markets according to headquarters strategies, while meeting the capacity constraints of both the production line and the supply chain.
Due to Cubeplan web access and user management the same model is shared among people located in all plants. Impacts of decisions made on one location can be instantly analyzed as a whole group and more informed and collaborative decisions can be made.
|EDP (Energías de Portugal) – Brazil|
|This company holds investments in the electricity energy sector in major States of Brazil, covering generation, commercialization and distribution. The firm is controlled by EDP – Energias de Portugal, one of the largest European operators in the electricity and gas sectors. EDP in Brazil went public on the Stock Exchange of Sao Paulo in July 2005, adhering to the highest standards of corporate governance.
Since 2009 EDP Brazil made a change in the area of budgeting and control, centralizing the management activity of the Business Plan.
One of the challenges of this new area was to provide response in time to the dynamism of the business units, the need for more complex simulations, the requirement of better operational control and the need for more agility in communications during the budgeting process.
In order to do that, EDP Brazil initiated a process to find the best tool for developing and implementing an Integrated Planning Model.
After deeply analyzing different alternatives Cubeplan was chosen. Its capacity to deal with huge models, its programming flexibility, scenario management, user collaborative ambient and possibility to be integrated with company existing software architecture were the highlighted characteristics that made the company choose it among all alternatives.
Benefits of Cubeplan implementation do not finish in financial planning and control re-designed but also resulted in knowledge gained by the collaborative work between the different businesses units involved in the development of the Integrated Planning Model.
||Panama Canal Authority (Transportation – Panama)|
|The Panama Canal is a 77 km (48 mi) ship canal in Panama that joins the Atlantic Ocean and the Pacific Ocean and is a key conduit for international maritime trade.
On September 7, 1977 the President of the United States Jimmy Carter and Omar Torrijos of Panama signed a treaty guaranteeing the permanent neutrality of the canal. The treaty led to full Panamanian control effective at noon on December 31, 1999, and the Panama Canal Authority (ACP) assumed command of the waterway.
The treaty impose on Panama-ACP a main restriction on setting tolls: they cannot discriminate tolls based on origin-destination of vessels.
This constraint imposes to answer a critical question for ACP. How much should ACP charge for crossing the canal? If tolls are to low you will be leaving money on the table and operating a congested facility. If tolls are too high some ships will decide to take the alternative routes and you will have idle capacity.
In order to help on setting tolls for the canal it was developed a Cubeplan planning model that computes the cost of transporting goods through almost 1000 routes with origin and destination in 200 ports. The cost is calculated for each market segment (container, dry bulk, car carriers, Liquid Bulk) for different vessels sizes and operating under different conditions (laden/ballast, etc).
With this tool the ACP is now capable of discovering how competitive they are when they increase or decrease their tolls.
||Corporación Dominicana de Empresas Eléctricas Estatales (CDEEE) – (Electricity – Dominican Republic)
|This state owned energy holding controls 3 distribution companies, 1 transmission company and 1 power generation company that operates 21 generation companies.
Electricity in this country has been subsidized for attending poor population sectors and the cost of the subsidy is one of the most important line in the country annual budget.
During the oil price peak occurred in 2008 the electricity subsidy became a presidential concern. The CDEEE has the task of accurately estimate the amount of subsidy the government has to finance. The process of elaborating the answer used to take2 weeks and its accuracy was on doubt.
In order to speed up that process and to gain transparency and confidence on the calculated number it was developed a model that projects the entire energy sector of Dominican Republic.
The model includes projecting demand for each region and tariff category. Then it has a module for dispatching power units minimizing the cost of supplying. Latter operational expenditures and investments where projected. And at last all that information feed complete financial statements for each company.
As a result from implementing a Cubeplan based solution, the time for estimating has been reduced to hours and the planning model is used for several other purposes.
||Hospital del Trabajador de Santiago (Healthcare – Chile)|
|This leading Chilean institution wanted an integrated planning model that helps them understanding how to extract the maximum value from its infrastructure, and decide the best way to grow.
The model developed includes all parts of hospital business allowing them to answer several types of critical business questions.