Issue Our client was running an older application on a similarly aged database (Progress) that was installed in 2006. During the ensuing years very little scheduled database administration had been done, resulting in a slow degradation of performance. In addition, they had outdated backup protocols requiring review and maintenance to ensure a recovery point […]
Issue This client’s corporate executives did not have visibility into a broad range of human capital measurements. Although a Human Capital module operated within the company’s ERP framework, the reports were cumbersome and inefficient. Reporting required gathering information from 18 sources for 60 business units and each unit required 21 pivot tables consolidated into spreadsheets […]
Issue As part of an initiative to improve the corporate reporting process, the client requested a KPI based dashboard providing O&M, capital, and HR information on a monthly basis. Due to the project’s high visibility among executives, the project incurred multiple requirement changes. Solution Our consultant, along with the project team, was able to creatively […]
Issue Our client, an international company, was spending too much time manually transacting Single Euro Payments Area (SEPA) payments within their SAP environment. SEPA was introduced globally in 2006 to reduce the cost of intra-Euro payments. Solution Our consultant configured vendor master records for French and Italian vendors with updated payments […]
Issue The client is a Fortune 500 commodity trading firm running over 3,000 financial reports out of its ETRM. The sheer number of ETRM reports had become unmanageable: Many reports were redundant or inaccurate, producing 'multiple versions of the truth.' The excess volume dragged out month-end close. Finance needed a more efficient, accurate, and simplified […]
Issue A Fortune 500 client maintained five separate Accounts Payable modules within its ERP system (JD Edwards). Prompt payment discounts were managed ineffectively due to duplicate and inconsistent data between the various databases for the same vendors. In some cases, the client was either paying invoices too early or not taking advantage of early […]
Issue The merchant energy company’s Risk and Trading groups disagreed on the valuation of certain option instruments: Proper valuation was required for mark-to-market disclosure. The two groups could not agree on the client's true exposure. The source of the discrepancy had to be found and resolved to produce trustworthy numbers. Solution Our consultant combined option-pricing […]
Issue Our client, one of North America’s largest power producers, was in the midst of a corporate merger with another large power producer. Our client needed to integrate the acquired company’s ETRM system (Endur®) into our client’s ETRM system (Zainet®/Aligne™). In addition, all risk management reporting needed to be re-engineered to accommodate the acquired company’s […]
Issue For system changes, the client needed to agree or reconcile key reports (mark-to-market, VaR and invoicing) before and after the change. Visual comparison of each report’s outputs took too long and wasn’t always reliable. Solution MidDel’s consultant automated the process so that the underlying report output tables were compared directly in the database. Result […]
Issue Our client lacked expertise with the Aligne application to quickly prepare needed reports while maintaining controls set by the company. Solution Our consultant captured requirements, documented specifications, then built, tested, and deployed a solution while maintaining SOX compliance. They learned the company’s change management process, prepared documentation, and tested the output as required by […]
