Deliverables Tracker 11-Jul-19 O&M O2C Round 2 Final Updates

Revision Status
Reviewed by Deliverable Version Track Status

BP80 1.0 R2R Done
BP80 1.0 O2C Done
BP80 1.0 O&M Done
BP80 1.0 P2P Done
BP80 1.1 R2R Done
BP80 1.0 O2C Done
BP80 1.1 O&M Done
BP80 1.0 P2P Pending 1.1
BP80 1.0 R2R Done
BP80 1.0 O2C Done
BP80 1.0 O&M Done
BP80 1.0 P2P Done
Business Clusters
BP80 1.0 R2R Done
BP80 1.0 O2C Done
BP80 1.0 O&M Done
BP80 1.0 P2P Done
BP80 1.0 R2R Done

BP80 1.0 O2C Done
BP80 1.0 O&M Done
BP80 1.0 P2P Done
BP80 1.0 R2R Done

BP80 1.0 O2C Done
BP80 1.0 O&M Done
BP80 1.0 P2P Done
BP80 1.1 R2R Done

BP80 1.1 O2C Done
BP80 1.1 O&M Done
BP80 1.1 R2R Done
BP80 1.1 O2C Done
BP80 1.1 O&M Done
BP80 1.1 R2R Done
BP80 1.1 O2C Done
BP80 1.1 O&M Done
BP80 1.1 R2R Done
BP80 1.1 O2C Done
BP80 1.1 O&M Done
IT Leads
BP80 1.1 R2R Done
BP80 1.1 O2C Done
BP80 1.1 O&M Done
IT Leads
BP80 1.1 R2R Done

BP80 1.1 O2C Done
BP80 1.1 O&M Done
BP80 1.1 R2R Done

BP80 1.1 O2C Done
BP80 1.1 O&M Done
BP80 1.1 R2R Done
BP80 1.1 O2C Done
BP80 1.1 O&M Done
BP80 1.1 R2R Done

BP80 1.1 O2C Done
BP80 1.1 O&M Done
BP80 1.0 P2P Done
BP80 1.1 R2R Done
BP80 1.0 and 1.1 O2C Done
BP80 1.1 O&M Done
BP80 1.0 P2P Done
RD10 1.0 Technical Done

IT Leads
Business BP85 1.0 R2R/O2C/P2P/Technical Done
Final Sign-Of
Lead Name Stream Lead Type Cluster Document
AbdlKarim Ferroujd Other IT Americana TA70
Ahmed Adel Other IT Americana TA70
Eslam Mahsoub Other IT Americana CV010
Osama Ibrahim Other IT M&B CV010
Mohamed Taha Other IT ICAPP CV010
Mamdouh Farag Other IT FF CV010
Tamer Youssef Other IT Americana CV010
Ahmed El Tabei Other IT Americana CV010
Walid El Zamarany
Abdel Rahman Ellabad Other IT Senyorita CV010
Mohamed El Damat Other IT CPG CV010

Revision Status
Led By Cluster Deadline Revision Feedback
M.Damat CPG 10-Jul-19 Updated
M.Damat CPG 10-Jul-19 No Update
M.Farag FF 10-Jul-19 Updated
M.Farag FF 10-Jul-19 Updated in version 1
M.Farag FF 10-Jul-19 Updated
M.Farag FF 10-Jul-19 Will wait for 1.1
O.Ibrahim M&B 10-Jul-19 Updated
M.Taha ICAPP 10-Jul-19 No comment
M.Taha ICAPP 10-Jul-19 No Update tll deadline
Khaled Saadany Senyorita 10-Jul-19 No Update tll deadline

W.Zamarany/Abdelrahman Ellabad Senyorita 10-Jul-19 Done by Sherif El Madany
E.Mahsoub GFI/ECC 10-Jul-19

E.Mahsoub GFI/ECC 10-Jul-19 No Comments
E.Salama GFI/ECC 10-Jul-19
M.Damat CPG 11-Jul-19 No Comments

M.Damat CPG 11-Jul-19 No Comments
M.Damat CPG 11-Jul-19 Updated comments
M.Farag FF 11-Jul-19 Updated comments
M.Farag FF 11-Jul-19 With Heba Comments
M.Farag FF 11-Jul-19 Updated comments
O.Ibrahim M&B 11-Jul-19 No Comments
M.Taha ICAPP 11-Jul-19 No Comments

A.Tabei Americana 11-Jul-19 No Comments

Tamer Youssef Americana 10-Jul-19 No Comments
Hany Kamal Americana 10-Jul-19 No Comments

Hany Kamal Americana 10-Jul-19 Updated comments
Michael Sobhy Americana 10-Jul-19 Updated comments
Heba Abdel Aziz FF 10-Jul-19 Updated comments
M.Amin Americana 10-Jul-19 No Comments
Sherif El Madany Senyorita 10-Jul-19 Updated comments
M.Damat CPG 8-Jul-19

M.Farag FF 8-Jul-19
O.Ibrahim M&B 8-Jul-19
M.Taha ICAPP 8-Jul-19
W.Zamarany/Abdelrahman Ellabad Senyorita 8-Jul-19
A.Tabei Americana 8-Jul-19
Tamer Youssef Americana 8-Jul-19
Hany Kamal Americana 10-Jul-19
Final Sign-Of
Version Received DatFinal Review Date Sign-Of
Final 2-Jul-19 9-Jul-19 Yes
Final 8-Jul-19 9-Jul-19 Comments
Final 8-Jul-19 9-Jul-19 Comments
Final 8-Jul-19 9-Jul-19 No
Final 8-Jul-19 9-Jul-19 No

Serial Stream Lead Type Cluster Name Document Type Version Received Date Review Meeting
1 R2R IT GFI/ECC BP80 1.0 30-Jun-19 1-Jul-19
8 R2R IT CPG BP80 1.0 30-Jun-19 1-Jul-19

12 R2R IT Americana BP80 1.0 30-Jun-19 1-Jul-19

26 R2R IT M&B BP80 1.0 30-Jun-19 1-Jul-19
27 R2R IT M&B BP80 1.0 30-Jun-19 1-Jul-19
28 R2R IT M&B BP80 1.0 30-Jun-19 1-Jul-19
29 R2R Business Americana BP80 1.0 30-Jun-19 2-Jul-19

35 R2R Cluster GFI/ECC BP80 1.0 30-Jun-19 10-Jul-19

36 R2R Cluster GFI/ECC BP80 1.0 30-Jun-19 10-Jul-19
37 R2R Cluster GFI/ECC BP80 1.0 30-Jun-19
10-Jul-19
10-Jul-19
10-Jul-19
40 R2R Cluster CPG BP80 1.0 30-Jun-19

10-Jul-19
41 R2R Cluster CPG BP80 1.0 30-Jun-19
10-Jul-19
42 R2R Cluster M&B BP80 1.0 30-Jun-19 10-Jul-19

54 R2R Cluster/IT FF BP80 1.0 30-Jun-19 11-Jul-19


Deliverables Tracker
Feedback
JIRA is mentoned in the future process as workflow engine why HRSSA and AME is not considered
2 Ledger Actvites/Processes are missing

nd
Some of Narratve Descriptons (missing/not Reflectng) its process

e.g. in Process Period Close, in process map there are 12 process, however only 8 being described
Document Index not Maintained e.g. 9.2 is missing
Assumptons & Capabilites secton is missing
Most of processes are generic/standard and not reflect the GAP analysis
e.g. In Deprecaton process , normally business users print a set of control reports before run deprecaton with close,
which is not mentoned in the process
Accrual accountng Actvites/processes are missing
Assumpton Secton #1 : Did we reach final agreement that a single global chart of Accounts Structure will be
implemented for all the clusters or we will have unified segment at consolidaton level and each cluster could maintain a
separate segment for its unique need.
Process flow and Narratve Descripton : it’s not clear if the process is automated or manual Ex: (Request New Asset
Additon, New Bank Account Creation Request, FA Standing Data change request,..)
Process Narratve Descripton: better to include Frequency column (Monthly, Daily, ..etc)
Process 9.4.1 & 9.4.2 , 9.4.4 & 9.4.5 have duplicated descripton
Hyperion and Budget Preparation

Budget preparaton and performing process should start and End in Hyperion
Enable the integrate for Final Budget from Hyperion to EBS
Annual budget in Hyperion should include mult versions
Reconciliation process not clear for:

GL Ledger and sub ledger
AP and Fixed Assets
Clusters ledgers and consolidated ledger
Eliminaton process is missing
For month closing I recommend to use Microsoft planner instead of Jira to be integrated and synchronized with
Americana mails notficatons
What is the limitaton of custom extncton for GL Cost Allocaton program ?
Fixed Assets need to be include the following

Auto generate AR invoice from Asset Retrements process
Auto Transfer program for Assets between Different Book
SLA for drive the right accountng segment on asset level to override the wrong default accounts from asset book
What is the methodology of request of Adding new or Update (Asset, Accounts and segments , Supplier or Bank) it’s
manual out of the system or automatc ?
GL
Auto manage one source of Currency Conversion rate
Translated currencies / Ledgers need to be cleared in separate footprint
Need to show the list of all Organizaton structure in one Picture (BGs , Ledgers, OUs)
CVR and Data Access Set are missing
Internal Control Standards Missing (e.g:best practce for approval cycle, journal Entry…etc)
Process Maps for sub-ledger accounts
Process Conformance for KPIs
9.1.2 : Performs Funds Tracking and Budgetary Control:

1. Upload Budget information in Oracle ERP: - Hyperion integration to load budget data in Oracle ERP. This should be
system driven process with proper exception handling:
Comments :- Budget data upload to ERP should be done through separate file not through Hyperion for mapping
constrains , as we don’t do mapping one to one , mapping usually happens 1 or more GL account to 1 Hyperion
accounts .
9.1.5: Evaluate and Manage Financial Performance:
1-Comments :- process should be state clearly that this done through FPA team (Ownership belong to FPA team )
2-Access customer and product profitability:- Review profitability reports based on business requirement.
Comments :- How profitability by customer be tracked , what the process of allocating cost to customers will happens ?
9.3.5: Process Period Close

Translate and Revalue balances Generate revaluation entries to make sure foreign currency transactions are not
under/overstated. Translate balances to Consolidation reporting currency in case cluster have different functional
currency.
Comments :- We need clarification who will update FX rates on system across Actual rates & budget rates , as per the
standard process it should be managed from Corporate Finance team and it should match Hyperion FX rates .
9.3.1 : Manage GL Standing Data

Update Accounting Periods :-Create new accounting periods if required. This should be managed by Finance
manage/controller for each cluster.
Comments:
1-Create accounting periods should be done centrally by corporate Finance team & done at the beginning of the year .
2-Open the period after the date of closing should be done by exceptional approval based on materiality of adjustments
and through corporate Finance team .
9.7.2 Manage Bank Accounts :This process involves creation of Bank, Bank Branches and New Internal Bank
accounts. Also, maintenance of existing bank account details performed by Treasury team .
Comments: Manage Bank Account This process involves creation of Bank, Bank Branches and New Internal Bank
accounts. Also, maintenance of existing bank account details performed by central Finance team ( SSC /corporate team )
9.7.3: Reconcile Bank Accounts

1-Perform Auto-reconciliation: Treasury team perform bank statement auto-reconciliation.
2-Review and manually reconcile exception statement lines:- Treasury team reviews bank statement reconciliation
exceptions and manually reconcile them.
Comments:For the sake of Segregation of duties banks reconciliation should be performed by GL team . sorting out
solutions by the treasury team
For Journal Approval, HR Positon hierarchy is not applicable. Should follow separate hierarchy.
Fixed Assets Process is missing in Process View Level 0 and Level 1 Process Areas Diagram. –Page 10
The process view diagram showing GL->AP->AR-> etc. But it should be other way Subledger to GL ., AP->GL AR->GL etc.
Process Flow 9.7.1 Manage Cash Management policies and procedures needs to be amended . The flow is not correct.
Process flow header shows 9.4.2: Establish Fixed Asset Policies and Procedures but the actual flow is for Maintain FA
Standard Data-Page 31
9.1.1: Perform Planning, Budgeting and Forecasting
Input data should be based on historical data.
Comments: There will be contradiction with the ZBB approach that is requestrd by HQ to prepare the budget
9.3.2: Process Journal Entries
Journal entries will be reviewed by Finance team and posted. For subledger entries and approved entries auto posting
can be defined if required
Comments:All transactions should be approved before posting by the Accounting manger
9.3.5: Process Period Close

Review closing checklist and make sure all tasks are completed.
Comments: could we make closing checklists systematic in which the period couldn't be closed before all the closing
checklist reviewed and approved by the finance manger
(Mandatory)
Availability to check Department Budget and Remaining through every Department.
Cost roll up for costng budget and breakup the finished goods to its components of raw and pack per product
Automatc identficaton and reconciliaton balances between module and GL and period closing doesn’t be closed in
case of any differences.
Profitability analysis per business line, actvity, vans and salesmen .
Reallocatng the cost variance for manufacture Expenses Based on Monthly Routng Contributon and the required
adjustment for the expenses of produced volume against sold volume.
Clarificaton of Depreciaton Policy (Unified or differs from Country to another according Audit Needs)
Integraton between Capex Budget and FA Module.
Feed Asset Value Per Unit (Car, Car box, etc) in the Same asset.
Transfer CIP or start actual Asset Deprecaton through technical request approval.
Subledger availability for any transacton
Foreign balances reevaluaton according to certain rate
Unrealized Foreign Exchange Gain/Loss is not covered
We compare between three numbers (Actual , budget and Forecast) last one doesn’t menton
Asset expense
Audit trail
Multi Currency & Journal Processing

Use different exchange rates for P&L and BS accounts during translation<<this was a wish list in the KDD
(Using this opton is not mentoned, is doable in the first place?)
Budget
Encumbrance budgetary control to track pre-expenditures at requisiton/PO level<<<<this was part of key controls and
policies in the KDD (is this covered in the P2P?
Intercompany Processing
Systematc automated reconciliaton for Inter-company trades (Automatc IC not mentoned)
<<<<this was part of key controls and policies in the KDD (Automatc IC not mentoned)
cease the practce of passing manual journals in clearing accounts directly from GL module; instead, transactons should
be accurately and tmely captured in the sub-ledger modules, diligent reconciliatons should be performed on a
consistent basis.<<Is this standard in Oracle? If so, we need this to be included
The Third-Party Control Account ‘Segment qualifier’ configuraton should be enabled for all the control accounts to
avoid any manual journal vouchers being posted to those accounts.<<Is this standard in Oracle? If so, we need this to be
included
implementaton of the updated Landed Cost Management module in Oracle ERP, to fully realize the benefits from a
unified supply chain system, in terms of process efficiency, better modular integraton, transparency in costng, and
postng of such costs from Sub-Ledger to General Ledger without manual interventon. <<Is this standard in Oracle? If
so, we need this to be included
Implement and utlize Oracle Cash Management capabilites to the fullest extent possible for direct processing of cash
and banking related transactons such as bank charges and transfers, which will minimize reconciliaton differences
between sub-ledger and GL balances. <<Is this standard in Oracle? If so, we need this to be included
HR Applicaton and its integraton with Oracle, geared towards business process automaton <<Is this standard in
Oracle? If so, we need this to be included
Raised By Status
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
M.El Damat Closed
M.El Damat Closed

M.El Damat Closed
M.El Damat Closed
T.Youssef Closed
T.Youssef Closed
T.Youssef Closed
T.Youssef Closed
T.Youssef Closed
T.Youssef Closed
T.Youssef Closed
O.Ibrahim Closed
O.Ibrahim Closed
E.Mahsoub Closed
H.Kamal Closed
H.Kamal Closed
H.Kamal Closed
H.Kamal Closed
H.Kamal Closed
H.Kamal Closed
S.Pirzada Open
S.Pirzada Open
S.Pirzada Open
S.Pirzada Open
S.Pirzada Open
Amir El Torky Open

Amir El Torky Open
Amir El Torky Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
M.Farag Open
M.Farag Open
M.Farag Open
M.Farag Open
M.Sobhy Open
M.Sobhy Open
M.Sobhy Open
M.Sobhy Open
M.Sobhy Open
M.Sobhy Open
M.Sobhy Open
M.Sobhy Open
IBM Feedback
A workflow driven applicaton with approval opton has been suggested to track closing
checklist actvites and for any other Business requests for asset transacton or Master data
changes. As per our previous experience JIRA also serves the purpose. We have mentoned
JIRA as an example. Americana can always explore other similar products and choose as per
Americana business policy.
We can not use AME for all these as AME engine mainly used for certain transacton types
for which Oracle already provided an integtaion with other module transactons (e.g. AP
invoice Approval, AGIS transacton, Journal Approval, PO/Req approval etc.)
Updated the Journal processing process map (9.3.2) to separately indicate secondary ledger
postng. Processing of secondary ledger journals and postng will be indicated in detail under
level 4 -5 process flow for each Business entty separately during implementaton.
Added process narratve for each subprocess of period closing. Detail closing check list and
processes will be part of Level 4 & 5 process map for specific Business enttes.
As mentoned in Approach secton we have followed the standard APQC as the baseline for
desiging and mapping Americana processes. 9.2 is Revenue Accountng as per APQC model.
This will be part of O2C Business Process.
We have both Generic and R2R assumptons mentoned under Overview > Assumptons
secton.
Could you please elaborate what details are you expectng as part of capabilites?
Level 3 processes are recommended flows common to all the clusters in general along with
high level allignment of cluster specific unique processes discussed and identfied during
workshop. The unique processes captured during workshop have been marked as separate
notes under each level 3 process. More detail Business entty specific processes will be part
of Level 4 & 5 process flow.
We have updated the process flow to include the Control report printng process before final
depreciaton run.
PO Accrual Reconciliaton and Write Off is part of P2P stream.
As per Design Authority it was agreed that a single unified global chart of Accounts Structure
will be implemented for all the clusters.
Process design is based on this assumpton. Any changes to this and any impact on Business
process due to this should be taken care during implementaton process for each Business
Entty.
In scenarios where standard Oracle does not provide any workflow approval driven process
its recommende to use a 3rd party applicaton which can be used for this purpose. So the
change request creaton (e.g. FA, COA Standing data change, Asset disposal or transfer
request etc..), notficaton and approval process will be driven by the 3rd party applicaton.
Once the change request is approved/accepted respectve User will perform the operaton in
ERP system as per roles and responsibilites assigned in allignment with Americana internal
control policies. Whenerver its an automated process (e.g. Asset additon with AP
integraton etc..), it will be processed automatcally in the ERP system. System operaton
level steps and details will be part of Level 4 & 5 business process flow.
The frequency of certain business processes are different for clusters and for business
enttes as identfied during workshop. For example…Bank reconciliaton, Cash forecast and
cash positon generaton are done at different frequency by different business entty. Apart
from month end closing reconciliaton other reconciliaton and process, frequency to be
decided as part of Americana Business policies. Details will be part of Business entty specific
implementaton Level4 & 5 process flow.
Updated descripton for 9.4.2 and 9.4.5 accordingly in the document
As per process 9.1.1 full Budget preparaton and integraton process will be done in Hyperion
EPM (Enterprise Planning and Budgetng) on cloud. Forecast, multple version of budget,
budget drivers etc…all will be considered and documented as part of EPM implementaton
project. Here it is captured at high level and mainly concentrated on ERP implementaton
actvites.
Consolidaton and Eliminaton process would be part of ERP Period closing process. Updated
process flow to explicitely depict those processes. Period end reconciliatons will be part of
Review and reconcile accounts process. Details related to reconciliaton for specific Business
Entty will be part of detail level 4 & 5 process flow. As part of DA decision a set of standard
and custom reports will be used for reconciliaton across clusters.
A workflow driven applicaton with approval opton has been suggested to track closing
checklist actvites and for any other Business requests for asset transacton or Master data
changes. As per our previous experience JIRA also serves the purpose. We have mentoned
JIRA as an example. Americana can always explore other similar products and choose as per
Americana business policy.
Based on the workshop discussion it was found that all the cuslters does allocaton of
Expenses and Cost (variance) at various levels. Oracle standard mass allocaton can be used
mostly for simple allocatons, but also we need to have different drivers for the allocaton to
be recorded as statritcal journals. Also multple level of parent child hierarchy to be
maintained to get specific level of aggregated values.
Primarily its proposed to review the current custom allocaton process being used by GFI and
leverage it to design a global allocaton soluton which can be used by all Americana clusters
instead of using excel for maintaining allocatons. With proper control and validatons this
process will be integrated with ERP system. (refer porcess 9.3.4)
Oracle standard functonality does not support transfer assets between corporate books.
Regarding automatc transfer of Asset details from Corporate to Tax book its mentoned
under process 9.4.8.
Regarding derivaton of accountng segments through SLA will be part of configuraton.
Bases on SLA configuraton Create accountng process will automatcally generate correct
accountng entries.
Generaton of AR invoices and receipts will be part of Asset Retrement "Process AR
Invoice/Receipts" actvity. Orcale does not support any automatc integraton for creaton on
AR invoices during asset retrement. Business line level process (automatc/manual) will be
in detail under level 4-5 process flow.
Oracle does not provide any approval process (or AME integraton) for asset transactons
(e.g. capitalizaton of CIP, Revaluaton, Asset transfer, Asset disposal etc.). A workflow driven
applicaton with approval opton has been suggested to track Business change requests for
asset transacton or Master data changes. This can be used for archieving suppotng
documents and audit purpose. In case of asset additon generally it starts with Purchase of
Assets request (Purchase Requisiton/PO). Proper approval process can be defined at that
level. Also Payables to Asset integraton can be used to automate the additon process. In
case of direct manual/WebADI integraton for additon 3rd party workflow applicaton can be
used for approval.
Currency conversion rate will be maintained centrally at corporate level and be used by all
cuslters. Its part of GL Standing data maintenance process 9.3.1.
Organizaton listng and Accountng Flexfield Structure are part of separate document
RD.010 already provided.
CVR, Security rules, Data access set will eb maintained centrally. Custom data access set
details will be part of Business line specific level 4 & 5 process flow as per Americana access
policy.
Translated currency ledgers (Reportng ledger) details will be part of detail Business entty
sepcific process flow at level 4 & 5. At high level its specified under Translate and Revalue
balances process.
Internal controls will be as per Americana Corporate policy. Regarding some of the best
practces like manual journal Approval, is already embaded in the Journal processing process
flow. All the Level 3 processes are based on industry best practce flows alligned with APQC
business model.
As part of high level Internal Control process 9.8, it is alreday provided the different steps to
establish internal control policies and approach to monitor and report on compliance.
Further details can be documented as part of Business line specific level 4 & 5 process flow.
Oracle ERP Subledger Accountng already provide preconfigured account mapping for all
subledger applicatons. Changes to any standard mapping for any scenarios (e.g. secondary
ledger accountng method etc.) will be documented in detail as part of configuraton
document & level 4/5 flow during implementaton process.
KPIs are of 3 types - operatonal, manegarial and regulatory. Operatonal and managarial KPIs
are based on type of business. Regulatory KPIs are largely dependent on localizaton
requirements. KPIs are generally configured using BI alanytcs for each business line
operatng at each geography. Separate BI applicaton should be used to configure and derive
various Management reportng and operatonal performance related KPIs which would
provide business details related to conformance with established benchmark policies and
procedures. This should be covered in detail as part of BI applicaton implementaton.
This process is proposed considering the fact that a unified chart of account will be used for
all clusters and mapping to Hyperion chart of accounts will be one to one. Any changes to
the process can be further reviewed and updated in the details business line specific process
flows during implementaton.
As part of current document process responsibilites are assigned to standard workstreams
as per industry standards at high level. Any changes to specific Americana business enttes
will be documented in detail during implementaton for specific business enttes. We have
updated the document with FPA Team as owner of finance performnace evaluaton.
It is proposed to perform cost allocaton in Oracle ERP system leveraging current custom
allocaton process used by GFI. A global customizaton foot print will be designed levelraging
this existng custom process to accomodate all Americana allocaton needs.
Maintenance of exchange rates (e.g. daily, period end, period avg, historical, budget etc.) will
be part of Maintain GL Standing Data process. It will be managed centrally at HQ by
Corporate Finance. Updated the process accordingly.
Updated document accordingly. As part of current document process responsibilites are

assigned to standard workstreams as per industry standards at high level. Any changes to
specific Americana business enttes will be documented in detail during implementaton for
specific business enttes.
Updated document accordingly.As part of current document process responsibilites are

Updated document accordingly.As part of current document process responsibilites are

Americana Revision Comments
Alligned
Alligned
Alligned
Alligned
Alligned
Alligned
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Alligned
Alligned
Alligned
Alligned
Alligned
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Alligned
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Alligned
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Alligned
Alligned
IT
O2C BP80
Business
R2R TA70
Cluster
P2P RD10
MDM CV 010
O&M BP085
Not Started OpeCPG
In Progress ClosSenyorita
Done GFI/ECC
M&B
FF
ICAPP
Americana
Serial Stream Lead Type Cluster Name Document Type Version Received Date
1 O&M IT GFI/ECC BP80 1.0 30-Jun-19


16 O&M IT Americana BP80 1.0 30-Jun-19


27 O&M IT FF BP80 1.0 30-Jun-19
28 O&M IT FF BP80 1.0 30-Jun-19
29 O&M IT FF BP80 1.0 30-Jun-19
30 O&M IT FF BP80 1.0 30-Jun-19

31 O&M IT CPG BP80 1.0 30-Jun-19
32 O&M IT CPG BP80 1.0 30-Jun-19
33 O&M IT CPG BP80 1.0 30-Jun-19
34 O&M IT CPG BP80 1.0 30-Jun-19
35 O&M IT CPG BP80 1.0 30-Jun-19
36 O&M IT CPG BP80 1.0 30-Jun-19
37 O&M Cluster GFI/ECC BP80 1.0 9-Jul-19

42 O&M Cluster CPG BP80 1.0 9-Jul-19

48 O&M IT FF BP80 1.1 9-Jul-19
49 O&M IT FF BP80 1.1 9-Jul-19
50 O&M Cluster M&B BP80 1.0 9-Jul-19




70 O&M Cluster FF BP80 1.1 9-Jul-19
71 O&M Cluster FF BP80 1.0 9-Jul-19

Review Meeting
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
2-Jul-19
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De
Feedback
Discrete MFG process is missing
Warehousing Management process is missing
Landed Cost Management process is missing

Outside Processing process is missing
Demand Process is not clear, not reflect S&OP, need best practce process
Overall Planning processes are not clear and need to add details & sub-processes to reflect the functonal process
Distributon planning is missing, as its need to suggest replenishment orders
InPlanning we need planning process per type e.g:

- Demand planning process based on confirmed order
- Demand planning process based on confirmed order
- Demand planning process based on Sales Forecast
- Material planning based on Master Producton Schedule(MPS)
- Material planning based on Safety Stock
In planning processes we need to highlight the integraton within modules, ( MFG, Procurement, Inventory, Sales)
In Assumptons (Need to add Modules in Scope & Capabilites), and need to standardize format across other BP80 documents
In Assumptons, ASCP in separate instance , why? And if so what about integraton and Technical Architecture
In Assumptons, Demantra is missing, and need to be reflected in Technical Architecture, Integratons
Many Processes are without narratve descriptons

Integrate ‘MTech’ not clear in soluton footprint
MRP including (Sales Forecast and pipeline , Current Open Orders, Warehouse availability) should be integrated with manufact
The process of manufacturing for Ecc and some other company is Discreet Manufacturing and document is descript only proce
Quality should be implemented through all SC path startng from Item Receiving inspecton , FG inspecton after Manf. Proces
Outsourcing manufactured items not cover

Demantra and OPM not covered
Item regrading after inventory receiving
Change batch release item according to quality
Integeraton with SCADA system
Quality forms and tests ( non-directly related to operaton batches)

Is it agreed to use Standard costng instead of Periodic Costng?
M Sales integraton missing
Internal Control missing
KPI Conformance process missing
Frequency of actvites (monthly/daily/quarter…etc) missing
Not clear which processes are manual and which are automatc
Full WMS (no clear info in process flow)

Work orders for preventve and correctve mainintece (automtc WOs). (no info in process flow)
Supplier quality and sampling specificaton are not linked with the system. (no info in process flow)
Capture producton date for RM/Semi FG/ Spare Parts/ FG in system. (no info in process flow)
Expiraton date consideraton from the date of originaton of items (like from receiving date/ from Producton date). Electronic
Descripton of unplanned and planned maintenance ( flow chart is unclear )

Upload planed OPEX for maintenance to check the actual VS. planned
Tracking of spare parts KPIs( withdrawn of spare parts- Max and Min Level- Classificaton- Cost- Reorder point)
Upload the actvites of maintenance by codes
linking between Engineering , procurement, operaton,finance to facilitate Warehouse Level, Closed PRs, Cos tper ton, overtm
Creatng planned and unplanned constructon maintenance work orders including cost
13.9.2 Execute Detailed Line Schedule:

- Producton Batch is one batch per SKU per day
-Producton Batch review is QC responsibility not QA
-Current process is the producton control department collect all producton data and then finance team record it on the system
How we will deal with operatonal cost (Material and resources ) which is not related to specific batch (cleaning , defrost,….)
2- Down tme planned and non-planned included reasons and cos
Activate automatic lot transfer to finished goods for the finished work order, finance approval, and warehou
Quality Control Cycle ( Manufacture, Inventory Transactions, Receiving).
Inspection.
Hold.
Reject.
Return to Supplier.
Damage.
Maintenance integration with Production and inventory .
Maintenance schedule date validation and recommend preventive maintenance

Handling maintenance contract
Spare Part Availability.
Match spare parts by its machine

Item Shelf Life Days Process integrated with Production Date & Expiry Date (Any Lot Create)
Production Completion.
PO Receive.
Inventory Adjustment.
Automatic expiry data according to shelf life for all stock item both produces or trading
Integration Between Daily Production Planned Qty Request and Production Work Order .
Raw Item Availability.
QC Inspection
2 Personalizatons missing:
Batch numbering is related to route i.e 10000000 bulk batch old factory & 1100000 bulk batch new factory
20000000 pack batch old factory &2200000 pack batch new factory
Lot generaton is combinaton of vendor number and date of receiving
Raised By Status
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
E.Mahsoub Closed
T.Youssef Closed
T.Youssef Closed
T.Youssef Closed
T.Youssef Closed
T.Youssef Closed
T.Youssef Closed
M.Farag Closed
M.Farag Closed
M.Farag Open
M.Farag Closed
M.Damat Closed
M.Damat Open
Closed
M.Damat
Closed
M.Damat
Closed
M.Damat
M.Damat Closed
M.Aly Open
M.Aly Open
M.Aly Open
M.Aly Open
M.Aly Open
A.Nasr Open
A.Nasr Open
A.Nasr Open
A.Nasr Open
A.Nasr Open
A.Nasr Open
Amir Reda Open
M.Farag Open
M.Farag Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
M.Farag Open
M.Farag Open
IBM Feedback
Generic Manufacturing processes (OPM & Discrete) are shown in BP080 as this
document is common to all Clusters. Cluster & business line specific processes will be
part of deployment of implementaton and roll outs. Subsequently discreton /
demarcaton of discrete and OPM will be defined as part of Level 4 and Level 5 process
for each business line withing each cluster.
WMS Features are integerated with Inbound / Outbound / Inventory Management

business processes like putaway / Ship Confirm etc. Please See Business Processes 4.5
It will be covered as Part of P2P BP 080
Added.
Pls see point 8. It is explained there in detail.
High Level Planning Architecture and integeraton is shown in TA 070 document. Planning
related generic processes are also shown in O&M BP 080 document. See Page 18,
Process flow 4.1 onwards
ASCP Planning process is proposed for future architecture. High Level Architecture is
shown in detail in TA 070. Planning related generic business processes are shown in O&M
BP 080. Distributon Planning will be done at business lines level.
Demantra Demand Management and Sales Operatons & Planning Added On Page 18, it
is shown in Process 4.1 "Plan for and acquire necessary resource and material (SCP)". See
Narratve descripton.Detailed Level 4 & 5 Demand Planning / Sales & Operaton Planning
processes will be added later in detail during implementaton & roll out phases.
Inventory Planning Tools along with detailed replenishment planning based on Safety
Stock has been added. See Process 4.0
It is shown in Prospectve high level architecture in TA 070

Modules in Scope and Capabilites are added in each Track BP 080
ASCP & Demantra (VCP Instance) is integerated using DB link with eBS R 12.2.8 is shown
in To Be (Prospectve) High Level Architecture in TA 070 document.
ASCP & Demantra (VCP Instance) is integerated using DB link with eBS R 12.2.8 is shown
in To Be (Prospectve) High Level Architecture in TA 070 document.
Added in Assumpton also.
Done
Page 23 , In Process : 13.9 Produce Product : M Tech integeraton is shown in Additonal
Notes (Custom Integeraton)
On Page 18, it is shown in Process 4.1 "1Plan for and acquire necessary resource and
material (SCP)". See Narratve descripton.
On Page 21 In process "13.8 Schedule Procudton", It is mentoned for Discrete (Work

Orders)as well as Process (Batches) both (This is generic Level 3 Process flows). See
Narratve Descripton
Quality related generic business processes are shown in O&M BP 080. Detailed Tests /
Specficatons which are to be performed in Receiving / Manufacturing and Shipping
/Logistcs zones will be defined in detail later during elaboraton phase.
OSP Business Process has been added.

Added On Page 16, it is shown in Process 4.1 "1Plan for and acquire necessary resource
and material (SCP)". See Narratve descripton.
Grading of Raw Material is the part of Process '13.9 Produce Product' Process on page
23. Necessary Raw Material is made available to Producton. This is generic statement
which written in the document which includes all actvites including Grading, which are
done after receiving the raw material and before issuing it to Producton. Grading is a
cluster specific (FF) requirement and this document is common across clusters.
We have shown generic Business Processes related to Batch and Producton Order
releases and Quality tests & records. This point looks like level 5 informaton which will
be recorded during Eleboraton phase in detail.
Please share the details of existng SCADA integraton. This point was not captured during
workshop
Need more detail to understand the functonality of SCADA . Not discussed in Workshop
These are generic Quality tests. OPM and Discrete Tests related informaton will be
mentoned during elaboraton phase.
Appropriate Decision has been taken in Design Authority call
We had written handheld device integeraton (generic term), Not specific Sales
applicaton but added 'M Sales' now on Page 23 , In Process : 13.9 Produce Product
We discussed about handheld applicatons which are integerated with AR and OM but
did not discuss about M Sales in partcular.Need to know more about M Sales with
current documentaton and integeraton.
Internal Control will be the part of Roles and Responsibility and SOD once elaboraton
phase is over and transiton phase is started
There are 3 types of KPIs- Managerial / Operatonal and Regulatory.These KPIs will be
monitored and tracked as a part of Oracle Seeded Reports / Dashboards and Custom
Reports.
Frequency of actvites defined in business processes could be different for each cluster.
This is common document for all clusters. So frequency of each actvity will be added in
cluster specific document.
Marking of Manual and Automatc processes / actvtes is quite difficult at this stage
because this is Level 3 document which is common across clusters. Some actvites might
be manual in one cluster but automatc in another. This demarcaton will be done in next
phase during elaboraton phase where documents will be more specific to each cluster.
Repeat Point # 2 which has been marked as Aligned

WOs get generated automatcally based on Maintenance Schedule. This is part of set up
and Oracle Std Feature.
Generic Quality Test Specificatons are explained in BP 080 which will be valid for types
of material (RM / FG / Semi FG) in different departments. Same is written in BP 080. This
requirement may vary cluster to cluster. Cluster specific requirement will taken later on
during Implementaton phase and roll outs.
This is set up level informaton (configuraton of DFF) that too specific to one cluster. This
will be taken care of during implementaton and roll out phase.
This is custom component requirement to generate notficatons based on expiry date.
This will be taken care of during implementaton and roll out phase.
We have put more descripton for the same.
Need more informaton on existng business processes. Not discussed during Workshop.
Inventory Planning tools (Min Max / Re Order Point and Kanban) are explained in BP 080
This is set up level informaton (configuraton of DFF) . This will be taken care of during
implementaton and roll out phase.
This is custom report requirements.This will be taken care of during implementaton and
roll out phase.
Buildings will be defined as Fixed Asset in system so Std maintenance WO features will
suffice.
Generic Process flows are created which are valid for all clusters. This is cluster specific
requirement which will be discussed and taken care of during implementaton and roll
out phases.
This will be part of Average Costng. Before Updatng the Average Cost, these operatonal
cost will also be taken into consideraton.
Reasons for Down tme is Master set up level informaton which will be collected and
configured in system during implementaton and roll out phases.
Need more informaton on this. This was not discussed in workshop.
Quality related generic business processes are shown in O&M BP 080. Detailed Tests /
Specficatons which are to be performed in Receiving / Manufacturing and Shipping
/Logistcs zones will be defined in detail later during elaboraton phase.
Same was mentoned in Point # 24
This is Oracle Std Seeded Integeraton. EAM is integerated with all related modules of
eBS.
This is Oracle Std Meter functonality in EAM and part of Master Set up.
This is the part of Procurement Contract. It has been covered in P2P BP 080
Spare Parts availability can be checked over Material Workbench (On Hand W/B) like all
other inventory items. This is Oracle Std feature.
Need more informaton on this. Not clear.
Need more informaton on this. Not clear.
Pls see process 13.9 "Produce Product". Same is explained there.
This is the part of P2P BP 080
Inventory adjustment is performed using Countng processes.We have added Countng
(Physical / Cycle) process 4.5.3 in BP 080 (O&M)
This is custom report requirements.This will be taken care of during implementaton and
roll out phase.
This will be taken care by Oracle Advanced Supply Chain Planning (ASCP) applicaton.
Raw Material availability can be checked over Material Workbench (On Hand W/B) like all
other inventory items. This is Oracle Std feature.
See Point # 51. This is repeated point
Personalizaton is part of Custom components list which could be different for each
cluster. This will be taken care of during implementaton and roll out phases.
This is set up / configuraton level informaton and specific to one cluster. This will be
collected during implementaton and roll out phases.
Americana Revision
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Aligned
Alligned
Alligned
Will be supported.
Alligned
Alligned
M Sales Integraton is not related to Produce
Product Process it’s related to Manage Logistcs
and warehousing.
Alligned
Alligned
Alligned
Alligned
O2C
R2R
P2P
MDM
O&M
IT
BP80 Not Started OpeCPG
Business
TA70 In Progress ClosSenyorita
Cluster RD10 Done GFI/ECC
CV 010 M&B
BP085 FF
ICAPP
Americana
1 O&M IT GFI/ECC BP80 1.0 30-Jun-19 2-Jul-19
6 O2C IT GFI/ECC BP80 1.0 30-Jun-19 2-Jul-19


17 O2C IT Americana BP80 1.0 30-Jun-19 2-Jul-19

26 O2C IT M&B BP80 1.0 30-Jun-19 2-Jul-19

27 O2C IT M&B BP80 1.0 30-Jun-19 2-Jul-19
28 O2C IT M&B BP80 1.0 30-Jun-19 2-Jul-19
30 O2C IT M&B BP80 1.0 30-Jun-19 2-Jul-19
31 O2C IT FF BP80 1.0 30-Jun-19 2-Jul-19
32 O2C IT FF BP80 1.0 30-Jun-19 2-Jul-19
34 O2C IT FF BP80 1.0 30-Jun-19 2-Jul-19
35 O2C IT FF BP80 1.0 30-Jun-19 2-Jul-19
36 O2C IT ICAPP BP80 1.0 30-Jun-19 2-Jul-19
37 O2C IT ICAPP BP80 1.0 30-Jun-19 2-Jul-19

47 O2C Business Americana BP80 1.0 30-Jun-19 9-Jul-19

54 O2C Business GFI/ECC BP80 1.0 30-Jun-19 9-Jul-19
55 O2C Business GFI/ECC BP80 1.0 30-Jun-19 9-Jul-19
56 O2C Business FF BP80 1.1 30-Jun-19 10-Jul-19

69 O2C Cluster CPG BP80 1.0 30-Jun-19 10-Jul-19

75 O2C Cluster M&B BP80 1.0 30-Jun-19 10-Jul-19




Feedback
Credit Management process is missing (the process which had been introduced in Workshop as a new functonality)
Revenue Recogniton process is missing
Interface HH Order to AR Process is missing
Free Sales Process is missing
Need Process for Sales Order Approval as per Heba
For Receipts Process we need to have s separate process for Cash Receipts and a separate process for Cheque Receipts with Re
Need to add Control (Internal/System) to Major process as per internal control policy
On Pg13 Note3, remove GFI as there is no HH integratons in GFI
On P16,17 What is 3rd party logistcs-N/A at Americana based on IBM's definiton as per Heba
3.5.1/3.5.2 is for Make to Stock which not functonal to some Cluster, we need separate Order Process for Make to Order
3.5.4 why do we need finance to validate order pricing, it should be derived by price list
3.5.8 Narratve Descriptons not reflectng Back-To-Back process, its wrongly copied from drop shipments
3.5.13 Point 3, Hold are removed automatcally not manually
Discount Approval cycle

Internal sales orders between clusters/companies (Intercompany Sales)
Debit & Credit Memo Policy and Approval cycle
Royalty Calculaton is missing
Export subsidy is missing
Hand held integraton for FF, ICCAP, M&B.

Order Margin Validaton not mentoned.
Marketng spending Process applied M&B.-Standard, please apply as per Taha
Price list (Create and Change) approval Cycle.
Sales Contract/Agreement and its relaton to pricing and PO
How to record missing sales opportunites which can’t be done do any reasons--Standard, please apply as per Taha
Sales order and release hold through notficaton mailer with approve or reject
Hold customers due to payment terms not only credit limit
Import Sales Orders From Custom Program
Link Payable Invoices for expense with sales Orders ( Freight , Clearance ,…)
Order Creaton from Handheld applicaton with enhance the existng custom extension capability is missing
Copy order (Reorder) process cycle

Creatng internal requisiton effectng on the other cluster/Company by way or other to creatng Automatc PO
Customer and Supplier Relaton with Intercompany transactons
Discount process including approvals
Partal Invoicing along with (Tolerance/ Rounding), Standard, please apply as per Taha
Order item picking through handheld applicaton
Credit limit level check with order creaton (due invoices / new invoices
We need Appendix for:

Journal Entries Structure for AR and AP
Entering Discounts in a separate account
Pricing :
· On Invoice Discounts To-Be

· Free Goods Promotons
· Rebate Agreements To-Be
· Lump Sum To-Be
· Price Discrepancy Credit Note To-Be
Invoices languages & details .
Values added taxes and other kind of taxes in different countries .
How we tackle Van sales orders .

CFR /VFR KPI:
To capture the differences between the sales ordered quanttes vs the shipped quanttes and in terms of value as well .
Point 3.5.7. – it states that ‘Once the actual shipment is processed, the delivery lines interface to Oracle Shippin
closure of the delivery transactions in readiness for invoice generation.’ Current process is that we generat
before starting the actual physical shipment.
Point 3.5.11 – is being done by us in the process of invoice generaton, which is transferring to receivables and generatng the c
Contract Rebates; All sales Contracts are linked with discount % that should be automatcally calculated on a monthly basis and
Discounts line under the Gross Sales as per IFRS 15.
Payment Term Overdue; This needs to be automated on the system whenever a payment has not been collected, where the sy
automatcally blocks any sales transactons to take place, unless and approval is obtained
Credit Limit Management; Credit Limits should be cleared based on collectons only and not based on receiving of post-dated c
Sales Invoices should have a link to the Customer Master data to read the Customer’s Commercial Registraton data and Tax Lic
it on the invoice headers. This is currently being discussed from the government to have it being implemented.
Free Goods; In some instances, the sales team may request to give a customer a discount in the form of finished goods, which
captured as part of the Discounts lines
Export Subsidy module needs to be developed on the system to capture all the steps of the Export Subsidy, including aging ana
Export Sales orders; to ensure that the Sales order is closed when the B/L date is updated and therefore an invoice can be auto
based on the Inco-terms.
For Point # 37 (check above), we need to link the freight charges per container which is reading from the current Interface. As e
the workshop, this interface is very important for the day to day actvites in the Export Sales
It is very important that Revenue Recogniton is accounted for accurately. The system needs to support to issue a preliminary in
Customs, clearance, etc, and revenue to be recognized based on the Inco-terms if different than Ex-works
Missing a report to show which invoices on the AR have been covered by checks, cash, etc and which ones are not covered to e
teams follow up on the payments accurately
dicount prosces approvel cycle
Price list (Create and Change) approval Cycle.
3.5.3 the realse hold must be automatc according D.O.A POLICY
3.5.4 we must calculate free sales automatc by system not manually

3.5.1 when apply return which is related to many sales order and many price list
Export subsidy is missing
Gross to Net sales including volume and value

Gross Sales (Cash, Credit)
Returns (Damage-Resale)
Trade spending (Discount, Promoton, Rebate, Market Support, Rental and Displays contracts, etc.)
Customer Price List with different Currencies for Export Customer.

Discount Sequence not menton for pricing calculaton.
Predefined trade spending details at all transacton levels ( Customer, SKU, etc.)
Accrual Feature from sales order cost (Kuwait Agency).
Hold Management Includes Cost Line (Zero Cost,% From Standard Cost, margin)
Manage Sales Order (Validaton date for open sales orders).

Shipment Confirmaton Impact on Item Ledger and GL Inventory Account Control.
integraton between Handheld and AR ( Collecton)
Shipping schedule and recommended rout for out bound

Raised By Status IBM Feedback (Round 1)
high level (level 3) Credit management steps for new prospects and existng
E.Mahsoub Closed custtomers is included.
Updated process flow 9.2.1 to include Revenue Recogniton process. Detail
E.Mahsoub Closed business entty/cluster specific revenue recogniton steps will be part of
level 4 & 5 process flow.
This is part of custom components which are added in Additonal Notes of
E.Mahsoub Closed Order Management Process flow at Page 12 & 13
Added Free Item 100% discount in Process 3.5.4 Manage Sales Order
E.Mahsoub Closed Pricing.
Order will go on Customer Credit / Invoice Over due Hold which will be
approved / released by Finance Controller. It is shown in Process 3.5.13/3 .
Do you want approval process for Sales Order??
Oracle does not provide any SO approval feature in Order Management.

Once Order is booked , it goes on pre defined holds (like Credit Limit Hold /
Payterm Holds or INvocie Over Due hold). To meet this SO approval
requirement, we can define one more APPROVAL HOLD in system. The
moment SO gets booked in system, Approval hold will be replies which will
then be released by Approval Authority only. This is something new which
was not mentoned or discussed in requirement gathering workshop. If we
H.Abdel Aziz Open do not want to use APPROVAL HOLD feature, we then need to go for
Custom Component (Workflow). Need more informaton on this.
Sales Contract / Agreement approval process has already been explained in
BP 080 document. Sales Orders released from Sales Agreement are sent for
Internal Approval is also written in process 3.5.12
Receipts processing (cash, check) are part of 8.3.1 process flow. Updated
process flow to depict cash and check payments processing. Detail steps for
E.Mahsoub Closed each type of receipt processing will be part of levl 4 & 5 process flow during
implementaton process.
Interal / System control policy will be added during "Roles and

E.Mahsoub Closed Responsibility & SOD exercise after UAT phase.
E.Mahsoub Closed Done
Third-party logistcs in logistcs and supply chain management is an
organizaton's use of third-party businesses to outsource elements of its
distributon, warehousing, and fulfillment services
H.Abdel Aziz Open
Removed from BP 080 as it is not valid for Americana
Modified existng Business Process to show separate flows for MTS and
E.Mahsoub Closed MTO. Same is added in Narratve descripton too.
Removed Finance Validaton actvity from process flow. It was discussed in
E.Mahsoub Closed one of the requirements druing workshop but it is very valid point so
removed.
E.Mahsoub Closed Modified.

Removed word "Manually" from the actvity in process flow but automatc
removal was never discussed in workshop. It was always discussed about
HOLDs. It will be explored during implementaton and roll out phases as
E.Mahsoub Closed Automatc release of holds will need a complex custom extension which will
be developed using "Release Hold" API
A.Tabei Closed Defined in Process 3.5.4. See actvity 5 (Re pricing of Sales Order)
A.Tabei Closed See Process 3.5.10 "Interal Orders"
Updated document with Credit/Debit memo process flow. Oracle
Receivables does not have any standard approval process for credit memo.
3rd party Workflow driven approval applicaton can be used ofr this
A.Tabei Closed purpose.
In case using iReceivables Customer can submit credit request through
iReceivables which can go through defined approval workflow.

A.Tabei Closed Order Management Process flow at Page 12 & 13
A.Tabei Closed Order Management Process flow at Page 12 & 13
O.Ibrahim Closed Order Management Process flow at Page 12 & 13
O.Ibrahim Closed Added Margin Calculaton after Pricing of Sales Order in Process "3.5.4"
This looks like a new requirement which was not discussed in Requirement
O.Ibrahim Open gathering workshop and need more detail.
O.Ibrahim Closed Pls see Process 3.4.4 "Develop and Manage Pricing"
M.Farag Closed Added a Process 3.5.12 "Sales Agreement / Contract"
M.Farag Open gathering workshop and need more detail.
Hold Management Process is defined in Process 3.5.13. Approve or Reject
M.Farag Closed through email will be discussed and defined as Level 4/5 process flows
during implementaton and roll out phases.
Payment Terms Hold is the part of Over Due Invoice Hold which is already
M.Farag Closed added in Process 3.5.13
Closed Order Management Process flow at Page 12 & 13
M.Taha
Closed Order Management Process flow at Page 12 & 13
M.Taha
T.Youssef Closed Order Management Process flow at Page 12 & 13
This is part of day to day business operaton. We have given detailed
business processes for Create and Manage Sales Orders in Process 3.5.1/2.
Copying / Cancelling SO are just a single click processes which we will be
shown during implementaton and Roll out phases.
T.Youssef Closed
This is of Process 3.5.10 "Internal Orders" between 2 clusters / company.
T.Youssef Closed
This is of Process 3.5.10 "Internal Orders" between 2 clusters / company.
T.Youssef Closed See Page 24 & 25. See actvity 1 and 10.
Same as Queston 17. Defined in Process 3.5.4. See actvity 5 (Re pricing of
Sales Order)
T.Youssef Closed
T.Youssef Open gathering workshop.
Order Picking through Oracle is mentoned in Processes 3.5.5/6/7.
Integeraton through Hand held device is part of custom components and
that is mentoned in Additonal Notes at Page 12/13. Detail of this will be
T.Youssef Closed captured during system deployment at business line level and artculate it
at Level 4 & 5.
T.Youssef Closed Pls see process 3.5.13 (Manage Credit / Overdue Hold)
Included additonal Note regarding Usage of separate discount account for
discount lines instead of regular revenue account for Invoice accountng
entries.
E.Mahsoub Closed Jornal entries structure would be part of configuraton document and
Business Entty spcific level 4 & 5 process flow document in detail.
* Rebate / discount Agreement would be the part of Sales Agreement BP

080 only.
Pls see process 3.5.12
H.Kamal Open Based on payment terms discount can be provided to customers.Details

related to configuraton and steps will be documented pasrt of level 5
process flow during business line specific implementaton.
Oracle supports mult-language printng of invoices with both Bill

Presentment Architecture (BPA) and BI Publisher templates.
H.Kamal Open Details related to configuraton and steps will be documented pasrt of level
5 process flow during business line specific implementaton.
Oracle E-Business tax module supports VAT taxes (with or without recovery
rates)and other types of transactonal taxes to be computed automatcally
as per local requirement. For other taxes which are based on some values
of P/L separate Tax extract custom reports can be built based on Business
requirement. This is covered as part of R2R BP 80 process 9.9.2 manage
H.Kamal Open Transacton taxes.
Details related to tax calculaton and reportng will be reviewed and
documented as part of level 4 & 5 process steps during business line
specific implementaton.
Cash Vans Sales Applicatons (Handheld) will be integerated with Oracle

using Custom Interfaces. Pls see Note 3 on page 12 in BP 080 (Additonal
Notes in Order Management Process flow).
H.Kamal Open Custom interfaces detail will be given in MD 050 / MD 070 document during
Implementaton / roll out phases
This is a custom report requirement to compare the Shipped Qtys / AMount
Vs Ordered Qtys / Amount for Open Sales Orders. This is an operatonal
reportng requirement specific to specific business line. This type of
H.Kamal Open requirement would be taken up during the deployment of individual
business line/ individual cluster
Modified and added manual invoicing before / after shipments along with
Auto Invoicing.
Tarek/Farouz Open
Process 3.5.11 is Customer Credit Management to initate / Collect and

analyze credit data based on credit checklist and recommend credit
decision. We have written in the process that Credit analysis and
Tarek/Farouz Open recommendaton process can be done manually by a credit analyst or can
be done systematcally based on predefined configuratons. This suffices
this point.
H.Abdel Aziz Open gathering workshop and need more detail.
Overdue Invoicing Hold feature will suffice this requirement. Overdue
H.Abdel Aziz Open Invoiving hold logic will look into Paytment terms. Pls see process
3.5.13/3.5.3 for Overdue Invoicing hold.
This is part of process 3.5.3 Manage Credit/Invoice overdue hold. Exclusion
of post dated checks (tll maturity date) will be part of credit utlizaton logic
to ensure holds are placed accurately.
H.Abdel Aziz Open details on this requirement can be reviewed, evaluated and documented as
part of level 4 & 5 process steps during business line specific
implementaton.
This is an operatonal custom reportng requirement(Sales Invoice) specific

to specific business line. This type of requirement would be taken up during
H.Abdel Aziz Open the deployment of individual business line/ individual cluster
Pls see Process 3.5.4 in BP 080. Free Goods items will added on SO as 100%
discount items. All types of discounts will be created in Advanced Pricing
H.Abdel Aziz Open Module as part of master data set ups and will be documented in BR 100
document during implementaton and roll outs.

H.Abdel Aziz Open Order Management Process flow at Page 12 & 13. This is same as question
25 above
Need more informaton on this requirement. This is Level 4 & 5 requirement.
H.Abdel Aziz Open
See Point # 37.This is part of custom components which are added in
H.Abdel Aziz Open Additonal Notes of Order Management Process flow at Page 12 & 13
Oracle Deferred Revenue with different revenue recogniton terms
functonality can be explored for this. Separate Note added to the
document on page 38 in Additonal Notes in Receivables process flow.Also
H.Abdel Aziz Open details on this requirement can be reviewed, evaluated and documented as
part of level 4 & 5 process steps during business line specific
implementaton.
This is part of AR Aging report having additonal redails related to payment
method. This can be used by Collectons team.
Detail on this requirement will be reviewed, evaluated and documented as
H.Abdel Aziz Open part of level 5 process steps during business line specific implementaton.
Explained in Point # 17.Defined in Process 3.5.4. See actvity 5 (Re pricing of

Mohamed FaroukOpen Sales Order)
Explained in Point # 30 also. Pls see Process 3.4.4 "Develop and Manage
Mohamed FaroukOpen Pricing"
Same as Point # 16. Removed word "Manually" from the actvity in process
flow but automatc removal was never discussed in workshop. It was always
discussed about HOLDs. It will be explored during implementaton and roll
out phases as Automatc release of holds will need a complex custom
extension which will be developed using "Release Hold" API
Mohamed FaroukOpen
Discounts are applied automatclally only. Added specificially this in Process
Mohamed FaroukOpen 3.5.4
Mohamed FaroukOpen Return process is the part of O&M and P2P BP 080
Order Management Process flow at Page 12 & 13. This is same as question
25 & 61 above
Mohamed FaroukOpen
O.Ibrahim Open Looks like Custom Reportng Requirement. Need more informaton.
O.Ibrahim Open Need additonal details on this.
O.Ibrahim Open Return process is the part of O&M and P2P BP 080
Need more informaton but looks like a requirement of Custom Report
O.Ibrahim Open which will be taken care of during Implementaton and Roll out phases.
This is related to Master Set up of price list in Advanced Pricing. It will be
O.Ibrahim Open part of BR 100 (Set up / Configuraton Document)
O.Ibrahim Open Need more informaton on this.
O.Ibrahim Open Need more informaton on this.
O.Ibrahim Open Need additonal details on this. Not discussed during workshop.
Is it any type of HOLD which you are looking for "Zero Cost" Lines? We have
captured requirement for only Credit Limit / Invoice Overdue holds only.
This will be new Hold. Need more informaton
O.Ibrahim Open
O.Ibrahim Open Need more informaton on this requirement.
Following accountng gets generted as per Oracle standard accountng
flow…
1. Shipment Confirmaton
Deferred COGS -- Dr (Deferred COGS is an intermediray control account)
Inventory Valuaton -- Cr
2. Upon COGS recogniton (This process offset the deferred COGS and book
actual COGS)
COGS (Cost of Goods Sold) -- Dr
Deferred COGS -- Cr
Detail on COGS account derivaton and process steps will be reviewed and
documented part of level 4 & 5 process flows during business line specific
implementaton.
O.Ibrahim Open
O.Ibrahim Open Order Management Process flow at Page 12 & 13
Needs more discussion / further discussion for this requirement. Is it just a
O.Ibrahim Open Shipping Report for open orders?
Americana Revision Icomments
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Heba to take it offline with Tarek/Farouz
equirement.
O2C
R2R
P2P
MDM
O&M
IT
BP80 Not Started OpeCPG
Business
TA70 In Progress ClosSenyorita
Cluster
RD10 Done GFI/ECC
CV 010 M&B
BP085 FF
ICAPP
Americana
1 P2P IT GFI/ECC BP80 1.0 30-Jun-19 3-Jul-19

17 P2P IT Americana BP80 1.0 30-Jun-19 3-Jul-19
24 P2P IT ICAPP BP80 1.0 30-Jun-19 3-Jul-19

25 P2P Business Americana BP80 1.0 30-Jun-19 3-Jul-19


P2P IT Americana BP80 1.0 30-Jun-19 3-Jul-19
P2P IT Americana BP80 1.0 30-Jun-19 3-Jul-19

46 P2P Business GFI/ECC BP80 1.0 30-Jun-19 3-Jul-19
52 P2P Business Senyorita BP80 1.0 30-Jun-19 9-Jul-19
57 P2P Cluster M&B BP80 1.0 30-Jun-19 9-Jul-19
Feedback
For Level 3, we need a process map/descripton for each, as detailed in level 2
For Procure to pay, we need to be by each Actvity

E.g. Material, Assets, Consumables, Services, Live, Seasonal…
For Procure to pay, we need a separate process for blanked agreements and its release process
Many processes diagram need to be divided as it contain many processes and it not clear
Document sequencing is wrong , as its started by 4
Assumpton secton is missing ( Modules, Capabilites )
Need to add secton for accountng appendix (structure for AP journal entries)
Requisiton process for integrated processes as missing (Outside processing, Drop Shipment, Back-to-Back)
Many process narratve descriptons are missing or not complete
Internal Control for processes missing
Need to highlight in each sub process is it manual or system

Purchasing process for live birds is missing (Koki).
Purchasing process for seasonal vegetables is missing (ICAPP).
Approval Cycle through DOA is missing .
Missing Raw Vegetables Purchasing process as discussed in workshop

The process flow should recognize differences between Inventory and non-inventory items .
The process flow should recognize differences between imported inventory items /Local items .
The process flow of IC goods or services is missed up as well .
More Clarificatons about AP journals flow needed :-
Example:
1. PO in Inventory items the GL accounts created automatically
2. PO for Non inventory items GL accounts /Cost center created by requester based on service nature
Tolerances % acceptances not covered .
Accrual and reversals handled by FPA/GL – not in P2P or by AP team .

Process of rejectons / Returns goods/quality checks are not fully covered . example :- are we receiving goods after quality
inspecton or before ? in SAP we received in virtual warehouse (as Blocked items then after quality check we release it to th
normal warehouses )
Regarding inventory transactons I am not sure is P2P stream cover its actvity or it will be managed through other streams
example the process of transfers between warehouses in which stream we should see ?
General comments that the design is very generic discussing very high level details without going into details , so the output
difficult to track changes / amendments needed .
Comments related to Document
Using Mult Business process in a summarized level and we need to splitting each process to be easy for understanding
Redesign the flow chart for all process to be understandable for business and make it very simple and clear
Business process document should include and highlight the (manual and system) process flow and menton SOW for each p
Comments related to Process

Accountng cycle need to be clear for Asset purchasing life cycle (Asset Clearing, Asset Cost and encumbrance process chec
Planned Requisitons and PO should part of process
Blanked release is missing (planning)
Purchasing category scenarios are not clear (CAPEX and OPEX)
Budgetary control process for different type of purchasing not clear
Accountng Generaton based on Employee Cost Center missing
Approval hierarchy based on Item Category missing

Where’s the input of the planning module in the procurement cycle
4.4 is this a business initatve? if recommended from IBM, what will be the way to implement this?
Business process improvement analysis (P20) is this is an initatve from IBM what will be the responsibilites, through the sy
outside.
List items prices for last three PO (P22), the requestor has no authority to review PO prices currently.
For Raw material & packaging material why there’s a technical report required P(21) for RFQ
Under Service PO what is meant by “submit a work confirmaton” task?
Missing Advanced Supply chain planning process
Attach Quotaton analysis & Comparison sheet in PO Approval Form According to DOA.
To go though with CFT we need a process for Master Data unificaton ( Items, Specs , Suppliers , …)
For Contract Management Legal Role is missing , Contract Reviewer must be Legal department.
Validaton period must exist in Contract reviewer.
Integraton between budgeted items and purchase order both Qty and price
PO Date Validate Expiry request.
PO analysis in both coverage and pricing against historical data and budget
Request and PO integraton (Minimum qty)
Return to supplier cycle (Price and qty receiving)
Item purchase price by validate date and currency conversion .
Handling goods in transit
Handling LC and LG
Supplier Cross reference (Item Code , Descripton).
Raised By Status IBM Feedback Americana Revision
E.Mahsoub Open Updated the flows accordingly so incorporate
further break up
E.Mahsoub Open Updated the flows with segregaton for RM, service
item etc.
E.Mahsoub Open BPA flows have incorporated
E.Mahsoub Open Entre workflow process have been updated to make
more objectve
E.Mahsoub Open Updated the document sequencing. The page
numbers have been updated with headings
E.Mahsoub Open Assumpton secton is already incorporated. It has
been updated.
Accountng entries always follow generally accepted
E.Mahsoub Open accountng principle. We recommend to add this as
part of user training manual
Drop shipment, back to back etc have already
E.Mahsoub Open incorporated in O&M flow. Requisitoning process
flow has been incorporated
E.Mahsoub Open All process narratves have been added
E.Mahsoub Open Various internal control process have been

incorporated across the flows; e.g. supplier
evaluaton before sending RFQ is the internal control
which have been incorporated in the RFQ flow
E.Mahsoub Open Updated on appropriate actvites
A.Tabei Open Please refer to note #2 associated to Secton 4.3
Purchasing.
A.Tabei Open Please refer to note #2 associated to Secton 4.3
Purchasing.
A.Tabei Open Approval with reference to DoA has incorporated.

Refer process narratves of Secton 4.3
M.Taha Open Please refer to note #2 associated to Secton 4.3
Purchasing.
H.Kamal Open Process flow has been updated
H.Kamal Open Process flow has been updated
H.Kamal Open IC flow has been depicted in O2C flow
H.Kamal Open
Process narratves have been incorprated

This is a set up (configuraton) opton and hence not
H.Kamal Open inclused in process flow. Additonal decision box
with tolerance limit would be part of level 4 and
level 5 process based on the decision on individual
business line
H.Kamal Open Is it related to role? Please clarify
H.Kamal Open Please refer to Secton 4.4 - Receiving. Details have

been incorporated
H.Kamal Open This has also been captured in O&M. We have
mentoned it to ensure end-to-end flow
H.Kamal Open Additonal details have been incorporated. However.
Level 3 process are aligned here.
T.Youssef Open
T.Youssef Open Additonal process reference and narratve have
been incorporated
T.Youssef Open Updated the flows accordingly
T.Youssef Open
Updated relevant process
T.Youssef
T.Youssef Open Asset prcessing has been covered in R2R flow.
Encumbrance have been added
T.Youssef Open Flows have been modified
T.Youssef Open BPA flows have incorporated
T.Youssef Open Please elaborate a bit. This was not captured during
discovery session
T.Youssef Open Additonal details have been incorporated.
T.Youssef Open Please elaborate a bit. This was not captured during
discovery session. Is it specific to M&B cluster?
T.Youssef Open Additonal details have been incorporated.
Bassem Open
Bassem Open
Bassem Open
Bassem Open
Bassem Open
Bassem Open
Sherif El MadanOpen
Sherif El MadanOpen
Sherif El MadanOpen
Sherif El MadanOpen
Sherif El MadanOpen
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
O.Ibrahim Open
IT
O2C BP80 Not Started
Business
R2R TA70 In Progress
MDM RD10
O&M CV 010
BP085
OpeCPG
ClosSenyorita
M&B
FF
ICAPP
Americana
GFI/ECC
1 Other IT GFI/ECC CV 010 1.0 19-Jun-19
2 Other IT Americana CV 010 1.1 8-Jul-19

3 Other IT Americana CV 010 1.1 8-Jul-19
4 Other IT FF CV 010 1.1 8-Jul-19
Deliverables Trac
Review Meeting
4-Jul-19
9-Jul-19
9-Jul-19
11-Jul-19
Feedback
Comment: UOM is not configuratonal data (it’s master data)

Assumption:
Document sequence is part of data conversaton
Historic data – No. of years of transactonal data
Recommendation:
New system Data Warehouse - as is of current data. Current history to be maintained as is. suggested to keep at least 1 year hi
data as is.
Strategy definiton on how costng will be handled if system implementaton happens middle of the year
Scope:
All historic data needs to be captured at the lowest possible detail
Migratng any important DFF Values to be part of data conversion tasks

In the table design we need to add new column process Status (Done/Error/New)
We have to final agree on history period and agree with one of strategy that we follow on implementa
Raised By Status
E.Mahsoub/Consolidated Feedback Closed
Tamer Youssef/M.Farag Open

Tamer Youssef/M.Farag Open
M.Farag Open
IBM Feedback
Comment: UOM is not configuratonal data (it’s master data)

>> Intra class and inter class UOM elements are part of general set up. However, if the number of elements within a class is
high, it considered as part of conversion element. A separate note has been incorporated in the updated document under
assumption section.
Assumption:
Document sequence is part of data conversaton
Historic data – No. of years of transactonal data
>> Updated the relevant section with additional note (refer Page #13) of the updated sections
Recommendation:
New system Data Warehouse - as is of current data. Current history to be maintained as is. suggested to keep at least 1 year
historic data as is.
Strategy definiton on how costng will be handled if system implementaton happens middle of the year
>> Updated the relevant section (refer page # 37) of the updated document
Scope:
All historic data needs to be captured at the lowest possible detail
>> Updated with a separate note (refer page # 13)
IT
O2C BP80
R2R Business TA70
MDM RD10
O&M CV 010
P2P BP085
Other
Not Started Open CPG
In Progress Closed Senyorita
M&B
FF
ICAPP
Americana
GFI/ECC
1 Other Business Americana BP085 1.0 3-Jul-19
7 Other Business Senyorita BP085 1.0 3-Jul-19
9 Other IT Americana BP085 1.0 3-Jul-19


Review Meeting
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
7-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
10-Jul-19
Feedback
Timing
Recommendaton about expected tmeline for kick off and end dates
From IBM background what is the optmum Stabilizaton period between ERP implementaton and moving to SSC
Finance
AP /AR /Taxes are the only functon proposed in the PPT , what is the scope regarding GL/FA/ Treasury ?
Finance
Taxes :- Central setup and maintenance of tax rules is enough to cover all taxes actvity specially it is very fragmented and
diversified across different countrie
O2C :- Are we going to consider Order to management functon in O2C scope to be integrated with AR )as this should be very
MDM : - What is the scope of work for MDM , it will be standalone functon or part of tasks belong to SSC other functons A
teams can manage data of suppliers /Customers /- OTM can manage pricing and so forth .
HR
Which functon will be in scope ?
HR
Payroll mechanism ?
HR
How we will manage actvites I.e (Centralized of recruitments& Hiring Process Employees /document and communicaton (
Letter, Salary Certficates) OD, C&B/ Positons and Grading Setup .
HR
Suggeston to nominate someone from HR side to discuss his vision about SSC for HR Part for the new suggested model of Cen
HR.
As HR SSC have to include the following points in discussion and based on it will be inputs of our road map:
Centralized of recruitments
Hiring Process
Employees document and communicaton (HR Letter, Salary Certficates)
HR business partner for each cluster
OD, COM&Ben Positons and Grading Setup
Organizaton structure and maintenance belong with new vacancies
Self Service and approval (Policy and Procedures)
Procurement
Agree that working in strategic items ( direct material ) across many cluster gives more barging power with the supplier and
leverage the negotaton tools ( category management ).
Procurement
Working with shared service need high level of central team have experience of the goods specs and each cluster process (
selected team internally ) ,
Procurement
Full range of Oracle sourcing soluton will be limited by nature if region itself and the nature of business like Egypt and type
supplier technology capabilites ( farmer- workshop-……..)
Procurement
One of consideraton is the tme cycle from PR to goods receipt and shared services team will react according to forecast
compliance monitoring .
Procurement
Adding for indirect items supplier catalogue that will improve the process in indirect items supply which have same specs ac
Americana ( furniture – laptop- machinery -……….)
Structure and Efficiencies Cost
Basis for numbers needed , what is the high level structure , reportng lines from IBM expertse .
What is the Efficiency increases rates and cost savings and ROI in terms of values after move to SSC .
Is it will be fully outsource process or we can move our headcounts to take place some of this positons ?
Documentng processes and work streams pre-implementaton is highly needed
Roadmap to Implementation :
Full requirements from Americana side to be prepared before moving , so we expect to see list of this requirements .
Roadmap to Implementation
What is the roadmap to better business practces
Raised By Status IBM Feedback
H.Kamal and Team Open
T.Yousssef Open


IT
O2C BP80
Business
R2R TA70
MDM RD10
O&M CV 010
P2P BP085
Other
Not Started Open CPG
In Progress Closed Senyorita
M&B
FF
ICAPP
Americana
1 Other IT GFI/ECC RD10 1.0 27-Jun-19
2 Other IT Americana RD10 1.0 4-Jul-19
3 RD10 1.0 4-Jul-19

Other IT Americana
4 Other IT Senyorita RD10 1.0 4-Jul-19
5 Other IT Americana RD10 1.0 4-Jul-19
6 Other IT CPG RD10 1.0 4-Jul-19

9 Other IT M&B RD10 1.0 4-Jul-19

Review Meeting
27-Jun-19
7-Jul-19
7-Jul-19
7-Jul-19
7-Jul-19
8-Jul-10
8-Jul-10
8-Jul-10
8-Jul-10
Feedback
A sample for expected RD10 document has been sent: should contain the financial and operatng structure, in additon to appe
“Chart of Account”
In page 14 the proposed soluton for using employee name in detail segment is using Oracle iExpenses, however Oracle iExpen
not include in the implemented core applicaton.
My suggeston to control sub-Account segment by using cross validaton rules not by implemented sub-account as a depended
account segment .
subcategory may be dependent on category in snack Cluster case,
Ledgers to be part of Organizaton structure (currency and consolidaton)
1. Unified segments should be at consolidaton level
a-for segments not requires for consolidaton such sub account it’s preferred to be at cluster level to provide more flexibility
reduce segment values and avoid complex cross validaton rules. As Clusters consolidaton is dynamic in Americana Foods (
Every two Years there are Changes in Food Cluster structures).
b. If it will remain as proposed it’s preferred to assign predefined ranges for each cluster
2. CPG Projects segments currently used to represent enttes – projects – with tax exemptons within the same legal entty
for the same actvity NCPC need to produce P&L per project . soluton provided on page 17 will not fulfill the need.
3. Legers and consolidatons levels are missing.
-Regarding employees overheads sometmes allocated by employee in the distributon level (Iqama Expenses, Medical expe
DFF can be used but we need to have some unified DFF to cover all companies.
-DFF scope and usability across All Modules not cleared how it will be unified and the scope of unificaton and what will be
in Cluster level or Company level.>>>This is suggested to be considered as part of MDM
Raised By Status IBM Feedback
E.Mahsoub Closed
A.Tabei Open
A.Tabei Open
W.Zamarany Open
T.Youssef Open
M.Damat Open
M.Damat Open
M.Damat Open
O.Ibrahim/T.Tkito Open
IT
O2C BP80 Not Started
Business
R2R TA70 In Progress
MDM RD10
O&M CV 010
P2P BP085
Other
Open CPG
Closed Senyorita
M&B
FF
ICAPP
Americana
GFI/ECC
Final Sign-Of
Lead Name Stream Lead Type Cluster Document Version Received Date
AbdlKarim Ferroujd Other IT Americana TA70 Final 2-Jul-19
Ahmed Adel Other IT Americana TA70 Final 2-Jul-19
Eslam Mahsoub Other IT Americana CV010 Final 8-Jul-19
Osama Ibrahim Other IT M&B CV010 Final 8-Jul-19
Mohamed Taha Other IT ICAPP CV010 Final 8-Jul-19
Mamdouh Farag Other IT FF CV010 Final 8-Jul-19
Tamer Youssef Other IT Americana CV010 Final 8-Jul-19
Ahmed El Tabei Other IT Americana CV010 Final 8-Jul-19
Walid El Zamarany Other IT Senyorita CV010 Final 8-Jul-19
Abdel Rahman Ellabad
Mohamed El Damat Other IT CPG CV010 Final 8-Jul-19
Final Review Date Sign-Of O2C IT BP80 Not Started
9-Jul-19 Yes R2R Business TA70 In Progress
9-Jul-19 Yes P2P Cluster RD10 Done
9-Jul-19 Yes MDM CV010
9-Jul-19 Yes O&M
9-Jul-19 Yes Other
9-Jul-19 Comments
9-Jul-19 Comments
9-Jul-19 No
9-Jul-19 No
11-Jul-19 Yes
Yes CPG
No Senyorita
Comments GFI/ECC
M&B
FF
ICAPP
Americana

Deliverables Tracker 11-Jul-19 O&M O2C Round 2 Final Updates

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Reviewed by Deliverable Version Track Status

BP80 1.0 R2R Done

BP80 1.0 R2R Done

BP80 1.1 R2R Done

BP80 1.1 R2R Done

BP80 1.1 R2R Done

BP80 1.1 R2R Done

RD10 1.0 Technical Done

Mohamed El Damat Other IT CPG CV010

Khaled Saadany Senyorita 10-Jul-19 No Update tll deadline

E.Mahsoub GFI/ECC 10-Jul-19

M.Damat CPG 11-Jul-19 No Comments

Khaled Saadany Senyorita 11-Jul-19 No Update tll deadline

A.Tabei Americana 11-Jul-19 No Comments

Hany Kamal Americana 10-Jul-19 No Comments

M.Damat CPG 8-Jul-19

Final 8-Jul-19 9-Jul-19 No

Final 8-Jul-19 11-Jul-19 Yes

1 R2R IT GFI/ECC BP80 1.0 30-Jun-19 1-Jul-19

2 R2R IT GFI/ECC BP80 1.0 30-Jun-19 1-Jul-19

3 R2R IT GFI/ECC BP80 1.0 30-Jun-19 1-Jul-19

4 R2R IT GFI/ECC BP80 1.0 30-Jun-19 1-Jul-19

5 R2R IT GFI/ECC BP80 1.0 30-Jun-19 1-Jul-19

6 R2R IT GFI/ECC BP80 1.0 30-Jun-19 1-Jul-19

7 R2R IT GFI/ECC BP80 1.0 30-Jun-19 1-Jul-19

8 R2R IT CPG BP80 1.0 30-Jun-19 1-Jul-19

9 R2R IT CPG BP80 1.0 30-Jun-19 1-Jul-19

11 R2R IT CPG BP80 1.0 30-Jun-19 1-Jul-19

12 R2R IT Americana BP80 1.0 30-Jun-19 1-Jul-19

16 R2R IT Americana BP80 1.0 30-Jun-19 1-Jul-19

17 R2R IT Americana BP80 1.0 30-Jun-19 1-Jul-19

18 R2R IT Americana BP80 1.0 30-Jun-19 1-Jul-19

23 R2R IT Americana BP80 1.0 30-Jun-19 1-Jul-19

25 R2R IT Americana BP80 1.0 30-Jun-19 1-Jul-19

26 R2R IT M&B BP80 1.0 30-Jun-19 1-Jul-19

27 R2R IT M&B BP80 1.0 30-Jun-19 1-Jul-19

28 R2R IT M&B BP80 1.0 30-Jun-19 1-Jul-19

29 R2R Business Americana BP80 1.0 30-Jun-19 2-Jul-19

31 R2R Business Americana BP80 1.0 30-Jun-19 2-Jul-19

32 R2R Business Americana BP80 1.0 30-Jun-19 2-Jul-19

33 R2R Business Americana BP80 1.0 30-Jun-19 2-Jul-19

34 R2R Business Americana BP80 1.0 30-Jun-19 2-Jul-19

35 R2R Cluster GFI/ECC BP80 1.0 30-Jun-19 10-Jul-19

40 R2R Cluster CPG BP80 1.0 30-Jun-19

42 R2R Cluster M&B BP80 1.0 30-Jun-19 10-Jul-19

43 R2R Cluster M&B BP80 1.0 30-Jun-19 10-Jul-19

58 R2R Business Americana BP80 1.1 30-Jun-19 11-Jul-19

59 R2R Business Americana BP80 1.1 30-Jun-19 11-Jul-19

60 R2R Business Americana BP80 1.1 30-Jun-19 11-Jul-19

61 R2R Business Americana BP80 1.1 30-Jun-19 11-Jul-19

62 R2R Business Americana BP80 1.1 30-Jun-19 11-Jul-19

63 R2R Business Americana BP80 1.1 30-Jun-19 11-Jul-19

65 R2R Business Americana BP80 1.1 30-Jun-19 11-Jul-19

2 Ledger Actvites/Processes are missing

Some of Narratve Descriptons (missing/not Reflectng) its process

Document Index not Maintained e.g. 9.2 is missing

Assumptons & Capabilites secton is missing

Accrual accountng Actvites/processes are missing