Goodman Fielder is a leading food company that boasts over 5,000 employees and 120 brands manufactured in over 40 sites across Australia, New Zealand, and the Asia Pacific. It is supported by a large-scale, efficient distribution network that enables delivery of the company’s products to over 30,000 outlets.
In 2015 Goodman Fielder’s finance team remained largely decentralised with functional operations spread across Australia, New Zealand, and APAC. In addition, although SAP was the primary ERP platform, multiple, disparate system applications and tools were used across markets – these was impacting organisation’s critical business processes.
Goodman Fielder understood that they had a significant opportunity to transform the organisation’s operating model, adopt new ways of working, and thus create a leaner organisation that could quickly scale and adapt when entering new markets. In 2016 they partnered with Capgemini on their transformation journey towards leaner account payable, accounts receivable, and payroll functions, as phase one of their route to transformed business.
In this video, Bernard Carbone, Head of Shared Services at Goodman Fielder, talks about how Capgemini transformed their finance function, helped to reduce Goodman Fielder’s operating costs, adopt more agile ways of working, and create a leaner organisation.