The Planning System That Had Nothing to Plan With
North America's largest home appliance manufacturer spent 30 months and USD 5.1 million building an EPM system that couldn't answer a single strategic question. The problem wasn't the technology — it was the sequence. SAP BPC came first. SAP PaPM came second. The cost model never came at all. Pedro San Martín of Asher & Company shows why building planning before costing is the most expensive mistake in enterprise performance management — and how Oracle EPM fixed it by starting where every model must start: with the cost.
When the Tax Shelter Becomes the Burning Building
A pharma multinational running operations across Florida, Mexico, Colombia, Spain, and the Dominican Republic had a BEPS-compliant transfer pricing structure — and a profitability problem no one could explain. Pedro San Martín of Asher & Company shows how Oracle EPCM Profitability and Cost Management exposed a USD 57.8M cost gap hiding in plain sight, and why the real battle wasn't with the tax authority. It was with the operating model.