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Integration functions
Reducing TCO in cross-system and distributed IT architectures

IFRS and management reporting
Budgeting of operations and projects
Cash flow
Business analysis and BSC
Centralized purchasing management
Contract management
Corporate tax management
External accounting systems
Investment decisions Fund-raising
Cash flow control,
centralization and optimization
Decision support
Critical success factors
Economy of scale
Purchase control and centralization
Transactions, interest-rate, currency, credit risk management
Reducing tax risks for the entire holding
All the external (postpaid) accounts
Reducing tax risks for an enterprise
Effective budgetary control Reducing OPEX and CAPEX
IFRS accounting and reporting
  • IFRS accounting using transaction and transformation models with translation of financial information from RAS to IFRS chart of accounts;
  • Parallel accounting for up to 15 accounting objects;
  • Generation of individual and consolidated reports;
  • Smart utilities for faster period closing.
The subsystem was developed with methodical support from Ernst&Young.
  • Flexible customizable list of required classifiers, dimensions, and indicators; development of budgeting models and diverse report sets;
  • Forecasting indicator dynamics using a variety of indicator calculation, consolidation, and distribution options, as well as rolling planning and extrapolation planning methods;
  • Combining planning methodologies with an option for auto exclusion of intra-group turnovers;
  • Management of organizational and financial structure of a group;
  • Regulations applying to budget process in a group of companies, allocation of responsibility between participants of the budget process;
  • Budget coordination for any route complexity.
Reconciliation and elimination of intra-group transactions
  • Intra-group transaction reconciliation dashboard;
  • Arbitrary reconciliation detail level and elimination of discrepancies;
  • Template builder for reconciliation and elimination of intra-group transactions, including 5 standard elimination adjustment options and standard consolidation corrections.
Business analysis
Strategic corporate management functionality of 1C:CPM includes Balanced Scorecard concept for visual modeling of strategic goals and key performance indicators of a company, dynamics monitoring, in-depth KPI analysis, and registration of initiatives intended to achieve the corporate goals.
  • What-if analysis, plan-fact analysis, ABC analysis, factor analysis, intellectual data analysis for determining hidden patterns in large volumes of data;
  • Information is provided on request (for example, by email) in ready-for-analysis format, regardless of data source and management/accounting systems used in your company;
  • Result control is available anywhere in the world through KPI Panel and Analytical Reports features of the web client.

Risk management
  • Procedures for identification and early assessment of arbitrary risks;
  • Scheduling for control and prevention events that reduce expected damage and probability of risk events;
  • Incident registration and incident response plans;
  • Visual aids for interpreting risk damage in plan-fact analysis data.
The subsystem shares dimensions with the Balanced Scorecard subsystem, facilitating deployment of comprehensive decision support tools considering the most probable risks and benefits.
Investment projects
This subsystem automates the entire lifecycle of an investment project: from an investment idea to the project completion.
Hierarchy of project stages can be imported from Microsoft® Project.
A project is a global dimension for management accounting. Assigning budget parameters, factual and reserved cash flow, income and expenses, and resource movements to specific project stages allows for precise and justified project budgeting.
Any catalogs available in the configuration can be used as resources for investment projects (for example,
"Employees", "Products", "Noncurrent assets"). Natural or cost parameters can be defined for resources.
Key performance indicators (NPV, IRR, rate of return, profit investment ratio, and more) are automatically calculated from the project budget data.

Contract and spending limit management
  • Contract coordination for any route complexity;
  • Contract status monitoring across the entire lifecycle: from "On approval" to "Completed" or "Terminated";
  • Preparing and monitoring contract payment schedules;
  • Limit management for 3 budgets (IEB, CFB, resource movement budget) and 10 dimensions.
Limits are defined in budgets during the planning stage and are controlled at two levels:
  • Level of accrual/payment schedules by contracts or projects;
  • Level of transaction requests (for IEB, CFB, or resource movement budget).
Payment factory
  • Centralized or decentralized model of cash management for holding companies.
  • Currency control and payments according to ISO 20022.
  • Transactions with financial instruments.
  • Credit, currency, interest-rate risk management.
  • What-if modeling of payment positions in consolidated payment calendar.
The subsystem was developed with methodical support from PricewaterhouseCoopers
    In the context of pre-investment stage automation, the application determines alternate project comparison criteria, performs comparative expert scoring, and proposes an optimal project portfolio for your investment program. User-friendly visual aids (Gantt charts, sequence diagrams) offer a convenient project overview.

    Stage-gate approach to the project portfolio minimizes project risks for large-scale project by breaking lifecycles of similar projects into a sequence of stages, which (especially when supplemented by project scoring approach) allows to better justify decisions on changing parameters for a specific project or the entire portfolio.

    Reporting capabilities of this subsystem include powerful tools for analyzing current status, progress, KPIs of investment projects, and for running plan-fact, what-if, or comparative analysis of investment projects.
    Centralized purchasing management
    This subsystem consolidates demands of business units for stock or services, performs centralized or decentralized supply, runs bid campaigns, and imports, consolidates and standardizes demand data from other information systems.

    The subsystem also determines supply sources, automates purchasing procedures (requirements of 223-FZ are supported), contract signing and supervision.

    1C:CPM is an efficient solution for material flow management problems that might occur in groups of companies that are comprised of business units with different inventory management systems.

    Corporate accounting
    Beyond the full functionality of 1C:Accounting 8 CORP, 1C:CPM 8 offers automation of fiscal planning, accounting and reporting for controlled foreign companies and international groups of companies in accordance with BEPS. The subsystem was developed with methodical support from KPMG.
      Integration capabilities
      1C:CPM 8 is designed for maximum efficiency in multi-system IT landscapes. Integration capabilities of 1C:CPM 8 include:
      • Seamless integration (calculation of reporting parameters, import of master data, object generation, drill-down to document level in external systems) with other accounting and management systems on 1C:Enterprise 8 platform, over a direct COM connection;
      • Importing data from remote 1C infobases, drilling remote 1C infobases down to document level using a native 1C:CPM 8 web service;
      • Cross-system universal processes can use data from external accounting systems as a condition of control transfer to the following stages, or modify data received from external systems.
        Usage scenarios for 1C:CPM 8
        The most common usage scenarios for 1C:CPM 8 are:
        • CPM-class system for report consolidation, budgeting, and business analysis purposes;
        • System for comprehensive financial management in a managing company or unified service centers of holding companies;
        • Corporate financial template for child societies that can merge or seamlessly integrate with operational accounting systems deployed in business units;
        • Importing data from ADO-enabled external systems;
        • Managing master data (reference and centralized regulatory information) for a group of companies.
        • Besides the thin client and web client, 1C:CPM 8 includes a client in Microsoft Excel add-on format that allows the users to access 1C:CPM 8 infobases, perform budgeting operations and analyze management reports directly from a Microsoft Excel spreadsheet;
        • 1C:Accounting 8 CORP is the default accounting engine for 1C:CPM 8. However, it can be replaced by other accounting configurations if necessary;
        • The accounting engine supports data exchange with external systems in Enterprise Data format.
          1C:CPM 8 is a powerful tool for staged improvement of planning and control performance in a group of companies due to automated report consolidation, development and replication of corporate financial templates.

          1C:CPM 8 can be deployed for a variety of usage scenarios while keeping the same infobase. This allows to switch between usage scenarios on the go and implement the most efficient automation tools available for each business unit.