As mentioned earlier, SMCs should be technologically advanced and focused on practical application. Consider as an example a model for management accounting and IFRS. Some accounting systems can only offer a synthetic chart of accounts that largely replicates the capabilities of Excel, but some systems offer the ability to build an analytical chart of accounts that cannot be replicated in Excel anymore. SMC for IFRS allows companies to draw up reports faster and more accurately through the use of the analytical chart of accounts technology (building a "data cube").
Given the individuality of each company, it is not possible to use a template an averaged SMC. The project approach should be based on a comparison of the company's processes with what the SMC offers. Gaps are determined based on the comparison (GAP analysis). Based on the identified gaps decisions are made whether to change the set (company features have a competitive or unique advantage) or change the company processes for SMC (best practice). And lastly, an action plan for tuning the company's processes is being worked out.