Royal FloraHolland is a cooperative organization that operates as an auction and wants to handle invoices in a homogenous way. This client-centered organization had high demands for the software to be implemented: it has to be standardized and able to process high volumes (millions of lines of invoices pass through the system daily). It also needs to be robust and able to handle foreign currency and tax rates because of FloraHolland’s ambition to expand beyond borders.
Solution
This project entails the implementation of SAP BRIM, replacing the old tailormade invoicing channels, which had different types of invoices per client, with one synthesized invoice per customer. The auction process was optimized and streamlined, from clocking and validating bank guarantees to collecting with buyers and settling with growers. The online availability of financial information for growers and buyers is also a part of the solution. The VAT engine Vertex is integrated with Hybris Billing; Vertex helps FloraHolland with its international VAT challenges.
After the go-live, there were no real disruptions, and customer satisfaction scores were excellent!
Result
SAP BRIM was successfully implemented as the standard flexible invoicing channel for buyers and growers. Growers get paid quickly because of this, and the buying process is handled correctly and adequately.
The yearly revenue of 4,2 billion euros runs smoothly through the invoicing systems. Growers often ask to receive their monetary compensation soon, and buyers need the correct cash-off at the right moment. This process needs to run spotlessly every single day. The entire industry relies on this. The customer didn’t experience even one disruption yet, and the customer satisfaction survey yielded positive scores.
The new system creates the possibility for worldwide expansion. After implementation, the first foreign currency grower - one of Africa’s most prominent - joined.
The team is hands-on and very entrepreneurial. This is different from other IT providers where there are many guys in suits and few people working the buttons. Sopra Steria went for it. They did everything to prevent the risks of overstepping the budget and time restraints. How? By dividing the project into sizable portions, keeping tight deadlines, and ensuring decisions are acted upon briskly.
– Martijn Meskers, Manager Finance