Albertsons is committed to “one best way.” Meaning that, as large as the company becomes, it aims to remain unified in its vision and in the operating models and tools that support it.
Acquisition-fueled growth naturally opens the door to “many ways.” By 2019, different divisions and subsidiaries had their own back-office solutions. People, processes, and data were becoming more siloed.
A different kind of company might have assumed that decentralized processes are an acceptable consequence of multiple acquisitions. Or that you can’t be one of the biggest industry players and move with startling speed and agility when it comes to daily operations and acquisitions. But accepting trade-offs like those is not the Albertsons way.
Looking for the “one best way” forward after acquisition-fueled growth.
Before
After
Future
Replace aging applications that differed across divisions and subsidiaries
Reduce manual, disparate processes freeing up more resources for advanced analytics
Enable enhanced reporting and make it more widely available across the enterprise
Act with greater speed and agility to capture value in acquisitions
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Company-wide
opportunities
Process hundreds of thousands of transactions per month with greater efficiency
Reduce 10,000+ manual journal entries per period
Decrease >3-week close
Shorten the >3-month annual budgeting cycle
Provide better support for a growing e-commerce business
Control rising finance function costs and derive greater value
Finance
opportunities
Reduce 10,000+ manual journal entries per period
Decrease >3-week close
Shorten the >3-month annual budgeting cycle
Provide better support for a growing e-commerce busines
Control rising finance function costs and derive greater value
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Improve technical capabilities to keep pace with increased hiring needs
Reduce dependence on IT and tech resources for supporting and enabling continuous compliance with more than 800 collective bargaining agreements
Unify and automate workforce administration processes across the enterprise
Eliminate the need for employees to learn new systems and interfaces as they move from recruitment to training to managing benefit
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HR
opportunities
Before
Future
After
Today, cashiers at 2,200 stores can manage their own benefits via the same mobile app.
Data flows seamlessly through the back office—where it’s available for everyone from store managers making data-driven staffing projections to chief financial officers reviewing performance to forecast and budget, and managing the investment portfolio.
Back-office staff spend less time on manual processes and more on analyzing anomalies and driving insights to improve business performance. The resulting insights travel freely across functions and contribute to performance and growth gains, from helping control costs to informing integrations of acquisitions.
HR executives and business managers find it easy to access candidate information, share observations and schedule interviews, and quickly and easily move the right candidates through the hiring process.
And candidates who become new hires continue through the same efficient, cloud-based environment, as they complete onboarding and get to work—already a part of Albertsons’ “one best way.”
Over 290,000 Albertsons employees come together every day in the cloud.
Developed all the necessary processes to support a single, modernized digital platform serving the entire enterprise
Migrated 290,000 employees from legacy systems to Oracle Cloud
Increased insight-driven decision making across functions, driving performance and growth gains
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Company-wide
successes
Decreased balance sheet reconciliations
by 85%
Achieved a consolidated retail and
corporate close within a shortened period
Reduced the types of P&L statements from 100+ to 4
Reduced operations costs across the board
Enhanced availability of data-driven insights that help to capture maximum value during acquisitions
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Finance
successes
HR
successes
Deployed a custom application for union-rule processing enabling a single HCM platform to administer benefits to all employee populations under 800+ complex union agreements
Created a digital-first, digital anywhere experience resulting in higher employee engagement
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Reduced new-hire onboarding time
Streamlined and improved the process integration of new employees post-acquisition
Helped integrate processes and technology across the employee lifecycle from recruiting through compensation and performance
Improved HR’s ability to make continual system updates in response to changing needs via quarterly updates
1/2
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2/2
Long before the go-live date, Albertsons was collaborating with KPMG and Oracle about future initiatives. They wanted to know what to expect from upcoming product releases and how they should be planning to leverage new functionality.
The company’s agile mindset combined with its investment in Oracle Cloud and KPMG Powered Enterprise will keep it in a position to continue evolving, finding the best way forward as one, strong enterprise.
Continue to enhance analytics-driven planning and forecasting
Optimize the supply chain
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Company-wide
vision
Achieve a continuous, virtual accounting close
Achieved a consolidated retail and corporate close within a shortened period
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Finance
vision
HR
vision
Establish a continual feedback-and-improvement loop based on quarterly HR reports from the field and deployment of new capabilities
Migrate payroll, benefits, and absence management to Oracle cloud for 2023
Insource benefits administration
Making sure the “one best way” evolves over time.
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After
After
Future
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1/2
Improve HR’s ability to govern and make system improvements
Reduce HR tasks at store level by allowing employees to easily manage their own benefits via a mobile app
2/2
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