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Improving Intercompany Reconciliation for a Faster Close: Driving Financial Excellence
Intercompany Reconciliation (IC) is also known as :
Intercompany Reconciliation,
IC,
Reconcile Intercompany Transactions,
Intercompany Reconciliation Rules,
Intercompany Reconciliation Template,
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Intercompany Reconciliation to Make Sure,
Intercompany System,
Intercompany Reconciliation Reports,
Intercompany Reconciliations Performance Management,
Intercompany Reconciliation Continues,
Improving Intercompany Reconciliation,
Make Reconciliation Process More Efficient,
Reconciling Intercompany Accounts,
Intercompany Transaction Reconciliation Performance Management,
Peer-to-Peer Intercompany Reconciliation,
Identify Errors Intercompany Reconciliation,
Reconciliation of Intercompany Payable,
Intercompany Transaction Reconciliation,
Automating Intercompany Reconciliation,
Robust Functionality for Intercompany Reconciliation,
Process Inter-Company Debit and Credit Notes,
Process Inter-Company Reconciliation,
Analyst Inter-Company Reconciliation,
Regarding Intercompany Reconciliation Tool,
Creating Intercompany Reconciliation,
Intercompany Reconciliation Rules in Planning,
Intercompany Reconciliation and Netting,
Completion of the Intercompany,
Reconciliation Summary Report,
Interactive Reconciliation Reports,
Involve Reconciliation of Intercompany,
How to Improve Intercompany Reconciliation,
Businessobjects Intercompany.
Content
- Executive Summary
- The Fast Close ' Not
an Elusive Goal
- The Problem
- The Way Forward
- Applying Technology
to the Reconciliation
Problem
- Unique Process
Innovation with
BusinessObjects
Intercompany
- Setup Phase
- Reconciliation Phase
- Completion Phase
- Building a Business
Case for Improved
Intercompany
Reconciliation
- Will a Consolidation
Solution Do the Same
Thing?
- Setup Phase
- Reconciliation Phase
- Achieving the
Fast Close
- SAP Solutions for
Enterprise Performance
Management
Executive Summary
Removing The Single Greatest Barrier
To The Fast Close
Companies are moving beyond the initial
need to comply with legislation like
the Sarbanes-Oxley Act and are focusing
instead on driving sustainability and
control into their corporate processes.
Of the various initiatives supporting this
shift, the fast close ' a concept used to
describe a company's ability to complete
its accounting cycles and close
its books quickly ' is perhaps one of
the best documented.
Predating the compliance revolution,
the fast close forms a finance transformation
project that has a clear
structure and well-defined methodology,
providing huge benefits to those
companies that take on the challenge.
However, what's arguably the single
greatest barrier to the fast close has
remained constant ' the completion of
the intercompany reconciliation process.
Surprisingly, this challenge continues
to provide a bottleneck that
many companies have yet to tackle
effectively.
However, as evidenced by a growing
number of case studies, some companies
endeavor to deal with the intercompany
reconciliation challenge by
employing technology to enable peerto-
peer processes and dramatically
save time in their financial close
process.
Companies have implemented solutions
such as the BusinessObjects™
Intercompany application to improve
the flow of communication during the
intercompany reconciliation process,
removing this process from the financial
close's critical path and improving
the quality of data. The use of software
for intercompany reconciliation projects
provides a quick win for companies
who adopt such solutions ' resulting in
dramatic time savings with comparatively
little effort.
This paper examines the issues behind
intercompany reconciliation and outlines
how companies can make impressive
progress when they employ software
solutions such as those from SAP
and Business Objects, an SAP
company.
What's arguably the single
greatest barrier to the fast
close has remained constant
' the completion of
the intercompany reconciliation
process.
The Fast Close ' Not An Elusive Goal
Remove The Reconciliation Bottleneck
In today's business environment, where
compliance and competitiveness are
paramount, companies recognize the
importance of the financial close and
its role as one of the most essential
characteristics of a successful global
enterprise ' and they are under more
pressure than ever to shorten their
reporting cycles.
Driven by new regulations that mandate
greater financial confidence and transparency,
companies are forced to deal
with heightened investor expectations
for accurate and timely financial communications.
The fast and high-quality
close has now become synonymous
with allowing more time for value-added
activities, creating more timely access
to financial and nonfinancial data for
decision making, and improving the
work-life balance of key accounting
staff during the close process.
Significant steps have already been
made to shorten the reporting cycle via
a combination of people, process, and
technology, and many companies have
achieved noteworthy improvements.
However, by and large, close times are
increasing ' particularly in the United
States, due the rigor of the Sarbanes-
Oxley Act ' resulting in timeconsuming,
labor-intensive efforts to
ensure the quality of financial data. It's
no wonder that companies once again
are focused on speeding up the completion
of their accounting cycles.
To achieve a faster close, you must
scrutinize every step in the reporting
process to figure out where your company
can save time and how it can optimize
the process. Based on our experience
working with some of the world's
leading companies, we've determined
that one of the most significant bottlenecks
in the close cycle is the process
of intercompany reconciliation. As a
result, virtually every fast-close project
during the past five years in which
significant improvements have been
made has included a project stream
specifically tasked with examining and
addressing this issue.
Automation and process support for
the intercompany matching and reconciliation
process via software is underutilized,
and the employment of a suitable
software solution would make a
significant advance in alleviating this
major cause of delay in the reporting
process. In this paper we examine the
challenges and, as part of a fast-close
action plan, we provide a framework to
tackle this important issue.
BPM International notes that 72% of all companies
surveyed spend significant time clearing intercompany
differences, and 31% of survey participants identified
the process as a significant barrier to their close.
The Problem
Intercompany Reconciliation
Over the past five years, numerous
research projects have examined the
interplay between the close and the
intercompany reconciliation process in
great detail. Intercompany reconciliation
and elimination are consistently identified
as two of the most common nonvalue-
added tasks slowing down the
reporting cycle. In its 2007 report on
reporting processes and systems,
BPM International notes that 72% of all
companies surveyed spend significant
time clearing intercompany differences,
and 31% of survey participants identified
the process as a significant barrier
to their close.1
Little or no improvement has been
made in this area since 2002 when similar
studies were conducted. Companies
wrestle with a number of lowvalue-
added supporting activities,
including correcting errors, rekeying
data, and following up issues with
reporting units by the central finance
function. On top of these problems,
system deficiencies around intercompany
processing and the lack of process
automation are found to contribute to
delays in the reporting process.
The BPM International study suggests
that the worst-performing companies
are taking upward of ten days to
resolve the intercompany process during
a year-end close, while the best in
class report an average of four days,
with ambitions to reduce it to three
days.2
The reason this remains such a problem
is perhaps bewildering at first, but
closer examination uncovers the existence
of significant process and technology
issues. In the traditional intercompany
matching and reconciliation
process employed by most companies,
the responsibility for resolving discrepancies
in the intercompany balances
declared by reporting units often falls
on corporate headquarters. Generally
this means that staff members in the
central finance function are involved in
checking balances, correcting errors,
and contacting reporting units to
resolve issues and intervene in disputes.
This process results in an inefficient
vertical flow of information
between headquarters and reporting
units and back again, as shown in Figure
1, rather than a more efficient lateral
flow of information between the
reporting units involved in the original
counterparty transactions.
The process is also hindered by the
means of communication employed:
telephone calls, e-mail, and fax. These
technologies are time consuming to
employ, and they rely on the response
time of the reporting units involved.
The process is very procedure driven,
often involving filling out forms and
strictly adhering to escalation
procedures.
It's clear that companies could save
time if their reporting units adopted a
peer-to-peer reconciliation process to
communicate and resolve differences
directly with one another, thereby moving
the responsibility for getting things
right from the central finance function
to the reporting units themselves. At
the same time, the units could use any
improvements in process automation
as a catalyst to eliminate errors from
the process, thus improving the accuracy
of reported figures as well.
The bottleneck slowing down the
reporting process is the time taken at
headquarters to participate in the reconciliation
process. If reporting units
could deal directly with one another in a
peer-to-peer fashion, this obstacle
would be eliminated, and the intercompany
process would fall away from the
close's critical path. Such an achievement
would free central finance staff
from time spent on non-value-added
tasks, enabling far more time to analyze
data rather than just gathering and
reconciling it, as illustrated in Figure 2.
The Way Forward
Fast-Close Action Plan For
Intercompany Reconciliation
A fast-close project, like any other corporate
initiative, requires a structured
approach with a methodology that's
supported by people, process, and
technology. These projects must be
manageable, have clear but realistic
objectives, and, as we've already seen,
almost certainly include an intercompany
project stream. Figure 3 depicts a
fast-close action plan,4 in which the
BusinessObjects Intercompany application
can play a key role as one of the
highest value-added quick wins for
cycle-time reduction in stage 2. Such
quick wins serve to produce almost
immediate timetable reductions with
very few required resources. Quick
wins also demonstrate that time savings
are achievable, putting people into
a positive and determined frame of
mind for delivering the bigger wins as
part of a broader fast-close project.
As with the broader fast-close project,
when your company assesses its existing
intercompany reconciliation process
and how it can be improved, the first
step it takes should be to gather information
on the current process and
determine how long it actually takes in
practice. You should review all financial
processes associated with intercompany
matching and reconciliation, together
with the existing software and technical
architecture. In conducting this
preliminary review, you should identify
any gaps between current processes
and best practices. Companies serious
about resolving the issues associated
with intercompany reconciliation should
consider employing workshops to look
at the process and search for opportunities
to automate manual data entry or
correction processes, as well as processes
that involve duplicated effort or
unnecessary steps in the resolution of
disputes.
Companies need to identify and eliminate
the causes of unnecessary complexity
and cost (measured in staff
days) in the existing reconciliation process.
In so doing, companies should
aim to employ current best practices in
the form of peer-to-peer reconciliation,
which ultimately offers the greatest
improvement in reconciliation times
with the least amount of required effort
and resource.
Applying Technology To
The Reconciliation Problem
Reducing Reliance On Manual Methods
An examination of fast-close projects
and additional quantitative research evidence
indicates that technology has
been underutilized with respect to supporting
the intercompany reconciliation
process. In most cases, existing consolidation
and reporting tools report on
the process when it's too late, thus triggering
the manual process to resolve
mismatched balances and transactions
(often using traditional time-consuming
tools such as telephone, fax, and
e-mail). Companies can overcome
these challenges by defining a technology
solution, such as the one presented
below.
The first step in any software solution
is to create an electronic information
flow, minimizing the use of manual processes
as much as possible. You can't
completely eliminate manual processes
' you usually encounter situations
requiring direct communication. Still, in
implementing a solution, your company
should aim to reduce reliance on manual
methods as much as possible. As
needed, an alert mechanism should
prompt employees to undertake
actions within the solution. However, at
the same time your solution must support
direct communication between
users by storing and making contact
details of other users readily available
(telephone, e-mail, and fax details).
It's also important to consider the point
at which a software solution can be
applied to the process. By allowing
your reporting units to reconcile balances
and transactions directly away from
the close's critical path, you avoid trying
to fix the problem after the event
and thereby free up more time for value-
added activity, ultimately shortening
the reporting cycle. To do this, it's
important that you are able to see
instantaneously your intercompany
position and the difference between
what your company has declared and
that of your counterparty. Visual indicators
and filters to identify problem
areas are equally desirable.
To assist reconciliation, your company
should employ a central intercompany
reconciliation database. The advantage
of such a database is that it creates
one version of the financial "truth."
Once balances are declared and reconciled,
they remain that way.
Automating previously manual processes
minimizes the incidence of unnecessary
errors. It also reduces time delays
by employing software to process,
compute, and report, thereby dramatically
decreasing the reconciliation time
frame. However, it's important to avoid
automating processes that are inherently
flawed. In fact, the complete
redesign of processes to meet best
practices is preferable to eliminate
inefficiencies through automation.
Any software solution should aim to
eliminate time delays. One key way to
do this is to use a solution that enables
real-time reconciliation views. One of
the best options is Internet technology,
where submitting data over the Web to
a central server offers an immediate
overview of the intercompany reconciliation
process, irrespective of location,
time zone, or language. In today's global
economy, your solution should be
available 24x7 and support multiple languages
and currencies.
Central to making your process more
efficient is getting the right people executing
the right processes at the right
time with the right tools. This means
devolving a certain level of responsibility
' completing the reconciliation '
from headquarters to the reporting
units. However, the central finance
function should recognize that, ultimately,
responsibility and control must
remain at headquarters.
Therefore, for engagement and user
acceptance, it's vital that you maintain a
common set of processes and tools
that satisfy the needs of both the
reporting units and headquarters. If you
choose a Web-based approach, you
can disseminate information via the
Web, regardless of whether reconciliationdeadline
and time-frame data or
important process and instructional
information needs to be communicated
to all involved in the reconciliation
process.
Centrally, your staff needs to relinquish
the day-to-day operational aspects of
completing the reconciliation and move
to more of an overseer role ' monitoring
and controlling the process and
intervening only where necessary. To
do this, headquarters must have the
confidence necessary to fully integrate
its technology, processes, and people.
Your technology should support this by
providing a centralized view of the reconciliation
progress as well as the progress
of individual reporting units. It also
should provide a mechanism for the
central finance function to intervene,
arbitrate, adjust, and comment on the
reconciliation. Effective change management
is another integral factor in
ensuring the success of a new
solution.
When choosing a technological solution,
an interesting question is whether
to build or buy. Building is attractive as
it results in a customized solution for
your business processes, but support,
maintenance, and development are factors
that must be considered carefully.
Buying, on the other hand, provides the
security of a tried-and-tested solution
that is continuously supported and
improved upon. This benefit must be
weighed against the fact that buying
may require the adoption of new concepts,
processes, and workflows,
which aren't necessarily bad if they follow
industry standards. But they also
require careful management and
implementation.
Any new solution you choose should
be able to fit seamlessly into your existing
technology and infrastructure. Furthermore,
it should complement
desired business processes.
You should ask the following questions,
among others:
- How easy is it to interface with
source systems and with the eventual
consolidation system (metadata and
data)?
- Does the solution meet your organization's
technology and platform
requirements (operating systems and
hardware)?
- Does the solution support the
desired level of matching (balances,
transactions, or both)?
- How easily does the solution allow
the identification of problem data
(does it support materiality and have
filters or rules)?
- How easy is it to add supporting
information into the solution (file
attachments and comments or additional
and configurable data fields),
and is this functionality available at
both the balance and transactional
level?
In addition, will your employees easily
adopt and use the solution? Intercompany
reconciliation is a simple but painful
process. Any solution must be simple
to use and must not be perceived
as overly complicated.
It's clear that companies could save time if their reporting
units adopted a peer-to-peer reconciliation process to
communicate and resolve differences directly with one another,
thereby moving the responsibility for getting things
right from the central finance function to the reporting
units themselves.
Unique Process Innovation With
Businessobjects Intercompany
Peer-To-Peer Solution ' Independent Of
Consolidation System
Business Objects, an SAP company,
offers a unique peer-to-peer intercompany
solution that can work with consolidation
applications from SAP and
Business Objects as well as other software
vendors. BusinessObjects Intercompany,
now one of the world's leading
peer-to-peer intercompany
reconciliation applications, enables
business units to reconcile intercompany
balances in real time via the Web,
which, in turn, helps companies to
close faster. Using BusinessObjects
Intercompany, your company can
reduce time and effort from the reporting
process by delegating intercompany
reconciliation to its reporting units and
managing the flow of intercompany
information between them.
BusinessObjects Intercompany provides
the tools for your business units
to debate and reconcile invoices and
balances directly with one other, eliminating
extra work and delays at the corporate
and divisional levels. In the traditional
process, divisions were required
to act as intermediaries, resolving disputes
that weren't apparent until after
the submission of reporting packs.
BusinessObjects Intercompany
removes intercompany reconciliation
from the critical path, shifting the focus
so that the reconciliation process
becomes an integral part of the closing
process of the business units and
improves both the speed and accuracy
of the closing process (see Figure 4).
BusinessObjects Intercompany gives
you the tools to enable peer-to-peer
reconciliation of intercompany balances.
Your employees can choose whether
to load their balances or go one step
further and provide detail down to the
invoice level. This allows a flexible
approach to data collection and reconciliation,
ensuring that the right level of
data is captured, reconciled, and
reported.
The process of reconciling invoices and
balances using BusinessObjects Intercompany
has three phases: setup, reconciliation,
and completion. The following
describes a typical intercompany
reconciliation process. The actual process
you use may be more complex
and, as indicated above, is determined
by your company's own working
practices.
Setup Phase
Before using the solution, an administrator
needs to prepare it for data processing.
This involves updating any
changes in metadata or reference data
that may have occurred since the end
of the last reconciliation period. The
administrator maintains:
- Reconciliation periods by opening a
new reconciliation period and setting
the time frame for reconciliation
- Metadata by updating companies,
accounts, and currencies to take into
account any changes; for example,
adding new companies or deactivating
accounts that are no longer used
- Users by adding new users, giving
access to companies, and removing
users who should no longer have
access to the solution
- Central data by updating information
such as exchange rates and materiality
levels to ensure data consistency
for all users
Reconciliation Phase
During the reconciliation phase, users
load the solution with data by importing
or entering data manually and then execute
the intercompany reconciliation
process. The solution provides the following
features:
- Matching engine. A key part of the
functionality, the matching engine
allows companies to automatically
compare balances that have been
entered or loaded and calculate differences
in the headquarters' reporting
currency.
- State software. The highly developed
state software manages the status of
balances. Some simple states include
open, reconciled, and unmatched, but
more complex states are also handled.
Whenever a change in state
occurs, the state software sends out
e-mail alerts automatically.
- Data entry and review. Icons provide
users with a visual summary of
invoices and balances. Users can
generate reports to follow the intercompany
reconciliation process as
well as determine how much work is
outstanding and where they should
focus their attention.
- Invoice-level matching. Where users
have chosen to load balances and
invoices, an additional level of reconciliation
is possible. During invoicelevel
matching, the software automatically
compares counterparties'
invoices and allows easy identification
of unmatched data. Since balance
and invoice data loaded into the
database can originate from different
sources, the software also compares
the balance to invoice data to ensure
synchronization.
Completion Phase
At the end of the reconciliation phase,
when the majority (if not all) of the
intercompany invoices and balances
have been reconciled, the administrator
"closes" the current period, ensuring
that the solution is ready for the next
reconciliation period.
The administrator can perform the following
operations:
- Freezing. All users are prevented
from making further updates to intercompany
data. Once the data in the
database has been "frozen," all users
are able to export their intercompany
balances.
- Archiving and backup. Any closedperiod
data can be archived. This
improves the performance of the
database during the reconciliation
period. Performing a backup of the
database further safeguards the contents
of the database.
By applying technology for intercompany reconciliation,
you can make radical process change with little effort and
potentially achieve significant gains in efficiency. These
gains aren't all financial in nature and can include alleviating
the burden on the central finance function and transforming
its role into that of overseer rather than executor
of the process.
Building A Business Case For Improved
Intercompany Reconciliation
Rapid Return On Investment
A unique characteristic of corporate initiatives
that seek to improve the intercompany
process is the ability to easily
quantify rapid ROI. ROI can be measured
in terms of the quality of the
information provided and the resulting
reduction in errors, the amount of time
saved in terms of staff days by operating
units, and the time saved at the
head office during the close, thereby
reducing the close cycle.
Based on the expected or actual number
of days saved, an ROI time frame
can be calculated easily for users of
the application. A conservative target is
in the region of a half-day's worth of
saved work per reporting unit, with this
reduction being a measure of effort
saved across the organization rather
than elapsed time saved.
The ROI equation can be stated as
follows:
Payback is achieved when [cost of
0.5 staff day] x [number of reporting
units] x [number of reporting cycles]
is less than [license fee or build cost]
+ [setup cost].
Some assumptions can be made to
provide input to the equation, shown in
the table above. Clearly these vary by
size of the company, infrastructure
costs, and average finance staff costs.
However, they are useful in providing
an indication of likely or potential
savings.
A key assumption here is that it is more
risky and costly to build a custom application
than to purchase and use an offthe-
shelf application. If you build a custom
application, the equation is still
applicable; however, the cost is likely to
be greater and ROI is likely to be lower.
Some further considerations are that
best-practice intercompany reconciliation
may not be supported, and there is
likely to be higher maintenance
overhead.
Business Objects, an SAP company, offers a unique
peer-to-peer intercompany solution that can work with
consolidation applications from SAP and Business
Objects as well as other software vendors.
Using these assumptions, it's possible
to do a simple cost/benefit calculation.
In the following table, you can see that
full ROI is achieved within just over nine
months. This also shows that the benefit
depends heavily on the number of
reporting cycles performed. In general,
companies reporting monthly derive a
far greater benefit than those reporting
quarterly.
A business case should also consider
that any calculation being performed
doesn't take into account the immeasurable
benefits to the business of getting
faster, more accurate information
to the people who need it immediately:
that is, decision makers and the market.
The time freed can be applied to
value-added activities to increase revenue
or lower costs. Through improvements
to the close process it should
also be possible to achieve savings on
annual tax payments and reductions in
audit fees.
Will A Consolidation Solution
Do The Same Thing?
The Benefits Of A Purpose-Built Solution
Many of the consolidation and corporate
reporting solutions on the market
have established intercompany reconciliation
and elimination modules. Companies
thinking of reengineering their
intercompany processes often look to
these modules as the cure for all ills.
Are they correct to do this?
To answer this question, it's instructive
to compare and contrast the processes
required to perform an intercompany
reconciliation in typical financial consolidation
and reporting solutions with a
purpose-built intercompany reconciliation
solution.
Financial consolidation and reporting
solutions cover the breadth of functionality
necessary for statutory consolidation
and management reporting, providing
a basis for financial control and
compliance. These solutions also
include functions to match intercompany
accounts within the consolidation
process, as is necessary for global
consolidation and reporting processes.
The intercompany balance-matching
process is either included in the consolidation
category of reporting or is a
category in itself. However, as mentioned
earlier, consolidation solutions
provide value only when you start consolidating
data, which then is part of
the close's critical path.
On the other hand, BusinessObjects
Intercompany is a product specifically
designed to match intercompany data
interactively in a peer-to-peer fashion
over the Web. It deals not only with
intercompany balances but offers a
detailed level of reconciliation down to
the invoice level.
The table below compares the process
and the individual steps that need to be
performed to complete the intercompany
reconciliation. Note the number of
steps and the complexity of each.
The Setup Phase
In comparing the two setup phases, it's
clear that more steps are required in
the case of a financial consolidation
and reporting solution. Although some
of these steps are complex, they serve
the dual purpose of helping to prepare
for the consolidation.
Again, it's interesting to note the significant
requirements imposed on the
central finance function by a financial
consolidation and reporting solution '
something that's almost absent in
BusinessObjects Intercompany
(see the table above).
Achieving The Fast Close
Using Technology For Intercompany
Reconciliation
By allowing your reporting units to reconcile balances
and transactions directly away from the close's
critical path, you avoid trying to fix the problem
after the event and thereby free up more time for
value-added activity, ultimately shortening the reporting
cycle.
The fast high-quality close is as important
today as ever, and the ability to
resolve your intercompany bottlenecks
is a key factor in achieving your fastclose
ambitions. Because consolidation
solutions are inadequate at managing
both the depth and interactivity necessary
for the intercompany reconciliation
process, central finance departments
of companies worldwide are forced to
intervene and get heavily involved in
order to complete the traditional hierarchical
reconciliation process.
By applying technology for intercompany
reconciliation, you can make radical
process change with little effort and
potentially achieve significant gains in
efficiency. These gains aren't all financial
in nature, although attractive ROIs
are achievable. Gains can include alleviating
the burden on the central finance
function and transforming its role into
that of overseer rather than executor of
the process. Empowering reporting
units to solve their own issues rather
than being directed by headquarters is
a key improvement resulting in a betterquality
close. And taking the intercompany
reconciliation process out of the
critical path results in a faster close;
resolving this issue makes it the
number-one fast-close quick win.
SAP® Solutions For Enterprise
Performance Management
Comprehensive Functionality To Improve
Effectiveness And Performance Control
BusinessObjects Intercompany is part
of the SAP® solutions for enterprise
performance management ' a comprehensive
set of solutions that help your
company capitalize on the value of your
existing data assets. With these solutions,
your organization becomes more
agile, gaining organizational alignment,
visibility, and greater confidence that
give you optimal control and competitive
advantage. These solutions can
integrate with SAP Business Suite
applications; SAP solutions for governance,
risk, and compliance; and the
business intelligence platform from
SAP and Business Objects. As a result
you can maximize business profitability,
manage risk and compliance, and optimize
corporate systems, people, and
processes.
For More Information
For more information about how the
BusinessObjects Intercompany
application can improve your financial
performance, call your SAP representative
today or visit us on the Web at
www.sap.com/solutions/enterprise-performance-management/intercompany-reconciliation/index.epx.
For additional information about
financial consolidation, go to
www.sap.com/solutions/enterprise-performance-management/fincons/index.epx.