TUI Shared Service Centre
Enabling the Most Beautiful Time of the Year
Introduction
Steve Newman

Director – TUI Finance Centre, TUI Northern Europe
Sandy McNair

Project Manager, Deloitte & Touche
TUI Overview
TUI Northern Europe (TUI NE) is part of TUI AG, the largest tourism and services group in the world with
revenues of €22.4bn , employing 80,000 people in 500 companies around the world.
TUI NE consists of the 3 core business divisions.
Retail/Distribution
Tour Operator
Airline
SHG
Employees 6000
~1000 Shops & 7 Call Centres
Employees 3000
2500 Hotels & 4.8m PAX
Employees 3000
@20 UK airports with 32 Aircraft
TUI Vision for Finance Shared Services
TUI driver?

Deliver greater value from Finance

Support the changing business and drive integration

Increase consistency of reporting and allow Management a
clearer view of group data

Opportunity to implement best practices and standard
processes, where possible

Opportunity for faster and more comprehensive upgrades
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SSC Business Model
• TOLCICS
Project Vision
To deliver a best practice single site Finance Shared Service
Centre supporting TUI Northern Europe and Britannia which
utilises Oracle 11i financials and existing finance systems,
and delivers e-procurement across TUI NE and
BAL in line with the approved Business Plan
Finance & Procurement Platform Drivers
Finance
 Changing business model to optimise
group business performance
 Reduce administration and finance
costs across the whole group by
realising economies of scale
 Eliminate duplication
 Internally share best practices
 Facilitate implementation of future
changes in business operation and
organisation
Procurement
 Process Standardisation with reduced
procurement cycle timescales
 Electronic approval processes allowing
greater cost and budgetary control
 Improved Management Information
allowing improved negotiating position
 Enabling Tracking and confirmation of
requirements, order, invoices, thus
reducing processing times and costs
 Processing efficiencies
The implementation of the Enterprise platform represents an opportunity for TUI to meet
many of the business imperatives envisaged for integration of the group.
It provides an opportunity for functional consolidation ability to leverage and standard set
of processes, a enabled by Oracle applications.
Enterprise Platform
Support for Integration
• 80% TUI NE fit
• Training materials &
procedures
• Process specialists in TFC
Considerations
• Local business practices &
legal requirements
Support for Integration
• Specialist Mgt Structure
• Accounting Capability
• Customer Focus
• Continuous Improvement
Considerations
• Recruitment
• Multi-lingual resources
• Space Planning
Support for Integration
• 80% TUI NE fit
• Hub & Spoke Integration
Platform
• Oracle Single Instance
Support for Integration
• Standard structure
• Flexibility for Additional
Requirements
• Support for Management
Reporting Solution
Considerations
• Adherence to structures
• Maintenance co-ordination
• Design consultation
Considerations
• Compromise on local
requirements
• Support for statutory charts
Project Enterprise – Delivering the Vision
Source
Systems
Developers
Hotel
Payments
Project
Travel
Accounting
System
170 Systems
& Internal
Teams
Project
Management &
Change
Shared
Services
&
Oracle 11i
Document
Scanning
Banking
Provider
Selection
SSC Site
Selection &
Development
MQ Series
Integration
Source
System
Integration
Internal
Support &
Hosting
TUI Infotec
Internal
Service
Provider
Methodology to enable the Implementation
Programme Management
Change Management
• Manage Framework for Integration &
Control of all project components
• Active Sponsor & Stakeholder
engagement
• Risk Management & mitigation
• Define SSC Cultural Requirements
• Deliver Communication & Training
• Assess Knowledge transfer &
organisational readiness
Rapid
implementatio
n methodology
Solution
definition
(processes,
setup, user
guides, etc)
Pre-configured reference
environment (R11i)
iTrac Implementation Tools
SSC Design
•Site selection & Facilities Preparation
•Design SSC Operating Model
•Define & execute transition plan
• Process confirmation using template
for SSC Process Design
• Local Design to focus on value add for
specific unique business processes
• Configuration, Testing, Training utilising
“out of the box” tools
Implementation Approach
Stage 1
Model Office
& Planning
Model Office
Confirmation
Gap Analysis
COA & Business Data
Design
iProc Supplier &
Catalogue Analysis
Stage 2
Design &
Build
Stage 3
Pilot
Implementation
Global Design
Local Design
iProc Supplier
Rationalisation
iProc Catalogue
Roll Out
Process &
Application Model
Built on iTrac
Local
Requirements
Built
~80%
~20%
Programme & Change Management
Shared Services Design & Delivery
Technical Integration
Stage 4
Subsequent
Rollouts
Utilise Model for
further Roll Outs
Core Solution Components
Processes
Self Service
Front Office Travel
Accounting
Voucher
Management
Order to Cash
Purchase to Pay
iE
iP
CM
Bank
Statements
PO
AR
AP
GL
Document
Processing
Solution
FA
Oracle ADI &
Cognos Reporting
Tools
Revenue
Accounting
Customer
Relations
Refunds & Comp.
General Accounting
Revenue
Accounting
Engineering &
Flight Costing
Invoicing
Payroll
Business Change & Technical Challenges
Business Challenges
Technical Challenges
Organisational & Change
Organisational & Change
• Business Consolidation – changing
business structure
• Business Consolidation – changing
structure of support
• HR Records – no one repository
• Internal technical skills – knowledge
transfer required
• Autonomous Businesses – resistance to
change
• Reliance on third parties for infrastructure
changes
Process
• Purchasing Compliance – enforcing raising
of POs and user education
• Management Reporting – changing culture
of reporting on Excel
Process
• Data Quality – source systems &
mappings
• Source Systems – No concept of DR or
CR
Key Process Design Decisions
 Standard
!
Process Adoption - result in few customisations or
workarounds, that in turn reduce the delivery time & cost
 Standard
Chart of Accounts - provides efficiency in consolidation,
reporting and maintenance of application configuration
Why Oracle?
Track Record in Shared Services
Strength of iProcurement Platform
Solution Scalability & Integration
Supportability – In House Expertise
Flexibility of Multi-Org & Data Model
Benefits Achieved
Achieved?

TFC Live and delivering “Value Added Service” to business
partners!

Best practice processes in place – with basis for continuous
improvement

Common Chart of Accounts & one source of the truth in place
enhancing business analysis

Enhanced reporting delivered with significantly reduced effort

Scaleable common Financials platform – robust basis for
subsequent roll outs
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Questions & Answers
Steve Newman
Director – TUI Finance Centre
steve.newman@tui-tfc.co.uk
Sandy McNair
Project Manager
amcnair@deloitte.co.uk