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ASEAN MEM COE Team Lead

The Coca-Cola Company

  • Location: Taguig City, Philippines - PHL
  • Post Date: 7/1/2019
  • Job Type: FULL TIME
  • Post End Date: July 30 - 2019
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Job ID: R-30627

Job Description Summary

Location(s):

Philippines

City/Cities:

Taguig City

Travel Required:

Relocation Provided:

Job Posting End Date:

July 30, 2019

Shift:

Job Description Summary:

Job Description Summary
Let's digitize Coca-Cola together.
The Coca-Cola Company's IT and Integrated Services organization is in the midst of a transformation journey to help Coca-Cola work smart. We're moving with agility and speed to digitize the Coca-Cola business by putting people at the heart of our services and evolving capabilities through a “refreshed” operating model and strong partnerships. Our people (all with different backgrounds, skills and perspectives) work together to drive more consumer transactions, create an engaging and productive environment that keeps pace with changes in our market, and enable all Coca-Cola employees to drive growth in their respective roles.

Every day will not be the same. We are constantly growing and maturing our skill sets. We are partner-oriented but customer-centric. We are transparent and open yet quick and adaptive. We value inclusion and are open to new ideas.

What you need to be successful

  • Bachelor's degree, preferred Certified Public Accountant (CPA)

  • 5-7 years of experience in relevant roles

  • Knowledge of US Generally Accepted Accounting Principles (GAAP)

  • Ability to understand complex/unusual transactions, research the relevant technical accounting guidance, and interpret/apply the guidance to the transactions.

  • Analytical Skills - Ability to convert general data and findings into specific, actionable recommendations.

  • Communication Skills - Strong written and verbal communication skills. The ability to influence others.

  • Experience working within a complex team environment. Demonstrated ability to work independently and in groups. The willingness to exercise initiative and collaborate with others across the organization and beyond.

Key Responsibilities

  • Coordinate and supervise DMEC´s daily tasks

  • Establish and lead routines with DMECs and MEM (Marketing Expense Management) Center so to be informed about all the MEM (Marketing Expense Management) processes and tools available for DMECs to facilitate MEM daily tasks

  • Ensure that all DMECs have updated information and deeper knowledge on MEM processes and tools

  • Ensure compliance with the MEM standard processes across ASEAN BU

  • Provide and update DME (Direct Marketing Expense) dashboard to BU stakeholders

  • Centralize and standardize processes followed in each FO

  • Drive value understanding and DME efficiencies in collaboration with Finance Planning Managers

  • Ensure that DME reviews are in place between DMECs and Budget Owners

  • Ensure a Global MEM (Marketing Expense Management) Calendar for Month and Year End Closings is in place and met

DMI (Direct Marketing Investment) Planning     

Development and deployment of the marketing plan and the DMI (Direct Marketing Investment) spend strategy. The Business Planning development process includes the preparation of the BP template by MEM Center, financial data submission in the BP template, consolidation of data at the FO level and generation of dashboards. The objective of the BP discussions is to review the BU strategies aligned to the ones defined by Corporate and the actions required to achieve those objectives.

  • Support business decisions on budget planning and control

  • Provide analytical insights to lead and inform investment decisions across ASEAN Business Unit

  • Understand Risk & Ops at Business Unit level

  • Provide support to Commercial Finance

  • Variance analysis (Act PY vs BP) & Coordination with Business Unit

  • Analysis BP target - actual & FY view (BU level)

  • Consolidate and validate BP information (BU level), if needed

  • Review consolidated budget structure:

    • Accuracy & compliance check & control (i.e. Media, P&D, Promotions, K&I, etc.)

    • Review and validate BP Report (consolidated information - BU level)

    • DMI Review & BU budget control

DMI Budget Management and Control Process

The DMI Budget Management and Control process encompasses the execution of the business planning and the RE (Rolling Estimates) phases all over the year. Budget review meetings are organized to analyse the market, the KPIs and the Risks & Opportunities, to agree on corrective actions and budget reallocations, to update budget / RE.

  • Control management DFR & DME at FO level:

  • Ensure Budget Phasing Follow up and update

  • Ensure Fallout process followed in each FO

  • Ensure compliance for accruals & Pre-Spend Process

  • Review FX Impact

  • BU DME coordination incl. BP administer BU training, C&C execution and documentation

  • Supervise and review monthly negative actuals to ensure if they arise from a prepayment or due to an incorrect MPP updated.

  • Supervise and review the usage of GL accounts

  • Supervise and Control of MEM BS accounts reconciliation (Accrual & Pre-spend)

  • MEM accounting & scorecard reviews

  • Validate targets vs MEM System

  • KPI´s review - ASEAN level (Process & User Adoption, User Reports, Ad-Hoc requests, etc.).

  • C&C planning, coordination with CAD & MEM process Team

Transactional Tasks

  • Validate or identify any variance in the Status Reports at BU level, escalate issues

  • Quality & accuracy checks

  • KPI review & action (transactions in SAP and daily reports done by MEM Center - time of response)

  • Analyse deferred transactions level.

  • Training & support to local teams for transaction processing

Closing Process

  • The closing encompasses a series of processes going from the standard month end and year end closing processes, to the management of Global Charters and its related recharges and MMIs.

  • The month-end closing process based on the ‘4-4-5 period calendar', starts once the business plan management process is done and involves the completion of the reversal of prior year accrual and the month end accruals.

  • The year-end closing process can start as soon as Atlanta shares the closing calendar. The objective of this process is to record actuals related to the current year as well as to technically close the campaigns in the system at the end of YE closing process. The Fallout accrual process indicates how to manage the fallout accruals on the next year.

  • The Global Charters recharges processes describe the tasks required to be performed at the month-end to ensure consistency and accuracy of published results. It also covers the creation of recharge campaigns.

    • Coordinate - Supervise month / year end closing process followed by FO's

    • Supervise that the calendar agreed is met or detect variances and impacts on closing tasks

    • Ensure actuals consistency among systems (BPC, MEM, BrandCon, BOFC)

    • Identify Risk & Opportunities

    • Supervise and be informed about monthly negative actuals

    • Supervise that DMI reviews take place (routines between DMECs and Budget Owners)

Reporting

  • Centralize needs from DMECs to improve reporting package

  • Report DMI for BC (YGPS32)

  • Validation of MEM Reports (BU level information)

  • Ensure use and proper understanding of information provided in MEM report from all FOs

  • Comply with standard report formats to provide accurate and timely information

  • Analysis of P&L and BS accounts.

  • Analysis of budget marketing expenses and evolution tracking.

  • Coordinate GFO closing forms

  • Analysis of budget marketing expenses and evolution tracking.

  • Support BC process

  • Support RE process

Governance

The purpose of the MEM Governance processes is double:

  • To document who the key stakeholders are and what tasks they are responsible for / affected by

  • To identify the key routines required to manage the tasks & relationships between the stakeholders

  • Escalate issues

  • Support regular business updates

  • Develop compliance model, support MEM process review process from a C&C perspective

  • Coordination with local DMECs

  • Participate in Governance routines

  • Follow & share the agreed processes & rules with DMECs

  • Coordinate with other GFO functions & BUs

  • GBS/CAD relationship

  • Ensure trainings in all FO teams for Operational Model compliance

  • Help DMECs in following established processes & routines

  • Ensure local teams' participation in governance forums & routines

Compliance

  • Ensure compliance with MEM Processes and tools

  • Ensure compliance in Pre-Spend, accruals, fallout processes.

  • Coordinate central Support C&C team

  • Supervise and review reports & consolidated Forms 230 & 445 (BU Level)

  • GAM role review coordination

  • Supervise Trainings & support provided by DMECs to local teams in C&Cs matters

Procurement Support

The marketing procurement process is intended to serve the needs of the business while leveraging the Company's purchasing power and providing reasonable controls such that the company obtains the maximum value for the goods and services purchased. The process goes from the creation of a purchase requisition to the payment of the supplier.

  • Coordinate PO closing & changes

  • Coordinate alignment between GL accounts & material groups

  • Coordinate centrally PO violation or GRIR issues

  • Marketing P2P coordination (support to AP department)

  • Support to local teams for contract reviews (derivatives)

Coordination

  • Responsible to manage all MEM related communications to different stakeholders

  • C&C planning, coordination with CAD & MEM process Team

  • Coordinate with BU Ops, Commercial Finance, Marketing

  • Coordinate BU issues with MEM Center

Our Growth Culture:

One of the reasons our company continues to thrive after 130+ years is having a company culture that supports and rewards behaviors that lead to growth. Our “Growth Behaviors,” as we call them, are ways of being and working that help to make us successful. Think about how you can bring this to life in your next role at Coca-Cola.

Curious

Keep seeking, never settle.  Staying curious about what is outside, and two steps ahead inspires us to challenge the status quo. Having the courage to look and leap is the way we grow. Because asking “what if?” pushes us to the next level as people and as a company.

Empowered

Make it happen. True empowerment is the result of taking responsibility. This means giving yourself permission to see it, say it and do it, and owning the outcomes. Because we move forward faster when we all take action.

Version 1.0, 2.0, 3.0

Push for progress, not perfection. There are very few overnight successes. Greatness is borne of many little victories (and failures). Share v 1.0, test it, and make it better. Then create the next version. Because the moment we think something is perfect, it will be obsolete.

Inclusive

Include, value and trust each other. We are smart alone but together we are genius. This means being inclusive, giving the benefit of the doubt and being responsible for each other. Because, for our company to thrive for the next 100+ years, smart isn't enough. We need genius.

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