Atea „r 52+4 EN

Organisation
Atea – a Nordic company
A clear pattern in the market is the fact that more and more customers choose to see the Nordic
market as a unit. As a Nordic player with a strong presence in several countries, Atea thus has big
competitive advantages. Furthermore, a strong joint Nordic organisation creates advantages of skill
and scale in areas such as administration, finance, logistics and purchasing.
Corporate
Local
Nordic
Corporate
DK FI
DK
Nordic/local
Atea brand
FI
Financial/ERP
IT-infrastructure
NO SE
NO/SE
Corporate Strategies
Sales
Distribution
Many tasks, routines and processes gain through
local implementation. History, culture, the time perspective,
proximity and other such factors can be
such strong influences that centralisation and coordination
are wrong.
Other things must be done at corporate level, e.g.
work on the company’s strategy, brand and financial
control.
A third category of tasks/processes entails a strategic
advantage or advantage of scale which means
they benefit from coordinated and/or centralised
implementation.
Atea has decided that as a basis for business there
must be a joint IT-platform throughout the Nordic
countries, and on this platform a joint ERP system
for the entire company. Atea will thereby achieve a
large number of direct advantages in finance/
administration and purchasing/logistics.
ERP SYSTEM
Atea has decided to introduce a new system of financial
control – ERP (Enterprise Resource Planning) –
within the group. It is estimated the implementation
work will be completed by June 2003.
The system is constructed as a joint platform, with
small additions for local dialects. The central system
will entail major savings in the form of operation,
development, licence costs, expertise etc., since any
measures only need to be implemented once instead
of four times.
The informational structure of the system is the
same in all countries, which means all analyses of
profitability with regard to customers, products and
organisation will be comparable. This means major
advantages regarding the attempt to optimise costeffectiveness,
and makes it easier to benchmark
companies and find profitable solutions.
The investment will also create more possibilities of
coordinating certain production units within the Atea
group, so that cost superiority will be taken advantage
of. A joint, uniform ERP system is a prerequisite for
coordination of logistics and purchasing. The structure
of reports and analyses only needs to be attended to
once, and the reliability of information will increase.
Atea’s business concept is to simplify and rationalise
customers’ business. The new ERP system will
simplify and rationalise the internal routines – which
in the long term will also benefit Atea’s customers.
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INFRASTRUCTURE
As a platform for the new ERP system and other systems,
a new joint IT-infrastructure is being built up.
This project is running in parallel with the ERP
project, and implementation of the new IT-infrastructure
will begin in spring 2003.