List of SAP R/3 - Controlling (CO) Customers
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Since 2010, our global team of researchers has been studying SAP R/3 - Controlling (CO) customers around the world, aggregating massive amounts of data points that form the basis of our forecast assumptions and perhaps the rise and fall of certain vendors and their products on a quarterly basis.
Each quarter our research team identifies companies that have purchased SAP R/3 - Controlling (CO) for ERP Financial from public (Press Releases, Customer References, Testimonials, Case Studies and Success Stories) and proprietary sources, including the customer size, industry, location, implementation status, partner involvement, LOB Key Stakeholders and related IT decision-makers contact details.
Companies using SAP R/3 - Controlling (CO) for ERP Financial include: BSH Hausgerate, a Germany based Manufacturing organisation with 60000 employees and revenues of $16.45 billion, Lindt & Sprungli, a Switzerland based Consumer Packaged Goods organisation with 14000 employees and revenues of $5.51 billion, AB InBev Korea OB Beer, a South Korea based Consumer Packaged Goods organisation with 1800 employees and revenues of $1.04 billion, CeramTec, a Germany based Manufacturing organisation with 3680 employees and revenues of $685.0 million, Douglas Spain, a Spain based Retail organisation with 3000 employees and revenues of $350.0 million and many others.
Contact us if you need a completed and verified list of companies using SAP R/3 - Controlling (CO), including the breakdown by industry (21 Verticals), Geography (Region, Country, State, City), Company Size (Revenue, Employees, Asset) and related IT Decision Makers, Key Stakeholders, business and technology executives responsible for the ERP Financial Management software purchases.
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AB InBev Korea OB Beer | Consumer Packaged Goods | 1800 | $1.0B | South Korea | SAP | SAP R/3 - Controlling (CO) | ERP Financial | 2006 | n/a |
In 2006, AB InBev Korea OB Beer implemented SAP R/3 - Controlling (CO) as a core component of its ERP Financial deployment to centralize cost control and internal expense management. The implementation was led from the company IT organization and aligned with finance and sales planning functions rather than a separate external program.
SAP R/3 - Controlling (CO) was configured to operationalize controlling workflows typical for the category, including cost center accounting, internal order tracking, and controller reporting for internal expenses. The implementation work covered CO configuration and ongoing operational ownership, with the IT team balancing SD, CO, and MM domain responsibilities to ensure transactional posting and master data consistency across financial controlling processes.
Integration patterns tied the Controlling module to SAP Sales and Distribution and Materials Management modules to maintain cost postings from sales and inventory movements, and to feed a SAP BW reporting layer used by sales planning and wholesaler management teams. Operational coverage included finance, sales planning, and Korea wholesaler management functions, reflecting consolidated data flows from transactional areas into KPI and planning dashboards referenced by sales and distribution stakeholders.
Governance and process changes placed accountability within the IT/IS specialist team for SAP R/3 operations, internal expense workflows, and SAP to BW reporting, while business teams expanded their roles to include KPI maintenance and training responsibilities. The rollout was accompanied by internal training and knowledge transfer activities to embed CO procedures into sales planning, wholesaler management, and finance operational routines.
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BSH Hausgerate | Manufacturing | 60000 | $16.5B | Germany | SAP | SAP R/3 - Controlling (CO) | ERP Financial | 2003 | n/a |
In 2003, BSH Hausgerate implemented SAP R/3 - Controlling (CO) as part of an ERP Financial initiative across the group. The rollout included SAP R/3 - Controlling (CO) alongside Accounting FI, Material Management MM, and Production Planning PP modules to centralize financial and operational control.
The implementation established a homogeneous and transparent management reporting layer for all business units, using a centralized SAP R/3 instance to enable consolidated and financial bridging reporting processes. Configuration focused on controlling cost centers, profit centers, internal orders, integration of FI ledger structures, MM inventory valuation, and PP production cost accounting consistent with ERP Financial best practices.
Operational scope covered all business units worldwide, including subsidiaries and joint ventures, with process designs taking into account each business unit and each country peculiarities. The program rewrote major business processes for business planning, forecasting, controlling, production, and product development, aligning transactional data flows to support group-level consolidation and reporting.
Governance changes included standardized reporting rules and financial bridging procedures to harmonize local statutory requirements with group management reporting, and coordinated process ownership across finance, supply chain, production, and product development functions. The initiative played a key role in the economic remodeling of the B/S/H group aimed at profit maximization across business units and supported preparation for an Initial Public Offering with cooperation from an underwriting agency.
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CeramTec | Manufacturing | 3680 | $685M | Germany | SAP | SAP R/3 - Controlling (CO) | ERP Financial | 2010 | n/a |
In 2010 CeramTec implemented SAP R/3 - Controlling (CO) within its ERP Financial environment. The deployment focused on the Finance / Controlling organization at the Plochingen area, with primary objectives around inventory valuation, monthly and annual closing, and profit center accounting alignment.
The SAP R/3 - Controlling (CO) configuration emphasized cost center and profit center accounting, internal accounting flows, and valuation-relevant subsystems tied to inventory management. Functional capabilities implemented included inventory management tooling and valuation workflows to support month-end and year-end closing processes, and role-based controls for a stock controller to act as valuation subsystem architect. The setup reflected standard Controlling workflows for capturing allocation, settlement, and internal accounting postings required for inventory-relevant costs.
Integrations explicitly aligned Controlling with SAP FI and SAP MM/LE to synchronize P&L postings, profit center accounting, and material valuation data. The implementation established the interface between external and internal accounting by coordinating SAP profit center accounting with P&L in SAP FI, and by ensuring inventory valuation flows from MM/LE into CO and FI ledgers. Inventory preparation processes were coordinated with auditors to support reconciliation and closing activities.
Governance and operating model used a finance business partner approach, positioning the Controlling team as the interface to specialist departments and driving inventory process standardization. Operational scope was concentrated on the Finance / Controlling function at Plochingen, with responsibilities including coordination of inventory execution, support for monthly and annual closing, and alignment of SAP profit center accounting with external reporting in SAP FI.
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Retail | 3000 | $350M | Spain | SAP | SAP R/3 - Controlling (CO) | ERP Financial | 2002 | n/a |
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Retail | 848 | $150M | Spain | SAP | SAP R/3 - Controlling (CO) | ERP Financial | 2015 | n/a |
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Transportation | 385 | $77M | South Korea | SAP | SAP R/3 - Controlling (CO) | ERP Financial | 2001 | Samsung SDS |
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Retail | 1200 | $120M | Germany | SAP | SAP R/3 - Controlling (CO) | ERP Financial | 2000 | n/a |
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Consumer Packaged Goods | 14000 | $5.5B | Switzerland | SAP | SAP R/3 - Controlling (CO) | ERP Financial | 2013 | n/a |
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Manufacturing | 200 | $25M | Germany | SAP | SAP R/3 - Controlling (CO) | ERP Financial | 2005 | n/a |
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