1. Technip USA – Prophix story
Operating since: 1958
Head office: Houston (regional)
Annual revenue: > $6 billion (global)
Number of employees: > 30,000 (global)
G/L or ERP: Oracle in Houston, Diapason in Paris (head office), Hyperion in Paris (head office)
Company website:
Company background:
High-tech Technip USA, an American subsidiary of French engineering and construction giant Technip, provides engineering and construction services for oil, gas, and petrochemical facilities around the world from offices in the US and Mexico. Its operations are structured around three primary divisions: Onshore, which includes gas treatment and liquefaction, oil refining, onshore pipelines, and petrochemicals; Offshore, which consists of water field development, deepwater products, and fixed and floating platform construction; and Subsea, which focuses on pipe and cable laying and underwater engineering and construction. Technip USA's fleet includes construction vessels and an ultra-deepwater pipelay vessel.
Business problems that lead to evaluating CPM, adopting Prophix:
Even with Oracle as their ERP, Technip USA used Excel for their cash flow forecasting. They had different information coming to them regularly from at least 3 separate companies using 3 different software programs (Oracle, Diapason, and Hyperion).
They spent a lot of time gathering data, aggregating it, and reconciling it (figuring out the disparities).
Because of their manual processes working with their updated actual data, they had to use previous figures and could not accurately project their financials into the future.

2. Technip USA – Prophix story
Their Prophix solution:
Technip now has 1 cube: a cash flow cube
Simply by moving their actuals into Prophix, rather than manually working with data in Excel, they save a lot of time
We use an ODBC connection to load their data directly into Prophix
We load flat files from Diapason into Prophix
We export into Hyperion, which is their head office’s main system of record
We set up drill-across into their Oracle ERP. This allows them to see a level deeper (i.e., their actual cash transactions)
Industry-specific key business drivers evaluated:
They budget and analyze cash in and cash out by project at a summary level
Analyzing this information can help them to decide which projects to pursue or discontinue
They use their net data per currency to decide whether to hedge via currencies (i.e., purchase or sale of currencies)

3. Supporting data: Life cycle Industry (choose all that apply)
☐ New implementation
Implementation date:
☐ Preexisting customer YES
Original implementation date: Q2 2012
☐ Existing customer, upgrading
Original implementation date: ________________
Industry (choose all that apply)
☐ Agriculture, forestry, and fishing
☐ Professional services
☐ Financial services
☐ Retail
☐ Wholesale and distribution
☐ Telecommunications
☐ Healthcare
☐ Utilities YES
☐ Education
☐ Architecture, engineering, and construction YES
☐ Life science
☐ Transportation and logistics
☐ Manufacturing
☐ High tech
☐ Media and entertainment
☐ Government
☐ Non-profit

4. Supporting data: Solutions Capabilities ☐ Budgeting YES
☐ Automation YES
☐ Forecasting YES
☐ Prophix Mobile
☐ Reporting
☐ Data integration YES
☐ Strategic planning YES
☐ Business modeling YES
☐ Financial consolidation
☐ Microsoft platform integration YES
☐ Analysis YES
☐ Role-based security YES
☐ Profitability analysis
☐ Collaboration YES
☐ Personnel planning
☐ Flexible deployment
☐ Project planning YES
☐ Ad hoc reporting and visualization YES
☐ Revenue planning
☐ Capital expenditures planning
☐ Reporting and analytics
(dashboards and scorecards)