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Customer presentation by Carlsberg at ProcessForum Nordic 2013.
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Carlsberg Supporting Carlsberg’s Strategy with BPM and ARIS
Introducing Carlsberg
Intro to BSP1
The overall BPM agenda
The Carlsberg Process Model
Next Steps and Lessons Learned
2
Agenda
3
Founded in 1847 on a passion for beer, science and art
1847 JC Jacobsen founds
the Carlsberg Brewery on a hill outside of Copenhagen
1882 JC’s son Carl
Jacobsen builds his own brewery next to his father’s and calls it ”New Carlsberg”.
1868 Carlsberg has
international ambitions from the beginning and Exports it’s first barrel of beer to Scotland in 1868
1904 The famous Carlsberg
logo is designet by architect Thorvald Bindesbøll. This logo is still used today.
JC Jacobsen has great ambitions for his brewery and to make sure his beer is brewed to the highest scientific standards he establishes the Carlsberg Laboratory.
Carl Jacobsen has a great passion for art and architecture and creates many spectacular buildings for his brewery. One of these is the impressive Elephant Gate welcoming visitors to his brewery.
We have grown through a number of European acquisitions since 1999
From a local player in 1999… … to a global brewer in 2012
4
5
Now with more than 500 different brands
Carlsberg strategy is to BE THE FASTEST GROWING GLOBAL BEER COMPANY
6
Carlsberg launched a Business Standardisation Programme (BSP1) as a key enabler in realising the Carlsberg Group
Strategy.
7
Agenda
Introducing Carlsberg
Intro to BSP1
The overall BPM agenda
The Carlsberg Process Model
Next Steps and Lessons Learned
BSP1 drives the implementation of…
• One common business process model - which allow us
to share best practices, exchange information, benchmark and drive continuous improvement
• One common IT platform - which allow us to focus on
what’s important – responding to local market needs
• One integrated supply chain - which allows us to
leverage functional capabilities and benefit from our scale with
common and aligned Ways of working across the
organisation at all levels
Page 8
BSP1 is not only an IT system implementation, it is a business transformation programme to enable Carlsberg to achieve key business objectives
9
Throughout Western Europe, including:
450 people are currently working in BSP1
25+ nationalities are working in BSP1
19 countries +HQ & HQ central functions will implement BSP1
8 main areas will be standardised
600+ managers will be impacted by BSP1
15.500+ employees will be impacted by BSP1
10
Agenda
Introducing Carlsberg
Intro to BSP1
The overall BPM agenda
The Carlsberg Process Model
Next Steps and Lessons Learned
A Permanent Business Process & Information Management (BP&I) organisation established to:
Benefits: BP&I reasons:
IDEA TO PROPOSITION
MARKET TO CASH
FORECAST TO DEPLOY
SOURCE TO PAY
SUPPORT PROCESSES
Drive end-to-end improvement
• Increase overall business value of processes, master data & business intelligence
• Gain cross-functional process efficiency
2
Level of standardization
BSP1
BP&I
Business as usual
Post-BSP1
Maintain consistency and standardization
• Safeguard BSP1 investment
• Achieve and maintain economies of scale
1
Global Local
Enable and support a Glocal approach
• Enable efficient & coordinated project preparation
• Harvest global synergies in local markets
3
11
The BP&I organisation is embedded in the BSP1 organisation
Programme Management
Change / HR
PMO
Roll out managers
Delivery Team BP & I
Sale
s
Pla
nnin
g
Pro
cure
ment
Pro
duction
Logis
tics
Fin
ance
Master Data
KPIs & Reports
Integration Team
Functional Boards
Steering Group
12
Technology
Solution Architects
Plan and Analysis
Design
Build
Test
Deploy
ELS
The BP&I resources are responsible for the process life cycle during and after the BSP1 implementation
13
New requirements to be raised and linked to
L3 processes. Processes are updated by core teams where
needed
Processes used as input for test script
creation/update
Test execution and Training material created / updated
based on processes
Training to be process based
Process monitoring
14
The Role of the BPM will switch from project oriented to continuous improvement oriented
Roll-out activities Maitenance and Continuous Improvement activities
Wave 1 Wave 2 Wave 3 Wave 4 Wave 5
The role of the Business Process Manager will evolve in the same pace as the BSP1 programme roll-out. The main focus before the first wave go-live was to run the project and coordinate functional resources Once the majority of the countries have been roll-out on the standard platform the BPM role will mainly be focused on continuous improvement
A Governance process has been designed to approve changes to the standard solution
15
ExCom
Regions Group functions, CSC
Functional Boards
Solution Expert Board CIT
Service Desk
ExCom • Defines Strategy & Policy setting • Approves Functional strategies and targets
Regions and Group Functions, CSC • Defines Functional Strategies & targets • Approves major change requests
BP&I • Verifies and approves business requirements
=> Go/no-go • Ensures end-to-end process alignment • Process Network communities
IT • Solution Architects ensures end-to-end application
landscape integration • Responsible for incident management (tickets) • Maintenance of IT infrastructure (technology)
Change Request
Incident
CR resolution incl. process, system and end-to-end impact analysis
Change Advisory Board
IT
BP&I
The Functional boards will approve major change request or new initiatives
ExCom
Regions Group functions, CSC
Functional Boards
ExCom • Defines Strategy & Policy setting • Approves Functional strategies and targets
Regions and Group Functions, CSC • Defines Functional Strategies & targets • Approves major change requests
BP&I • Verifies and approves business requirements
=> Go/no-go • Ensures end-to-end process alignment • Process Network communities
Major Change Request
New Initiative
Approves change
IT • Solution Architects ensures end-to-end application
landscape integration • Responsible for incident management (tickets) • Maintenance of IT infrastructure (technology)
Solution Expert Board CIT
Service Desk
CR incl. process, system and end-to-end impact analysis
Change Advisory Board
IT
BP&I
CR resolution
16
17
Agenda
Introducing Carlsberg
Intro to BSP1
The overall BPM agenda
The Carlsberg Process Model
Next Steps and Lessons Learned
Level 1 •End-to-end process across functions
•Example: Market-to-cash
•Consists of several processes.
Level 5 •Task. The steps are specific user actions or
system transactions. A step contains the guide
for how to perform the task.
•Example: Send invoices to print
Level 2 •Main process area. Typically function-specific,
and in some areas comparable with org.
departments. Example: Accounts Receivables
•Consists of several sub-processes
Level 3 •Sub-process. The sub-process is a sequence of
related activities.
•Example: Goods Invoicing
•Consists of several activities Level 4 •Activity. Activities are key steps within a Sub-
process.
•Example: Printing Invoices
•An activity consists of several tasks
Carlsberg process hierarchy includes 5 levels
E2E
Processes
Process
Sub-Process
Activity
Task / Transaction
18
And they are aligned with SAP Solution Manager documentation hierarchy
Level 1
Level 2
Level 3
Level 4
Level 5
End to End Process
Main Process Area (Business Scenarios)
Sub-process (Business Processes)
Activity (Process Step)
Tasks/Transactions
Functional ownership
19
After several previous silo-oriented optimisation projects, it was found essential to work with end-to-end processes
20
Why do we have our processes structured in End to End processes?
• In order to switch the culture from a silo-oriented approach to a more end-to-end
integrated view
• To facilitate process integration across functions
• To secure processes are mapped only once
Processes have been divided in Main Processes that describe where
Carlsberg has its primary competitive advantage i.e.
• Idea to Proposition
• Market to Cash
• Forecast to Deploy
• Source to Pay
…and supporting processes which include all the back-office processes such as:
• Hire to Retire • Record to Report • Master Data Management
OUR BREWING PROCESSES
SOURCE TO PAY
MARKET TO CASH
FORECAST TO DEPLOY
CARLSBERG BUSINESS PROCESS MODEL
ASSET MANAGEMENT
KPI & REPORTING MANAGEMENT
BUSINESS MANAGEMENT GROUP SUPPORTING
PROCESSES
MASTER DATA MANAGEMENT
BUSINESS PROCESS MANAGEMENT
IT PROCESSES
HIRE TO RETIRE RECORD TO REPORT
IDEA TO PROPOSITION
Group Strategic Processes: Real Estate - Mergers & Acquisitions - Business Development
Name of presentation - DD MM YYYY – Month/Day/Year
400m sprint world record for men: 43.18 sec
4x100m relay for men: 37.40 sec
E2E thinking
23
Before designing the IT platform, we designed the processes model together with the business
1. Identification of Carlsberg
processes based on
external and internal
input a Process List is
generated
2. Validation of the Process List
per function
by Core Team, HQ, and
selected Countries
3. Identification of Best
Practice Countries based on
the Process List validation,
4. AS-IS + Country
/reference visits
5. To-Be design
6. Integration workshops to
finalize Processes,
Master Data and
reporting requirements.
workshops
PTP-030-020-040 Contract compliance on price
Su
pp
lier
Su
pp
lier
Gro
up
Pro
cu
rem
en
tG
rou
p P
rocu
rem
en
tL
oca
l F
ina
nce
de
pa
rtm
en
t
Lo
ca
l F
ina
nce
de
pa
rtm
en
t
Supplier
performance
Price compliance
report in BWAnalysis of report
Is there a match
between invoicedl
price vs.contract
price?
No
Explanation on
deviation
Is the price
explanation
accepted?
Compliance report
on supplier
Conlcusion of
deviation cause
Yes
No
Sending creditnote
Information to
compliance report
Yes
Final evaluation of
supplier
Category
evaluation
Category
evaluation report
Settlement invoice
Did we pay to
much for the
product?
Yes
No
Creditnote/new
settlement invoice
CH
11
UK
12 13
PLCountries
109Week
CH
11
UK
12 13
PLCountries
109Week
+
24
The Process Documentation Tool has also evolved during the BSP1 Programme
PTP-030-020-040 Contract compliance on price
Su
pp
lier
Su
pp
lier
Gro
up
Pro
cu
rem
en
tG
rou
p P
rocu
rem
en
tL
oca
l F
ina
nce
de
pa
rtm
en
t
Lo
ca
l F
ina
nce
de
pa
rtm
en
t
Supplier
performance
Price compliance
report in BWAnalysis of report
Is there a match
between invoicedl
price vs.contract
price?
No
Explanation on
deviation
Is the price
explanation
accepted?
Compliance report
on supplier
Conlcusion of
deviation cause
Yes
No
Sending creditnote
Information to
compliance report
Yes
Final evaluation of
supplier
Category
evaluation
Category
evaluation report
Settlement invoice
Did we pay to
much for the
product?
Yes
No
Creditnote/new
settlement invoice
Used Visio for process flows, Word for linking processes to roles, systems and data and Excel to administrate the whole process structure
1
1 Deloitte’s IPPM was used to create a more integrated process model and to have all information one place.
2
2
Once the foundation of the model was established it was decided to buy a more advanced tool to link Business and IT.
3
3
4
After more than one year working with EPC it was decided to change to BPMN to gain more acceptance from the end users
4
Microsoft
IPPM
ARIS EPC
ARIS BPMN
A process example at the lowest level shows events, information and business rules
25
Besides Processes we are also documenting Master Data, KPI, Reports, IT and Controls
Business Processes
KPIs & Reports Master Data
IT Architecture
Internal Controls
Roles & Authorisations
26
KPIs are deployed down ensuring employees can see their work in a strategic context
Supply Chain
Targets
27
Before:
• Multiple versions of same reports, multiple versions of KPI calculations
• No single version of the truth, No transparency
After
• The portal is a “one-stop shop” for all reporting needs
• Standardised reports can be used as a point of departure for the user to customise into their own or country- specific report
• Various tools available to give flexibility, e.g.:
• Personal and global variants
• Analyser queries
• Query designer
• Personal favourites and country folder
28
Agenda
Introducing Carlsberg
Intro to BSP1
The overall BPM agenda
The Carlsberg Process Model
Next Steps and Lessons Learned
In the programme:
• Process thinking
• Understanding of ARIS
• Mapping discipline
• Understanding why processes are still important after the design phase
• Resource constraints
With ARIS:
• End user acceptance:
– End users were reluctant to use / understand EPCs
– Business Publisher is not very user friendly
• SAP synchronization:
– Has been learning by doing – both in regards to the actual use of Solution Manager and in regards to the benefits it gives.
The most significant challenges
29
Next Steps
End-user facing:
• Develop scenario models for ”tricky” scenarios
• Include more background information, i.e. policies, templates
• Improve Business Publisher/Replace by own portal?
BP&I & IT facing:
• Mapping Requirements to processes
• Upgrade ARIS
30
• More business process instruction rather than system instruction
• Processes as part of test and training in all areas
• Cannot take one area only. It is all connected:
– Processes
– Master Data
– Reporting
– System
– Organisation
Specially when combined with a system implementation – DON’T focus only on the system supported processes and/or functionalities
• Once documented, it is a strong tool when introducing new initiatives
Lessons Learned
These are the lessons learned from the first go-lives but and we are still learning…
31
TM
Any Questions?
32