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Implementing new software for 130 countries. Bernard Smith Billing programme manager DHL Western Europe and Emerging Markets. Agenda. DHL - Overview What is the Import Express product? Why the need for the project? What were the original objectives? How the project was managed - PowerPoint PPT Presentation
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E&A review
Implementing new softwarefor 130 countries
Bernard Smith
Billing programme manager
DHL Western Europe and Emerging Markets
E&A review
Agenda
• DHL - Overview• What is the Import Express product?• Why the need for the project?• What were the original objectives?• How the project was managed• What happened?• 9 months post completion what has happened?
E&A review
Agenda
• DHL - Overview• What is the Import Express product?• Why the need for the project?• What were the original objectives?• How the project was managed• What happened?• 9 months post completion what has happened?
E&A review
Core Service Offerings• Core Service is to pick up and deliver shipment in the fastest
and most reliable way
• Particular expertise required in:
– Fast decision-making
– Relationship-building (customs, security)
– IT
• Also provide logistics services
• Many products available, depending on country of operation
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Express Services
• Express international door-to-door delivery of:– Non-declarable items (eg, documents, invoices, contracts,
reports)
• Express international door-to-door delivery of:– Declarable items (eg, samples, spare parts, finished
products) May have to pay duty at destination
• Europe, Asia, the US and Latin America have specific overnight delivery services
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Special Packaging
• Designed for specific types of shipment - for example,– Temperature-controlled packaging that keeps
medical shipments cool
– Shock-absorbing crating for wine bottles
– Jumbo Box (flat fee box, for consolidating numbers of small items)
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Service Options
• Saturday Delivery
• Same Day Service
• Delivery Duty Paid
• Special Clearance Services
• Banks & financial institutions
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Agenda
• DHL - Overview• What is the Import Express product?• Why the need for the project?• What were the original objectives?• How the project was managed• What happened?• 9 months post completion what has happened?
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Import Express product
• Import Express allows DHL customers to be billed at Destination for shipments sent by– their suppliers
– their staff travelling abroad
– anyone else they need to receive shipments from
• Customers are quoted a tariff at destination for shipments from 215 countries
• Some countries also allow Third country billing
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Business processing- Outbound
• Customers are allocated special account number for IMP shipments (96…)
• Many customers require a copy of the DHL paperwork (AirwayBill) before approving the invoice.
• DHL offices in the shipping country send data to a central sorting office.
• Copy paper work is sent from the shipping country to the Billing country
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Business processing - Central
• Central sorting office maintains tariff for each customer and prices each transaction
• The priced transactions are then sent to the billing country
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Business processing - Inbound
• Billing countries identify the IMP shipments and log them.
• When the centrally processed file is received the billing departments match the logged shipments to the received data file.
• The pricing of the shipments are then checked.• If the customer requires backup paperwork then
when it is received from the shipping country it is attached to the Invoice
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Agenda
• DHL - Overview• What is the Import Express product?• Why the need for the project?• What were the original objectives?• How the project was managed• What happened?• 9 months post completion what has happened?
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Why the need for the project
• The IMP business had grown by 20% pa since it was launched in 1995.
• Due to the business volumes the central sorting office could not maintain the tariffs accurately
• Data and paper transmission is on a monthly cycle which led to 60 m Euros being unbilled in the month of shipment
• Reduce the costs of the centralised processing unit, by de-centralising pricing.
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Agenda
• DHL - Overview• What is the Import Express product?• Why the need for the project?• What were the original objectives?• How the project was managed• What happened?• 9 months post completion what has happened?
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Business Objectives
• Top 17 countries to be FT compliant by Q3 2001• Reduce large revenue accruals for EXB• Improve I/B cash flow by 10%• Reduce errors for IMP• Harmonise O/B and I/B tariff maintenance• Easier account set-up• Replace BNF process• Reduce CB costs
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Agenda
• DHL - Overview• What is the Import Express product?• Why the need for the project?• What were the original objectives?• How the project was managed• What happened?• 9 months post completion what has happened?
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What did we have to do?
• Develop software to enable countries to price IMP shipments locally
• Amend billing software to be able to send and receive IMP files weekly
• Deploy software to 84 countries• Convert data from centralised tariffs to country
tariffs• Change business processes from monthly to weekly
cycles
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But...
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Number of countries
• 130 countries in Europe Africa and Middle East– 16 already had a compliant system
– 30 not allowed to sell Import Express product or had single tariff
– 84 countries to be deployed
• 17 Western Europe
• 25 Central and Eastern Europe
• 42 Africa
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Data conversion issues
• UK had 552,000 Origin-Destination pricing pairs• Took 5 days to run UK extract!
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How did we do it
• Software built and tested • Developed CBT Training module• Guidelines for implementing in countries
– User Guide/Test cases/Project plan
• Developed Harmonised procedures• Ran central workshop for top 17 countries• Ran training session in Ivory Coast and Kenya for
African countries
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Country groupings• Large/Medium sized country
– Extracted tariffs and converted to new structure
– Implemented reporting process
– Tracked individual country progress
– Visited to discuss planning and to help testing
• Small countries– Centralised training
– Countries re-keyed tariffs
– Tracked volume of countries live/testing
– Countries were clustered for communication with region
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Monthly reportingCountry Project Manager
identifiedProjectplanned
ProjectStartDate
TargetNBRlivedate
TargetERMlivedate
ERMinstalledin test
Inboundtariff
changesAgreed
CB Tariffconversion
into test
Tarifftesting
complete
Frequenttransmtesting
complete
Localmods
assessed&
solutionin place
Processimpacts
assessed
NBR2.8.2live
ERMlive
FTLive
Lasttariff
updatesend to
CB
Target Resource name 100% Date Date Date Date Date orn/a
Date or n/a 100% 100% 100% 100% Date Date OB+IB Date
Albania TBA Jan 2002 01/02/02 01/02/02 Dec2001 TBA N/A
Andorra Desiree Salman 100% 30/01/01 07/06/01 09/09/01 02/03/01 31/08/01 29/05/01 100% 100% 100% 100% 05/09/01 21/08/01 OB+IB 31/10/01
Armenia Svetlana Kiseleva 20% 09/10/01 01/01/02 01/01/02
Azerbaijan Svetlana Kiseleva 20% 09/10/01 01/01/02 01/01/02
Belarus Svetlana Kiseleva 20% 09/10/01 01/01/02 01/01/02
Bosnia&H TBA Jan 2002 01/02/02 01/02/02 Dec2001 TBA N/A
Bulgaria Valentina Nikolova 01/10/01 05/11/01 01/12/02 01/11/01 15/11/01 N/A
Canary Isl Desiree Salman 100% 30/01/01 07/06/01 09/09/01 02/03/01 31/08/01 29/05/01 100% 100% 100% 100% 05/09/01 21/08/01 OB+IB 31/10/01
Croatia Mirna Ana Kardum 100% 01/10/01 01/01/02 01/01/02 01/11/01 15/11/01 N/A
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Agenda
• DHL - Overview• What is the Import Express product?• Why the need for the project?• What were the original objectives?• How the project was managed• What happened?• 9 months post completion what has happened?
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Schedule
• Business Objectives agreed - Q1 2000• Software developed Q2/Q3 2000• Software tested - November/December 2000• Software deployed - top 17 - August 2002? • Software deployed Africa/Eastern Europe - Jan 2002• Frequent Transmission switch on - July 2001• Centralised Tariffs switched off - December 2001
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Regional Activities - Plan• IS development -
– budget 0.6 man years
• Deployment – budget 3.4 man years
• web site for the project • CBT on using new tariff tool• Incorporate EXB local modifications in regional s/w
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Regional Activities - Actual• IS development -
– actual 4.3 man years (0.6 budget)
• Deployment – actual 4.4 man years (3.4 budget)
• web site – (done - but access problem for African countries)
• CBT (done - but countries wanted on site training)
• Incorporate local modifications in regional s/w– (done e.g. CH rounding, multi-currency tariffs)
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Country activities - effort• 2000 estimate for deployment
– 5.4 man years
• Jan 2001 (post beta) estimate– 12 man years
• Actual effort– 13.7 man years
• Country effort plan actual– sma1l 58 man-days 60 man-days
– medium 118 man-days 120 man-days
– large 175 man-days 192 man-days
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Country activities - but• Projects took 2 months longer than planned due to other
priorities (Euro, EFSS transition, TI2000)• Tariff extract was difficult• Local modifications in large countries delayed
implementation• new Financial Service Center meant that:
– EFSS/Country/Region responsibilities unclear
– lack of EXB expertise delayed implementation
– EFSS transition countries lacked motivation
• Difficult to get 100% progress reporting
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What we will do differently next time• Standard project management - (Prince 2 for countries and region)
• Escalate non-reporting of progress• Get planning phase kicked off in advance (even if
implementation has to be delayed)
• Send African countries documentation on CD
• Make sure other impacted departments are pushing their country staff to be involved.
• Get dedicated Data Centre resource for technical work• Provide more on site support (if deadlines must be achieved)
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Agenda
• DHL - Overview• What is the Import Express product?• Why the need for the project?• What were the original objectives?• How the project was managed• What happened?• 9 months post completion what has happened?
E&A review
Business Objectives
• Top 17 countries to be FT compliant by Q3 2001• Reduce large revenue accruals for EXB• Improve I/B cash flow by 10%• Reduce errors for IMP• Harmonise O/B and I/B tariff maintenance• Easier account set-up• Replace BNF process• Reduce CB costs
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Follow up actions
• Get countries to bill I/B files within billing month.• Drive out productivity enhancements• Improve ERM functionality e.g. mass update• Harmonise procedures• Upgrade all countries to latest ERM version
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Overall Business Case
Q1 2000 plan Actuals
Development/Deployment cost
9.4 man years 22.4 man years
Central Bureausaving
1.6 m USD (16staff)
12 staff
I/B cash flow +10% +11%*
Reduce IMPrevenue accruals
75% 40%
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Overall assessment• Countries have improved their tariff structure• Quality of Billing has improved but limited
financial benefits to date • Cost savings from closing central tariff role were
absorbed by project effort• Country efficiency improvements were not large
enough to be reflected in reduced headcount.• Why de-centralise tariffs prior to re-centralising?
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Finally
• Any questions?
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Resourcing
• 1 Programmer (data conversion)• 1 Business analyst/trainer• P/T project management• P/T technical deployment support