04_aud_dhl_tcm231-110047
TRANSCRIPT
©2013 Software AG. All rights reserved.
Dr. Jürgen Jung, DHL Global Forwarding
Using ARIS for Process Standardization in DHL Global Forwarding
©2013 Software AG. All rights reserved. 2 | 2 |
Agenda
Deutsche Post DHL – Group and Brand DHL
Context, Approach and Concepts
Summary
Challenges and Lessons Learned
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We Are One Company With Two Strong Pillars
The postal service for Germany
The logistics company for the world
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Group Structure 2012
• Delivers more than 64 mn letters and 3 mn parcels to more than 40mn house-holds in Germany
• Over 20,000 retail outlets and points of sale
• 82 mail and 33 parcel centers in Germany
• DHL Global Mail largest network for mail distribution worldwide
• Global market leader in airfreight and among top two leading ocean freight services
• Specialist in industrial projects and end to end transport management solutions
• One of Europe’s leading road freight forwarders
• More than 850 branches in Global Forwarding
• More than 160 branches in Freight
• Strong customer base (>50% of Forbes 500)
• Global market leader in contract logistics with 7.8% global market share
• ~23mn square metres of warehouse space
• 2,400 logistics centers, warehouses and terminals
• Leading provider of corporate information solutions worldwide
• Strong customer base built on long-lasting partnerships
• Market leader in the inter-national time-definite express market in all regions outside the Americas
• Presence in more than 220 countries and territories
• 36,750 service points • 31,500 vehicles • 3 main global hubs
Mail Global Forwarding, Freight Supply Chain Express
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DHL – Products, Services and Solutions
Airfreight and Ocean Freight Services
Europe-wide Transportation
Contract Logistics and Industry Solutions
Export, Import and Domestic Products
Global Forwarding, Freight Supply Chain Express
• Airfreight
• Ocean Freight
• Multimodal
• International Supply Chain
• Industrial Projects
• Customs Brokerage
• Transport Control Towers
• Lead Logistics Provider
• Niche (high value, fashion, perishables and motor sport)
Time Definite
• DHL EXPRESS 9.00, 10.30, 12.00
• DHL EXPRESS WORLDWIDE
• DHL EXPRESS ENVELOPE
• DHL EXPRESS EASY
Same Day
• DHL SAME DAY
Day Definite
• DHL ECONOMY SELECT
Plus additional Services (e.g. Global Trade Services) and Solutions (e.g. DHL MEDICAL EXPRESS)
Supply Chain Solutions
• Warehousing
• Distribution
• Managed Transport Service
• Value Added Services (e.g. packaging, technical services, procurement)
Information Solutions
• Marketing Solutions
• Correspondence Management
• Office Document Solutions
Flexible and customized road and intermodal transportation network
• Groupage
• Part Loads
• Full Loads
• Rail Transportation
• Customs Services
• Trade Fairs and Events
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DHL Global Forwarding, Freight – Coverage
• ~8,200 employees
• 18 countries
• 294 locations (offices + operational sites)
• 22 highly secured locations
Americas
• ~10,800 employees
• 62 countries
• 450 locations (offices + operational sites)
• 30 highly secured locations
EMEA
• ~11,000 employees
• 50 countries
• 359 locations (offices + operational sites)
• 62 highly secured locations
Freight (Only Europe)
• ~11,000 employees
• 20 countries
• 314 locations (offices + operational sites)
• 26 highly secured locations
Asia-Pacific
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DHL Global Forwarding – Insight • World’s No. 1 in air freight and No. 2 in ocean freight
• Presence in more than 150 countries and territories
• Approx. 30,000 employees worldwide
• 850 terminals, warehouses and offices
• Air freight volume1) 2012: approx. 2,327,000
• Ocean freight volume2) 2012 approx. 2,840,000
• Services and products:
– Air freight
– Ocean freight
– Industrial projects
– International Supply Chain Management
– Customs brokerage
– Cargo Insurance
1) export tons; 2) in TEU’s (Twenty Foot Equivalent Unit)
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Agenda
Deutsche Post DHL – Group and Brand DHL
Context, Approach and Concepts
Summary
Challenges and Lessons Learned
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Context The „NEW FORWARDING ENVIRONMENT“ Program makes sure that we stay on track and increase our pace to win the race!
Business transformation IT transformation
Business objective: • NFE will introduce improved processes that
satisfy our customers needs and support our daily work including:
– Greater visibility of shipments
– Providing a standard product catalogue
– Increasing focus on the customer
– Global alignment of our business
IT objective: • NFE will implement a new operating IT system
to
– Support our business requirements
– Allow for greater flexibility in dealing with the customer
– Increase the level of automation, visibility and control
NFE is a business and IT transformation which introduces a new business model and replaces the former IT operating systems
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• Identification of as-is pain points
• Distributed definition of to-be processes and innovators
• Development of business object model
• Identification of business requirements Dedicated process
teams
To-be vision development
High-level Approach
• Create project plan and org. structure
• Define modeling methodology
• Prepare high-level processes
• Team onboarding
Project Preparation
• Detailed process definition
• Design of to-be organization
• Identification of system requirements
• Customization based on SAP Ascendant Method Shared with business
and System Integrator
Refinement and SAP customization
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Motivation for standardized Modeling Approach
Application
Name Description Status ShortName ICT Objekt Version StratDate EndDate Variant ObjectState Domain
OrgaUnit
Name Description Status ShortName Contact isExternal
Component
Name Description Status Vendor Version ICTObject ShortName StartDate EndDate ObjectState Type Services Technologies Domain
Device
Name Description Status Version Location ShortName StartDate EndDate ICTObject ObjectState IsPhysical Cluster DeviceType
Role
Name Description RoleType Object Responsible
BusinessProcess
Name Description Status ShortName LevelID Version Domain
Stack
Name Description Status ObjectState StartDate EndDate
Deployment
Name Description Status StartDate EndDate ObjectState
CostCenre
Name Description Status Owner CostTypes EqualAllocation CostcenterType StartDate EndDate ERPCostCenterID ERPInstanceID
CostType
Name Description
Cost
Instguid Scenarioid Monetaryunit Money Objectid Costtypeid Costcenterid Type Costobject
People usually got their own cultural, political or professional background so that they often appear to speak different languages. This may hamper communication even if the people work in the same area.
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Business Process Models as a Common Language Business process models are a well-established abstraction for different participants and can therefore help to resolve language barriers.
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Approach: Four-level Process Decomposition
E2ELevel 1: End-to-end processes
Level 2: VAC
Level 3: VAC
Level 4: EPC
Predefined during preparation
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Approach: E2E Processes for Process Definition
Customer Need
Business Object
Fulfillment of Customer
Need
The notion of an end-to-end process facilitates business process modeling by defining the process according to a customer-to-customer view
focusing on the flow of a single business object from start to end
offering a cross-functional view on business processes
Examples Contact-to-Contract (C2C)
Order-to-Cash (O2C)
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Approach: Example E2E processes
Contact-to-Contract
Order-to-Cash
Requirement-to-Pay
Pickup-to-Delivery
Marketing & Sales
Order Management
Procurement
Operations
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Agenda
Deutsche Post DHL – Group and Brand DHL
Context, Approach and Concepts
Summary
Challenges and Lessons Learned
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Levels of Abstraction – Examples
Contact-to-Contract
Order-to-Cash
Requirement-to-Pay
Pickup-to-Delivery
End-to-end processes • Avoid redundancies • Clear E2E responsibility • Focused on business object
Scenarios • Describe real world flows • Show flow across
organizational units
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Levels of Abstraction – Discussion
Rather abstract with respect to process design
Focus on business object with clear customer-centric responsibility
Reduce redundancies with respect to process definition
Well-established in other area (e.g. Enterprise Architecture)
Proved helpful during process design
Very specific with respect to real world flows known by business people
Cover all data involved across organisational units
Contains redundancies as similar steps are executed repeatedly
Suitable for discussing processes with business experts
Proved helpful during test case definition
Scenarios E2E processes
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Role-based Alignment – Example
Tasks/ Applications: • RTP Transaction code ME22…. • RTP Task 21.2: Create Purchase
Requisition
• BR-RTP-99 Purchase Requisition Creator
• BR-RTP-74 Goods Receipt Creator
Level 4 ARIS process
Application Tasks Manual Tasks Interface Tasks
Business Role
Job Profile Job Profiles: • JP-RTP-AA Purchase Manager
Business Roles:
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Role-based Alignment – Discussion
Modular design generally fosters reuse and reduces redundancies
• Reuse of training modules for different job profiles
• Support for authorization if business roles are mapped to SAP authorization objects
Check for compliance once on business role level
Drives standardization of job profiles
Modular design only beneficial if supported by down-stream systems
• Training system has to support such modules
• Not all SAP modules support authorization objects on business role level
Compliance check difficult because on a rather abstract level
Drawbacks Benefits
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Business Rules: Example
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Business Rules: ARIS Conventions
Check Order forCompliance Compliance Rule
Function Business Rule
Currently: Excel
BRF+
via URL
Target: BRF+
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Business Rules – Discussion
Lightweight extension to process: Only rule header is stored in ARIS
No redundancies as rules will be stored in BRF+ as decision tables
Excel offers simple way for gathering business rules with business users
Contents not in ARIS
• No relationship to objects in ARIS (e.g. UML classes)
• Separate access control
Not standard method
• New symbol (for object type IT function) and semantic definition
• Not supported by standard functionality
Drawbacks Benefits
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Testing: Methodology Overview
4 Creation of connected individual test cases, each with defined input and expected output based on level-4
5 Execution of each test case and check for expected output
….
Task End product
1 Generation of high level overarching business scenarios based on ARIS level-3 processes
2 Provision of additional key aspects and joined refinement and detailing based on level-4
Detailed business scenario
3 Separation into parts for e2e teams with defined handover points (), e.g., for data handover C2R T2C ... …
Input Output
High level business scenario
….
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Testing: High level scenario – Example
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Testing – Discussion
Testing processes and not only the system
High-level scenarios are modeled in ARIS
Approach fosters …
• Completeness
• Traceability (requirements are derived from processes)
Only few redundancies as detailed scenarios and test cases are defined in HPQC
Contents only partially in ARIS
• No relationship of test cases to objects in ARIS (e.g. UML classes)
• Separate access control
• Manual updates in case of changes
Not standard method
Effort for describing details based on processes is tremendous
Drawbacks Benefits
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Model Ownership – Discussion
Relevance of to-be process models well accepted
Shared responsibility for all processes
Limited number of users to be trained in ARIS
BUT
Processes might not be accepted by business (need for strong sponsor)
Business expertise for defining own to-be process
BUT
Silo thinking as organizational units take over only their to-be process
Tendency for focussing on goal (SAP implementation) instead of processes
Some people are not used to understanding process models
“Eternal training effort”
Ownership with business Ownership with core team
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Agenda
Deutsche Post DHL – Group and Brand DHL
Context, Approach and Concepts
Summary
Challenges and Lessons Learned
©2013 Software AG. All rights reserved. 29 |
Thank You for Your Interest and Time
Dr. Jürgen Jung Head of Business Modeling
DHL Global Forwarding Johanniterstr. 1 53113 Bonn Germany
Phone +49 228 182 19131 Mobile +49 160 531 4352 Mail [email protected]