andritz and s&t –partnership for business success
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Klaus Glatz – CIO Andritz Group
Andritz and S&T – partnership for business success
2 Andritz and S&T – partnership for business success
Andritz and S&T – partnership for business success
The Andritz Group – Overview and company profile
Main areas of cooperation with IMG and S&T
ERP strategy definition and ASAP implementation
CIO Organizational Consulting
Office Communication Services and LiveMeeting
Summary
Questions and Answers
Contents
3
The ANDRITZ GROUP
Overview
Company
ANDRITZ AG, Graz, Austria (Group headquarters).
More than 150 production and service sites worldwide.
Employees: ~13,400 worldwide (as of June 30, 2009).
Key figures 2008
Order intake: 3,705 MEUR.
Sales: 3,610 MEUR.
Net income (incl. minority interests): 147 MEUR.
Equity ratio (as of December 31, 2008): 18.7%.
Products and services
Customized plants, process technologies, and services for the hydropower, pulp and
paper, metals, and other industries (solid/liquid separation, feed and biofuel).
Andritz and S&T – partnership for business success
4
The ANDRITZ GROUP
A world market leader in most business areas
Plants and services for solid/liquid separation for
municipalities and industries (e. g. mining, food
industry).
~10% ofGroup sales
Electromechanical systems for hydropower stations
– in particular turbines, hydropower generators, and
turbo generators; pumps.
~40% ofGroup sales
Plants and services for the production of pulp, paper
(especially tissue paper), board, and fiberboard;
biomass boilers.
~30% ofGroup sales
Production and finishing lines for metallic strip (for
carbon steel, stainless steel, and non-ferrous metal);
industrial furnace systems.
~15% ofGroup sales
Plants and services for production of animal feed (for
the petfood industry, the fish and shrimp feed indus-
try) and biomass pellets (especially wood pellets).
~5% ofGroup sales
Andritz and S&T – partnership for business success
5
The ANDRITZ GROUP
Growth through organic expansion and acquisitions
Andritz and S&T – partnership for business success
Compound Annual Growth Rate (CAGR)
of Group Sales 1998-2008: +17%
666 656
937
3.610
3.283
2.710
1.744
1.481
1.2251.110
1.319
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Sales of the ANDRITZ GROUP (MEUR)
PULP & PAPER
1990 Sprout-Bauer
1992 Durametal
1994 Kone Wood
1998 Kvaerner Hymac
1999 Winberg
2000 Ahlstrom Machinery
2000 Lamb Baling Line
2000 Voith Andritz Tissue LLC (JV)
2002 ABB Drying
2003 IDEAS Simulation
2003 Acutest Oy
2003 Fiedler
2004 EMS (JV)
2005 Cybermetrics
2005 Universal Dynamics Group
2006 Küsters
2006 Pilão
2007 Bachofen + Meier
2007 Sindus
2008 Kufferath
FEED & BIOFUEL
1995 Jesma-Matador
2000 UMT
2005 Chemes Strojarne
HYDRO
2006 VA TECH HYDRO
2007 Tigép
2008 GE Hydro business
2008 GEHI (JV)
ENVIRONMENT &
PROCESS
1992 TCW Engineering
1996 Guinard
2002 3SYS
2004 Bird Machine
2004 NETZSCH Filtration
2004 Fluid Bed Systems of
VA TECH WABAG
2005 Lenser Filtration
2006 CONTEC Decanter
METALS
1997 Sundwig
1998 Thermtec
2000 Kohler
2002 SELAS SAS
Furnace Div.
2004 Kaiser
2005 Lynson
2008 Maerz
6
Andritz and S&T – partnership for business success
The Andritz Group – Overview and company profile
Main areas of cooperation with IMG and S&T
ERP strategy definition and ASAP implementation
CIO Organizational Consulting
Office Communication Services and LiveMeeting
Summary
Questions and Answers
Contents
Andritz and S&T – partnership for business success
S
Andritz Group
IT Strategy
Definition of an Andritz Group IT Strategy, continuous modification and extension
Definition of an Andritz Group IT organization
Global biz Apps vs. local IT infrastructure rework of the IT strategy, critical review of the IT
organization and structures, development of an implementation plan currently on – going
ERP Strategy &
ERP
implementation
support
Definition of the Andritz Group ERP strategy which resulted into on global ERP for the
Andritz Group
Rollout and implementation support to execute the defined strategy
External staffing of missing internal competence & personnel
Initialization and execution of “Think tank” meetings to identify and discuss actual but also
possibly upcoming topics
Is used as a discussion forum to challenge upcoming further development possibilities
Those two days meetings are held 3 – 4 times a year
“Think tank”
Infrastructure
related topics
Infrastructure concept mainly for ADS and Exchange to align multiple domains into one
single domain concept (GECITS Computacenter S&T)
Implementation and daily support of infrastructure related topics
Hardware and appliance delivery
Main areas of cooperation with IMG and S&T
Summary of main topics
Andritz and S&T – partnership for business success7
Andritz Group IT Strategy
CIO services
ERP Strategy
ERP implementation support (ASAP)
“Think tank”
Main areas of cooperation with IMG
Cooperation exists since 2003
Infrastructure related topics
ADS / Exchange
OCS & LM
MS Operations Manager
Hardware delivery
Main areas of cooperation with S&T
Cooperation exists since <1998
S&T Group
Main areas of cooperation with IMG and S&T
Summary of main topics
Andritz and S&T – partnership for business success8
9
Andritz and S&T – partnership for business success
The Andritz Group – Overview and company profile
Main areas of cooperation with IMG and S&T
ERP strategy definition and ASAP implementation
CIO Organizational Consulting
Office Communication Services and LiveMeeting
Summary
Questions and Answers
Contents
Andritz and S&T – partnership for business success
10
ERP strategy definition and ASAP implementation
Andritz Group ERP strategy
Goals
Develoipment of harmonized business
processes
Development of a common ERP group
solution
ERP landscape that has to support
Group structure changes (Organizational
flexibility)
Common business processes
Step-by-step migration, no big-bang
Migration drivers
replacement priorities
cost considerations
Change Management
Clear existing uncertainty “What will
happen when…”
Change from random “Bottom-up” to
planned “top-down” (from local to a global
ERP strategy)
Predictability and credibility
Principles
Development Focus of ERP Roadmap
Lowest possible disturbance of running
businesses
Variant with lowest cost at manageable
risk
Implementation focus (to keep costs low)
Stay as much as possible with ERP
provided standard processes
Roll-out of same ERP processes globally
Strict version policy
Repositioning of IT Organization
System operation will be outsourced
Set-up of global competence center
Global cost sharing principles (e.g for Blue
Print Project)
Andritz and S&T – partnership for business success
11
ERP strategy definition and ASAP implementation
Setup of the ASAP Competence Center (ASAP CC)
The Global ACC Rollout Team is responsible
for the implementation of the global template
with adoptions to local processes and the
training of the key users during a rollout
project.
Following roles are involved:
ACC Lead Consultants
ACC Consultants
Global ACC Development Coordination
Global ACC Basis Coordinator
Global ACC Rollout Team
The Global ACC Incident Team is responsible
for the fast and efficient collecting, tracking
and resolving of system errors and problems
based on already implemented processes and
functionalities.
Participants will be nominated on a limited
time period
Following roles are involved:
Global ACC Incident Coordinator
ACC Lead Consultants & ACC Consultants
External Consultants
Global ACC Incident Team
ASAP Competence Center
Andritz and S&T – partnership for business success
ERP strategy definition and ASAP implementation
ASAP Rollout project overview 2009/2010
# Project
Name
Sta
tus
Ro
llou
t
Mo
del
Q1/09 Q2/09 Q3/09 Q4/09 Q1/10 Q2/10 Q3/10 Q4/10 Q1/11 Q2/11
R15 Andritz SWE (all entities)
3 A
R16 Andritz Fiedler
3 A
R17 Sundwig 3 A
R18 Andritz Singapore
3 B
R19 Andritz Uruguay/ Chile
3 C
R20 New Hydro locations within ATC
1 B
R21 Andritz Lenser
1 A
R22 Andritz BrazilPP
1 A
Kickoff Go live
Status:
1 = Project expected (proposal under consideration)
2 = Project approved (budget available)
3 = Project started
4 = Project finished – handed over to ACC
ASAP Rollout Models:
A = ASAP Standard Rollout Model (Model A)
B = ASAP Light Rollout Model (Model B)
C = ASAP Financial Rollout Model (Model C)
Q4/2009 Mar 2009
Q1/2010 Q3/2009
Jun/2010 Sep/2009
Q4/2009Feb 2009
Pre Kickoff
Jul/2009Apr/2009
Feb/2010Nov/2009
Q3/2010 Mar 2010
Blueprint May/2010 Q4/2010
Blueprint
Andritz and S&T – partnership for business success12
ERP strategy definition and ASAP implementation
ASAP Rollout project overview 2010/2011+
Kickoff Go live
Status:
1 = Project expected (proposal under consideration)
2 = Project approved (budget available)
3 = Project started
4 = Project finished – handed over to ACC
ASAP Rollout Models:
A = ASAP Standard Rollout Model (Model A)
B = ASAP Light Rollout Model (Model B)
C = ASAP Financial Rollout Model (Model C)
# Project
Name
Sta
tus
Ro
llou
t
Mo
del
Q3/10 Q4/10 Q1/11 Q2/11 Q3/11 Q4/11 Q1/12 Q2/12 Q3/12 Q4/12
R23 Andritz Hydro USA / CA
1 A
R24 Andritz Kufferath DE + SK
1 A
R25 Andritz FB Humenne/SK
1 A
R26 Andritz HydroBrazil
1 A
Q2/2011Sept/2010
Q2/2011Sept/2010
May/2011 Q1/2012
Q2/2011Nov/2010
Andritz and S&T – partnership for business success13
14
Global MDM
Concepts &
Processes
Definition of global standardization concepts (e.g. AST, AMC,
Classification, Characteristics, etc.)
Definition of globally valid master data processes (Creation, Change,
Lifecycle management)
Organizational
responsibility
Definition of roles
Assignment of group wide acting people to these roles
Provision and
management of
global master
data (data pool)
Identification and set-up of global master data (incl. identification of
potential scope, set-up in relevant applications, e.g. Matrix)
Management of global master data to support all core business
processes
ERP strategy definition and ASAP implementation
Master Data Management – Global activities
Implementation
Permanent technical and organizational implementation of global MDM
Roll-out specific implementation of MDM (incl. pro-active preparation and
post roll-out activities)
Andritz and S&T – partnership for business success
Main consulting partner for the definition of
the ERP strategy for the Andritz Group
Analysis of the current ERP situation
Development of possible scenarios
Preparation of the strategy document for the
Executive Board meeting
ERP strategy definition
Support during the setup of the whole ASAP
program
Definition of an ASAP organization together
with meeting structures, principles,
templates and template structures,
documentation and communication, …
Being a member in the overall ASAP
steering committee and different
coordination teams
Usage of consultants intensively for the
blueprint phase
Usage of consultants in the rollout projects
Produce new ideas and experiences from
customers in the same industry
IMG has been a key player in the overall
ASAP program
SAP implementation project
ERP strategy definition and ASAP implementation
Role of IMG
Andritz and S&T – partnership for business success15
16
Andritz and S&T – partnership for business success
The Andritz Group – Overview and company profile
Main areas of cooperation with IMG and S&T
ERP strategy definition and ASAP implementation
CIO Organizational Consulting
Office Communication Services and LiveMeeting
Summary
Questions and Answers
Contents
Andritz and S&T – partnership for business success
17
CIO Organizational Consulting
Establish a new Andritz Group IT
Achieve 10% yearly growth in
sales
50% Organic
50% complementary acquisitions
Increase share of service
business
30% of overall turnover
15% EBIT margin
Achieve EBIT goal
7% EBIT of Andritz Group
Customer proximity in new
BRIC core markets
Brazil
Russia
India
China
Strategic Goals Andritz Group Main Challenges for IT
Set-up of
regional IT
competencies
• Streamline of IT organizations within legal
entities
• Set-up of regional IT competence centers in
China, Brazil and India
• IT consolidation wherever reasonable
Fast integration
of new
acquisitions
• Integration at infrastructure level is established
• Allow fast roll-out of ASAP global processes
and applications after deal closing
Increase
Efficiency of IT
Organization
• Globalization of IT
• Clearly defined roles and functions
• Roll-out of global IT Processes
• Define global project portfolio management
• Implement global cost management
Andritz and S&T – partnership for business success
18
CIO Organizational Consulting
Establish a new Andritz Group IT
The organizational maturity level has to be improved
There is need for action in various IT functions
Maturity Level
205 IT staff are spread across 45 locations
No possible consolidation of competences
Fragmentation of Resources
840 servers are spread across more than 85 locations
Possible server consolidation potential not utilized
Fragmentation of Infrastructure
IT staff has to be managed via direct and multiple dotted
lines
Complexity of Reporting Lines
Andritz and S&T – partnership for business success
19
CIO Organizational Consulting
Establish a new Andritz Group IT
Scattered Andritz Group IT
High fragmentation of IT staff
Lack of consolidation of IT staff
Lack of consolidation of IT Infrastructure
Low level of maturity of IT organization
High complexity of IT organization
Low efficiency of IT organization
Future Andritz Group IT
Establishment of basic governance
principles
Implementation of a good practice IT
organization
Consolidation of application mgmt to major
sites
Consolidation of infrastructure mgmt. to
major sites
Implementation of a follow the sun
operations concept
Evaluate the possibilities for external
sourcing of services
Andritz and S&T – partnership for business success
Phase I
20
CIO Organizational Consulting
Establish a new Andritz Group IT – Transformation Program
Phase 2
Design Planning Implementation
n
Sustainability
Implementation of
the transformation
program
Ensure a
sustainable
implementation
Definition of the to
be status
Development of a
transformation
program
Change Management
Program and Project Management
Andritz and S&T – partnership for business success
21
CIO Organizational Consulting
Role and experiences with IMG – CIO Org Consulting
“As Is” analysis
Ro
le
“To Be” definition
General discussion about the “As Is”
situation
Identification of weakpoints and areas
for improvement
Guidance for the „As Is“ analysis
Evaluation of the „Need for action“
Triggering of the financial analysis
Support in the definition of the „To Be“
Andritz Group IT
Setup of an IT Transformation Program
Identification of the IT governance
model
Organizational regulations for a
business to IT alignment
Ex
pe
rie
nc
es
Using the existing knowledge and
experience accelerates the „As Is“
analysis phase
Based on their approach very efficient
and straight forward oriented
Whole topic was handled very slim and
target oriented
Utilization of existing know how
Outcome was a new organization and
needed functions
Additionally a transformation plan
which allows Andritz to go into the
planned directions
Governance definitions have been
formed
In the meanwhile the plans have been
approved
Andritz and S&T – partnership for business success
22
Andritz and S&T – partnership for business success
The Andritz Group – Overview and company profile
Main areas of cooperation with IMG and S&T
ERP strategy definition and ASAP implementation
CIO Organizational Consulting
Office Communication Services (OCS) & LiveMeeting (LM)
Summary
Questions and Answers
Contents
Andritz and S&T – partnership for business success
23
Office Communication Services (OCS) & LiveMeeting (LM)
Need for action
Andritz and S&T – partnership for business success2323
Calling to and from abroad creates very high costs through high roaming charges
Sharing of presentations and applications with internal and external partners is
heavily requested
Public tools are available which allows communication with almost no costs (e.g.
Skype) this tools create high security risks for enterprises but still are used for
erection sites
The implementation of OCS and LM inside our enterprise allows a secure VOIP
(Voice over IP) solution with additional features
The communication is routed inside our global network and therefore allows a cost
optimal way of communication
24
Office Communication Services (OCS) & LiveMeeting (LM)
Usage of MS OCS & LM as a UC tool
Andritz and S&T – partnership for business success2424
Microsoft OCS delivers streamlined communication features for presence
information, instant messaging, conferencing and enterprise voice for businesses
around the world.
OCS key features:
VoIP (Voice over IP) based phone calls
Screen sharing
Instant Messaging
Main Benefits:
Improved communication methods with presence information for Andritz
employees
Reduced phone costs due to usage of the internal network
Cost savings by using Live Meetings without the need for travelling
25
Andritz and S&T – partnership for business success
The Andritz Group – Overview and company profile
Main areas of cooperation with IMG and S&T
ERP strategy definition and ASAP implementation
CIO Organizational Consulting
Office Communication Services and LiveMeeting
Summary
Questions and Answers
Contents
Andritz and S&T – partnership for business success
26
Customer
understanding,
external view
Know how about the customer and also the customers area of operation is essential
Proven track record for the area of the cooperation engagement
Cooperation should be a partnership, open communication
Continuity of resources especially in strategic topics is important
Attitude
Mode of
operation and
commercials
Structured and organized
Documentation of all activities as well as application/system related implementations
traceability
Proactive suggestions of further possibilities and ideas
Specialist expertise in the area of activities
Market oriented pricing
Delivery according to the agreed scope and time frame
Andritz’s
Initial Situation
A lot of small sales offices
Some big production sites
Big capital project sites typically in no man’s land
Andritz offices in approx. 50 countries globally
Customer oriented
High degree of willingness to perform and motivation
Agreements must be kept
Activities and tasks should be executed from the perspective of an internal resource
Attitude
Andritz and S&T – partnership for business success
Summary – Expectations in a close partnership
Andritz and S&T – partnership for business success
27
Andritz and S&T – partnership for business success
Summary – Experiences
Andritz and S&T – partnership for business success
High willigness
for success
Long lasting
partnership and
thrust
Successful
implementation
of projects
Due to their
experience
adding value to
our organization
Highly motivated
and engaged
people
Cooperation up
to an Executive
Level, therefore
enough attention
Summary
Experiences –
Andritz and S&T
28
Andritz and S&T – partnership for business success
The Andritz Group – Overview and company profile
Main areas of cooperation with IMG and S&T
ERP strategy definition and ASAP implementation
CIO Organizational Consulting
Office Communication Services and LiveMeeting
Summary
Questions and Answers
Contents
Andritz and S&T – partnership for business success
Thank you for your attention
29
Klaus GlatzDipl.Ing.
Chief Information Officer Andritz Group
Head of Information and
Communication Technology
Department
ANDRITZ AG
Stattegger Strasse 18
A-8045 Graz, Austria
Tel. +43 316 6902-2954
Fax +43 316 6902-92954
klaus.glatz@andritz.com
www.andritz.com
Any questions or comments?
Andritz and S&T – partnership for business success
Klaus Glatz – CIO Andritz Group
Andritz and S&T – partnership for business success
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