digital backbone - plm europe · 2018-11-01 · 12 | the mto challenge presentation title •we...
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DIGITAL BACKBONEA JOURNEY TO COMPANY WIDE PRODUCT DATA QUALITY MANAGEMENT
Rolf Sint, IT Architect
30.10.2018
Company Introduction
4 |
SWAROVSKI GROUP
EUR 3.5 billion annual turnover generated by the Swarovski
Group
32,000 employees distributed across 170 countries
3 companies Swaroski Crytsal Business, Swarovski Optik, Tyrolit
Headquartered in Austria and Switzerland
5 |
SWAROVSKI CRYSTAL BUSINESS (SCB)Business Units & Brands
ATELIER SWAROVSKI
SWAREFLEX
CONSUMER GOODS
BUSINESS
SWAROVSKI
PROFESSIONAL
LIGHTING BUSINESS
GEMSTONES BUSINESS
SWAROVSKI TOURISM
SERVICES
Executive BoardVon links: Daniel Cohen, Nadja Swarovski, Mathias Margreiter,
Markus Langes-Swarovski, Robert Buchbauer
6 |
EUR 2.7 billion turnover 2017
27,000 employees worldwide
Stores worldwide
1,500 Swarovski Stores
1,500 Partner Stores
Production locations in:
Austria, India, Thailand, Vietnam, Serbia, USA
FACTS
SWAROVSKI CRYSTAL BUSINESS (SCB)
7 |
7
SCB LOCATIONS WORLDWIDE
3,000 Stores worldwide
Status quo and the product master data
management challenge
9 |
CHALLENGE - PRODUCT DATA QUALITY AS A KEY COMPANY ASSET
DIGITAL BACKBONE
Increasing complexity of
our product assortment
Increasing
expectations to the
„Time to Market“
State of the art
IT landscapeData
Analytics
Digital Initiatives (Online
Shops, Mobile Apps,
Online Plattformen, …)
Data Protection
10 |
DIGITAL INITIATIVES (ONLINE SHOPS, MOBILE APPS, ONLINE PLATFORMS, …)IINCREASING NUMBER OF DIGITAL CHANNELS
DIGITAL BACKBONE
• Through different channels (e.g. ecommerce) data (quality)
becomes more visible to our customers
• Insufficient customer experience and lack of ability to
show all available products or connect additional digital
channels
• Quality issues and inefficient processes
• Inefficient processes, redundant data and inflexibility in IT
systems are the reason for manual rework and a low degree
of automation
11 |
INCREASING COMPLEXITY OF OUR PRODUCT ASSORTMENT
Current Assortment
• Swarovski has currently about 61 000 materials (loose crystals) in our product
assortment
• Each material describes a single crystal defined by key attributes like cut, color,
size, effects and foiling. Each material is stored in SAP and has a unique material
number.
Future Assortment: (MTO)
Our MTO assortment covers about ….
• Cuts 533
• Sizes 3 Average available sizes per cut
• Colors 70 Average available colors per cut
• Effects 55 Average available effects per cut
• Foiling 3 Average available
→ The estimated maximum potential product variants cover about
18 Million variants of our crystals
12 |
THE MTO CHALLENGE
PRESENTATION TITLE
• We have to create and maintain feasibility information for 18 000 000 crystals.
30% of these variants are technically not feasible, and another 30% are not feasible from a marketing point of view. So
about 6 Million variants will comprise the final configurable assortment.
• The user should be able to start the configuration on any arbitrary criteria. E.g. size, color, etc.
A lot of product configurators on the market only provide the linear configuration of products. E.g. Most car configurators.
• Complex logic within our product assortment:
Some cuts are only feasible in specific sizes, some effects can only be applied on specific sizes and geometries. Some
refinements can only be used on specific pretreatments. Indeed, various dependencies are possible and their detailed
analysis and definition will be part of the project.
• Integration
The rules will build the core of our future product assortment. So this information has to be integrated by several platforms,
e.g. EShop, B2B Ecommerce, SAP, …
13 |
3D DESIGNS ARE BECOMING ENTERPRISE ASSETS
3D
US
E C
AS
ES
FR
ON
T-E
ND
BA
CK
-EN
D Product costing
Tooling & fixture
productionDemand planning
Production
automation
Online & retailer
catalogues
Virtual try-onsVisual
merchandising
Communication
3D DESIGN IS BECOMING AN ENTERPRISE ASSET
How to guarantee the correctness of the data? What is the best way to distribute the data?
IT systems, data interaction and data objects
15 |
16 |
PRODUCT DEVELOPMENT – MAJOR SYSTEMS
SAP ERP
MDM
Transactions
Hybris PCM
Hybris
Commerce
Mobile App
HCP
B2B Online
Shops
Siemens
Teamcenter
Siemens
NX
Digital Backbone: Focus on MDM
processes in Siemens NX, Siemens
Teamcenter, SAP ERP and PCM
17 |
STATUS QUO
PRESENTATION TITLE
• Highly customized IT application landscape
• No MDM system is currently in use
• Major systems für product master data are Siemens NX, Siemens Teamcenter and SAP ERP
• Siemens Teamcenter and SAP ERP are highly customized and have been developed over the
last
decades
• For a realignment and modernization of these systems the required processes as well as the
future requirements have to be defined
18 |
DEFINITION OF PRODUCT MASTER DATA MANAGEMENT
OBJECTS IN PROJECT SCOPE
DIGITAL BACKBONE
Siemens Teamcenter / Siemens NX
# ID
Descriptions
Classification
Geometric Data
CAD Data
Weight
…
ERP
# ID
Descriptions, Classification
Geometric Data, Weight
Varian Configuration
Plant specific data
Sales specific data
BOM
Routing
Product Documents
…
PIM
# ID
Marketing Data
Translations
Media Assets
Care instructions
…
Product development, data governance and data consumption
In SCOPE:
Out of SCOPE:
• Pricing
• Stock
• Transactional data
• MES
• Sales and Demand Planning Data
• Launch planning
• CRM
Product Master Data creation, maintenance and control
Data Requirement:
Customer requirement
Product specifications
Assortment data
Launch information
…
Data Consumption:
Purchasing
Production
Logistic
Sales / E-Commerce
Analytics
…
Project objectives of the digital backbone project
20 |
WHAT IS THE DIGITAL BACKBONE
DIGITAL BACKBONE
What is the digital Backbone about?
The main objective of the digital backbone project is …
• the identification of existing pain points in the product creation and maintenance process.
• the implementation of quick wins throughout the project as well as the development of an
implementation roadmap
• to establish a state of the art IT architecture to support current and future business needs
For this the following three dimensions have to be considered:
• Business Processes
• IT Systems and Tools
• Product Master Data Quality
21 |
WHAT IS THE DIGITAL BACKBONE
PRESENTATION TITLE
What is the result of this project?
As a result of the digital backbone a future IT architecture in the areas of product master
data will be established. This will form the digital backbone as a basis for the realization of
future requirements in product management.
22 |
PRINCIPLES
• Product master data is maintained fully, correctly and on time
• Product master data is accessible be requesting persons and
systems
• Individual responsibilities regarding data quality management
processes are transparent and executed professional
• KPIs which indicate a high master data quality level are
measured and checked regularly regarding completeness,
consistency, correctness and actuality
• Causes of data quality issues are detected and fixed rapidly
23 |
PROCESS
How does the process haveto change so that we can
significantly improve alongthe defined dimensions?
TECHNOLOGY
Which digital technologiescan fuel the product
development process?
ORGANIZATION CAPABILITIES
DATA
PEOPLE
Which skills and compentencies are required
to effectively operate in such a product
development environment?
THE 6 BUILDING BLOCKS FOR PRODUCT DEVELOPMENT IN A DIGITAL WORLD
24 |
DIGITAL BACKBONE IS A MAJOR ENABLER OF SWAROVSKI´S DIGITALIZATION
AND FOCUSES ON EACH OF THESE BUILDING BLOCKS
DIGITAL BACKBONE
Roles & Skills
Digital
Business
Models
Digital
EnterpriseDigital
Customer
Organization
System / Architecture
Processes
DataCapabilities
Product
master
data
SWAROVSKI´s
Digital Backbone
Roadmap
26 |
DIGITAL BACKBONE – PHASE 1
DIGITAL BACKBONE
• Timeline: 26 weeks
• Evaluation Phase Deliverables/Activities:
Activity
0 Identify Stakeholder
1 Define business capabilities and requirements
2 Map future system architecture to capabilities
3 Asses status quo data objects and processes
4 Define current "data owner“
5 Define future IT architecture
6 System application assessment (cleanup, adopt, replace)
7 Define implementation activities
27 |
A JOURNEY TO COMPANY WIDE PRODUCT DATA QUALITY MANAGEMENT
Develop
2.Define
3.Determine
4.Analyze
5.Improve
6.Monitor
Identify relevant product
masterdata objects
guidelines and data
quality rules
current data quality
reasons for quality
issues and impact
monitor data
quality
Data quality and
governance
Digital Backbone
28 |
IT OPPORTUNITIES & NEXT STEPS
IT opportunities
• Establish a state of the art software architecture to support efficient business processes
• Introduce a MDM Tool to realize data governance ( including Workflows and Rule engines) (e.g. MDG / BRO / …)
• Introduce workflows to support processes
• Increase efficiency by increasing the level of Standardization
Next Steps:
• High level documentation and status quo analysis of involved IT systems
• Get Business Vision, Business Objectives and Business Requirements
• Establish a target architecture together with business and based on business requirements
• Establish implementation roadmap
29 |
FUTURE IT ARCHITECTUREEstablish a target architecture including ….
MDM SYSTEM SAP S/4 HANA
WorkflowsBusiness Rules
USER Interaction
ACTIVE WORKSPACEVariant Configuration and CPQ
THANK YOU
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