business process bp

The information contained herein is subject to change without notice

Business Process Re-engineering

Best Practice Implementation

Optimization Objectives

••Analyzing business processes currently supported by the System wAnalyzing business processes currently supported by the System with a ith a

proven Supply Chain Methodologyproven Supply Chain Methodology

••Understanding SAP Functionality Gaps in supporting business procUnderstanding SAP Functionality Gaps in supporting business processes esses

••Determine the operating level of the Purchase to Pay business prDetermine the operating level of the Purchase to Pay business processocess

••Develop recommendations for functional gap mitigation/resolutionDevelop recommendations for functional gap mitigation/resolution

••ReRe--engineer business processes with Best Practices moving organizatengineer business processes with Best Practices moving organization to ion to

next sustainable levelnext sustainable level

••Optimizing SAP System functionality with configuration changes aOptimizing SAP System functionality with configuration changes and nd

enhancementsenhancements

••Develop recommendations on project implementation, including staDevelop recommendations on project implementation, including staffing ffing

requirements and costrequirements and cost

BPM/SCOR Overview Objectives

••Understand the SCOR frameworkUnderstand the SCOR framework

••Describe how it will be used in the clientDescribe how it will be used in the client’’s operationss operations

Supplier

Plan

Customer Customer’sCustomer

Make DeliverSource Make DeliverMakeSourceDeliver SourceDeliver

Internal or External Internal or External

Organization

Source

SCOR Model SCOR Model

Return Return Return Return Return Return Return Return

Building Block Approach

Processes Metrics

Best Practice Technology

Supply Chain Operations Reference (SCOR) ModelStructured around Five Distinct Management Processes

BPM/SCOR Overview What is a Reference Model?

Quantify the operational performance of similar companies and establish internal targets based on “best-in-class” results


Benchmarking

Characterize the management practices and software solutions that result in “best-in-class”performance

Characterize the management practices and software solutions that result in “best-in-class”performance

Best Practices Analysis

Process Reference Model

Capture the “as-is”state of a process and derive the desired “to-be”future state

Capture the “as-is”state of a process and derive the desired “to-be”future state

Business Process Reengineering

Capture the “as-is” state of a process and derive the desired “to-be” future state


Characterize the management practices and software solutions that result in “best-in-class” performance

• Process reference models integrate the well-known concepts of business process reengineering, benchmarking, and process measurement into a cross-functional framework

Cus

tom

ers

Supp

liers

P1 Plan Supply ChainPlanPlan

P2 Plan Source P3 Plan Make P4 Plan Deliver

Source Make Deliver

S1 Source Stocked Products M1 Make-to-Stock

M2 Make-to-Order

M3 Engineer-to-Order

D1 Deliver Stocked Products

D2 Deliver MTO Products

D3 Deliver ETO ProductsS2 Source MTO Products

S3 Source ETO Products

Return Source

P5 Plan Returns

Return DeliverSR1- Return Defective Product DR1- Return Defective Product

SR2- Return MRO Product

SR3- Return Excess Product

DR2- Return MRO Product

DR3- Return Excess Product

D4 Deliver Retail Products

BPM/SCOR Overview SCOR 6.0 - Processes

Enable

Source

Make

Deliver

Return


Enable

Processes that balance aggregate demand and supply to develop a course of action which best meets sourcing, production and delivery requirements.

Processes that procure goods and services to meet planned or actual demand.

Processes that transform product to a finished state to meet planned or actual demand.

Processes that provide finished goods and services to meet planned or actual demand, typically including order management, transportation management, and distribution management.

Processes that handle the return of materials to suppliers and receipt of goods from customers, including defective products, MRO products and excess products .

Processes that prepare, maintain or manage information or relationships on which planning and execution processes rely

PlanPlan

BPM/SCOR Overview Reading the 6.0 Process Tables

Metrics

Best Practices Tech

Enablers


• Process Model provides a toolset for rapidly modeling and understanding the supply chain

• Metrics provide a toolset for evaluating the supply chain and rapidly identifying high value opportunities

• Best practices and features provide a candidate list of improvement options

• The SCOR Model is the only model of its type that links these elements and provides a means for assessment of the supply chain outside of the individual organization

• Council members have demonstrated dramatic implementation successes in virtually every industry in every region of the world.

• The pace and number of SCOR implementations is accelerating and more and more organizations are adopting SCOR as the framework for their supply chain improvements.

BPM/SCOR Overview Applications of SCOR

• Software Selection & Implementation• Business Requirements

• Cost Reduction – Productivity Improvement• Direct• Indirect

• Application optimization• Upgrade• Utilization

• Implement Operational Strategy• Network Analysis – Material Flow

Design• Acquisition

• Due Diligence• Integration

• SKU Rationalization• Delivery Performance

Improvement• OTIF – Perfect Order• Synchronize Lead-time with

customer requirements• Supply Chain Six Sigma and Lean

Enterprise• Common definition of Supply

Chain – improved Organizational Understanding

• More Effective Project –Candidate Selection

• Leading Practice Design• Sales and Operations

Planning• Vendor Managed Inventory• RFID Deployment• CPFR

Source: Peter Bolstorff and The Supply Chain Council

BPM/SCOR Overview SCOR Boundaries


• SCOR Spans:– All supplier / customer interactions

• Order entry through paid invoice– All physical material transactions

• From your supplier’s supplier to your customer’s customer, including equipment, supplies, spare parts, bulk product, software, etc.

– All market interactions• From the understanding of aggregate demand to the

fulfillment of each order– Returns

BPM/SCOR Overview SCOR Boundaries


• SCOR does not include:– Sales administration processes– Technology development processes– Product and process design and development

processes– Some post-delivery technical support

processes• SCOR assumes but does not explicitly

address:– Training– Quality– Information Technology (IT) administration

(non-SCM)

BPM/SCOR Overview SCOR Levels of Detail

#

Level

Schematic Comments

1

2

3

4

ConfigurationLevel

(ProcessCategories)

ProcessElement Level

(DecomposeProcesses)

Plan

DeliverMakeSource

A company’s supply chain can be “configured-to-order” at Level 2 from approximately30 core “process categories.”Companies implement their operations strategy through their unique supply chain configuration.

Companies “fine tune” their Operations Strategy at Level 3

Level 3 defines a company’s ability to compete successfully in its chosen markets and consists of:• Process element definitions • Process element information inputs and outputs• Process performance metrics • Best practices, where applicable • System capabilities required to support best

practices

ImplementationLevel

(DecomposeProcess

Elements)

Companies implement specific supply chain management practices at this level Level 4 defines practices to achieve competitive advantage and to adapt to changing business conditions

Supp

ly C

hain

Ope

ratio

ns R

efer

ence

mod

el

Top Level

(Process Types)

Level 1 defines the scope and content for the Supply Chain Operations Reference model

Here basis of competition performance targets are set

Notin

Scope

Description

Balance Production Resources withProduction Requirements

Establish DetailedProduction Plans

Identify, Prioritize, and AggregateProduction Requirements

Identify, Assess, and AggregateProduction Resources

P3.1

P3.3 P3.4

P3.2

ReturnReturn

BPM/SCOR Overview SCOR Process Types

SCOR Process Type

Characteristics

Planning A process that aligns expected resources to meet expected demand requirements. Planning processes: • Balance aggregated demand and supply • Consider consistent planning horizon • (Generally) occur at regular, periodic intervals • Can contribute to supply-chain response time • Also integrate components of the model (S,M,D,R) and organizations (suppliers/customers)

Execution A process triggered by planned or actual demand that changes the state of material goods. Execution processes: • Generally involve - 1. Scheduling/sequencing 2. Transforming product, and/or 3. Moving product to the next process • Can contribute to the order fulfillment cycle time

Enable A process that prepares, maintains, or manages information or relationships on which planning and execution processes rely

BPM/SCOR Overview SCOR Quick Reference Charts

BPM/SCOR Overview Reading the 6.0 Graphics. Plan

•(EP.1) Planning Decision Policies•(EP.2) Supply Chain PerformanceImprovement Plan•(EP.4) Inventory Strategy

•Supply Chain Plans P2.1, P3.1, P4.1) (Customer)

•(Customer) Customer Requirements•(D1.3, D1.10) Order Backlog, Shipments •(EP.3) Planning Data•(EP.9) Revised Aggregate Forecast and Projections, Revised Business Assumptions

•(P2.4) Sourcing Plans•(P3.4) Product MAKE Plans•(P4.4) Delivery Plans•(EP.3) Planning Data•(EP.5, EP.6) Projected Internal and External Production Capacity•(EP.5, EP.6) Revised Capital Plan•(EP.5, EP.6) Outsource Plan•(EP.8) Regulatory Requirements•(Customer) Inventory

Balance Supply-Chain Resources with Supply-Chain Requirements

Establish and Communicate

Supply-Chain Plans

P1.3 P1.4

Identify, Prioritize, and Aggregate Supply-Chain Requirements

P1.1

P1.2

Identify, Assess, and Aggregate Supply-Chain Resources

BPM/SCOR Overview Reading the 6.0 Graphics. Source

•(Supplier) Sourced Products•(DR2.4) MRO Products

•(P2.4) Sourcing Plans•(ES.2) Source Execution Data•(ES.6) Logistics Selection•(M1.1, M2.1, M3.2) Production Schedule•(M1.2, M2.2, M3.3, D1.3) Replenishment Signals•(DR2.4) Return Inventory Transfer Data

S1.2

ReceiveProduct

S1.1

Schedule Product Deliveries

S1.3

Verify Product

•Receipt Verification (ES.1, ES.2, ES.6 ES.8)

•Procurement Signal (Supplier)•Sourced Product on Order (P2.2), (ES.9)•Scheduled Receipts (M1.1, M2.1, M3.2, D1.8, D4.2)

•Receipt Verification (ES.1, ES.2)

•(M) (D) Product Pull Signals•(ES.4) Product Inventory Location•(EM) WIP Inventory Location•(ED) Finished Goods Inventory Location •(ES.9) Payment Terms

S1.4

TransferProduct

S1.5

Authorize Supplier payment

•Inventory Availability (P2.2, ES.4, M1.2, M2.2, M3.3, D1.8, D4.2)•Daily Replenishment Requirements (D4.1) •Loaded Cart (D4.4)

BPM/SCOR Overview Reading the 6.0 Graphics. Make

M1.2

Issue Product

Produceand Test

•(P3.4) Production Plan•(S1.1, S2.1, S3.3) Scheduled Receipts •(M1.2, M1.3, M1.4, M1.5, M1.6) Information Feedback•(EM.5) Equipment and Facilities Schedules and Plans

•Production Schedule (P3.2, S1.1, S2.1, S3.3, D1.3, D1.8, D4.2)

•(S1.4, S2.4, S3.6) Inventory Availability•(EM.4) WIP Handling Rules, Move Information and Methods •(EM.6) WIP Location Rules

•Information Feedback (M1.1)

ScheduleProductionActivities

M1.1 M1.3

Package

•Information Feedback (M1.1)•Finished Product Release (D1.8, D4.2)

M1.4

•Inventory Availability (P3.2)•Information Feedback (M1.1)•Replenishment Signal (S1.1, S2.1, S3.3)•Product Location Information (EM.6)


•(P3.4) Production Plan•(P4.4) Deliver Plan

Stage Product

M1.5


Release Product to Deliver

M1.6

BPM/SCOR Overview Reading the 6.0 Graphics. Deliver

RouteShipments

D1.6

Plan and BuildLoads

D1.5

Reserve Inventory and

DetermineDelivery Date

D1.3

Receive, Enter & Validate Order

D1.2

Process Inquiry &

Quote

D1.1

Receive Product

D1.8

Pick Product

D1.9

Load Vehicle

Generate Ship Docs &

Ship

D1.10

Receive & Verify

Product at Customer

Site

D1.11

Install Product

D1.12

Invoice & Receive Payment

D1.13

• Routing Guide (carrier)• Rated Carrier Data

(Carrier)

• Scheduled Deliveries (P)

• (Customer) Customer Order• (Customer) Deliver Contract

Terms• (Customer) Customer

Replenish Signal

• Shipping Documents (carrier, cust, gov.)

• Delivered End Items (cust)

• (Customer) Inquiry

Consolidate Orders

D1.4

Select Carriers and

Rate Shipments

D1.7

From Make or Source

• (D) Inventory Availability

• (D) Inventory Availability

• (D) Consolidated Product

• (D) Advanced Ship Notice

• Payment

•(P2.4) Sourcing Plans•(P3.4) Production Plans•(P4.4) Delivery Plans •(S, M) Inventory Availability•(M1.1) Production Schedule

•Validated Order•Optional Payment

•Order Backlog (P1.1, P4.1)•Inventory Availability/ Delivery Date (P4.2) •Replenishment Signal (S1.1)

•Daily Shipment Volume

•Load Information (P4.2)•Plan and Build Loads Information (SR2.4)

•(S1.1) Scheduled Receipts•(S1.4) Inventory Availability•(M1.1) Production Schedule•(M1.6) Product Release•(SR2.2) Authorization to Scrap •(SR2.2) Authorization to Return to Service

BPM/SCOR Overview Reading the 6.0 Graphics. Return

•Return Product Authorization•Product Replacement Data

•Warranty Claim•Return Policy•Product Recall Notice•Fault Isolation

Authorize Return

DR1.1

•Return Shipment

•Ship To Data•Return Policy

Schedule Product Return

DR1.3

•Defective Product Shipment

•Receipt Transaction

Receive Defective Product

DR1.4

•Disposition Record

•Product Specifications Quality Test

SR1.5

•Asset Recovery Resource

Disposition Defective Product

SR1.6

Authorize Replacement

or Credit

SR1.7Request Return Replace-ment or Credit

DR1.2

Verify Defective Product

Source Return Deliver Return

Project Approach Objectives

••Understand how we will approach this projectUnderstand how we will approach this project

••TimelineTimeline

••ActivitiesActivities

••DeliverablesDeliverables

BPM/SCOR ApproachTimeline

Setup

- Refine Organizational and Functional Scope(SCOR L1 & L2)

- Schedule Interviews

- Define Project Logistics

Prepare Week 2 Week 3 Week 4 Week 5 Week 6 Findings Workshop

Assess

- Confirm SCOR L2 process elements and identify “AS IS”L3 tasks

- Identify SCOR “AS IS” L4 activities, identifying JDE functionality used

- Identify SCOR L4 activities that can be supported by SAPfunctionality

- Identification and documentation of SAP functionality gaps

- Infrastructure assessment- Develop implementation alternatives & validate

- Develop high level project plan (timing, resources)

- Present Findings,& Implementation Strategy

- Next Steps

PresentFindings

Analyze

BPM/SCOR ApproachModel Hierarchy - Scope

Level 1

Level 2

Level 3

Level 4

Level 5

Business Domain

Process Type Process Type Process Type

Process Category Process Category Process Category

Process Element Process Element Process Element

Detailed Process Step



Work Activity Work Activity Work Activity

Each level of a business process model contributes to the overall representation of the process.

BPM/SCOR ApproachDefine Scope: Level 1

Define scope with SCOR based on specific operations/business group in scope

Key Activities

Identify Business Scope

Level 1 Scope

Level 2 Scope

Business GroupProductsDistribution ChannelsLocations

Utilize SCOR to identify Level 1 scoping


DELIVERABLE: Level 1 Scope by Product/Supply Chain Variation within Specific Business

RD

Product C

Product B

P MS

Product A

RSDBusiness/Product

Plan

DeliverMakeSource

Return

Plan

DeliverMakeSource

Return

Key Objective:

Use SCOR and business scope to define which level 1 processes are in scope. Defines the basis for level 2 scope

BPM/SCOR ApproachDefine Scope: Level 2

Define scope with SCOR based on specific operations/business group in scope

DELIVERABLE:Level 2 Scope by Business/Product Group

Source Make Deliver

M1 M2 M3 D1 D2 D3Business/Product

S1 S2 S3

Product B

D4

Product A

S1 Source Stocked Product

S2 SourceMake-to-Order

Product

S3 SourceEngineer-to-Order

Product

M1 Make-to-Stock M2 Make-to-Order M3 Engineer-to-Order

D1 Deliver StockedProduct

D2 DeliverMake-to-Order

Product

D3 Deliver Engineer-to-Order

Product

D4 Deliver Retail Product

SR1 Return Defective Product

SR2 Return MRO Product

SR3 Return Excess Product

DR1 Return Defective Product

DR2 Return MRO Product

DR3 Return Excess Product

RETURN (DELIVER)

SOURCE

MAKE

DELIVER

RETURN (SOURCE)

Key Objective:

Use SCOR, business scope and Level 1 scope to define which level 2s are relevant to business/product.

Key Activities



Business GroupProductsDistribution ChannelsLocations

Level 2 Scope

Level 1 ScopeIdentify Business Scope

BPM/SCOR ApproachDocument Business Processes

Document “as is” processes with SCOR

Key Activities

Document Processes

Decompose & Map to Legacy Application

Map processes to New Application

Document Level 3 processes using SCOR model

Decompose & Document Level 4 Processes, identifying steps/tasks supported by JDEdwards functionality

Map process steps/tasks to SAP functionality, identify gaps & alternatives

Key Objective:

Translate today’s business process structure into SCOR. Puts processes into a standard language across businesses.


Decompose processes and identify steps supported by the SAP system

Key Objective:

Document Level 4 processes, identifying steps/activities currently supported by legacy application (SAP)

Key Activities

Document Processes




Decompose & Document Level 4 Processes, identifying steps/tasks supported by JDEdwards and SAP functionality


SCOR Level 1 through Level 4 SCOR Level 1 through Level 4

Level 1: Plan Supply Chain Level 2: Plan/Plan, Plan Source, Plan Make, Plan Deliver

PP.2

PP.1

PP.4PP.3 PP.4PP.3

Plan /Plan

Level 3

Level 4Level 4P1.1.2 P1.1.3 P1.1.4 P1.1.5 P1.1.6P1.1.1 P1.1.7P1.1.0 P1.1.8

Gather Forecast Input Data

w/o Constraints

Statistically Generate Requirements

Forecast

Analyze, Calculate Forecast

Independent, Dependent Demand

Preliminary Forecast(unconstrained)

Collaborative Review Forecast

(unconstrained)

Adjust Requirements

(unconstrained)

CommunicateGoals & TargetsRequirements

Gather Customer Requirements

Publish Demand Plan(unconstrained)

Company Specific Defined ActivitiesCompany Specific Defined Activities

Level 4 From scratch


Decompose processes and identify steps supported by CPC SAP System

Key Objective:

Document Level 4 processes, identifying steps/activities currently supported by legacy application (SAP)

Key Activities

Document Processes




Decompose & Document Level 4 Processes, identifying steps/tasks supported by JDEdwards and SAP functionality


Level 4 using SAP or existing flow diagrams

Key Objective:

Document Level 4 processes, identifying steps/activities that can be supported by SAP functionality.

Identify Gaps in SAP standard functionality. Identify mitigation alternatives

BPM/SCOR ApproachAnalyze Business Processes and Identify Gaps

Map business processes to SAP functionality. Identify Gaps

Key Activities

Document Processes




Decompose & Document Level 4 Processes, identifying steps/tasks supported by JDEdwards functionality


BPM/SCOR Overview Level 1-4 FrameworkSCOR Level 1 through Level 4 SCOR Level 1 through Level 4

Level 1: Plan Supply Chain Level 2: Plan/Plan, Plan Source, Plan Make, Plan Deliver

PP.2

PP.1

PP.4PP.3 PP.4PP.3

Plan /Plan

Level 3

Level 4Level 4P1.1.2 P1.1.3 P1.1.4 P1.1.5 P1.1.6P1.1.1 P1.1.7P1.1.0 P1.1.8

Gather Forecast Input Data

w/o Constraints

Statistically Generate Requirements

Forecast

Analyze, Calculate Forecast

Independent, Dependent Demand

Preliminary Forecast(unconstrained)

Collaborative Review Forecast

(unconstrained)

Adjust Requirements

(unconstrained)

CommunicateGoals & TargetsRequirements

Gather Customer Requirements

Publish Demand Plan(unconstrained)

Company Specific Defined ActivitiesCompany Specific Defined Activities

BPM/SCOR Overview Enable Elements

Enable Element Plan Source Make Deliver Return

1} Establish and Manage Rules 2) Assess Performance3) Manage Data4) Manage Inventory5) Manage Capital Assets6) Manage Transportation7) Manage Supply Chain

Configuration8) Manage Regulatory Compliance9) Process Specific Elements Align SC / Supplier

Financials Agreements

BPM/SCOR Overview Level 1 Performance Metrics

Customer-Facing

SCOR Level 1supply chain Management Assets

Supply Chain Reliability Cost

Responsiveness

Delivery performance

Fill rate

Perfect order fulfillment

Order fulfillment lead time

Supply Chain Response Time

Production flexibility

Total SCM management cost

Cost of Goods Sold

Value-added productivity

Warranty cost or returns processing cost

Cash-to-cash cycle time

Inventory days of supply

Asset turns

Internal-Facing

Flexibility

Level 1 Metrics are primary, high level measures that may cross multiple SCOR processes. Level 1 Metrics do not necessarily relate to a SCOR Level 1 process (PLAN, SOURCE, MAKE, DELIVER, RETURN).

BPM/SCOR Overview Summary

• SCOR is a process reference model designed for effective communication among supply-chain partners.• A standard language helps management to focus on management issues• As an industry standard, SCOR helps management focus across inter-

company supply chains• SCOR is used to describe, measure and evaluate Supply-Chain

configurations• Describe: Standard SCOR process definitions allow virtually any supply-

chain to be configured.• Measure: Standard SCOR metrics enable measurement and benchmarking

of supply-chain performance.• Evaluate: Supply-chain configurations may be evaluated to support

continuous improvement and strategic planning.• SCOR Building Block Approach

• Metrics: Discussed in section: SCOR Metrics• Processes: Discussed in section: As-is Process Modeling• Best Practice: Discussed in section: To-be Process Modeling• Technology: Discussed in section: To-be Process Modeling

BPM/SCOR Overview SCOR Project Roadmap

Material FlowMaterial Flow

SCOR Level 1

Operations Operations StrategyStrategy

Analyze Basisof

Competition

SCOR Level 2

Configuresupply chain

AlignPerformance

Levels, Practices, and Systems

Implementsupply chain

Processes and Systems

Implementsupply chain

Processes and Systems

•Competitive Performance Requirements•Performance Metrics•Supply Chain Scorecard•Scorecard Gap Analysis•Project Plan

•AS IS Geographic Map•AS IS Thread Diagram•Design Specifications•TO BE Thread Diagram•TO BE Geographic Map

Informationand Work Flow

•AS IS Level 2, 3, and 4 Maps•Disconnects•Design Specifications•TO BE Level 2, 3, and 4 Maps

Develop, Test, and Roll Out

•Organization•Technology•Process•People

SCOR Level 3

BPM/SCOR Overview Workshop Agenda

FacilitatorWrap Up Day 24:30 – 5:00

JP WalshJohn Carreau,Connie FuentesDave Dresner

Team

DP Example in EMEABPM ‘To –Be’ process

SCOR FrameworkReview as is in common frameworkDiscuss method for inventing to be

Break out: 3 Groups: 2 commercial,1ConsumerUse Common process steps to model to beInvent process steps where needed

Lunch Report Outs (2 Rpts, 1 hour each)

Discuss where Best Practice is includedHow known issues are dealt withTest with Scenarios that break the model

Break Report Outs (cont.)Model Differences

9:00 – 9:309:30 – 9:45

9:45 – 11:30

11:30 – 12:3012:30 – 2:30

2:30 – 2:452:45 – 3:453:45 – 4:30

Tuesday

PresenterDescriptionTimeDay


JP WalshJohn Carreau,Connie FuentesDave Dresner

Team

DP Example in EMEABPM ‘To –Be’ process

SCOR FrameworkReview as is in common frameworkDiscuss method for inventing to be

Break out: 3 Groups: 2 commercial,1ConsumerUse Common process steps to model to beInvent process steps where needed

Lunch Report Outs (2 Rpts, 1 hour each)

Discuss where Best Practice is includedHow known issues are dealt withTest with Scenarios that break the model

Break Report Outs (cont.)Model Differences

9:00 – 9:309:30 – 9:45

9:45 – 11:30

11:30 – 12:3012:30 – 2:30

2:30 – 2:452:45 – 3:453:45 – 4:30

Tuesday


Nikki MadsenJohn CarreauConnie FuentesDave Dresner

Brenda WestbrookLinda DavisNathaniel Barbier

John DoolanJohn P Walsh

BPM IntroductionBPM AS-IS ValidationBPM Overview and Project Methodology, SCOR FrameworkMetrics, Best Practices,As Is Model Objectives:

Capture Best PracticesUnderstand as is issues/opportunitiesUnderstand scenarios that test as is modelsCapture As Is map to common framework

Model Business Process walk throughNA Commercial/DT/Wkstn/Direct/Indirect

EMEA Commercial Break

Consumer DP Implementation Case Study

12:30 – 1:001:00 – 1:30

1:30 – 2:15

2:15 – 3:003:00 – 3:153:15 – 4:004:00 - 4:45

Monday



Nikki MadsenJohn CarreauConnie FuentesDave Dresner

Brenda WestbrookLinda DavisNathaniel Barbier

John DoolanJohn P Walsh

BPM IntroductionBPM AS-IS ValidationBPM Overview and Project Methodology, SCOR FrameworkMetrics, Best Practices,As Is Model Objectives:

Capture Best PracticesUnderstand as is issues/opportunitiesUnderstand scenarios that test as is modelsCapture As Is map to common framework

Model Business Process walk throughNA Commercial/DT/Wkstn/Direct/Indirect

EMEA Commercial Break

Consumer DP Implementation Case Study

12:30 – 1:001:00 – 1:30

1:30 – 2:15

2:15 – 3:003:00 – 3:153:15 – 4:004:00 - 4:45

Monday




John Carreau,Connie FuentesDave Dresner

Team

Recap BPM ‘To –Be’ processissues recordeddifferences and gaps

Best Practice ExerciseList HP best practices List number of SCOR best practices covered BreakTo be model refinement Mix teams/attempt to merge to 1 modelLunchReport on adjusted ‘to be’ model BreakOpen Issues in ‘to be’ model developmentNext Steps in ‘to be’ development

9:00 – 9:30

9:30 – 10:00

10:00- 10:1510:15 – 11:30

11:30 – 12:3012:30 – 1:302:30 – 2:452:45 – 3:453:45 – 4:30

Wednesday



John Carreau,Connie FuentesDave Dresner

Team

Recap BPM ‘To –Be’ processissues recordeddifferences and gaps

Best Practice ExerciseList HP best practices List number of SCOR best practices covered BreakTo be model refinement Mix teams/attempt to merge to 1 modelLunchReport on adjusted ‘to be’ model BreakOpen Issues in ‘to be’ model developmentNext Steps in ‘to be’ development

9:00 – 9:30

9:30 – 10:00

10:00- 10:1510:15 – 11:30

11:30 – 12:3012:30 – 1:302:30 – 2:452:45 – 3:453:45 – 4:30

Wednesday


AGENDA ATTRIBUTESAGENDA ATTRIBUTESTime CriticalSME EmpowermentDesired Results

P1P1

BPM/SCOR Overview Mapping the Processes. Level 1-2

RM Suppliers Company

Company’s Regional

Warehouses Customers

P2P2

P4P4

P3P3

P4P4

S1 D1 S1

P2P2

P2P2

P3P3

P4P4

M2S2 D2

M1 D1 S1S2D1

M1

P1P1 P1P1

S1

P1P1

BPM/SCOR Overview Mapping the Processes. Level 1-3

S2

RM Suppliers Level 2

S1.1S1.2S1.3S1.4S1.5

S2.1S2.2S2.3S2.4S2.5

S1

S2 M2

M1

M2.1M2.2M2.3M2.4M2.5M2.6

D1.1D1.2D1.3D1.4D1.5D1.6D1.7D1.8D1.9D1.10D1.11D1.12D1.13

S1.1S1.2S1.3S1.4S1.5

S2.1S2.2S2.3S2.4S2.5

S1.1S1.2S1.3S1.4S1.5

S1.1S1.2S1.3S1.4S1.5

M1.1M1.2M1.3M1.4M1.5M1.6

S1 S1

S1

M1

M1.1M1.2M1.3M1.4M1.5M1.6

D1

D1.1D1.2D1.3D1.4D1.5D1.6D1.7D1.8D1.9D1.10D1.11D1.12D1.13

D1.1D1.2D1.3D1.4D1.5D1.6D1.7D1.8D1.9D1.10D1.11D1.12D1.13

D2.1D2.2D2.3D2.4D2.5D2.6D2.7D2.8D2.9D2.10D2.11D2.12

D1 D1

D2

Regional Warehouses

Customers

P2P2P4P4P3P3

P4P4P2P2

P2P2

P3P3P4P4

P1P1P1P1

P1.1P1.2P1.3P1.4

P2.1P2.2P2.3P2.4

P3.1P3.2P3.3P3.4

P4.1P4.2P4.3P4.4

P4.1P4.2P4.3P4.4

P4.1P4.2P4.3P4.4

P2.1P2.2P2.3P2.4

P2.1P2.2P2.3P2.4

P3.1P3.2P3.3P3.4

P1.1P1.2P1.3P1.4

P1.1P1.2P1.3P1.4

Summary Optimization Objectives

••Analyzing business processes currently supported by the SAP SystAnalyzing business processes currently supported by the SAP System with a em with a

proven Supply Chain Methodologyproven Supply Chain Methodology

••Understanding SAP Functionality Gaps in supporting business procUnderstanding SAP Functionality Gaps in supporting business processes esses

••Determine the operating level of the Purchase to Pay business prDetermine the operating level of the Purchase to Pay business processocess

••Develop recommendations for functional gap mitigation/resolutionDevelop recommendations for functional gap mitigation/resolution

••ReRe--engineer business processes with Best Practices moving organizatengineer business processes with Best Practices moving organization to ion to

next sustainable levelnext sustainable level

••Optimizing SAP System functionality with configuration changes aOptimizing SAP System functionality with configuration changes and nd

enhancementsenhancements

••Develop recommendations on project implementation, including staDevelop recommendations on project implementation, including staffing ffing

requirements and costrequirements and cost

Contact Contact [email protected]@Exusia.com