Innovation World 2013 presentation Get introduced to BPM in the context of ERP, implemented globally at Coca-Cola Bottling companies using SAP® and other solutions. Business process standardization and the implementation of best-practice processes are the company's key guiding principles. Topics covered in this presentation include an overview of the Coca-Cola System and the Bottler Services Group, the BPM life cycle for Coke One (process strategy, process design, process implementation and process controlling) and an assessment of where this initiative is headed next. Speaker: Petra Burgstaller BPM & Enabling Lead, The Coca-Cola Company

1. ©2013 Software AG. All rights reserved.©2013 Software AG. All rights reserved.
Petra Burgstaller, BPM & Enabling Services Lead –
The Coca-Cola Company
October 10th, 2013
BPM in the context of global
ERP Implementations
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Content
• Introduction to The Coca-Cola System
• Bottler Services Group & Coke One Introduction
• Business Process Management in Coke One
• Summary and Outlook

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Our Mission:
At The Coca-Cola Company we strive to refresh the
world, inspire moments of optimism and
happiness, create value and make a difference

4. We
Have
the
World’s
Strongest
System
200+
Brands
in
Countries
250
Bo<ling
Partners
23+
Outlets
Million
700+
Global
System
Employees
Thousand
Top
10
Private
Employer
Billion
Servings
Every
Day
1.8
Approximately

5. Company-­‐Owned
&
More
to
Come!
The
World’s
Greatest
Beverage
Brands

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Bottler Service
Group & Coke One
Introduction

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What does it look like when we get there?

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To be the Coca-Cola bottlers’ trusted advisor on all process, data, and IT
solution needs and a value-added service provider used to accelerate local
deployment efforts leveraging global best-practice capabilities
• Focus and improve core
Coke One capabilities
• Expand Coke One
adoption footprint
across all geographic
regions
• Improve and optimize
billable BSG services
utilization
• Sustain ongoing KO
audit compliance
• Rebuild BSG with the
necessary mindset &
skills for sustainable
success
• Leverage partnerships
across Global IT and
other functions to
optimize resource skill
and reach
• Focus BSG efforts to
deliver the right
things, to the right
bottler, at the right
time, & with
indisputable value
• Freeze/discontinue
non-core capabilities/
support
• Upgrade & maintain
core solution
components
• Migrate infrastructure
to a more cost-effective
cloud-based model
• Target non-C1 bottlers
of large to upper mid-
range size for further
expansion
• Build a clear value
case for BSG service
utilization
STRATEGY ORGANIZATION EXECUTION
Bottler Services Group Vision

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Amatil
Australia
New Zealand
Indonesia
FEMSATNTL
Philippines
Thailand
Swire
CCCIL
Shen
Mei
CCW
Japan
China
CONA
USAArca-Contal
Mexico
Shanduka
South Africa
Andina
Argentina
Brazil
Chile
Hindustan
India
CCI
Turkey
CCEAG
Germany
CC Singapore
Singapore
Malaysia
CCB Malaysia
Coke One Deployment

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• Plan &
Integration
• Make &
Maintain
• Warehouse &
Delivery
• Procurement
• Market-to-
Order
• Order-to-Cash
• FSV / CAM /
MAM
• Customer
Integration
• Mobile
Solutions
• Controlling &
BPS
• Finance &
Shared
Services
• Business
Controls
• SAP
Application
Development
• 3rd party
application
integration
• Test & Quality
Management
• EA &
Landscape
Management
• Infrastructure
Services
• BPM
Governance
• Master Data
Management
• End user
Training /
Coke One
Academy
• Toolkit &
Change
Management
Bottler Services Group – Organization structure
Commercial Supply Chain Finance
Template &
Solution
BPM &
Enabling
Services
General
Manager
• Business and
master
planning
• Process &
Solution
integration
• Release
Management
• Delivery
Management
Planning,
delivery and
integration

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Vision 2020 – Our Roadmap For Winning Together

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Coke One provides a platform to enable 2020
Vision across our franchise system
Productivity
Profit
Partners
ü Design and implement the most effective and efficient business system
ü Standardize and simplify our business processes, data and IT systems
ü Create a competitive cost advantage across the entire supply chain
ü Build a continuous improvement and cost management culture
HowCokeOneEnables2020Vision
ü Operate the lowest-cost manufacturing and logistics in every market,
while maintaining our quality standards
ü Use our size and expertise to create economies of scale
ü Think and act like an integrated global enterprise while intensifying our
local focus
ü Win at the point of sale
ü Increase people’s system knowledge and cross-system movement
ü Ensure that our products are always the “gold standards” for quality
ü Create competitive advantage by fulfilling our Live Positively
commitments
People,
Portfolio,
Planet
2020 Vision Extracts

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BPM – Business Process
Management in Coke One

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FINANCE SUPPLY CHAIN COMMERCIAL
Focus Areas
1. Organize / cleanse
documentation
2. Establish integrated
BPM Process, Data,
solution model
3. Enhance/leverage
bottler business
scenarios
4. Update Coke One
methodology, roles
and responsibilities
5. Develop Education &
Training Model
ARIS
Coke One Tools
UPK
Coke One Portal (SharePoint)
SharePoint
Master Data Management
Documentation Methodology
Improve quality, access, and usability of core capabilities required to
enable and accelerate the build, deployment and sustainability of
the Coke One solution.
BPM in Bottler Services Group

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Process strategy
BPM in our Coke One SDLC
Design
Planning &
Continuous improvement
Build & Test
• BPM governance: BPM strategy,
roles, processes
• BPM Service offering
• Distribution procedures
global rollout management
• Process Design Document
(PDD) – a mandatory
deliverable in Coke One SDLC
• Release cycle management
• Quality assurance procedures
• Business publishing
• Solution build based on
process design
• Synchronization with SAP SolMan
• Test case creation based on process
(report)
• Integration tests based on E2E
process definition
• PMM: Process maturity model
assessment
• Scope definition via UPM (Process
list)
Coke One
Bottler I Bottler II Bottler III
…
Test
Continuous
improvement
RequirementsAnalysis

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Process
Structure &
Levels
Standards,
Conventions,
Handbook,
Guidelines
Tools
Procedures
Roles
Responsibilities
Committee
BPM
Approach &
Standards
BPM
Governance
Structure
Standardized
Processes, Data, & Solutions
Determine BPMDetermine BPM
service offeringsservice offerings
& processes& processes
SpecifySpecify
architecturalarchitectural
standards &standards &
guidelinesguidelines
DefineDefine
implementationimplementation
planplan
Define BPMDefine BPM
roles &roles &
responsibilitiesresponsibilities
DesignDesign
<
Evaluate BPMEvaluate BPM
maturitymaturity
Identify relevantIdentify relevant
stakeholdersstakeholders
DefineDefine
project scopeproject scope
and planand plan
Stipulate BPMStipulate BPM
requirementsrequirements
Determine BPMDetermine BPM
value propositionvalue proposition
StrategyStrategy
Define BPMDefine BPM
use cases &use cases &
approachesapproaches
CommunicateCommunicate
BPM value &BPM value &
offeringsofferings
DistributeDistribute
BPM tools &BPM tools &
knowknow--howhow
ConductConduct
projects In BPMprojects In BPM
use casesuse cases
ImplementImplement
process governanceprocess governance
modelmodel
ImplementationImplementation
MonitorMonitor
BPM adaptationBPM adaptation
successsuccess
Monitor BPMMonitor BPM
skill developmentskill development
MonitorMonitor
projectproject
performanceperformance
ControllingControlling
MonitorMonitor
BPMBPM
compliancecompliance
Identify andIdentify and
managemanage
improvementsimprovements
BPM Governance in Coke One

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Process of Process Changes
Identify if rationalized
requirements /
demands have impact
on process design:
• Change to existing
processes
• New processes required
BPM LeadPSL (or assigned
team member)
PSLsModeler
Supported by ARIS
Release Cycle Management
Bottler Review
PDD
-­‐
Process
Design
Doc
completion
Process
design
in
ARIS
Standards
&
Method
Check
Content
review
&
approval
Publication
of
new
Coke
One
Model
Release

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The Coke One Model – We have built …
~1080 processes
including 80
variants on 4
levels of detail
125 Risk objects
with 57
automated + 449
manual controls
and their relation
to processes
51 KPI / 152 Process
performance measures
(PPMs) and their
relation to Value drivers
~350 Business
roles maintained
and linked to
process steps
~900 SAP transaction
codes linked to process
steps and 8 Coke One NON
SAP application systems
Embedded process and
measure assessment
tools (PMM)

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…an asset with Value
Coke One
Model
Employee
enablement,
knowledge
transfer
Source of testing,
training and user
documentation
Compliance: risk
and control
management
Eases mergers,
acquisitions and
restructurings -
process
standardization
Efficient
preparation for
implementation
and release
upgrades
Enables the
efficient use of
shared services
1919

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A published process is better....
20

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Synchronization
SAP relevant E2E business scenarios
and respective processes
transferred to SAP Solution Manager
21
PDDs
(Process Design Documents)
PSLs document & update
Coke One processes (L4)
and define E2E business
scenarios as sequences of
these processes via PDDs
BTCs
(Business process Test Cases)
Upload of at least one
BTC per L4 process to be
tested
Coke One R3.0
(ARIS database)
Scale_TMP
(Type: Template project)
Test Project R3.0
(Type: Implementation project)
Automatic creation of test
plans and test packages
from BTCs assigned to L4
process and the sequence of
E2E business scenarios
Test plans & -packages
Design Phase
Test Phase
Test Case Repository
Process design work supports testing

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Localization of Coke One – Distribution Concept
Coke One
Bottler I Bottler II Bottler III
22
Bottler localizations are done
in own Bottler copy of Coke
One
• Simultaneous modifications
– Modify Bottler processes and
solution according to local
requirements
– Further develop Coke One process
and data standards template
• Comparison & update
– Compare versions of Coke One
template
– Compare Coke One template with
Bottler database (upon request)
– Update Bottler database with new
template processes (upon request)

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• Standardized process driven documentation of the Coke One Template
functionality
• For one area / capability within a stream or cross stream (typically a Level
2 or 3)
• Growing with each Release, updated after template is designed and built
• Generated based on structures and information in ARIS including screen
shots from SAP or other supportive concept graphics
• Stored in ARIS as ready to read documents
• Possibility to self-generate on Business Publisher
• Solution Guide does NOT include …
• requirements or future ideas
• documentation about standard SAP functionality
• technical documentation or configuration
• training for end user
23
Solution Guide – a process driven product
description

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BPM community – leverage the size of our system

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25
BPM community – Where chatting is a good thing!

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Summary and
outlook

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Summary – Where are we now on our
BPM journey
Bottler Service Group going through a transformation – BPM will support this
transformation and continue to accelerate build, deployment and
sustainability of high quality Coke One solution through best practice process,
tools, and methodologies
– BPM continues to be one of the building blocks of Coke One methodology
– With the Coke One Model and the Process Maturity Assessment Model we
have built an asset that is recognized within the Coca-Cola System
– Bottler Services Group is recognized as the BPM service delivery partner
in regards to both method and process expertise
– We have professionalized our BPM training capabilities with the set up of
the Coke One Academy
– We started to establish a BPM community within the Coca-Cola system,
where we are seen as a thought leader

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...and where do we need to get better
• We have built great assets in regards to BPM tools some of which
however only starting to be (re)used now or are still hardly used
Value analysis & restructure BPM service offering
• Practice what you preach! – Internal process documentation and
internal process ownership
SDLC review
• BPM is a great selling point in the initial engagement phase with the
bottler, but when actual deployment activities start great BPM
localization plans often seem to be thrown over board
BPM service offering review; collaboration with deployment
partners; define mandatory deployment deliverables

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Questions