JDE & Peoplesoft 2 _ Ian Spencer _ JDE EnterpriseOne as the focus of WCB's ICT Plan.pdf

JDE
Enterprise
One
as
the
focus

of
WCB's
ICT
plan

Ian
Spencer

The most comprehensive Oracle applications & technology content under one roof

Warrnambool
Cheese
&
Bu5er
(WCB)

•  Established
in
1888
and
the
oldest
dairy
company
in
Australia

•  Only
dairy
company
listed
on
Australian
stock
exchange
(listed
in

2004)

•  Approx
turnover
$500
million

•  2
JV’s
owned
by
the
company

•  Great
Ocean
Ingredients

•  Japan
sales
trading
house

Victoria
produces
about
2/3
of
Australia’s
milk;

WCB
processes
about
1/6
of
Victoria’s
milk

h5p://www.wcbf.com.au

h5p://www.dairyaustralia.com.au/


WCBF
Systems
Timeline

Me
@

WCB

JDE
ICT
Strat
JDE
E1
S&D
Mgt,

BI
–
S&OP,

World
Plan
Live
Sales,
Milk
EIM,
PINS

1993

2007

2008

2009

2010

2011

2012

BI
–
Bud

&
F/C

WCB
“Annus
Horribilis”


Original
ICT
Strategy


ICT
Strategic
Plan
–
2007
to
2012

•  A
number
of
underlying
themes:

•  Business
alignment
–
strategic
context

•  “Do
wells”
to
achieve
strategic
outcomes

•  Inadequacy
of
then
exiseng
systems
porfolio

•  Program
Governance
(eg
Steering
Commi5ee,
SDLC,
methodologies)

•  ICT
Organisaeon
(range
of
skills,
leadership)

•  Progressive
Implementaeon

•  Twenty
programs
of
work,
eg
JDE
‘Upgrade’,
Enhanced
Inventory

Management


Exiseng
systems
c
2006/7
Quadrant
Descrip%on

10
Quadrant
1
Quadrant
4
1.  Meets
users
needs
but

Procurement
Accounts
Receivable
have
technical

Financial
Repor7ng
Accounts
Payable
deﬁciencies

Retail
Sales

JDE
SCADA
2.  Candidate
for

Redesign
&
Rewrite
replacement,
poor

Func%onal
Quality

CHRIS21

Document
Management
func7onal
and
technical

Transport
Pickups

Madcap
Laboratory
Informa7on
quality

Milk
Tracking
Management
System

5
Me Trident
3.  Have
func7onal

Supcon
x
deﬁciencies
but

Cheese
Block
Tracking
Maintain

Bulk
Sales

&
technically
easy
to

JDE
Cost
Accoun7ng

Enhance
operate
and
maintain

Shopkeep

Management
Repor7ng

Milk
Forecast
Sales
Forecast
4.  Meets
users
needs
for

Yield
Forecast
Product
func7onal
support
and

Op7misa7on
technically
easy
to

Produc7on

Financial
Forecast

Forecast
operate
and
maintain

Scrap
&
Replace

Quadrant
2
Quadrant
3

0
5
10

Technical
Quality


Upgrade
to
Enterprise
One

“The
JD
Edwards
EnterpriseOne

applica%on
suite
has
provided

the
founda%on
for
a
range
of

projects
that
will
transform
the

way
WCB
operates
now
and
in

the
future.
It
will
ensure
that
we

can
con%nually
streamline

manufacturing
and
distribu%on.”


WCB
Strategic
Planning
Framework

–
2011
onward

To be Australia’s leading Dairy Company

Vision
Excellence; Working together; Contribution by all;
Our reputation; Honesty & Integrity; Innovation Values /
Beh Stds
Organisational strategic objective (financial goal) Mission /
Goals

Objective statements for each of the key functions Strategic Themes /
Objectives
Strategic initiatives schedule, business improvement
projects Initiatives

Team Mobilisation
Business plans (various), performance
reviews, salary & bonus system
Alignment of individual goals


Vision,
Values
&
Financial
Goals
2011-‐14

Vision

To
be
Australia’s
leading
Dairy
Company

Values
Vision
Excellence;
Working
together;
Contribueon
by
all;

Values /
Our
reputaeon;
Honesty
&
Integrity;
Innovaeon
Beh Stds
Mission /
Goals
-‐
Improved
ﬁnancial
performance

Goals
Target
~2.5%
improvement
in
gross
proﬁt
margins
&

~
2.5%
improvement
in
EBIT
margins
F10
to
F14.

Strategic Themes /
Objectives

Initiatives

Team Mobilisation

Alignment of individual goals


Key
Strategic
Planning
Principles

–  To
get
to
market
sooner
we
can
improvise
and
accept
higher
cost
–

but
not
for
long.

–  InnovaGon
into
higher
margin
products
must
generate
margins
that

cover
the
cost
of
complexity
in
manufacturing.

–  The
best
strategies
well
executed
will
deliver
us
the
best
customers.

We
should
be
able
to
name
the
customers
we
want.

–  The
best
strategies
begin
with
the
end
in
mind.

–  Therefore,
our
strategic
plans
should
be
modeled
to
determine

whether
they
deliver
us
what
we
want.


Three
Levels
of
Planning

1.  High
level
business
strategic
objecGves:

ü  Specific,
aspiraGonal,
give
clarity
of
direceon

Mission
ü  Top
line
financial
measure
of
performance

& Goals
ü  Measurable
&
easily
communicated

2.  FuncGonal
business
plans;
1
x
each
GM

ü  Headed
by
an
objeceve
statement
for
the
funceon

ü  Contains
the
aceons
&
operaeonal
plans
that
support
Strategic
business
objeceves
themes &
ü  These
aceons
are
supported
by
the
business
plans
of
objectives
reporeng
managers
–
cascading
effect

3.  Business
improvement
iniGaGves
&
strategic
projects
list

ü  Projects
that
link
directly
into
strategy
execuGon

ü  Not
operaeonal
or
conenuous
improvement

type
inieaeves,

Initiatives
these
are
important
but
belong
in
business
plans

& projects
ü  Generally
significant
in
size,
require
cross
funcGonal

resources
to
achieve
&
are
transformaGonal
in
nature


Business
Plan
CFO
2012
–
other
GMs
same
format

FuncGonal
Business
Plan
-‐
CFO
KPIs

CFO
Corporate
Inieaeves
CFO
KPIs

2012
Aceon
Plans

Stability
&
Predictability

1

2

Incremental
Change/Conenuous
Improvement

1

2

Transformaeonal
Change
‘Projects’

-‐
Flow
from
‘Strategic
inieaeves’


Barston
Consuleng
Review
–
April
2011

Challenges
in
Delivering
the
ICT
Strategy
Possible
ResoluGon

Leadership

•  Execueve
view
on
ICT
Strategy
ﬁt
•  Communicaeon,
involvement
&

•  Free
up
SMEs
for
ICT
projects
sponsorship

Roadmap

•  Develop
an
agreed
ICT
“To
Be”
picture,

•  Agree
the
ICT
“To
Be”
picture

•  Guidelines
for
Steering
Commi5ee
use
•  Conﬁrm
the
technology
and

to
approve
WCB-‐wide
ICT
projects
standards
in
“To
Be”

IT
OrganisaGon

Need
aceve
ICT
funceon
to
support
•  Review
current
roles,
capabiliees

Steering
Commi5ee

and
accountabiliees
&
ownership

Current
ICT
Environment

•  Too
many
un-‐integrated
“best
of
•  Focus
on
JDE
&
integraeon

breed”
systems


BIS
Strategy
–
2011
onward


To
Be
–
Focus
for
future
BIS
Projects

The
agreed
focus
on
future
BIS
projects
is:

•  Increased
use
of
JDE
Enterprise
One
for
Supply
Chain

•  Enhance
and
integrate
(where
appropriate)
“best
of
breed”
solueons

•  Conenue
development
of
BI
(in
TM1
and
Calumo)

•  Invest
in
Oracle
Fusion
middleware
to
integrate
as
required

•  Limit
investment
in
“new”
applicaeons
(non
JDE/Oracle)

•  Maintain
and
develop
exiseng
“stand
alone”
applicaeons
(e.g.
MEX,
CHRIS21)


BIS
Strategic
Projects
&
Inieaeves

Strategic
AcGviGes
Stability/
Incremental
TransformaGonal
Change

Predictability
Change
(People,
Processes
&
Systems)

Named
Items

Higher
Margin
Enhanced
Inventory
Management
**

Products
–
move
up
-‐
Produceon
&
Inventory
Tracking

the
Value
Chain
-‐
LIMS/E1
Integraeon

Sungold
Range
&
Sales
&
Distribueon

Management

Capacity
Expansion
-‐ 
Bulk
Order
Taking
(CSS)

-‐ 
Contra
Billing

-‐ 
Electronic
Invoicing

Milk
Intake/Supply
Milk
Management
System,

Milk
Tracking
System

&

Plant
Informaeon
System
(all

intertwined)

**
Linking
E1,
LIMS,
3PLs
&
BSM


Enhanced
Inventory
Management
Applicaeons

JD
Edwards
LIMS
MPS/MRP
&

Manufacturing
Laboratory
Scheduling

Inventory
Test
Results

Sales

Manufacturing

Batching

Procurement

Lots

Quality

Oracle
Fusion
Middleware

OSB

Paperless
Excel
&

Warehousing
Make
Sheet

WHM
Planning

Scanning
Scheduling

Inventory

Sales
BSM
Repor7ng

Quality
Transporta7on

Containerisa7on

Inventory


Possible
BIS
Goals
for
Enhanced
Inventory
Mgt

BIS
Funceon
Goals

Support
the
Powders
Strategy
2011/14
through:

•  Facilitaeng
Fusion
Middleware
understanding
/
knowledge

•  Enabling
Fusion
Middleware
skills
development
in-‐house

•  Building
&
having
approved
the
business
case

BIS
-‐
Technology
Goals

•  Develop
Fusion
Middleware
skills
in-‐house

•  Review
E1
&
other
Applicaeon
Security
requirements
arising
from
EIMS

BIS
–
People
&
Process

•  Develop
procedures
&
implement
to
integrate
Supply
Chain
apps

•  Integrate
JDE
E1
#PL
Warehousing
&
LIMS


Sungold
Strategic
Inieaeve
–
BIS
Impacts


Sales
&
Distribueon
Mgt
–
Solueon
Matrix


Schemaec
of
preferred
opeon
–
Sungold/BIS


Resuleng
BIS
Goals
for
Sales
&
Distribueon
Mgt

BIS
Funceon
Goals

Support
the
Sungold
Range
&
Capacity
Expansion
Strategies
2011/14
through:

•  Providing
Customer
Self
Service
(CSS)
knowledge

•  Developing
CSS
skills
in-‐house
by
end
Apr
2012

•  Business
case
/
CER
development
&
approval

BIS
-‐
Technology
Goals

•  Develop
CSS/EDI
skills
in-‐house

•  Review
E1
&
other
Applicaeon
Security

BIS
–
People
&
Process

•  Develop
procedures
&
implement
to
integrate
with
JDE
E1

-‐  Order
taking/conﬁrmaeon
processes

-‐  Contra
processing

-‐  Email
invoicing
Customer
Self
Service


BIS
Approach
to
Goals

•  All
of
the
above
needs
to
be
in
the
context
of
value

•  Delivering
the
value
is
the
reason
for
doing
the
project

Jed
Simms
(from
Totally
Opemized
Projects*)
noted
in
a
recent
“post”

•  In
the
eme
–
cost
-‐
scope
“iron
triangle”,
scope
is
most
usually
sacrificed

•  The
project
then
runs
to
eme
&
cost
but
business
outcomes
suffer

•  The
missing
dimension
–
value
–
is
compromised

•  This
doesn’t
make
sense,
we
all
do
projects
to
derive
value
(benefits)

We
aim
to
avoid
compromise
&
“go
for
value”
in
line
with
WCB
strategy.

(*
see
www.totallyopemizedprojects.com
for
more)


Questions……


Australian
Dairy
Stats

Table
from
‘Australian
Dairy
Industry

In
Focus
2010’,
Dairy
Australia


JDE & Peoplesoft 2 _ Ian Spencer _ JDE EnterpriseOne as the focus of WCB's ICT Plan.pdf

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JDE & Peoplesoft 2 _ Ian Spencer _ JDE EnterpriseOne as the focus of WCB's ICT Plan.pdf