Grant Wilson and Neville Richardson presented on Sealord Group's business system replacement project. [1] Sealord needed to replace its aging system with a single, integrated enterprise system to improve processes, standardization, real-time data, and decision making. [2] The project involved over 200 users and 20,000 hours of development to replace financial, sales, inventory and procurement systems with Microsoft Dynamics NAV. [3] The presentation covered lessons learned and the goals of leveraging the new system for business insights, process improvements, and extending the system for other subsidiaries.

1. What has NAV got to do with
the price of fish?
Grant Wilson and Neville Richardson
10 August 2011

2. Introduction

3. Introduction
Grant Wilson Neville Richardson
• Career over 20 years in NZ primary sector • IS manager @ Sealord Group
based businesses • CIO for Les Mills International
• BSS Manager @ Sealord Group • Head of IT at BMW plant Oxford
• BSR Project Manager for NAV @ Sealord • IS PM China SAP (9 years BMW)
• Planning and Improvement Manager • 7 Years with IBM Global Services.
• Supply Chain Manager @ Weyerhaeuser NZ • Trained as an archaeologist. Assisted
• Finance and IS roles in Forestry and greatly with my chosen career path!
Aquaculture industry
Presentation will cover:
• Why we needed a system replacement.
• Lessons learnt – something for you to use
• Why this was just the start – what we need to do to leverage our investment
• Some closing messages to take away

4. Who we are
We sell $500 million dollars worth of seafood in more than
30 countries
We employ 1,100 people in NZ and 400 off-shore
Sealord is owned by Aotearoa Fisheries Ltd and Nissui
Supporter of NZ’s world-class quota management system
– to protect fish for future generations

5. BSR Vision
To implement a single, integrated enterprise system that
delivers the ability to achieve desired business goals
(maximum contribution from operational business units)
To capture data once and at the most appropriate time,
and use that data throughout the enterprise system
To use industry recognised, standardised processes and
systems that align with best practice
To provide clear visibility of information across the
organisation

6. Background
Phase 1 – Real-time Production Data Capture
Phase 2 – Core Systems Replacement
 Financial management
 Focus on sales and distribution, inventory management and
procurement
Phase 3 – System Enabled Improvements
 Focus on more specialised business tools to deliver enhancements

7. Objectives
Replacing a
system that is as
old as the Ark

8. The Ark

9. To NAV RTC

10. Objectives cont...
Process
simplification /
Standardisation /
Automation

11. Objectives cont...
Real time
business flow.
Better decision
making

12. Project Scope

13. Project Challenges
 Integration with numerous systems – the key was
production systems
 Size and complexity – over 200 users – everything we
buy and sell
 Over 20,000 hours of development effort for phase 2

14. Key to Success
 Good project governance and communication
 Key business users involved in design, testing and training
 Flexibility – being prepared to defer or change areas when
we weren’t ready
 A passionate and experienced team both in house and our
development partners
 We will now move on to the future vision…

15. Current State
Presentation
Layer Internet Explorer Office 2003 ERP Portal
Line of Business Quota Core Manufacturing Payroll Reporting PBX Email
Applications ERP
Other Line of Business
Applications,...
Database
SQL SQL SQL Oracle
Layer
Server Layer
Server 2003 Server 2008 AIX

16. Connect
To the business
– Focus on business process, not technology – BAs are primary link to the business
– Good governance process – doing the things that add most value to business
– Out task repetitive operations. Keep core competencies in house
With the technology
– Don’t forget the plumbing. Infrastructure and Cloud readiness
– SharePoint is not just workflow/intranet/search. LoB Application builder
– Engaging presentation layer. Office 2010/Lync/Win7 and integration
– CRM and business process integration
– Integrated Enterprise leads to Legacy system retirement

17. Discover
Business insights
– Information is visible, relevant and timely
– Basic operational BI is good
– Building better Management BI
– Predictive Analytics
Process discovery
– Ensuring all current processes are known and adequate.
– Knowing the Key Process Metrics along the way
– Being able to recognise waste / buffers – use IS to resolve
– Tools to produce engaging business process

18. Extend
Single business processes for similar tasks
Building on existing investments
– Extension of ERP system and consolidation of NAV instances
– Bringing subsidiaries into our landscape
– DRP and MRP improvements
– Time and Attendance / HR / Payroll integration
– Getting consumables off system (no value add)
Standardise for re-use
Enterprise capability in place. BI capability being built on top

19. 18 months?
Presentation SharePoint 2010
Layer Internet Explorer 9
Office 2010 Lync
ERP Portal
ShPo
ERP
Manuf. / PBX Email Payroll
Line of Business WWF
Applications
Database
SQL SQL SQL SQL
Layer
Server Layer
Server 2008

20. Closing Messages
Successful ERP projects require:
 People who know their business processes well to be part
of the project team right from the start.
 Good governance and communication.
 A great development partner.
IS must lead with business requirements
Process understanding and BA’s
Technology harmonisation (good, but unseen, plumbing)
The importance of Re-use

21. Questions?

22. Thank you