data management, information quality & dw/bi …20data...nervous system our infrastructure...
TRANSCRIPT
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Data Management, Information Quality& DW/BI Conferences Europe 2010& DW/BI Conferences Europe 2010
3-5 November 2010 Produced by:Produced by:
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Corporate Data Strategyp gyInsights From Proven Approaches Using the Example of Nestlé
Dr. Boris Otto, Karsten H. MuthreichDr. Boris Otto, Karsten H. MuthreichLondon, November 5th, 2010
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AgendaAgenda
1 The strategic dimension of Corporate Data using the case of Nestlé
2
3 Insights and examples from the CC CDQ Community
Nestle’s experiences and future Plans
3 Insights and examples from the CC CDQ Community
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Nestlé: Good Food, Good LifeNestlé: Good Food, Good Life
The world’s leading nutrition, health and wellness company
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Nestlé at a glance: Key figures
CHF 108b l i 2009
Nestlé at a glance: Key figures
CHF 108bn sales in 2009 EBIT CHF15.7bn Over 280 000 employees Over 280,000 employees 449 factories Operations in 83 countries
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Nestlé products and brands:Nestlé products and brands: instantly recognizable
10,000 different products Around 1 billion products sold every day A product for every moment of every day,
from morning to night and from birth to old agefrom morning to night and from birth to old age
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The GLOBE1 program at NestléThe GLOBE program at Nestlé
JULY 2000JULY 2000The GLOBE Program is launched, under the sponsorship of Nestlé CEO,
Peter Brabeck-Letmathe
“GLOBE will transform the highly successful federation of independent markets into one global Company – that's my dream, that's what I hope to achieve and we will achieve this through leveraging the size of the Groupachieve, and we will achieve this through leveraging the size of the Group
as a strength and not a liability”
(Peter Brabeck-Letmathe)
1) GLOBE: Global Business Excellence.
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)
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The original three GLOBEThe original three GLOBEobjectives
Implementation of harmonized Nestlé B i E ll B P i1 Business Excellence Best Practices
Implementation of Data Standards and Data Management:
12 Implementation of Data Standards and Data Management:
"Managing Data as a Corporate Asset“2Implementation of standardized information systems and technology3
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Nestlé´s transormation
F S t k t il h d fl t
Nestlé s transormation
From a Super tanker… … to an agile, change-ready fleet
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AgendaAgenda
1 The strategic dimension of Corporate Data using the case of Nestlé
2
3 Insights and examples from the CC CDQ Community
Nestle’s experiences and future Plans
3 Insights and examples from the CC CDQ Community
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GLOBE implementation statusGLOBE implementation status
89 N lé M k /B i i89 Nestlé Markets/Businesses are operating with GLOBE processes, dataand systems
162’000 Users 806 factories (378 Nestlé, 428 Co-Packers) 1’109 Distribution Centers 591 Sales Offices
March 2010
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From implementation to leverageFrom implementation to leverage
To:
Move from "Best in Nestlé" to "Best in
Principles changing from:
Implementation of harmonized Class" best practices confirmed with external benchmarking
Nestlé Business Excellence Best Practice
Move from historical/explanatory reporting to forward looking/real time/predictive information with a focus
Implementation of Data Standards and Data Management – "Managing Data as a Corporate time/predictive information with a focus
on customers and consumers
Enable a fast focused and flexible
Managing Data as a Corporate Asset“
Implementation of Standardized Enable a fast, focused and flexible "front line" with a slim, cost efficient "back-line"
Implementation of Standardized Information Systems and Technology
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Data Management at Nestlé:Data Management at Nestlé: Where are we today?
SAP – the HEARTGLOBE Business Framework
GLOBE Applications: SAP the HEARTGLOBE Applications:APO HRDSP CRMFICO Composite Appsp ppWM all otherare represented by internal organs
Data representsthe blood connectingthe blood connectingall organs/applications
Our KPI Framework represents the nervous system
Our infrastructure represents the skeleton
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Data ManagementData Management
Our goal is to enable Nestlé to beOur goal is to enable Nestlé to be the leading Nutrition Health and Wellness company through high quality data empowering our Consumers, Employees, Business Partners and Stakeholders with trusted information and supporting excellence in end to end process execution Figuresexecution. g
Master Data Repository 1 TerabyteSupplementary Data Repository 3 Terabytepp y p y yNumber of Material Records 450’000Number of Customer Records 2.7 Mio.Number of Vendor Record 600’000Number of Bank Records 50’000
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Our AchievementsOur AchievementsFrom
MY DataTo
« OUR » Data
Before GLOBE: 500+ legacy Master Files held Vendor information
With GLOBE we created ONE V d M t Fil ith
« MY » Data « OUR » Data
Files held Vendor information= ~ 2 million records
Vendor Master File with now ~ 600’000 records = -65%
Before GLOBE: 500+ legacy Master Files held Finished Good (FG) information = ~ 700’000 records
With GLOBE we created ONE FG Master File with now ~ 105’000 records = -85%
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What´s next…What s next…2-
162-
162-
16 Data Management Value Chain EvolutionInsight Data Quality at Design Information Sharing
0020
120
10
201
Planned Projects:Executed Globally Data Quality Framework Data Quality pollution prevention
8820
120
18
201 Planned Projects:
Data ManagementSimplification
Implemented Globally Data Quality Framework Data Quality KPI
2008
2008
2008 Address Validation,
Duplication Check Renovation of Dataata Qua ty
Master Data Synchronization
Defined GloballyStandards
2006
2006
2006
Renovation of DataManagement KPI Material Discontinuation
Standards Shared Master Data EDI processes with Customer20
0320
0320
03
Local or Regional Standards Shared Master Data>
2001
> 20
01>
2001
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Our vision...Our vision...
Error-free process execution Insight generationError free process execution by 1st time RIGHT
Insight generation
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Product coding practicesProduct coding practicesbefore GLOBE
UK40722 KitKat Chunky Single
Nordic885800 KitKat Chunky
BE
DE3571 KitKat Chunky
NL45290 KitKat Chunky Single (24x55gr)
BE668700 KitKat Chunky Single
FR CH01244.05.02 Kitkat 24x55g Chunky (47103)
SP03017 KitKat Chunky 24x55g GR
5775 KitKat Chunky Single
03017 KitKat Chunky 24x55g 29926 KitKat Chunky Single
PT06048 KitKat Chunky 24x55g
IT2688 KitKat Chunky Single
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Have we improved inter-marketHave we improved inter marketsupply operations? Yes!
10056013KITKAT CHUNCKY 24x50g XL
North + Iberia
5245467KITKAT CHUNCKY 24x50g XL
B f GLOBE
Central + South
Before GLOBE: 11 codes for 1 product
With GLOBE: 2 codes for 2 products2 codes for 2 products
Now it is clear there are two wrappers with different language sets …language sets …
… and Switzerland receives both!
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Our current focus areas
Corporate Data Best Practices for Sustain & Leverage
Our current focus areas
Corporate Data Ownership
Best Practices for Sustain & LeverageNestlé Best Practice Library
Improved Data Quality Reporting
éNestlé on the Move(Org Transformation)
LEAN Data MgmtProcesses
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Your One Stop Shop for Expertise!Your One Stop Shop for Expertise!
The Business Excellence Data Management Team delivers …
Data Standards CorporateData Standards pData Ownership
Business Data Model
ExternalStandards
Data Quality Data Organization
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AgendaAgenda
1 The strategic dimension of Corporate Data using the case of Nestlé
2
3 Insights and examples from the CC CDQ Community
Nestle’s experiences and future Plans
3 Insights and examples from the CC CDQ Community
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Strategic business requirements forStrategic business requirements for Corporate Data
Legal and regulatory i t
„Single Point of Truth“ Standardization of
1 2
requirements Contractual penalties,
sales losses
Risk Management Standardization of
reports and key performance indicators
Reporting
Leveraging synergies „End-to-end“-
Processes
Business Process Integration
360°-view on customers
Expanding services Customer-based business models
3 4
Processesgbusiness
Global spend5 6
Global spend analyses
Effective supplier development
Strategic Purchasing
IT und process consolidation
Flexibility
Complexity management
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The example of SyngentaThe example of Syngenta
“In 2009, we established a new function, Syngenta Business Services, to integrate and standardize our transactional services across the organization Together with developing new service
“In 2009, we established a new function, Syngenta Business Services, to integrate and standardize our transactional services across the organization Together with developing new serviceacross the organization. Together with developing new service models, investments in our IT infrastructure will […] provide integrated, standardized processes.”
across the organization. Together with developing new service models, investments in our IT infrastructure will […] provide integrated, standardized processes.”
Source: http://annualreport.syngenta.com/en/operations/operations.aspx, accessed on 2010-03-18.
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The example of ZF FriedrichshafenThe example of ZF Friedrichshafen
“Automotive supplier ZF Friedrichshafen AG restructures its aftersales and service organization [ ] will be merged to the new“Automotive supplier ZF Friedrichshafen AG restructures its aftersales and service organization [ ] will be merged to the newaftersales and service organization. […] will be merged to the new business unit ZF Services. […] The merger of the previously separate business units establishes extensive growth and synergy
aftersales and service organization. […] will be merged to the new business unit ZF Services. […] The merger of the previously separate business units establishes extensive growth and synergy potential for the ZF Group. […] more efficient processing of the existing customer portfolio.” potential for the ZF Group. […] more efficient processing of the existing customer portfolio.”
Source: zf.com, accessed on 2010-02-03.
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Complexity driversData volumesSize
Complexity drivers
RFID, customer loyalty programs etc.
Revenue Nestlé 2009: 108 billion CHFFederal budget CH 2009: 59 billion CHF
Global processes“Hyper-connectivity”CDQ
Global processesMultilingualism, “Follow the sun“-principle etc.
Hyper connectivityNew, external data sources, Data-
Supply-chains etc.
“T l i ”C t t Ch “Taylorism”Segregation of data creation and data use
Constant ChangeM&A, “Divestments”, Change
Management
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Corporate Data Management is a
Group Level
p gcross-divisional effort
Division BDivision A Division C
Business Units Business Units Business UnitsBusiness UnitsBusiness ProcessesLocations/MarketsDepartments
Business UnitsBusiness ProcessesLocations/MarketsDepartments
Business UnitsBusiness ProcessesLocations/MarketsDepartments
Ri k M t & C liRisk Management & Compliance
Reporting
Business Process Integration
Customer centric Business ModelsCustomer-centric Business Models
Strategic Purchasing
Complexity Management
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Typically, Corporate Data Qualityyp y, p Q yevolves over time like this
Corporate data quality
Legend: CDQ “Submarines” g(e.g. migrations, process errors, irregularities in management reporting).
Timej t 1 j t 2 j t 3project 1 project 2 project 3
No risk management possible No chance to plan and to control budgets and resources p g No target values for corporate data quality No sustainability High recurring project costs (change requests, external consultants etc.)
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Why a hundred percent data qualityy p q ydoesn‘t make sense…
Costs, C
Costs of Data Quality M t (DQM)
Total Costs of Data Quality (TCDQ)
Management (DQM)
C
Costs resulting from defective dataDQ
Data Quality, DQCost-optimal Data Quality Level
DQ
Legend: DQM - Data Quality Management.
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g y g
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Corporate Data Quality principlesCorporate Data Quality principlesat an international retail group
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Corporate directive at a leadingCorporate directive at a leading automotive supplier
Ensuring required framework within the organization: Scope: Scope:
Corporate master data (cross-BU) Differentiation of master data classes
Governance: Tasks, Overall responsibilitySustainable exercise
Roles and authorityMaster data owner (central)Master data officer (central local)Master data officer (central, local)CommitteesMethods, communication IT IT
Procedure and collaboration model
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Corporate directive at a leadingCorporate directive at a leadingautomotive supplier (cont’d)
Executive Management
Master data M t d t t
corporate sector/corporate department
overall responsibility Master data
report
Int(M
Master dataowner X
Master data managementsteering committee
responsibility
for a master data class(specialist/organizational
level)
Master dataowner A
working group / competence teamMaster data Master data
erdisciplinaryD
Ow
ner, IT, responsibility in relevant units (data
maintenance/ application)
governance
competence team
governance
…
Master dataofficer
…
Master dataofficer
..)
IT projectsIT platforms, IT target systems
function
conceptsconcepts
function
…master dataclass 1
master dataclass N
e. g. Supplier master data Chart of accounts
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Life-cycle cost of Corporate DataLife cycle cost of Corporate Data
Costs Before UtilizationResearch & Development
Labeling
Master Data Management
Documentation, C l iCosts During Utilization
(of a Material Master Record)3,000 CHF p.a. Cataloguing
Procurement, Production, QM
+
Sales Material
Storage space in ²
Costs After Utilizationwarehouses per m²
Source: Lay, J.: Geld sparen mit Stammdatenmanagement. 20-Jahrfeier IWI-HSG, St. Gallen, 18 September 2009.
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Consortium partners1 in theConsortium partners in theCompetence Center Corporate Data Quality
Bayer CropScience AG Beiersdorf AG Daimler AG
DB Netz AG Deutsche Telekom AG Hewlett-Packard GmbH
E.ON AG ETA SA IBM Deutschland GmbH
Migros Genossenschafts-Bund Nestlé SA Novartis Pharma AG
Siemens Enterprise Communications GmbH & Co. KG Syngenta AG ZF Friedrichshafen AG
1) Overview comprises former and present partner companies.
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Thank you for your attention!Thank you for your attention!
Dr. Boris OttoUniversity of St. Gallen
Karsten H. MuthreichNestle S.A.
Institute of Information ManagementChair of Prof. Dr. Hubert ÖsterleE-mail: [email protected]
BE Data
E-mail: [email protected]: +41 71 224 3220 Phone: +41 21 924 64 77
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