dynamics day '11 - nav case study sealord
DESCRIPTION
Presented at Intergen's Dynamics Day '11TRANSCRIPT
Grant Wilson and Neville Richardson 10 August 2011
What has NAV got to do with the price of fish?
Introduction
Introduction
Grant Wilson
• Career over 20 years in NZ primary sector
based businesses
• BSS Manager @ Sealord Group
• BSR Project Manager for NAV @ Sealord
• Planning and Improvement Manager
• Supply Chain Manager @ Weyerhaeuser NZ
• Finance and IS roles in Forestry and
Aquaculture industry
Neville Richardson
• IS manager @ Sealord Group
• CIO for Les Mills International
• Head of IT at BMW plant Oxford
• IS PM China SAP (9 years BMW)
• 7 Years with IBM Global Services.
• Trained as an archaeologist. Assisted
greatly with my chosen career path!
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
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
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
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
Objectives
Replacing a
system that is as
old as the Ark
The Ark
To NAV RTC
Objectives cont...
Process
simplification /
Standardisation /
Automation
Objectives cont...
Real time
business flow.
Better decision
making
Project Scope
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
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…
Presentation
Layer
Line of Business
Applications
Database
Layer
Server Layer
Server 2003
Email Core ERP
SQL
Internet Explorer Office 2003
Quota
SQL SQL Oracle
Server 2008 AIX
PBX Payroll Reporting
Other Line of Business
Applications,...
ERP Portal
Current State
Manufacturing
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
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
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
18 months?
Presentation
Layer
Line of Business
Applications
Database
Layer
Server Layer
Internet Explorer 9 Office 2010
SharePoint 2010 Lync
Server 2008
SQL SQL SQL SQL
ERP Manuf.
Payroll Email PBX
ShPo /
WWF
ERP Portal
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
Questions?
Thank you