oracle turismo digital caso amadeus

Accelerating an

Implementation of Complex

Worldwide Business

Approval Rules

© 2012 Amadeus IT Group SA

Olivier Muller

Emmanuel Viguié

Amadeus GBS/BIM/INT

Mark Foster

Oracle FMW A-Team

San Francisco, October, 3th 2012

Carlos Casares

BPM & SOA Principal Sales Consultant

ORACLE

Almuerzo Ejecutivo – TURISMO DIGITAL

Palma de Mallorca, October, 23rd 2012

Contents

Who are We ? 3

Business Challenge 7


INCA Project Within Amadeus 11

Lessons learned 20

Achieve Success with CX 23

Q&A 27

Amadeus

What do we do?


What do we do?

The largest transaction processor in travel

Consumers/

General public

Corporate travel

departments

Travel buyers

IT SOLUTIONS

� Transaction-based business model

� Operate globally in the growing travel and technology market

� Two highly synergistic and profitable businesses: Distribution and IT solutions

� 2011 global market share : 38% of air travel agency bookings

30% of passenger traffic


Common / overlapping

platforms & applications

Common data centre

Common customers

Common sales &

marketing infrastructure

DISTRIBUTION

BUSINESS

Provision of indirect

distribution

services

711 airlines (over 420 bookable)

24 Insurance companies

50+ cruise and ferry lines

207 tour operators

110,000+ hotel properties

30 car rental companies

95 railways

Travel providers

Travel agencies

Travel Management companies

Business travel agencies

Leisure travel agencies

Online travel agencies

Consolidators

Single-site agency

Travel search companies

Airline sale offices and airline

websites connected to

Amadeus direct

sell technology

IT SOLUTIONS

Including direct

distribution

technology

4

Facts and figures on Amadeus

Widespread global presence

� 73 local Amadeus Commercial

Organisations (ACOs)

� Three main global locations

� Four regional centres

� 16 R&D centres

Around 10,000 employees*

� Highly skilled

� covering 195 countries

� Cultural experience

� 123 nationalities

* Note: This figure includes contractors


� Over 1 billion transactions/day

� Handles up to 20,000+ transactions/sec

� <0.3 sec response time

� 10 Petabytes of storage

� 948 million billed transactions in 2011

� 3+ million net bookings/day

�150 million lines of written programme code

5

Global Business Services

Mission

To improve overall business performance by assembling, leveraging and managing

global business services to internal customers along three service lines:

Global Information

Services (GIS)Transactional Business

Business Process

Management (BPM)


Services (GIS)

• Business Applications

• Infrastructure & Workplace

Environment

Process Automation &

Information Management

Transactional Business

Services (TBS)

• Contract Management

• Billing & Collection

Process Execution &

Ownership

Management (BPM)

Services

• Process Management

Consulting

• Quality Management &

Compliance

Process Management

© 2

012

Am

adeu

s IT

Gro

up

SA

6


7

Business Challenge

Business Process : Sales Process

OrderContractQuoteOpportunity


OrderContractQuoteOpportunity

ApprovalBusiness Case

DefinitionQuote preparation

INCA Phase 1

8

INCA Project scope

Improve profitability of sales deal

� Apply corporate policies/rules

� Flexible

� Multi level (local, regional, corporate)

� Improve approval cycle time


� Improve approval cycle time

9

Benefit

� Increase time to market

� Globalized framework (Secured)

� For IT : reduce run & support cost

Business Constraints

� Up to 10 level of approval

� Business Rules are complex

� Business Rules specific at each organization

level (Central, Regional (~10), Local (~80))

Process Admin Local and Central

INCA project constraints


� Process Admin Local and Central

� Own limited visibility between organizations

Business and IT in partnership

� Business flexibility

� Business Process Owner new responsibility

� IT and Business co-management of the

solution

10

INCA Project Within

Amadeus


11

Challenges

� Business involvement

� New responsibility as process owner

� Business complexity

� Tens of business rules at each level (Market, Region and Corporate)

� New type of project


12

� New type of project

� Agile iterative approach

� Frequent requirement changes

� New Technology

� 1st BPMN fully automated implementation at Amadeus

Timelines

� Realistic planning

Adjusted to one main scope extension detected during


13

� Adjusted to one main scope extension detected during

1st iteration

� Limited effort

� Use out-of-the-box features

� Think “simple”

Solution Overview


14

Approval Tool life cycle

Modeling strategy: Start from Process Blueprints

Implement

BPM Studio

Developer

Operator

Process AnalystEM Console


15

Intereact, monitor, manage

Model

Implement

Business owner

Process Analyst

Process participant

BPM Composer

BAM

BPM Workspace

(User)

BPM Workspace

(Process owner)

Oracle Business Process ComposerDesigned by IT and owned by business


16

Main processOwned by IT

7 steps in the main process1. Evaluate Business Rules and deduce highest escalation level required.

2. Business Case owner review and confirm his request for approval.

3. Execution of the local approval sub-process.

4. Execution of the regional approval sub-process.

5. Execution of the central approval sub-process.


17

5. Execution of the central approval sub-process.

6. Synchronized approval status to Business Case Tool and to the CRM Sales

applications.

7. Notify all actual participants of approval process output.

Approval processesOwned by business


18

Global Sales Process MonitoringOwned by Business but managed by IT


19


Lessons Learned

20

IT and Business in partnership

� Hoped that with IT and the business working in partnership the

overall effort of both could be reduced and the business could be

less dependent on IT , be more reactive to change & more

profitable as a result.


21

Amadeus experience feedback

Success

• 100% requirement covered

• Managed complexity

Challenges

• Complex organization

• Complex business rules


• Managed complexity

• Very positive feedback

• Business flexibility handled by business owner

• Complex business rules

• New Process owner responsibility

22


23

Achieve Success with Customer Experience

Achieve BPM Success

Portals built in the context of Business Applications

� Empowers users to make timely and informed decisions

NavigationNavigation


24

informed decisions

� Enhances users ability to complete their work accurately and efficiently

� Encourages teamwork through collaboration and communication

DocumentsBusiness Processes

Business Intelligence

Search

Social

Information

DocumentsBusiness Processes

Business Intelligence

Search

Social

Information

Benefits for everyone

Self–Service Portals

� Business Users Benefit

� Anytime, Anywhere, Multi-device access

� Faster processing time

User Satisfaction and Empowerment


25

� User Satisfaction and Empowerment

� IT Teams Benefit

� Reduce number of applications to support

� Centralize administration

� Improve security/access control

� Overall Business Benefits

� Substantially lower costs

� Reduce errors

� Improve business user satisfaction

� Introduce promotions, offerings

Question / Answers


Question / Answers

26

oracle turismo digital caso amadeus

Business

growing travel

amadeus direct sell

air travel agency bookings

business challenge

technology market

group saaccelerating

group salessons

group saamadeuswhat