METI

Methodology

Coverage analysis

The methodology that we follow

• We identified and created a cartography with every active IT products for LMGR & LMCY
• We identified the Dependencies of each product with the rest of the structure
• We decided wether the product can be replaced from Meti and what needs to be considered when doing so.

• We examined the capabilities of METI modules both 1by1 and as a complete solution & compared to our Legacy systems.
• We ended up that the full solution will be much more efficient, cost saving & valuable than keeping our current legacy products installing specific modules.
• We created our future draft systems

• We identified the “products-to-decommission” on a separate list
• We specified all the vital/core business processes of decommissioned products to ensure a minimum solution on each scenario.
• Ensure that processes not covered from METI are not blocking or have easy workarounds

Finally, we used the initial cartography to identify the products we will need from ADEO & external partners If we decide to have METI

Unique IT system GR & CY

METI Proof of Concept

> The choice of METI IT systems has been mainly based on the success of "METI Proof of Concept" organized in October

> The key driver was users' rational and emotional feedback

> Experts from all fields have been contacted to assess the new solution based on the following criteria:

• Business coverage
• User experience
• Time to market of implementation

Emotional feedbacks

Methodology for emotional feedbacks

> The mentimeter tool was used to get immediate feedback from all participants

> Specific questions were created per topic in order to get instant and impulsive answers at the end of the presentation of each topic

Emotional feedback examples

Referencing management/pricing policy

Emotional feedback examples

Supply

Emotional feedback examples

Client order preparation & delivery

Emotional feedback examples

Invoice matching

Emotional feedback examples

Opecom

Emotional feedback examples

CRM

Rational feedbacks

Methodology for rational feedbacks

> Users were asked to provide in more detail the positive and negative points of the tool based on their expertise

Rational feedback examples

Referencing management / tarification

Benefits

Points to improve

> Need to develop composite description in Meti CA for publication

> Need to link to a Digital media management tool since Meti can only support storage

> Common referencing for both LMGR & LMCY simplifies the procedure and increases productivity

> Real time price change both in stores & the web enables a quick reaction to competition centrally

> The range assortment is distinguished on store level and per type of concept allowing a better management in the range construction

> The buying price decomposition enables the visibility of NNN prices (no hidden costs)

Rational feedback examples

Supply & Client order preparation

Benefits

Points to improve

> Flows of the orders not separated (RI - VR - Click&Collect - H.D.), cannot give priorities and specific tasks per team member

> H.D. services cannot be calculated automatically

> Cannot set specificities per H.D. type (i.e. cannot have the weight limitation for Speedex)

> Possibility to work with one team for product collection & order preparation (instead of MER - SRM - CC teams)

> H.D. reporting very useful

> More options for stock allocation (expo stock, stock waiting to be returned to supplier, defective stock, etc.) improving available stock accuracy and product ordering to supplier (based on truly available stock for the customer and not system stock)

> Easy traceability of entries, exits, cessions and destructions over a given period

> Flows of sourcing and delivery time easily recognised

Rational feedback examples

Sales process

Benefits

Points to improve

> “Full” or “NO VAT” options only, “reduced VAT” option required for Greek islands

> Automatic proposal of “complementary products” list when ordering products including installation service

> No link of “MyMeti” with Booster “greenzone” scanning

> Better visibility in the main customer offer/order screen of installation and delivery services

> Improved mobility (“direct” BV without printout, fast customer offer & order creation, price tag printout, real time sales reporting for fast shelf facing improvement)

> Improved stock allocation visibility to sales team (how many and where?) in store/ext. warehouse

> Fast and simplified product ordering (supplier, picking from 3PL) for shelf replenishment and customer orders

> RSS preparation from warehouse team instead of sales team & “VR-RI” with fixed process (localization, prioritization, order labels) minimizing errors & eliminating gray zones between the two teams

> Detailed real time sales reporting (down to 30min. intervals intraday) for fast decision making and actions

Rational feedback examples

Opecom

Benefits

Points to improve

> No support of legal restrictions to lock promo prices 30 days before and after the opecom

> Access per person and per opecom instead of access per role in order to improve confidentiality

> Reporting of Opecom provides stock data at a glance but still needs improvement

> Creating standard steps for an organized opecom procedure, achieving stock availability on time

> Customization according to our needs with filters available and custom authorization per role

> Improved cooperation with stores thanks to orders automatic alerts according to lead time and central management push or pull options

> Simplification of opecom procedure (plan / run / report) giving the opportunity to have a total overview of the opecom status on the spot

> Better stores engagement and online status at a glance by highlighting products (tv / tract / loyalty / hero)

Rational feedback examples

CRM

Benefits

Points to improve

> Points for members (besides discounts)

> Faster coupons creation for new members

> 360 customer view (data, interaction, marketing/automatization, reporting /performance)

> Omnichannel: data from different resources to create a unique customer archive data

> Easy reporting, simultaneously for Greece & Cyprus

> Real time data allowing immediately active offers for members

> Customized access possibility

> RFM analysis for customer segmentation and sales in store

> Time scheduling for campaign organisation

> Alternative solution to PRM tool for Call Center

Complexity vs Simplicity

Complexity vs Simplicity

Complexity vs Simplicity

Demonstration of the tool

Demonstration of the tool

Demonstration of the tool

Demonstration of the tool

Demonstration of the tool

Demonstration of the tool

Demonstration of the tool

Demonstration of the tool

Demonstration of the tool

Demonstration of the tool

Demonstration of the tool

Demonstration of the tool

Demonstration of the tool

We use value creation quadrant to prioritize our investments

We have collaborated with ADEO IT PERFORMANCE team to assess potential of METI in terms of value creation

We will set up a specific Dashboard to monitor METI project value creation

Sales for Flooring

Sales for Flooring

Sales for Flooring

Sales for Flooring

Project cost assessment

Project cost 2020

METI impact for 2020 P&L is 650 KE

2020 IT ADEO expenses Budget is 3.2 ME (2.6 ME to cover ADEO expenses)

METI advantages

Golden MoSCoW Rules

Must Have

Should Have

Could Have

Won't Have this time

Golden MoSCoW Rules

• 3 drivers to decide and prioritize :Time, Quality and ROI
• Implement the 20/80 ( only what is mandatory )
• Work is pushed not pulled
• Todays issues tomorrows chances
• Define the project objective in less than 10 words
• Build a team with those who say ‘can’
• Manage the Chance not the Change! 
• To be understood, seek first to understand
• Collect actuals (You cannot control what you cannot measure)
• One more day? NO!
• No Spec

Bernard Barfety Feedback (Digital transformation Leader in ADEO)

Bernard Barfety Feedback (Digital transformation Leader in ADEO)

Methodology of the project

> We will use an Agile Dynamic System Development Method (DSDM)  that focuses on the full project lifecycle

> Why DSDM?

Because our main driver is to deliver as soon as possible, focusing on the full lifecycle of the project, not only to the implementation. It matches also our principles and our organization

3 main drivers

> Quality

Delivering strategically aligned business benefits

> Time

As early as possible

> Cost (ROI)

Give an organization the best possible return on investment

5 Principles

The MoSCoW rules

We use the MoSCow golden rules, to prioritize technique needs,

to help understand and manage priorities

The letters stand for:

> Must Have

> Should Have

> Could Have

> Won’t Have this time

The process

The project will have 3 phases:

> the pre-project

(current status)

> project life-cycle 

(starts 6th December)

> post-project phases

(starts 1st November - Meti's last module implementation to all stores)

post project

pre-project

project's lifecycle

The process: the pre-project

pre-project

Initiation

> Needs identification

Study

> Business study

> Feasibility study

Analysis / Planning

> Identify functional prototype

> Creation of functional prototype

> Accept Planning and Road map

> Define the Project Team

The process: project's lifecycle

project's lifecycle

> Define the Implementation Team

> Design the prototype

> Develop the design prototype

> Review prototype's design

> Prototype's implementation

The process: post project

post project

Monitoring & Control

Closure

Resource

> defines what will be used to meet the scope

Time

> tasks to be undertaken

and when

Quality

> the spread or deviation allowed from a desired standard

Project team

Roles of the team

Roles of the Project

Roles of the project

Roles of the project

Roadmap Evolution

We create our roadmap based on the following:

Project risk