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JDE Worldwide Project

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Francois Tricot

on 20 March 2013

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Transcript of JDE Worldwide Project

2 JDE Worldwide Project What is an ERP? It’s like a big database for everything and everybody Because competitors are all doing it At its broadest “ERP is an enterprise-wide information system, designed to co-ordinate all the resources, information and activities needed to complete business processes” Why should we have only one ? France Brazil South
Africa Biomune
Cahi Inouko Hungary To accelerate activities To reduce inefficiencies To streamline organisation To increase value for the shareholder 2010 2002 : Corporate Finance
2003 : Ceva France
2005 : Manufacturing 2009 2007 2007 2008 2008 Movex
17 / 26 countries
+
Quicker and cheaper consolidation of information
Enforced aligned processes
Easier benchmarking
Rolled-out 26 sites in India in 3 months
Maintenance cost of all applications reduced
Cheaper new deployments
-
Higher network costs
Local requirements versus core model Consolidate to 2 ERPs : Oracle Application and Microsoft Dynamics
Hosted
+
Eliminate previously disparate IT systems
Integrate additional business units from other countries over time
Deliver improved performance levels for the application users ‘ATLAS’ Project
SAP, 7 countries : the Netherlands, Germany, the United Kingdom, Austria, France, Spain and the United States
Hosted
1800 users
+
Standardize Business Processes
Designed to meet strict requirements from regulatory bodies Full SAP : Fi/Co/Manuf
+ e-Procurement
+ Customer Portal
+ APO…
Replaced multiple globally distributed JDE Full SAP
Replace legacy systems in 50 countries J 'ai
D es
E nnuis JD Edwards A central database allows to
Consolidate any information immediately
Query new data instantly
Accelerate / automate information exchange / kill admin delays DB2 takes 20 days every month Consolidating Inventory takes up to 15 days every month Breakages in IT systems create delays in processes (Lead Time) Align ERP to Business changes New features and fixes are rolled out IMMEDIATELY for ALL
New or changed processes are implemented in one go It is quite impossible to roll out new feature in all SUN subsidiaries Every change in SUN must be repeated 24 times – differently customized A Core Model provides
Common Processes
Common Business Language
Common Chart of Accounts It’s quite impossible to audit the right implementation of a process (e.g. inventories management) JDE
Sales Orders Magnitude
CoG
Inventories Quickbase
Logistic Charters DB2 data local DB2 Filled DB2 JDE : Sales Order,
forecasts Local ERP Forecast
DRP
Purchase Orders Sales Orders
DRP / MRP
Work Orders Subsidiary Plant Corporate Supply Chain Subsidiary Libourne / Loudéac Phylaxia Magnitude : Forecasts The subsidiary fills the forecast
DB2 calculates the required purchase orders Data is split to create one file per country Data is consolidated into one file All subsidiaries files are collected Files are sent to all subsidiaries The subsidiary should enter Purchase Orders into its ERPs How many information captured several times ? Data consistency How much inconsistency between data in our systems ? A job for life Market value of a company with integrated IT systems
versus a bunch of companies with independant IT systems ?
What efficiency optimizations are we able to lead ? Options 3 1 We keep all current ERPs
We create interfaces to Business Intelligence
We implement a global Supply Chain software
We create interfaces from/to the Supply Chain software We implement JDE in all plants
We create interfaces to Business Intelligence
We implement a global Supply Chain software
We create interfaces from/to the Supply Chain software We implement JDE in all plants and in all subsidiaries
We interface JDE with Business Intelligence
Supply Chain process is decentralized
Supply Chain control and performance analysis is centralized He is the Finance and Sales and Distribution domain manager and a JDE expert He is the SUN expert and has been trained to JDE Finance and Sales and Distribution She performs the support for Finance and Sales and Distribution, mainly for France She is the Manufacturing domain manager and a JDE expert He is the JDE technical expert for architecture and development He is head of the IT Projects department and a JDE expert, mainly in manufacturing He is a technical expert in JDE for server management He is going to be trained to JDE development He is a consultant working full time for JDE development 48% of our turnover is already managed in JDE Do we really need to RUN the Supply Chain process centrally or do we need to focus on MONITORING its performance ? Change Management Populations Change Management channels CevApps Sponsors (change agents) Communication campaign Training Support migration Support use IT people VIP Sales ... ? 500 users have been migrated to CevApps
1200 users have been migrated to MyIdentity Have you heard of them ? Technology consultants : and running it probably 50 man.days ? while supply chain would be interested in having a real time view of inventories (quantities) Breakage = extract - convert - transfer - control - load information from one software to another ~400 k€ per year Hosting (OPEX)

~200 k€ Hosting build (CAPEX)
~500 k€ per year consulting during 3 to 4 years (CAPEX) We have : 5 JDE, 24 SUN, 1 E1, 1 Movex Lead Time and Reactivity Better tools drive efficiency Performance monitoring Operational Key Performance Indicators IT TEAM We have got the skills Finance and Commercial Manufacturing Technology "A tool where all enterprise flows are managed" Transversal Finance Sales and distribution Inventories Purchasing Manufacturing HR, Payroll Business Intelligence CRM The core model scope not in JDE modules
Address book (for all modules)
General Accounting
Account payable
Account receivable
Account periodic
Assets JDE modules
Sales
Distribution JDE modules
Inventories JDE modules
Purchases JDE modules
Item (also for commercial subsidiary)
Technical data
Industrial costing
Manufacturing
Quality control
Planning (also for commercial subsidiary) *May be corporate JDE or dedicated software USERS TEAM He leads the specification of the core model for Finance, Sales and Distribution (S)he has never been recruited. (S)he could have lead the Manufacturing core model specification He participated to the validation of the core model / Business James Howell (UK) Benoît Roborel de Climens Brigitta Bognar (Hungary) Serge Tuby Markus Thiem (Germany) Magida Badri (Morocco) Guillaume Crambert (France) Nelson Marques (Portugal) Emilio Dabbaghian (Italy) Arnaud Leboulanger (Morocco) She participated to the validation of the core model / finance He participated to the validation of the core model / Manufacturing He participated to the validation of the core model / Finance She participated to the validation of the core model / Manufacturing He participated to the validation of the core model / Business He participated to the validation of the core model / Business He participated to the validation of the core model / Finance He participated to the validation of the core model / Business Jean-PIerre Arnou-Laugeac Hassen Fayad Alexandra Izquierdo Erwan Roudaut Gaël Loaëc Marc Thirion (Capgemini) Valérie Wehrung Maxime Boireau Frédéric Gracovetsky Full-time Vincent Brillot Francis Saison (Consultant) He organised the core model structure and project He proposed a methodology for describing the core model (processus, business ruless) HOSTING Technical project Required to offer the right Service Level Agreement Includes a Disaster Recovery Plan Includes expertise for JDE server management OPEX
400 k€ / year
(last proposals) 24 hours /6 days * means putting the JDE servers in a commercial datacenter with a supplier to take care of them They do application maintenance on JDE Consultants from IORGA An example : ROLL-OUT KIT User Productivity Kit from Oracle Training User guides Online help Simulate She may participate to the implementation for Italy Rossella Dagostino Ivan Lehner He performs User Management and coordinates with IT for JDE Brazil International DB2 Phy How much time IT and Operations Management spend to control data extracted from one software before inputing it into another ? +
Mathieu Reneaut
Marie-Dominique POiccoli
Karine Lacan ... Recurring problems Manufacturing

Work orders were not created at the appropriate time in Biomune
Only Libourne plant really uses the planning features of Work Orders
We got several problem in South Africa due to use of real cost instead of standard cost
We got several problems in South Africa due to incorrect price lists
We got network problems in South Africa preventing users to access JDE Main reasons Lack of management commitment : a factory manager should manage also his Information System

Change Management : teams were using pen&paper or Excel before and have to change for a new tool - resistance to change is the main reason

Attrition : trained people leave

JDE Trainers are part of the IT team, which does speak a really basic english KEY SUCCESS FACTORS Management commitment Teams will have to dedicate time Resistance to change is part of human nature Subsidiary organisation to handle ERP Define clear roles and review local skills Managing product codes
Invoicing
Accounting
Purchasing Change Management quality Industrialization of roll-out Strong management sponsorship STRENGTHS & WEAKNESSES IT Team has 10 years experience in JDE
Sales, Distribution and Accounting works well everywhere we rolled out JDE
Already 48% of our turnover managed in JDE Lack of availability of subsidiaries, particularly in this crisis period
English not as good as required in IT Team

Manufacturing requires more change management than average JDE modules to get all benefits of the tool Option 1 Option 2 Option 3 Inventories task force had to build an IT system in Excel to collect / consolidate / analyze data (it took 4 months) and it's still far from perfection CAPEX
200 k€ I'm expecting 2 decisions What is our preferred option between the 3
(1) Do not roll out JDE - interface current ERPs
(2) Roll out JDE on Manufacturing subsidiaries
(3) Roll out JDE on all subsidiaries When do we start, according to context
3 to 4 years to roll out
450 k€ OPEX/year and 2 M€ CAPEX
Subsidiaries commitment SHARED SPECIFIC Items (Finished Products)
Analysis Axis : (e.g. Item type / DAS / CEESA / ...)
Corporate Chart of accounts
User Roles / security
Processes
Reports (= business language)
Calculations (e.g. Accounting costing) All business data (clients, sales, inventories, suppliers, purchases, work orders...)
Local chart of account (fiscal purpose)
Manufacturing : technical data, items (raw material, SFP...) CONSOLIDATION RULES Some clients are tagged for consolidation
Some suppliers
Some specific items (e.g. : Amoxyciline) SUNSystems limits Very limited features Migrating to latest SUNSystems version is equivalent to migrating to JDE No way to align, control, enforce a process : e.g. Expired date, batch/lot QC status
no security (e.g. who updated inventories?) No disaster recovery plan for all subsidiaries becoming obsolete
corporate controllers can't access SUN while they access JDE
Consolidation of data is long and costly Not ready for Sarban Oxley , LSF Unknown cost of many interfaces to be built Corporate Indus & Supply Chain limited to "JDE" factories
Double-entry or no-entry of data Much better control
Ability to align IT to business changes
Real time availability of business data : instant consolidation, possible optimizations
Reduces admin delays, inefficiencies
Ability to analyze data with corporate axis
Consistency of data
Future proof : JDE versus SUNSystems, our expertise...
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