Business Transformation<br />Webinar<br />March 10, 2011<br />
Agenda<br />Seneca Foods Overview<br />Seneca Foods IT Strategy<br />Business Transformation Defined<br />Business Transfo...
Seneca Foods Overview<br />About Seneca Foods Corporation<br />Seneca Foods is one of the country’s largest processors of ...
Mission<br />Serve the Business<br />Reliable delivery of information technology services <br />Responsiveness to the need...
Vision<br /><ul><li>IT is the business
Business transformation enablement
Value-based business technology
Business / IT strategy aligned, done together
Optimized human capital</li></ul>As part of the business, Information Technology is a service provider, providing value-ba...
Governance & Portfolio ManagementMaximize return on IT investment<br />Transition State<br />Desired State<br /><5%<br />S...
Achieving Balance: Supporting Today’s Needs and Tomorrow’s Growth<br />  Growth<br /><ul><li>Strategic Alignment
Optimization
Priority Gaps
Analytics
Testing Improvements
Upgrades
Company growth</li></ul>   Support<br /><ul><li>Break / Fix
Training
Governance
Process Models
Change Management
Performance
Reporting
Master Data</li></ul>Program Initiation<br />Preparation<br />Increase in Capabilities<br />Where We <br />Are Going<br />...
Financials
Cost Management
Procurement
Order to Cash
Business Warehouse
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Confiance Webinar Seneca Foods F I N A L

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Business Transformation in the Food Industry.

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Confiance Webinar Seneca Foods F I N A L

  1. 1. Business Transformation<br />Webinar<br />March 10, 2011<br />
  2. 2. Agenda<br />Seneca Foods Overview<br />Seneca Foods IT Strategy<br />Business Transformation Defined<br />Business Transformation in Action<br />Questions & Answers<br />
  3. 3. Seneca Foods Overview<br />About Seneca Foods Corporation<br />Seneca Foods is one of the country’s largest processors of canned fruits and vegetables with manufacturing facilities located throughout the United States. Its products are sold under the Libby’s, Aunt Nellie’s Farm Kitchen, Stokely’s, READ, and Seneca labels as well as through the private label and industrial markets. In addition, Seneca produces canned and frozen vegetables, which are sold by General Mills Operations, LLC under the Green Giant label.<br />Mission<br />“We feed the world safe and nutritious products <br /> that are valued and enjoyed by families everywhere.”<br />Vision<br />“We will continue to grow as a leader in the fruit and vegetable industry by remaining deeply rooted in our fundamental beliefs and through a shared commitment to those we serve.”<br />
  4. 4. Mission<br />Serve the Business<br />Reliable delivery of information technology services <br />Responsiveness to the needs of the business<br />Protect the Business<br />Secure our borders and data assets<br />Meet compliance needs<br />Bring Strategic Value to the Business<br />Alignment to the business strategy and objectives<br />Predictable project delivery<br />
  5. 5. Vision<br /><ul><li>IT is the business
  6. 6. Business transformation enablement
  7. 7. Value-based business technology
  8. 8. Business / IT strategy aligned, done together
  9. 9. Optimized human capital</li></ul>As part of the business, Information Technology is a service provider, providing value-based technologies and services that are fully aligned to support the operational needs and strategic objectives of the business. <br />
  10. 10. Governance & Portfolio ManagementMaximize return on IT investment<br />Transition State<br />Desired State<br /><5%<br />Strategic<br />20-25%<br />Increase in strategic investments<br />Support & Maintenance<br />45 - 50%<br />20-25%<br />Decrease in transactional maintenance<br />45-50%<br />Management & Infrastructure<br />50%<br />Maximize ability to meet strategic needs <br />and leverage platform. <br />
  11. 11. Achieving Balance: Supporting Today’s Needs and Tomorrow’s Growth<br /> Growth<br /><ul><li>Strategic Alignment
  12. 12. Optimization
  13. 13. Priority Gaps
  14. 14. Analytics
  15. 15. Testing Improvements
  16. 16. Upgrades
  17. 17. Company growth</li></ul> Support<br /><ul><li>Break / Fix
  18. 18. Training
  19. 19. Governance
  20. 20. Process Models
  21. 21. Change Management
  22. 22. Performance
  23. 23. Reporting
  24. 24. Master Data</li></ul>Program Initiation<br />Preparation<br />Increase in Capabilities<br />Where We <br />Are Going<br /> Scope<br /><ul><li>HR / Payroll
  25. 25. Financials
  26. 26. Cost Management
  27. 27. Procurement
  28. 28. Order to Cash
  29. 29. Business Warehouse
  30. 30. IT Infrastructure</li></ul>Where <br />We Are<br /><ul><li>Building on Foundation
  31. 31. Application Roadmap
  32. 32. Stabilize Foundation
  33. 33. Organizational Learning</li></ul>FY08 FY09 / FY10 FY11/12 <br />Implementation Time Line<br />
  34. 34. Seneca Architecture<br />Business Process<br />Applications<br />Data & Information<br />Technology<br />Architectural Priorities<br />Business Process<br />Just as important as technology<br />Strive for excellence, efficiencies<br />Process models documentation, learning<br />Application<br />Support & Maintenance<br />Organizational Learning<br />Change Management, Governance<br />Strategic alignment / roadmap<br /><ul><li>Data & Information
  35. 35. Master Data Management
  36. 36. Reporting, Analytics, Measurement
  37. 37. Technology
  38. 38. Business more reliant on technology
  39. 39. Reliability, availability, serviceability
  40. 40. Integration, performance, optimization</li></li></ul><li>Strategic ObjectiveSupport SAP Platform, Business Growth and ProfitabilityBy Implementing Business Process Management<br />Process is Just As Important As Technology<br />High Impact Process Improvements<br />Long Term Competitive Advantage Opportunity<br />Scale Process to Accommodate Growth & Business Case Realization / Benefits<br />Enables Risk Management / Business Continuity<br />Align Business Processes to Application<br />Maximizes investment in SAP<br />Reduce time, effort, cost in defining, implementing, monitoring processes<br />Assists with software configuration of processes and automating sub-processes.<br />Greatly assists with changes, enhancements, projects.<br />Modeling process and requirements instead of programming.<br />Assists with Training, Operating Procedures<br />
  41. 41. “Stractical” BPM<br />Tactical process efforts to enable strategic opportunities<br />Deliver value while building towards the strategic <br />Journey Over Time <br />Using SDLC - Day-Day Project Work Processes<br />Targeted Value Based Efforts – Critical Areas<br />Deductions, Brokerage<br />Roadmap for BPM activities<br />What processes do we want to better understand, improve and invest in?<br />Food Safety/Trace Recall, Planning, Brokerage, Deductions, Master Data<br />Application Portfolio Roadmap Alignment<br />Enablement through Competency Center<br />ARIS Repository for all process initiatives<br />Management understanding of BPM<br />ARIS Express – no cost Visio<br />
  42. 42. Confiance Transformation Framework (CTF)<br />Design<br />Realization<br />The Confiance Transformation Framework (CTF) is a comprehensive, structured approach to deliver business transformation. The Framework consists of four separate components: Design, Adoption, Governance and Realization, each with defined methodologies.<br />Together they form an iterative transformation roadmap to give an organization a prescribed approach for successful business transformation.<br />Process Monitoring<br />Technology Principles<br />EA Monitoring<br />Industry Frameworks<br />Capability Analysis<br />Process Design<br />Technology Standards<br />Master Data Management<br />EA Strategy<br />Application & Technology Rationalization<br />Process Measurement<br />Process Execution<br />Process Strategy<br />Process Technology<br />EA Framework<br />Process Analysis<br />Process & Technology Discovery<br />Transformation Roadmap<br />Portfolio Management<br />EA Metrics<br />Process Roadmap<br />Process Maturity<br />Process Ownership<br />EA Training<br />Technology Ownership<br />EA Maturity<br />Transformation CoE<br />Process Training<br />Process Governance<br />Process Leadership Development<br />Technology Governance<br />EA Leadership Development<br />Data Governance<br />Process Communication<br />Technology Roadmap<br />EA Communication<br />Adoption<br />Governance<br />
  43. 43. Seneca Foods Transformation by Dimension<br />Design<br />Use Automated Process Discovery (<30 days) to baseline enterprise process model<br />Identification of process improvement opportunities <br />Identification of technical optimization<br />Integrated Business & IT view through reference models like SCOR, SAP etc.<br />Adoption<br />Implementation of BPM technology<br />Training, Mentorship & Elearning to drive organization enablement <br />Realization<br />Structured approach to solve business problems through processes<br />Recommendations for technology optimization<br />Governance<br />Process model governance<br />
  44. 44. Phased Approach<br />Enablement & Adoption<br />
  45. 45. Phase 1 Baseline Process Design<br />Baseline Process Design<br />Process Profiling – Redocumentation of SAP<br />Results are categorized into <br />Business Process Findings<br />Business Process Model<br />Process Oriented Configuration – SAP Solution Manager<br />Identification/Validation of Process Improvement Opportunities<br />Usage Analysis<br />Organizational Structure & Organization Analysis<br />Transactional Analysis Use, User & User Group<br />Document Analysis<br />Technical Analysis<br />Authorization Analysis<br />ARIS Solution Manager Integration<br />
  46. 46. Business Process Models discovered<br />Processes Level 1<br />Processes Level 2<br />E2E View<br />
  47. 47. Processes Level 3<br />Active (Tcode on top, frequency below) <br />
  48. 48. SAP Usage<br />Transactions / Usage <br />The system is close to standard with 87%<br />Baseline of transactions usage by module, type of technical processing, and by month. <br /><ul><li>Reports</li></ul>59% of the reports not used during test period<br />Potential reduction of unused reports especially in consideration of a release change<br />
  49. 49. Functionality Analysis<br />Standard functionality could likely be extended <br />
  50. 50. <ul><li>Industry typical functions
  51. 51. No customer inquiry, no customer quotation
  52. 52. High numbers of Contracts
  53. 53. Excellent: very few billing cancellations</li></ul>Order to Cash Overview<br />
  54. 54. Phase 2 Build Repository <br />Build Repository<br />Create ARIS repository<br />Rationalize Process Profiling content and generate baseline process documentation<br />Create Process repository and structure within ARIS to house process content, utilize reference frameworks <br />Connect existing high-level process content with defined Solution Manager and ARIS models to create multi-level process architecture, supplement as needed<br />Rationalize baseline processes<br />Create process architecture<br />
  55. 55. ARIS Enterprise Repository<br />
  56. 56. Seneca Repository Meta-Model<br />Level 1<br />SCOR, APQC, ITIL, Confiance CPG Best Practices<br />Level 2<br />Supplement<br />SAP Defined<br />Level 3<br />Build<br />Optional / targeted to<br />complete detailed<br />processes<br />Level 4<br />
  57. 57. Enterprise Process Model (EPM)<br />
  58. 58. Fully Integrated – SAP to Process<br />Process View – ARIS <br />Technical View – SAP (Solution Manager) <br />Linkage<br /><ul><li>Redocumentation of SAP synchronized into ARIS provides inventory of transactions being used mapped to SAP standard processes
  59. 59. In ARIS, processes are captured and reuse SAP “building blocks” to create end-to-end process that includes SAP and manual activities
  60. 60. ARIS and SAP are integrated to maintain a combined view and traceability from our processes to implementation and vice versa</li></li></ul><li>Phase 3 Enable Process Harmonization<br />Enable Process Harmonization<br />Establish framework for process-based SAP<br />Create a published process repository for on-going collaboration and knowledge-sharing<br />Create framework to incorporate process definition as part of SDLC<br />Complete E2E review for Deductions Process<br />Use repository for stakeholder review & communication<br />
  61. 61. Deductions Process<br />
  62. 62. Deductions Process Detail Example<br /><ul><li>High-level processes were decomposed to show workflow sequencing including:
  63. 63. Events (triggers)
  64. 64. Logic
  65. 65. Activities
  66. 66. Roles
  67. 67. Systems
  68. 68. Inputs / Outputs</li></li></ul><li>Enablement & Adoption<br />Process Architecture Enablement<br />Train process analysts to manage and maintain process repository through a combination of classroom, mentoring, and e-Learning education<br />Business Owner Enablement<br />Train business users to review and interpret processes within the repository through demonstrations and e-Learning curriculum<br />Management training and communication planning <br />Enablement & Adoption<br />
  69. 69. www.confiancegroup.com<br />Twitter.com/confiancegroup<br />www.linkedin.com/company/confiance<br />solutions@confiancegroup.com<br />

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