Confiance  Webinar  Seneca  Foods  F I N A L
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Confiance Webinar Seneca Foods F I N A L

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Business Transformation in the Food Industry.

Business Transformation in the Food Industry.

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Confiance  Webinar  Seneca  Foods  F I N A L Confiance Webinar Seneca Foods F I N A L Presentation Transcript

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