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A Five-Step Path to Ensure Your Master Data Strategy Supports Supply Chain Excellence
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A Five-Step Path to Ensure Your Master Data Strategy Supports Supply Chain Excellence

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866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com ...

866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com
Presented by Sharon Nelson at SAPInsider #SCM2013 March 8th, 2013.
Whether you have a sound master data strategy or are refining your existing protocols; This session will provide a framework towards achieving continuous supply chain excellence. See how to engage in an assessment process that is based upon measuring characteristics along the five levels of maturity; including defining the Key Performance Indicators (KPIs) that serve as a baseline in & around 3 core areas: People, Process, and Technology. Walk through this matrix to capture your organization’s true baseline to assess your readiness for improvement. Gauge your People readiness, by knowledge level, skill-set, governance structure, project organization, and more. Examine your Processes to ascertain how your organization maintains and monitors data characteristics, such as quality, accuracy, security controls and ownership. Understand how to establish improvement measurements and milestones to support compliance, and ensure executive-to-user buy-in to support a sustainable model. Examine Technology: an enabler that supports your people and process readiness with the right tools at the right time. Take home a pragmatic approach of how to measure your baseline, develop a Scorecard that tracks results along the different attributes that are being measured – and get moving towards improved supply chain performance and the right level of maturity.

For more information, a PDF, or the video recording contact Jaime.Reints@Plan4Demand.com
Check out more information on additional topics at www.plan4demand.com

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    A Five-Step Path to Ensure Your Master Data Strategy Supports Supply Chain Excellence A Five-Step Path to Ensure Your Master Data Strategy Supports Supply Chain Excellence Presentation Transcript

    • A Five-Step Path toEnsure Your MasterData Strategy SupportsSupply ChainExcellenceSharon NelsonPlan4Demand Solutions © Copyright 2013 Wellesley Information Services, Inc. All rights reserved.
    • In This Session …• Regardless of status, whether new to the journey, owner of a sound Master Data Strategy, or on the road of continuous improvement, this session will teach you more about assessing your status and planning for next steps 1
    • What We’ll Cover …• Defining your state in the master data journey• Understanding the maturity framework• Measuring success — How to assess what level supports YOUR needs• Defining your vision — Your maturity model• Planning and decisions to support the future• Wrap-up 2
    • Your State in the Journey• Struggling for full benefit realization Go Live Managed Processes It’s not Working! 3
    • What We’ll Cover …• Defining your state in the master data journey• Understanding the maturity framework• Measuring success — How to assess what level supports YOUR needs• Defining your vision — Your maturity model• Planning and decisions to support the future• Wrap-up 4
    • Maturity Framework for Measuring Success• An industry Maturity Matrix is used to perform the assessment of the current environment across each dimension  People, Process, and Technology• This will serve as your baseline assessment tool 5
    • Assessment Baseline Tool 6
    • Target Maturity — Industry Perspective • Select your plan to match your industry Technology Process Industry Driver People Skills Traceability Governance RetentionPharmaceutical Regulation, Impact 4.5 5 5High-Tech Electronics Speed of Change 4.5 3.5 3.5 Regulation, ModerateFood & Beverage 4 4.5 4.5 ChangeConsumer Goods Moderate Change 3.5 4 4 Moderate Change,Apparel 4 4 4 Complex ProductBusiness X – Complex Product, 4 4 4Recommended Target Multi-facetedBusiness Unit A Actual – Assessment 2.5 2.5 2.5Business Unit B Actual – Assessment 2.25 1.75 1.75Business Unit C Actual – Assessment 1.75 2.25 1.75 Maturity 1-Aware 2-Developing 3-Practicing 4-Optimizing 5-Leading Scale 7
    • What We’ll Cover …• Defining your state in the master data journey• Understanding the maturity framework• Measuring success — How to assess what level supports YOUR needs• Defining your vision — Your maturity model• Planning and decisions to support the future• Wrap-up 8
    • Gap Analysis — People People and Organization Gap: Need to evolve skills, role, and organizational structure/commitment/culture towards data 9
    • Assessment/Opportunity — People/ Organization PEOPLE PROCESS TECHNOLOGY through your supply chainSample Client Good Practice/Leading  Decentralized/hybrid model  Central – Enterprise-wide  Remote data entry site  Consistent roles across data pillars  Disparate roles across sites  Data Stewardship role embedded into  Liaison, data steward, data a COE (Center of Excellence) maintenance  Skills consistently high – Role has  Skill levels/backgrounds are significant respect in organization varied Tgt – Apparel BU-A BU-B Tgt – CP Tgt – Hi-Tech 4.0 4.5 1.75 2.25 3.5 Maturity 2.5 BU-C 4.0 Tgt – Food & Bev 4.5 Aware Developing Practicing Optimizing Leading 10
    • Gap Analysis — Process and Governance Gap: Clear process definition and governance/control of this process across the organization is critical 11
    • Assessment/Opportunity — Process PEOPLE PROCESS TECHNOLOGY through your supply chainSample Client Good Practice/Leading  Lack of governance/adherence to  Governance/standards clearly process established and monitored  Many organizations, each with a  Change process known and different process adhered to across functions  Organizational lack of rigor of data  Clear documentation of all accuracy/pushed to data entry requests, approvals, and team changes  KPIs developing  KPIs shared across organization Tgt – Apparel BU-A BU-B Tgt – Hi-Tech 4.0 Tgt – Food & Bev 1.75 2.25 BU-C 3.5 Tgt – Pharma Maturity 2.5 4.0 Tgt – CP 4.5 5.0 Aware Developing Practicing Optimizing Leading 12
    • Gap Analysis — Technology Gap: Need to leverage available toolsets and deploy across the enterprise to support people and process 13
    • Assessment/Opportunity — Technology PEOPLE PROCESS TECHNOLOGY through your supply chainSample Client Good Practice/Leading  Highly fragmented systems within  Enterprise systems and across lines of business  Central Master Data Repositories – Clear  Highly complex master data flows system of record across organization  IT standards clearly established  Relationship to IT/data standards is not clear  Data quality tools consistently leveraged, data quality requires no compromises  Highly manual NPD routing (controls) process and redundant data entry  BPM – Document/workflow processes enabled and integrated with PLM Tgt – Apparel BU-A BU-C Tgt – Hi-Tech 1.75 4.0 Tgt – Pharma Maturity BU-B 1.75 2.5 3.5 4.0 4.5 5.0 Tgt – CP Tgt – Food & Bev Aware Developing Practicing Optimizing Leading 14
    • What We’ll Cover …• Defining your state in the master data journey• Understanding the maturity framework• Measuring success — How to assess what level supports YOUR needs• Defining your vision — Your maturity model• Planning and decisions to support the future• Wrap-up 15
    • A Sample — Current State Assessment• SWOT Analysis Strengths Weakness • Effort made to centralize team • Systems platform is complex and business lines are • Elements of technology enablers are present in divided company • Tools exist, but not deployed efficiently • Leadership is recognizing importance of data • Differences in skills, process, and technology exist management across the data management teams • Roles across teams are not consistent • Organizational accountability for data integrity is not culturally embedded Opportunity Threats • Leverage available technology to improve • Lack of standard controls put organization at • Elevate the data stewardship role across the financial risk business lines • Lack of engagement by upstream functions – • Establish clear process governance and SLAs with Production, sourcing, planning in data ownership, functions in terms of data quality, accuracy, and and accountability will lead to failure to mature and response times improve • Share KPIs across functions and establish clear • Lack of commitment to data stewardship role will policies to manage the change process undermine ability to mature 16
    • What We’ll Cover …• Defining your state in the master data journey• Understanding the maturity framework• Measuring success — How to assess what level supports YOUR needs• Defining your vision — Your maturity model• Planning and decisions to support the future• Wrap-up 17
    • Process Roadmap• Guiding Principles  A key element of the process roadmap is a structured and common process across BUs/Locations  The recommended approach is to establish a core process and conduct fit/gap analysis for each BU as they roll onto SAP with rigorous criteria enforced by Data Steering Committee to control change  Determine functional data owners/accountability “Moving the Needle towards the Vision” 18
    • People — Data Management Organization(DMO)• Options for organization models  Choice dependent on culture and current state of organization  Five models, plus hybrids if needed  Model 1 – Data Steward by Subject Area  Model 2 – Data Steward by Function  Model 3 – Data Steward by Business Process  Model 4 – Data Steward by System  Model 5 – Data Steward by Project 19
    • People — Data Management Organization(DMO) (cont.)• For example: Design and staff an enterprise-wide data management organization based on Data Subject Areas  Data Steward – Business – Data Content Owner  Data Custodian – IT – Data Bucket Owner  Governance Committee – Process Enablement/Compliance Governance Committee – IT and Business Data Stewards – Business Data Custodian – IT Data Customer Material Vendor Security Model 20
    • Data Steward Responsibilities• Role: Owner of the Data Content  The Data Steward is a business representative who is ultimately accountable for determining, describing, and enforcing the business rules and definitions for data  Establish/maintain data standards/field definitions  Document and maintain business rules/transformation and use of data fields  Business Representatives/Data Stewards must retain responsibility for the data content by establishing quality expectations while managing compliance  Ensure that realistic quality expectations are consistent with business processes  Ensure that the data conforms to the quality expectations 21
    • Data Steward Responsibilities (cont.)• Skillset RequirementsAttributes SkillsLeadership/ • Demonstrated leadership skills. Ability to work collaboratively to achieve process compliance.Project • Must be able to represent the data management team as a key subject matterManagement expert and resource for the assigned data entity • Ability to prioritize and execute tasks in a high-pressure environmentTechnical/ • Exceptional analytical, conceptual, and problem-solving abilities requiredAnalytical Skills • Understanding of relational database structures, theories, principles, and practices • Experience with data processing flowcharting/process mapping/RACI Assignment techniques preferredCommunication/ • Strong written, technical documentation, and oral communication skillsInterpersonal • Strong presentation and interpersonal skills. Ability to present ideas in a user- friendly language. • Experience working in a team-oriented, collaborative environment • Ability to establish, deliver, and enhance training content, materials, and learning programs that provide functions, skills, and understanding on how to execute the processes defined 22
    • IT Data Custodian Responsibilities• Role: Owner of data buckets/systems that manage data  Establish data access restriction facilities  Install security mechanisms that enable data access restrictions  Design roles that provide appropriate access to data elements  Deliver quality data with supporting audits and controls, ensure proper backup and retention policies are met, and resolve deficiencies  Errors disclosed through audits and controls indicate data processing deficiencies and must be addressed by IT  Incorporate changes as needed  Continuously communicate with the Data Stewards and other business representatives to keep informed about business changes that impact the systems and data 23
    • Plan for the Future• KPI options for consideration  Vendor  Customer  Data Quality  Data Quality  Duplicate vendor  Duplicate customer  Shared (across business  Duplicate payer lines)  ABI not found supplier change  CASS not found  Shared (across business lines) customer change  Material  Data Quality  Duplicate material  Material extension  BOM relationship (raw, semi, FG)  MRP, Sales view 24
    • Plan for the Future (cont.)• Key Performance Indicators (KPIs) Current KPIs Good Practice Next StepsChange Request Lead  Track actual times at key • Consistently track, establishTime (days) milestones in process SLAs across business functions  Targets for New, Revisions • Share targets/load impacts clearly established for given load# of Requests/Month by  Track load of all sources for • Establish consistent trackingLocation (new, revision, change (new product, vendor; and demand managementdrop ship, load sheet) revision to product, vendor/ processes for change to provide network) visibility to react  Error fix*Error Rate/Month  Track and share error rate by • Track and share across source across organization functions 25
    • Technology Roadmap• Transition into Technology  Short-term  Focus to define metadata/data definition managed by Data Stewards  Use established technology  Consider workflow/SharePoint/etc. to help enable business collaboration/ controls and eliminate redundant data entry where possible  Linked to MDM and integration tools deployed if applicable  Build integration to eliminate double entry of data where feasible  Long-term technology enabled  With core processes developed and matured during early stages of the journey, the focus is to build long-term tools to manage KPIs to govern the process 26
    • What We’ll Cover …• Defining your state in the master data journey• Understanding the maturity framework• Measuring success — How to assess what level supports YOUR needs• Defining your vision — Your maturity model• Planning and decisions to support the future• Wrap-up 27
    • 7 Key Points to Take Home• You are on a journey of continuous improvement/evolution• Use assessment methodologies/tools to determine your goal and current status against that goal• Quality master data is key to your success• Establish a process, structure, and team to manage master data, knowing that roles and structure will evolve as you do• Establish/use KPIs to drive ongoing success• Add technology as you progress• Evolve and adjust as your journey progresses 28
    • Your Turn! How to contact me: Sharon Nelson @Plan4Demand info@Plan4Demand.com Please remember to complete your session evaluation! 29
    • Where to Find More Information• www14.software.ibm.com/webapp/iwm/web/signup.do?source=sw- infomgt&S_PKG=ov6093&S_TACT=109HF41W&S_CMP=is_cast31  The Role of Master Data in Customer Experience Management• www.sap.com/mk/get/PPCANAC7426R?SOURCEID=DE  SAP Video: What is Enterprise Information Management (EIM)?  Learn about Enterprise Information Management strategy and how it can benefit your business in this video series.• www.sap.com/mk/get/PPCANAC7426R?SOURCEID=DE  SAP white paper: “Implementing information governance”  See how top-performing businesses are using information governance strategies to turn data into a strategic asset• www.sap.com/mk/get/PPCANAC7426R?SOURCEID=DE  SAP white paper: Forbes on managing information  Learn how ever-increasing data volume can be successfully managed and leveraged in this report by Forbes .... 30
    • DisclaimerSAP, R/3, mySAP, mySAP.com, SAP NetWeaver®, Duet®, PartnerEdge, and other SAP products and services mentioned herein as well as theirrespective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product andservice names mentioned are the trademarks of their respective companies. Wellesley Information Services is neither owned nor controlled by SAP. 31