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Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
Andritz and S&T –partnership for business success
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Andritz and S&T –partnership for business success

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Kako obvladovati krizo, 26. november 2009, Hotel Union Executive …

Kako obvladovati krizo, 26. november 2009, Hotel Union Executive

Pri iskanju svojih talentov in prave poti je pomoč vedno dobrodošla, saj lahko razkrije nepredvidene poti in rešitve. Take poti smo iskali na poslovnem srečanju »Kako obvladovati krizo« in skupaj z vašo pomočjo prišli do zanimivih ugotovitev.

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  • 1. Andritz and S&T – partnership for business successKlaus Glatz – CIO Andritz Group
  • 2. Andritz and S&T – partnership for business success Contents  The Andritz Group – Overview and company profile  Main areas of cooperation with IMG and S&T  ERP strategy definition and ASAP implementation  CIO Organizational Consulting  Office Communication Services and LiveMeeting  Summary  Questions and Answers2 Andritz and S&T – partnership for business success
  • 3. The ANDRITZ GROUP Overview Company  ANDRITZ AG, Graz, Austria (Group headquarters).  More than 150 production and service sites worldwide.  Employees: ~13,400 worldwide (as of June 30, 2009). Key figures 2008  Order intake: 3,705 MEUR.  Sales: 3,610 MEUR.  Net income (incl. minority interests): 147 MEUR.  Equity ratio (as of December 31, 2008): 18.7%. Products and services Customized plants, process technologies, and services for the hydropower, pulp and paper, metals, and other industries (solid/liquid separation, feed and biofuel).3 Andritz and S&T – partnership for business success
  • 4. The ANDRITZ GROUP A world market leader in most business areas Electromechanical systems for hydropower stations ~40% of – in particular turbines, hydropower generators, and Group sales turbo generators; pumps. Plants and services for the production of pulp, paper ~30% of (especially tissue paper), board, and fiberboard; Group sales biomass boilers. Production and finishing lines for metallic strip (for ~15% of carbon steel, stainless steel, and non-ferrous metal); Group sales industrial furnace systems. Plants and services for solid/liquid separation for ~10% of municipalities and industries (e. g. mining, food Group sales industry). Plants and services for production of animal feed (for ~5% of the petfood industry, the fish and shrimp feed indus- Group sales try) and biomass pellets (especially wood pellets).4 Andritz and S&T – partnership for business success
  • 5. The ANDRITZ GROUP Growth through organic expansion and acquisitions HYDRO METALS Compound Annual Growth Rate (CAGR) 2006 VA TECH HYDRO 1997 Sundwig of Group Sales 1998-2008: +17% 2007 Tigép 1998 Thermtec 2008 GE Hydro business 2000 Kohler 2008 GEHI (JV) 2002 SELAS SAS Furnace Div. PULP & PAPER 2004 Kaiser 1990 Sprout-Bauer 2005 Lynson 1992 Durametal 2008 Maerz 1994 Kone Wood 3.610 1998 Kvaerner Hymac ENVIRONMENT & 3.283 1999 Winberg PROCESS 2000 Ahlstrom Machinery 1992 TCW Engineering 2.710 2000 Lamb Baling Line 1996 Guinard 2000 Voith Andritz Tissue LLC (JV) 2002 3SYS 2002 ABB Drying 2004 Bird Machine 2003 IDEAS Simulation 1.744 2004 NETZSCH Filtration 2003 Acutest Oy 1.481 2004 Fluid Bed Systems of 1.319 1.225 2003 Fiedler 1.110 VA TECH WABAG 2004 EMS (JV) 937 2005 Lenser Filtration 2005 Cybermetrics 666 656 2006 CONTEC Decanter 2005 Universal Dynamics Group 2006 Küsters FEED & BIOFUEL 2006 Pilão 2007 Bachofen + Meier 1995 Jesma-Matador 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2007 Sindus 2000 UMT 2008 Kufferath 2005 Chemes Strojarne Sales of the ANDRITZ GROUP (MEUR)5 Andritz and S&T – partnership for business success
  • 6. Andritz and S&T – partnership for business success Contents  The Andritz Group – Overview and company profile  Main areas of cooperation with IMG and S&T  ERP strategy definition and ASAP implementation  CIO Organizational Consulting  Office Communication Services and LiveMeeting  Summary  Questions and Answers6 Andritz and S&T – partnership for business success
  • 7. Main areas of cooperation with IMG and S&T Summary of main topics  Definition of an Andritz Group IT Strategy, continuous modification and extension Andritz Group  Definition of an Andritz Group IT organization IT Strategy  Global biz Apps vs. local IT infrastructure  rework of the IT strategy, critical review of the IT S organization and structures, development of an implementation plan  currently on – going  Initialization and execution of “Think tank” meetings to identify and discuss actual but also possibly upcoming topics “Think tank”  Is used as a discussion forum to challenge upcoming further development possibilities  Those two days meetings are held 3 – 4 times a year ERP Strategy &  Definition of the Andritz Group ERP strategy which resulted into on global ERP for the ERP Andritz Group implementation  Rollout and implementation support to execute the defined strategy support  External staffing of missing internal competence & personnel  Infrastructure concept mainly for ADS and Exchange to align multiple domains into one Infrastructure single domain concept (GECITS  Computacenter  S&T) related topics  Implementation and daily support of infrastructure related topics  Hardware and appliance delivery7 Andritz and S&T – partnership for business success
  • 8. Main areas of cooperation with IMG and S&T Summary of main topics Main areas of cooperation with IMG Main areas of cooperation with S&T  Andritz Group IT Strategy  Infrastructure related topics  CIO services  ADS / Exchange  ERP Strategy  OCS & LM  ERP implementation support (ASAP)  MS Operations Manager  “Think tank”  Hardware delivery Cooperation exists since 2003 Cooperation exists since <1998 S&T Group8 Andritz and S&T – partnership for business success
  • 9. Andritz and S&T – partnership for business success Contents  The Andritz Group – Overview and company profile  Main areas of cooperation with IMG and S&T  ERP strategy definition and ASAP implementation  CIO Organizational Consulting  Office Communication Services and LiveMeeting  Summary  Questions and Answers9 Andritz and S&T – partnership for business success
  • 10. ERP strategy definition and ASAP implementation Andritz Group ERP strategy Goals Principles  Develoipment of harmonized business  Development Focus of ERP Roadmap processes  Lowest possible disturbance of running  Development of a common ERP group businesses solution  Variant with lowest cost at manageable  ERP landscape that has to support risk  Group structure changes (Organizational  Implementation focus (to keep costs low) flexibility)  Stay as much as possible with ERP  Common business processes provided standard processes  Step-by-step migration, no big-bang  Roll-out of same ERP processes globally  Migration drivers  Strict version policy  replacement priorities  Repositioning of IT Organization  cost considerations  System operation will be outsourced  Change Management  Set-up of global competence center  Clear existing uncertainty “What will  Global cost sharing principles (e.g for Blue happen when…” Print Project)  Change from random “Bottom-up” to planned “top-down” (from local to a global ERP strategy)  Predictability and credibility10 Andritz and S&T – partnership for business success
  • 11. ERP strategy definition and ASAP implementation Setup of the ASAP Competence Center (ASAP CC) ASAP Competence Center Global ACC Rollout Team Global ACC Incident Team The Global ACC Rollout Team is responsible The Global ACC Incident Team is responsible for the implementation of the global template for the fast and efficient collecting, tracking with adoptions to local processes and the and resolving of system errors and problems training of the key users during a rollout based on already implemented processes and project. functionalities. Participants will be nominated on a limited time period Following roles are involved:  ACC Lead Consultants Following roles are involved:  ACC Consultants  Global ACC Incident Coordinator  Global ACC Development Coordination  ACC Lead Consultants & ACC Consultants  Global ACC Basis Coordinator  External Consultants11 Andritz and S&T – partnership for business success
  • 12. ERP strategy definition and ASAP implementation ASAP Rollout project overview 2009/2010 Status Model Rollout# Project Q1/09 Q2/09 Q3/09 Q4/09 Q1/10 Q2/10 Q3/10 Q4/10 Q1/11 Q2/11 NameR15 Andritz SWE 3 A (all entities) Feb 2009 Q4/2009R16 Andritz 3 A Fiedler Mar 2009 Q4/2009R17 Sundwig 3 A Pre Kickoff Sep/2009 Jun/2010R18 Andritz 3 B Singapore Q3/2009 Q1/2010R19 Andritz 3 C Uruguay/ Apr/2009 Jul/2009 ChileR20 New Hydro 1 B locations Blueprint Nov/2009 Feb/2010 within ATCR21 Andritz 1 A Lenser Mar 2010 Q3/2010R22 Andritz Brazil 1 A PP Blueprint May/2010 Q4/2010 Status: ASAP Rollout Models: 1 = Project expected (proposal under consideration) A = ASAP Standard Rollout Model (Model A) 2 = Project approved (budget available) B = ASAP Light Rollout Model (Model B) Kickoff Go live 3 = Project started C = ASAP Financial Rollout Model (Model C) 4 = Project finished – handed over to ACC12 Andritz and S&T – partnership for business success
  • 13. ERP strategy definition and ASAP implementation ASAP Rollout project overview 2010/2011+ Status Model Rollout# Project Q3/10 Q4/10 Q1/11 Q2/11 Q3/11 Q4/11 Q1/12 Q2/12 Q3/12 Q4/12 NameR23 Andritz Hydro 1 A USA / CA Sept/2010 Q2/2011R24 Andritz 1 A Kufferath DE Q2/2011 + SK Sept/2010R25 Andritz FB 1 A Humenne/SK Nov/2010 Q2/2011R26 Andritz Hydro 1 A Brazil May/2011 Q1/2012 Status: ASAP Rollout Models: 1 = Project expected (proposal under consideration) A = ASAP Standard Rollout Model (Model A) 2 = Project approved (budget available) B = ASAP Light Rollout Model (Model B) Kickoff Go live 3 = Project started C = ASAP Financial Rollout Model (Model C) 4 = Project finished – handed over to ACC13 Andritz and S&T – partnership for business success
  • 14. ERP strategy definition and ASAP implementation Master Data Management – Global activities Global MDM  Definition of global standardization concepts (e.g. AST, AMC, Concepts & Classification, Characteristics, etc.) Processes  Definition of globally valid master data processes (Creation, Change, Lifecycle management) Organizational  Definition of roles responsibility  Assignment of group wide acting people to these roles Provision and  Identification and set-up of global master data (incl. identification of management of potential scope, set-up in relevant applications, e.g. Matrix) global master  Management of global master data to support all core business data (data pool) processes  Permanent technical and organizational implementation of global MDM Implementation  Roll-out specific implementation of MDM (incl. pro-active preparation and post roll-out activities)14 Andritz and S&T – partnership for business success
  • 15. ERP strategy definition and ASAP implementation Role of IMG ERP strategy definition SAP implementation project  Main consulting partner for the definition of  Support during the setup of the whole ASAP the ERP strategy for the Andritz Group program  Definition of an ASAP organization together  Analysis of the current ERP situation with meeting structures, principles, templates and template structures,  Development of possible scenarios documentation and communication, …  Being a member in the overall ASAP  Preparation of the strategy document for the steering committee and different Executive Board meeting coordination teams  Usage of consultants intensively for the blueprint phase  Usage of consultants in the rollout projects  Produce new ideas and experiences from customers in the same industry  IMG has been a key player in the overall ASAP program15 Andritz and S&T – partnership for business success
  • 16. Andritz and S&T – partnership for business success Contents  The Andritz Group – Overview and company profile  Main areas of cooperation with IMG and S&T  ERP strategy definition and ASAP implementation  CIO Organizational Consulting  Office Communication Services and LiveMeeting  Summary  Questions and Answers16 Andritz and S&T – partnership for business success
  • 17. CIO Organizational Consulting Establish a new Andritz Group IT Strategic Goals Andritz Group Main Challenges for IT  Achieve 10% yearly growth in sales  50% Organic Fast integration • Integration at infrastructure level is established of new • Allow fast roll-out of ASAP global processes  50% complementary acquisitions acquisitions and applications after deal closing  Increase share of service business  30% of overall turnover  15% EBIT margin • Globalization of IT Increase • Clearly defined roles and functions Efficiency of IT • Roll-out of global IT Processes  Achieve EBIT goal Organization • Define global project portfolio management  7% EBIT of Andritz Group • Implement global cost management  Customer proximity in new BRIC core markets  Brazil • Streamline of IT organizations within legal Set-up of entities  Russia regional IT • Set-up of regional IT competence centers in  India competencies China, Brazil and India  China • IT consolidation wherever reasonable17 Andritz and S&T – partnership for business success
  • 18. CIO Organizational Consulting Establish a new Andritz Group IT Maturity Level Fragmentation of Resources  The organizational maturity level has to be improved  205 IT staff are spread across 45 locations  There is need for action in various IT functions  No possible consolidation of competences Fragmentation of Infrastructure Complexity of Reporting Lines  840 servers are spread across more than 85 locations  IT staff has to be managed via direct and multiple dotted  Possible server consolidation potential not utilized lines18 Andritz and S&T – partnership for business success
  • 19. CIO Organizational Consulting Establish a new Andritz Group IT Scattered Andritz Group IT Future Andritz Group IT  High fragmentation of IT staff  Establishment of basic governance principles  Lack of consolidation of IT staff  Implementation of a good practice IT organization  Lack of consolidation of IT Infrastructure  Consolidation of application mgmt to major sites  Low level of maturity of IT organization  Consolidation of infrastructure mgmt. to major sites  High complexity of IT organization  Implementation of a follow the sun operations concept  Low efficiency of IT organization  Evaluate the possibilities for external sourcing of services19 Andritz and S&T – partnership for business success
  • 20. CIO Organizational Consulting Establish a new Andritz Group IT – Transformation Program Phase I Phase 2 Design Planning Implementation Sustainability n Development of a Implementation of Ensure a Definition of the to transformation the transformation sustainable be status program program implementation Change Management Program and Project Management20 Andritz and S&T – partnership for business success
  • 21. CIO Organizational Consulting Role and experiences with IMG – CIO Org Consulting “As Is” analysis “To Be” definition  General discussion about the “As Is”  Support in the definition of the „To Be“ situation Andritz Group IT  Identification of weakpoints and areas  Setup of an IT Transformation Program Role for improvement  Identification of the IT governance  Guidance for the „As Is“ analysis model  Evaluation of the „Need for action“  Organizational regulations for a  Triggering of the financial analysis business to IT alignment  Outcome was a new organization and  Using the existing knowledge and needed functions experience accelerates the „As Is“ Experiences  Additionally a transformation plan analysis phase which allows Andritz to go into the  Based on their approach very efficient planned directions and straight forward oriented  Governance definitions have been  Whole topic was handled very slim and formed target oriented  In the meanwhile the plans have been  Utilization of existing know how approved21 Andritz and S&T – partnership for business success
  • 22. Andritz and S&T – partnership for business success Contents  The Andritz Group – Overview and company profile  Main areas of cooperation with IMG and S&T  ERP strategy definition and ASAP implementation  CIO Organizational Consulting  Office Communication Services (OCS) & LiveMeeting (LM)  Summary  Questions and Answers22 Andritz and S&T – partnership for business success
  • 23. Office Communication Services (OCS) & LiveMeeting (LM) Need for action  Calling to and from abroad creates very high costs through high roaming charges  Sharing of presentations and applications with internal and external partners is heavily requested  Public tools are available which allows communication with almost no costs (e.g. Skype) this tools create high security risks for enterprises but still are used for erection sites  The implementation of OCS and LM inside our enterprise allows a secure VOIP (Voice over IP) solution with additional features  The communication is routed inside our global network and therefore allows a cost optimal way of communication23 Andritz and S&T – partnership for business success
  • 24. Office Communication Services (OCS) & LiveMeeting (LM) Usage of MS OCS & LM as a UC tool Microsoft OCS delivers streamlined communication features for presence information, instant messaging, conferencing and enterprise voice for businesses around the world. OCS key features:  VoIP (Voice over IP) based phone calls  Screen sharing  Instant Messaging Main Benefits:  Improved communication methods with presence information for Andritz employees  Reduced phone costs due to usage of the internal network  Cost savings by using Live Meetings without the need for travelling24 Andritz and S&T – partnership for business success
  • 25. Andritz and S&T – partnership for business success Contents  The Andritz Group – Overview and company profile  Main areas of cooperation with IMG and S&T  ERP strategy definition and ASAP implementation  CIO Organizational Consulting  Office Communication Services and LiveMeeting  Summary  Questions and Answers25 Andritz and S&T – partnership for business success
  • 26. Andritz and S&T – partnership for business success Summary – Expectations in a close partnership  A lot of small sales offices Andritz’s  Some big production sites  Big capital project sites typically in no man’s land Initial Situation  Andritz offices in approx. 50 countries globally Customer  Know how about the customer and also the customers area of operation is essential  Proven track record for the area of the cooperation engagement understanding,  Cooperation should be a partnership, open communication external view  Continuity of resources especially in strategic topics is important  Customer oriented Attitude  High degree of willingness to perform and motivation Attitude  Agreements must be kept  Activities and tasks should be executed from the perspective of an internal resource  Structured and organized  Documentation of all activities as well as application/system related implementations  Mode of traceability operation and  Proactive suggestions of further possibilities and ideas commercials  Specialist expertise in the area of activities  Market oriented pricing  Delivery according to the agreed scope and time frame26 Andritz and S&T – partnership for business success
  • 27. Andritz and S&T – partnership for business success Summary – Experiences Long lasting partnership and thrust Successful High willigness implementation for success of projects Summary Experiences – Andritz and S&T Cooperation up Highly motivated to an Executive and engaged Level, therefore people enough attention Due to their experience adding value to our organization27 Andritz and S&T – partnership for business success
  • 28. Andritz and S&T – partnership for business success Contents  The Andritz Group – Overview and company profile  Main areas of cooperation with IMG and S&T  ERP strategy definition and ASAP implementation  CIO Organizational Consulting  Office Communication Services and LiveMeeting  Summary  Questions and Answers28 Andritz and S&T – partnership for business success
  • 29. Thank you for your attention Any questions or comments? Klaus Glatz Dipl.Ing. Chief Information Officer Andritz Group ANDRITZ AG Head of Information and Stattegger Strasse 18 A-8045 Graz, Austria Communication Technology Department Tel. +43 316 6902-2954 Fax +43 316 6902-92954 klaus.glatz@andritz.com www.andritz.com29 Andritz and S&T – partnership for business success
  • 30. Andritz and S&T – partnership for business successKlaus Glatz – CIO Andritz Group

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