Supporting Carlsberg’s Strategy with BPM and ARIS - ProcessForum Nordic, Nov.14 2013

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Customer presentation by Carlsberg at ProcessForum Nordic 2013.

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Supporting Carlsberg’s Strategy with BPM and ARIS - ProcessForum Nordic, Nov.14 2013

  1. 1. Carlsberg Supporting Carlsberg’s Strategy with BPM and ARIS
  2. 2. Agenda Introducing Carlsberg Intro to BSP1 The overall BPM agenda The Carlsberg Process Model Next Steps and Lessons Learned 2
  3. 3. Founded in 1847 on a passion for beer, science and art 1847 JC Jacobsen founds the Carlsberg Brewery on a hill outside of Copenhagen 1868 Carlsberg has international ambitions from the beginning and Exports it’s first barrel of beer to Scotland in 1868 JC Jacobsen has great ambitions for his brewery and to make sure his beer is brewed to the highest scientific standards he establishes the Carlsberg Laboratory. 1882 JC’s son Carl Jacobsen builds his own brewery next to his father’s and calls it ”New Carlsberg”. 1904 The famous Carlsberg logo is designet by architect Thorvald Bindesbøll. This logo is still used today. Carl Jacobsen has a great passion for art and architecture and creates many spectacular buildings for his brewery. One of these is the impressive Elephant Gate welcoming visitors to his brewery. 3
  4. 4. We have grown through a number of European acquisitions since 1999 From a local player in 1999… … to a global brewer in 2012 4
  5. 5. Now with more than 500 different brands 5
  6. 6. Carlsberg strategy is to BE THE FASTEST GROWING GLOBAL BEER COMPANY Carlsberg launched a Business Standardisation Programme (BSP1) as a key enabler in realising the Carlsberg Group Strategy. 6
  7. 7. Agenda Introducing Carlsberg Intro to BSP1 The overall BPM agenda The Carlsberg Process Model Next Steps and Lessons Learned 7
  8. 8. BSP1 drives the implementation of… • One common business process model - which allow us to share best practices, exchange information, benchmark and drive continuous improvement • One common IT platform - which allow us to focus on what’s important – responding to local market needs • One integrated supply chain - which allows us to leverage functional capabilities and benefit from our scale with common and aligned Ways of working across the organisation at all levels BSP1 is not only an IT system implementation, it is a business transformation programme to enable Carlsberg to achieve key business objectives Page 8
  9. 9. Throughout Western Europe, including: 8 main areas will be standardised 19 countries +HQ & HQ central functions will implement BSP1 450 people are currently working in BSP1 25+ nationalities are working in BSP1 600+ managers will be impacted by BSP1 15.500+ employees will be impacted by BSP1 9
  10. 10. Agenda Introducing Carlsberg Intro to BSP1 The overall BPM agenda The Carlsberg Process Model Next Steps and Lessons Learned 10
  11. 11. A Permanent Business Process & Information Management (BP&I) organisation established to: BP&I reasons: 1 Benefits: BP&I Level of standardizatio n Business as usual BSP1 Maintain consistency and standardization MARKET TO CASH FORECAST TO DEPLOY SOURCE TO PAY SUPPORT PROCESSES 3 Global • Achieve and maintain economies of scale Post-BSP1 IDEA TO PROPOSITION 2 • Safeguard BSP1 investment Local Drive end-toend improvement Enable and support a Glocal approach • Increase overall business value of processes, master data & business intelligence • Gain cross-functional process efficiency • Enable efficient & coordinated project preparation • Harvest global synergies in local markets 11
  12. 12. The BP&I organisation is embedded in the BSP1 organisation Steering Group Change / HR Programme Management PMO Functional Boards Technology Solution Architects BP & I Master Data KPIs & Reports Finance Logistics Production Procurement Integration Team Planning Delivery Team Sales Roll out managers 12
  13. 13. The BP&I resources are responsible for the process life cycle during and after the BSP1 implementation New requirements to be raised and linked to L3 processes. Processes are updated by core teams where needed Plan and Analysis Design Process monitoring ELS Build Processes used as input for test script creation/update Deploy Test Training to be process based Test execution and Training material created / updated based on processes 13
  14. 14. The Role of the BPM will switch from project oriented to continuous improvement oriented Maitenance and Continuous Improvement activities Roll-out activities Wave 1 Wave 2 Wave 3 Wave 4 Wave 5 The role of the Business Process Manager will evolve in the same pace as the BSP1 programme roll-out. The main focus before the first wave go-live was to run the project and coordinate functional resources Once the majority of the countries have been roll-out on the standard platform the BPM role will mainly be focused on continuous improvement 14
  15. 15. A Governance process has been designed to approve changes to the standard solution ExCom • Defines Strategy & Policy setting • Approves Functional strategies and targets ExCom Functional Boards Regions Group functions, CSC BP&I • Verifies and approves business requirements => Go/no-go • Ensures end-to-end process alignment • Process Network communities BP&I Change Request Incident CR resolution incl. process, system and end-to-end impact analysis Change Advisory Board Solution Expert Board Regions and Group Functions, CSC • Defines Functional Strategies & targets • Approves major change requests IT CIT Service Desk IT • Solution Architects ensures end-to-end application landscape integration • Responsible for incident management (tickets) • Maintenance of IT infrastructure (technology) 15
  16. 16. The Functional boards will approve major change request or new initiatives ExCom • Defines Strategy & Policy setting • Approves Functional strategies and targets ExCom Functional Boards Regions Group functions, CSC Regions and Group Functions, CSC • Defines Functional Strategies & targets • Approves major change requests Approves change BP&I New Initiative CR resolution CR incl. process, system and end-toend impact analysis Major Change Request Change Advisory Board Solution Expert Board IT CIT Service Desk BP&I • Verifies and approves business requirements => Go/no-go • Ensures end-to-end process alignment • Process Network communities IT • Solution Architects ensures end-to-end application landscape integration • Responsible for incident management (tickets) • Maintenance of IT infrastructure (technology) 16
  17. 17. Agenda Introducing Carlsberg Intro to BSP1 The overall BPM agenda The Carlsberg Process Model Next Steps and Lessons Learned 17
  18. 18. Carlsberg process hierarchy includes 5 levels Level 1 E2E Processes •End-to-end process across functions •Example: Market-to-cash •Consists of several processes. Level 2 Process •Main process area. Typically function-specific, and in some areas comparable with org. departments. Example: Accounts Receivables •Consists of several sub-processes Level 3 Sub-Process •Sub-process. The sub-process is a sequence of related activities. •Example: Goods Invoicing •Consists of several activities Level 4 Activity •Activity. Activities are key steps within a Subprocess. •Example: Printing Invoices •An activity consists of several tasks Level 5 Task / Transaction •Task. The steps are specific user actions or system transactions. A step contains the guide for how to perform the task. •Example: Send invoices to print 18
  19. 19. And they are aligned with SAP Solution Manager documentation hierarchy Level 1 Level 2 Level 3 Level 4 Level 5 End to End Process Functional ownership Main Process Area (Business Scenarios) Sub-process (Business Processes) Activity (Process Step) Tasks/Transactions 19
  20. 20. After several previous silo-oriented optimisation projects, it was found essential to work with end-to-end processes Why do we have our processes structured in End to End processes? • • • In order to switch the culture from a silo-oriented approach to a more end-to-end integrated view To facilitate process integration across functions To secure processes are mapped only once Processes have been divided in Main Processes that describe where Carlsberg has its primary competitive advantage i.e. • • • • Idea to Proposition Market to Cash Forecast to Deploy Source to Pay …and supporting processes which include all the back-office processes such as: • • • Hire to Retire Record to Report Master Data Management 20
  21. 21. CARLSBERG BUSINESS PROCESS MODEL Group Strategic Processes: Real Estate - Mergers & Acquisitions - Business Development OUR BREWING PROCESSES IDEA TO PROPOSITION MARKET TO CASH FORECAST TO DEPLOY SOURCE TO PAY HIRE TO RETIRE KPI & REPORTING MANAGEMENT ASSET MANAGEMENT RECORD TO REPORT MASTER DATA MANAGEMENT BUSINESS MANAGEMENT GROUP SUPPORTING PROCESSES IT PROCESSES BUSINESS PROCESS MANAGEMENT
  22. 22. E2E thinking 400m sprint world record for men: 43.18 sec 4x100m relay for men: 37.40 sec Name of presentation - DD MM YYYY – Month/Day/Year
  23. 23. Before designing the IT platform, we designed the processes model together with the business 3. Identification of Best Practice Countries based on the Process List validation, Week Countries 9 PL 10 11 CH 12 13 UK workshops 5. To-Be design + Local Finance Local Finance department department PTP-030-020-040 Contract compliance on price Creditnote/new settlement invoice Yes Group Procurement Group Procurement 2. Validation of the Process List per function by Core Team, HQ, and selected Countries 4. AS-IS + Country /reference visits Supplier performance Price compliance report in BW Compliance report on supplier Analysis of report Category evaluation Is the price explanation accepted? Is there a match between invoicedl price vs.contract price? Final evaluation of supplier Category evaluation report Yes Information to compliance report No Yes Sending creditnote No Supplier Supplier 1. Identification of Carlsberg processes based on external and internal input a Process List is generated Explanation on deviation Conlcusion of deviation cause Did we pay to much for the product? No Settlement invoice 6. Integration workshops to finalize Processes, Master Data and reporting requirements. 23
  24. 24. The Process Documentation Tool has also evolved during the BSP1 Programme 4 Once the foundation of the model was established it was decided to buy a more advanced tool to link Business and IT. 4 3 2 1 Microsoft Local Finance Local Finance department department PTP-030-020-040 Contract compliance on price Creditnote/new settlement invoice Group Procurement Group Procurement Yes Supplier performance Price compliance report in BW Compliance report on supplier Analysis of report Category evaluation Is the price explanation accepted? Is there a match between invoicedl price vs.contract price? ARIS BPMN ARIS EPC IPPM 2 Deloitte’s IPPM was used to create a more integrated process model and to have all information one place. Final evaluation of supplier Category evaluation report Yes Information to compliance report No Yes Sending creditnote No Supplier Supplier 3 After more than one year working with EPC it was decided to change to BPMN to gain more acceptance from the end users Explanation on deviation Conlcusion of deviation cause Did we pay to much for the product? No Settlement invoice 1 Used Visio for process flows, Word for linking processes to roles, systems and data and Excel to administrate the whole process structure 24
  25. 25. A process example at the lowest level shows events, information and business rules 25
  26. 26. Besides Processes we are also documenting Master Data, KPI, Reports, IT and Controls Master Data KPIs & Reports Business Processes Roles & Authorisations IT Architecture Internal Controls 26
  27. 27. KPIs are deployed down ensuring employees can see their work in a strategic context Before: • Multiple versions of same reports, multiple versions of KPI calculations • No single version of the truth, No transparency Supply Chain Targets After • The portal is a “one-stop shop” for all reporting needs • Standardised reports can be used as a point of departure for the user to customise into their own or country- specific report • Various tools available to give flexibility, e.g.: • Personal and global variants • Analyser queries • Query designer • Personal favourites and country folder 27
  28. 28. Agenda Introducing Carlsberg Intro to BSP1 The overall BPM agenda The Carlsberg Process Model Next Steps and Lessons Learned 28
  29. 29. The most significant challenges In the programme: • Process thinking • Understanding of ARIS • Mapping discipline • Understanding why processes are still important after the design phase • Resource constraints With ARIS: • End user acceptance: – End users were reluctant to use / understand EPCs – Business Publisher is not very user friendly • SAP synchronization: – Has been learning by doing – both in regards to the actual use of Solution Manager and in regards to the benefits it gives. 29
  30. 30. Next Steps End-user facing: • Develop scenario models for ”tricky” scenarios • Include more background information, i.e. policies, templates • Improve Business Publisher/Replace by own portal? BP&I & IT facing: • Mapping Requirements to processes • Upgrade ARIS 30
  31. 31. Lessons Learned • More business process instruction rather than system instruction • Processes as part of test and training in all areas • Cannot take one area only. It is all connected: – Processes – Master Data – Reporting – System – Organisation Specially when combined with a system implementation – DON’T focus only on the system supported processes and/or functionalities • Once documented, it is a strong tool when introducing new initiatives These are the lessons learned from the first golives but and we are still learning… 31
  32. 32. Any Questions? TM 32

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