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Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
Bi sysco
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Bi sysco

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  • 1. Business Intelligence Software At Sysco Nabduan Duangmanee : 5520212002
  • 2. The Company Founded 1969 Headquarters 1390 Enclave Parkway, Houston, Texas, U.S. Services Food-service, food-away-from-home • Focus on distributing food and food related products and services to restaurants, health-care, and educational facilities, lodging establishment, and other organization • Area of service including USA and Canada • No. of customers over 420,000 persons • Sales was recorded at $23.4 billion (2002)
  • 3. The Company
  • 4. Income Statement
  • 5. Organization • Decentralize business over 100 operating companies • In early 2003, contain  83 Regional companies as broadline companies with geographical from single cities to multiple state ( approximately 75% of total sales )  62 Specialty companies were acquired focus on food categories such as Asian food service, hotels, and chain restaurants. • Each company had its own profit and loss statements then combined to create companywide financials
  • 6. IT and ERP System • Information Technology • In early 1990s, IT infrastructure is highly decentralized organization structure. • Two operating system have same application but configured and load with different information. • No guarantee that they have same information to deal with the same customers. • Enterprise Resource Planning System • In 1993, The company can not get aggregated daily sales report quickly by the company processes. • More standardized IT is the way to solve the problems • ERP system was developed to handling basic operation processes in taking order, delivering goods and maintain general ledger. • Use in broadlines companies in Houston • Day felt that ERP system was effective transaction platform to use
  • 7. Data Warehouse • In 2002, The large database served as single repository to operation and financial data generated by operating companies. • Even with ERP system, each broad lines implement separately • Customer identifications, order statuses, and other important information were not consistent across all parts of corporation • Become difficulties to monitor and compare performance • The company have data warehouse but have no IT to analyze, monitor and extract meaningful information from data warehouse but most of employee are not expertize in this skill • Most of employee examine historical information which is less useful for predicting the future • Employee in entire company needed to be better anticipate in access to critical information
  • 8. Business Intelligence Software Let user access to the data that was important to them with less complicated skill, help them to find useful information in haystack data. Functions 1.Dashboard 2.Extraction 3.Data mining 4.Predefined report 5.Ad hoc querying and reporting 6.Predictive analysis 7.Even notification 8.Distribution • • • • Implementation BI linked to a company’s data sources Accessed by IT staff and consultants Users could concentrate only on information they needed. • User could generate graph, sales report by specific period and by name of sales person.
  • 9. Business Objects • • • • • One of leading vendors of BI systems by Bernard Liautaud in 1990 Information contained in corporate databases and the difficulties inherent in accessing information had 24,000 customers and annual revenue over $500 million Main competitive advantages in 1.Ad hoc Querying : ability for user to generate new analysis quickly 2.Connectors : predefined interfaces with popular databases 3.The semantic layers : mapping between database elements 4.Caching : retrieve information from database very quickly 5.Professional Service : maximize profit with professional over 400 person worldwide Pricing The software pricing structure varied by product category. Small Company : 25 users with common dashboard automatically update ($25000 as set up fee) Large Company : with 1,000 user access with analysis, performance management, reporting and info infrastructure with license fee approximately $750,000 - $1 million, include newer analytic model add $100,000 - $200,000
  • 10. Business Objects • Services and Supports 1.Consulting Rely on an internal methodology called BI Solution Accelerator on 5 phrases including scope, design, build, deploy and evolve 2.Training Develop training program in classroom with online modules to help customer to improve in software experience 3.Customer Support Entitled customer in bug fix, software update and access to business object technical support in 4 levels including bronze, silver, gold and premium • Basic support pay 20% and Premium support pay 25% of total license fees
  • 11. BI Solution Accelerator
  • 12. Business Intelligence at Sysco • • • Firstly used the software in 1995 for tracking sales by customers Software from Business Object due to the positioning as leader in the category Day seeking for the software that make sense for Sysco to unique needs of the company • “What additional products could the company selling to each customers?” 1.Compare clients activity for customer in term of size, type, geography, etc. 2.What customer actually order and create opportunities report 3.Obstracles in BI software should be removed • “Which of the company current customer are most likely to lose?” 1.Using the software to determine customer ordering pattern over time 2.highligh on historical loyal customers was reduce purchasing volume ** Both of 2 things above indicated that customers had become unhappy with the company service. **
  • 13. Presentation to the Directors • To Prototypes of the software were presented to Director’s council • To obtain approval to purchase software • Directors voted to approve the BI project with Business Objective as detail budgeted and timeline • Day estimate the budget among $2.5 million and $3.5 million
  • 14. Strategies Business Strategy: 1. #1Business Strategy in the Food Services Industry 2. provide customized product solutions to restaurants and fast food chains Organizational Strategy: 1. decentralized operations 2. centralized IT Solutions 3. sales Organizational professionals Strategy empowered to help clients with all food services needs IS/IT Strategy: 1. Enterprise Resource Planning (ERP) framework 2. Data IS/IT Strategy warehouse 3. BI dashboard from Business Objects
  • 15. Rolling Out Business Intelligence
  • 16. Rolling Out Business Intelligence Scenario 1 : “Bare Bones”  Minimum purchase no. of licenses and software components  Not license new customer intelligence analytical module  Sysco would work with Business Objects consultant instead of calculation in Analytic Module  Sysco not need to pay for additional module  Need to buy more license with higher price within 6 months Benefits  Minimize upfront investment  Learn before adding extra software  Minimize time and expense consuming in training
  • 17. Rolling Out Business Intelligence Scenario 2 : “Middle of the Road”  Broader access to the business intelligence.  Purchase additional software license in customer analysis and analytic module  Cover for the next 9-12 months  The company may need to additional license in about a year Benefits  Moderate investment with lower risk  Learn to use functions before decision making in adding high0end module
  • 18. Rolling Out Business Intelligence Scenario 3 : “Volume Discount”  Gain advantage from volume discount  Cover for next 2 years  Broader view of business data with customer intelligence and analytic module also supply chain module Benefits  More discount on license  Preparation for expansion in advance  Avoid going back to Director’s council for more budget in adding module
  • 19. Question 1 • What will be the biggest obstacles faced by the business intelligence implementation as it expands throughout SYSCO?  The biggest obstacle the BI implantation would face as it expands through SYSCO would be the resistance from managers and IT professionals unwilling and unable to use the new tools.  The strongest resistance would come from the divisions that already have their own business intelligence tools in place, because they might not see the advantages (or any other reasons) of switching.
  • 20. Question 2 • Why did SYSCO decide to initially address only two questions with its new BI software, rather than using it as a more general analysis tool in the operating companies? • Why did Business Objects recommend this approach? • What are its strengths and weakness? Two questions addressed were: 1) What additional products could we be selling to each of our customers?  BI software could help answer this question by comparing a given client’s activity to what was typical for a customer of it size, type, geography, and so on. 2) Which of our current customers are we most likely to lose?  The Business Objects team recommended that SYSCO address this question by using the software to examine customers’ ordering patterns over time, highlighting instances where a historically loyal customer was reducing its order volumes, either for all products or for a specific category.
  • 21. Question 2 • Why did SYSCO decide to initially address only two questions with its new BI software, rather than using it as a more general analysis tool in the operating companies? • Why did Business Objects recommend this approach? • What are its strengths and weakness?  Business Objects recommended the two question approach so that operating companies and their employees would become comfortable with the software by at first using only a narrow and easily comprehensible range of its capabilities.  Also, these two questions are very important ones for all SYSCO’s companies, and gaining some insight on them will demonstrate to users and companies the power of the BI software (and hence a valuable demonstration for Business Objects.)
  • 22. Question 3 • Will effective use of BI software ever be a competitive differentiator for SYSCO? Wouldn’t it be straightforward for another food service company to also purchase and implement similar software? Two views of IT’s impact on competitive advantage and positioning:  BI can be considered a possible source of competitive differentiation for SYSCO and, it so, whether it is a sustainable one. How easy would it be for a competitor to coy this move? Could any competitor do it? How quickly could they catch up?  BI will become a necessary part of a company’s IT infrastructure, but because it is easy to acquire and adopt it will not cause changes in competitive positioning.
  • 23. Question 3 • Will effective use of BI software ever be a competitive differentiator for SYSCO? Wouldn’t it be straightforward for another food service company to also purchase and implement similar software?  Effective use of BI software could become an extremely useful competitive differentiator for SYSCO. Because of their long operating history and industry leadership, they have the greatest depth and breadth of data.  Properly managed in data warehouses, this provides the opportunity to do much more data mining than their competitors would be able to do. This leveraging of their market position, using data mining, would allow SYSCO to keep strategic advantages that other food service companies could not easily match, even using similar software.
  • 24. Question 4 • How much software should Day purchase at this time?  The ‘Middle of the Road’ approach is more balanced in terms of the number of licenses and more timely answers to solve business needs and better analyze and monitor customer information.  “Middle of the Road” approach to buy the quantity of software would be SYSCO’s safest method. This approach would result in purchasing more licenses and also provide SYSCO the customer intelligence.  Thus taking into consideration the software cost installations and the number of licenses it would be beneficial for SYSCO to go with the ‘Middle of the Road’ approach to access more timely answers to solve business needs and better analyze and monitor customer information.  The drawbacks of this approach would be that SYSCO would not get the supply chain module and they will have to invest in a few more licenses for the next year.  Compared to ‘Bare Bones’ which would result in increased expenses due to higher license cost.
  • 25. Question 4 • How much software should Day purchase at this time?  Though implementing the ‘Volume Discount’ approach would be the most economically feasible option, since BI hasn’t been used at SYSCO it might not comply with its unique business needs. There are many other companies which have implemented BI successfully SYSCO could probably follow their footsteps in buying the software.  SYSCO is in a position to afford the upfront costs of the ‘Middle of the Road’ approach. As compared to the ‘Bare Bones’ and ‘Volume Discount’ the ‘Middle of the Road’ approach is more balanced in terms of the number of licenses and the type of software provided.

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