'Productised' approach to fast track Capability Assessment exercise. This is to avoid the typically huge and never-ending power-point industry created by architecture 'experts'

1. Architecture Capability Assessment
Overview
Copyright © 2016 butterfly advisory limited15 February 2016

2. Table of Contents
• Objective
• What does it involve
• Approach
• Key Success Factors
• Appendix
2

3. Objective
• To clearly define the Business Driver(s), Stakeholder(s) & Necessity of
Capability Architecture Assessment
• To create a comprehensive view of As Is & To Be Enterprise wide capabilities
• Across Business Functions
• Across IT enablers for related Business Functions
• Across clearly defined Benefit Areas & KPIs
• To chart out a pragmatic roadmap to deliver from As Is to To Be
3

4. What does it involve
• Architecture Capability Assessment* & Roadmap Creation
• Business Capability
• Information Technology Capability
• Analytics Capability
• IT Architecture Options Evaluation & Recommendation
• Roadmap
• Transition Plan
• Key Enablers for Success Factors & Accelerators
• Stakeholder Commitment
• Adapt Generic Industry Framework to our own organization practice
• Accelerated process using pre-defined templates for Capability Assessment
* See Appendix for illustration
4

5. Approach
Stakeholders
‘interviews’
Create Capability
Framework (Draft)
Capability
Framework (Draft)
Playback
Baselined As Is and
To Be Capabilities
To Be Capability
based Target
Architecture
Options &
Recommendation
Roadmap &
Transition
Architectur
es
•Output
•Baselined Capability
Catalog
•Baselined Capability
Maps
•Baselined End-to-End
Process Map
•Output
•Capability based Target
Architecture Options &
Recommended
Architecture
•Output
•Roadmap with Work
packages, high level
timelines
•Transition
Architectures for each
work package
Scattered & ‘Localised Point-view’ to a Single Integrated View of the Enterprise
Output
Capability Catalog
Overview, Gaps, Impacted
Entities, Criticality, Other
Capability Maps
Business Impact & IT State
heat-map
End-to-End Process Map
Capability Based
5

6. Approach
• Stakeholders ‘interviews’
• Create Capability Framework (Draft)
• Capability Catalog
• Overview, Gaps, Impacted Entities, Criticality, Other
• Capability Maps
• Business Impact & IT State heat-map
• End-to-End Process Map
• Capability Based
• Capability Framework (Draft) Playback
• Baseline As Is and To Be Capabilities
• To Be Capabilities - Architecture Options & Recommendation
• Roadmap & Transition Architectures
6

7. Critical Success Factors
• Clearly define the scope and depth of the desired objective
• Deliverables should be re-usable for next steps and not end up as set of
PowerPoint slides
• Analytics Modelling should start much earlier
• Maintain a laser-focus: Do not involve multiple parties (Internal teams,
Product Vendors, Consultants & Systems Integrators)
• Agility to iterate involves equal engagement of the Business and IT to succeed
• Continually Improvise !!
7

8. APPENDIX (Illustrative Deliverables)
• Capability Detail
• Capability Map
• End to End process Flow : Gap Analysis
• Benefits Realisation
• ‘As Is’ IT Architecture Map
• ‘To Be’ Architecture Options & Recommendation
• Roadmap (with Work packages)
• Transition Architectures driven by Capability Work Packages
8

9. Appendix – Capability Detail
•Ability to classify customers on parameters such as profiles, purchase history, profile, areas
of interest etc.
•Ability to configure ‘segments’ that can be a based on one or a combination of multiple
parameters and assign customers to the configured segments.
•Ability to use ‘segments’ for ‘Personalization across multiple business areas such as
Promotions, Product offers, Pricing, Browse, buy etc
•Ability to ensure that Customer Segmentation data is not accessible from the public domain
Capability : Consumer Management
Benefits
Competitor
Business Value (KPI driven)
Increased Basket Size
Frequency of Orders
New Customer Acquisition
All
Customer Value (Core Value Prop for Customer)
Required Capability Importance
highmediumlow Critical
Channels Impacted Business Area / Role Impacted
Customer
Store
Contact Centre
DC
Commercial Website
In-store
Mobile
Tablet
Kiosk
Contact Centre
Gaps
<Competitor 3>
<Competitor 1> <Competitor 2>
<Competitor 4>
Personal Offers
Low Prices Freshness of Products
Seamless returns & Refunds
Product/ Service Supplier
<between Current and Required Capability>
9
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10. Appendix – Capability Map
a
6. Support
1. Plan 2. Buy 3. Make
1.1 Demand Forecasting
6.1 KPI Reporting
1.5 Procurement Planning
2.1 Buying
1.3 MRP
1.4 Production Planning
1.2 Range Planning
1.7 Warehouse workforce scheduling
1.6 Inventory Management
1.8 Financial Forecasting
1.9 Banking & Forex
1.10 Pricing & Promotions
1.11 New Proposition Development
1.12 What-If Scenario Modelling
1.13 COGS Calculator
2.2 Supplier
Management
2.3 Commodity Buying
2.4 Manage Supplier
Payments
2.5 Goods Not For
Resale Buying
3.1 Create Daily Schedule
3.2 Manufacture Product
3.3 Create Finished
Packaged Good (SKU)
3.4 Quality Assurance
4. Move
4.1 Receipting & Goods
In
4.2 Putaway
4.3 Replenishment
4.4 Inter DC/ Company
transfer
4.5 Allocation
4.6 Pick/Pack/Ship
4.7 Postal Sort &
Integration
4.8 Export
5. Sell
5.1Channel Order
Management
5.2 Consumer
Management
5.3 B2C Shop
5.4 Product
Management
5.5 B2B Client/Retailer
Management
5.6 Campaign Execution
5.7 Provide support for
field sales team
5.8 B2B Retailer
Integration
5.9 Sales Optimisation
6.2 Insight Extraction
6.3 Finance – Stock
Accounting
6.4 Finance – Tax
Planning
6.5 Finance –
Statutory &
Compliance
6.6 Finance – P&L
Management
6.7 Finance –
Integration solution
6.8 HR
6.9 Customer
Support
6.10 Process
Workflows
Primitive
Fit-For-Subs
Basic
IT State
High
Low
Medium
Business Critical
• Logical Components
Assessment based on
:
• IT State
• Business
Criticality
10

11. Appendix – End to End process Flow : Gap Analysis
a
Process/
Functional Gap
Data Gap
GAPS
Retail5.3 B2C Shop
6.1 KPI Reporting
6.2 Insight Extraction
1.5 Procurement
Planning
2.1 Buying
1.3
MRP
1.4 Production Planning
3.1 Create Daily Schedule
Marketing
Prediction
1.6 Inventory
Management
Receiving
4.6 Pick/Pack/Ship
4.7 Postal Sort &
Integration
3.2
Manufacture
Product
1.11 New
Proposition
Development
Human Resources
5.1Channel Order
Management
4.5 Allocation
5.2 Consumer Management
5.4 Product Management
1.10 Pricing & Promotions
Consumer
Supplier
PO
Receipts
Shipments
Invoices
Payment
Customer
Products
Ingredients
COGS
Customer
Product
Order History
1.1 Demand
Forecasting
2.5 Goods Not For
Resale Buying
6.3 Finance – Stock
Accounting
6.4 Finance – Tax Planning
6.6 Finance – P&L
Management6.7 Finance – Integration
solution
1.8 Financial Forecasting
1.7 Warehouse workforce
scheduling
1.13 COGS Calculator
Partner
11

12. Appendix – Benefits Realisation
• a
3
3
4
1
2
XXXXXXX Benefits Realised on Gap
ClosureRetail5.3 B2C Shop
6.1 KPI Reporting
6.2 Insight Extraction
1.5 Procurement
Planning
2.1 Buying
1.3
MRP
1.4 Production Planning
3.1 Create Daily Schedule
Marketing
Prediction
1.6 Inventory
Management
Receiving
4.6 Pick/Pack/Ship
4.7 Postal Sort &
Integration
3.2
Manufacture
Product
1.11 New
Proposition
Development
Human
Resources
5.1Channel Order
Management
4.5 Allocation
5.2 Consumer Management
5.4 Product Management
1.10 Pricing & Promotions
Supplier
PO
Receipts
Shipments
Invoices
Payment
Customer
Products
Ingredients
COGS
Customer
Product
Order History
1.1 Demand
Forecasting
2.5 Goods Not For
Resale Buying
6.3 Finance – Stock
Accounting
6.4 Finance – Tax Planning
6.6 Finance – P&L
Management6.7 Finance – Integration
solution
1.8 Financial Forecasting
1.7 Warehouse workforce
scheduling
1.13 COGS Calculator
Increased Customer
Satisfaction
Increased Forecast
Accuracy
Reduced Operational
Cost
Reduced Operational
Cost
Reduced Operational
Cost
Reduced Operational
Cost
Reduced Operational
Cost
Reduced Operational
Cost
Reduced Operational
Cost
Reduced Operational
Cost
Reduced Operational
Cost
Reduced Operational
Cost
Reduced Operational
Cost
Reduced Operational
Cost
Reduced Operational
Cost
Improved Supplier
Performance
Increased Sales
Increased Profits
Increased Market
Share
Increased Gross
Margin
Decreased Working
Capital
Reduced Inventory
Cost
Improved Invoice
Efficiency
Increased effectiveness of
Promotions/ Marketing
Campaign
Partner
12

13. Appendix – ‘As Is’ IT Architecture Map
• a
Legacy Graze
Access
Finance
AR
AP
GL
P&L
COGS
Tax
Compliance
Forex
Retail
Account
Manager
Legacy Graze
(Subscription)
Retail
Box Forecasting
Consumer
eComm Platform (Shop)
Subs
Forecaster
Retail
Forecaster
Shop
Forecaster
CRM
Customer
Service
Team
Data Analytics & Reporting
Enterprise Data
(From all systems)
TBC
Retail Finance
Subs Finance
Subs
Forecaster
Retail
ForecasterCustomer Service
NPD
Marketing
IT
Procurement
Sourcing
Supplier
Negotiation
PO
Receipts
Procurement
MRP
Ingredient &
Packing
Requirement
Production Planning &
Scheduling
Capacity
Production Plan
Schedule
Production Planner
Marketing
Marketing
Customer
Services
Subscription
Prediction
Operations
Planning team
Stock Management
Warehouse
Production
Operations
Stock Position
Replenishment
Stock Move
Tasks
Receiving
Receipts
Warehouse
Inbound
Operations
Order Fulfilment
Warehouse
Outbound
Operations
Picklist
Pack Info
Shipment
Pallet
Box
Manifest
Locations
Inventory
Production
Warehouse
Production
Operations
Production
Data
New Product
Development
NPD
Human
Resources
HR
Assignment &
Billing
Shop Order
Management
Retail Order
Management
Subscription Order
Management
(Allocation)Warehouse
Outbound
Operations
Finance
Box Forcast
EnterpriseDataETL
Product
Order
COGS
EmailCampaign
Subscription Order Releases
(Order Pick, pack and Ship
data)
Reference Data Management
Customer
Retail
Product
Order
Inventory
Customer
Service
NPD
Marketing
IT
Price
Promotions
Allocation Rules
COGS
Shipping Rules
Warehouse
Assignment
Payment
Allocation
Retail
order
Shop
Order
Production Schedule
PO
Material
Requirements
Stock
Update Stock
Update
Stock
Update
UK US
Retail
UK
Shop
UK US
Rating
Subscription Order
Consumer
Supplier
PO
Receipts
Shipments
Invoices
Payment
Customer
Products
Ingredients
Box Forcast
COGS
Box Forcast
Finance Data
Web Events
Customer
Product
Order History
Subscription Allocation
Refactored Service
Wrapper Service with data i/o
Assignment
ALAN
Refactored
Key Data
DataAPIs
Customer
Order
Product
Price
Promo
Stock
Assignment
ALAN Algorithm
Refactored
Key Data
Customer
Order
Product
Price
Promo
Stock
ETLForRefactored
data
Subscription Order Fulfilment
Refactored ServiceWrapper Service with data i/o
Picklist
Pack Info
Shipment
Pallet
Subscription Order
Fulfilment
Partner
13

14. Appendix – ‘To Be’ Architecture Options & Recommendation
• a
ERP
Finance
AR
AP
GL
P&L
COGS
Tax
Compliance
Forex
Legacy Graze
Retail
Account
Manager
Retail
Demand Forecasting &
Planning
Consumer
eComm Platform (Shop & Subscription)
Subs
Forecaster
Retail
Forecaster
Shop
Forecaster
CRM
Customer
Service
Team
Data Analytics & Reporting
Enterprise Data
(From all systems)
TBC
Retail Finance
Subs Finance
Subs
Forecaster
Retail
ForecasterCustomer Service
NPD
Marketing
IT
Physical System Components: Scenario 2 – Target Architecture (draft)
Procurement
Sourcing
Supplier
Negotiation
PO
Receipts
Procurement
MRP
Ingredient &
Packing
Requirement
Production Planning &
Scheduling
Capacity
Production Plan
Schedule
Production Planner
Marketing
Marketing
Specialist Package
eComm Environment
ERP Refactored as a Service
Be-spoke & Manual
Be-spoke Code
Product Pricing Promotions
Enterprise Service Bus
Customer
Service
Order
Service
Product
Service
Customer
Service
Promotions
Service
Pricing
Service
Stock
Service
Payment
Service
Forecast
Data Service
Retail Integration
Serice
PO
Service
Customer
Services
Auth
Service
Box Forecasting
(Subscription,.
Shop, Retail)
Prediction – SKU
Forecast
(Subscription,.
Shop, Retail)
Operations
Planning team
Stock Management
Warehouse
Production
Operations
Stock Position
Replenishment
Stock Move
Tasks
Receiving
Receipts
Warehouse
Inbound
Operations
Order Fulfilment
Warehouse
Outbound
Operations
Picklist
Pack Info
Shipment
Pallet
Box
Manifest
Locations
Inventory
Production
Warehouse
Production
Operations
Production
Data
New Product
Development
NPD
Human
Resources
HR
Order Management -
Refactored Service
Assignment
Shop Order
Management
Retail Order
Management
Subscription Order
Management
(Allocation)
Order
Assignment
Payment
Allocation
Rules
COGS
Shipping
Rules
Warehouse
Warehouse
Outbound
Operations
Finance
Forecast
OrderHistory
Customer
Product
Product
Order
COGS
Order Releases
(Order Pick, pack and Ship data)
EmailCampaign
Campaigns
Payment
Req/Resp
Payment Req/Resp
Payment
Order
Payment
Shipping Rules
Online
Optimisation
Legacy Graze
ERP
Finance
AR
AP
GL
P&L
COGS
Tax
Compliance
Forex
WMS Lite
Retail
Account
Manager
Retail
Demand Forecasting &
Planning
Consumer
eComm Platform (Shop & Subscription)
Subs
Forecaster
Retail
Forecaster
Shop
Forecaster
CRM
Customer
Service
Team
Data Analytics & Reporting
Enterprise Data
(From all systems)
TBC
Retail Finance
Subs Finance
Subs
Forecaster
Retail
ForecasterCustomer Service
NPD
Marketing
IT
Physical System Components: Scenario 3 – Target Architecture (draft)
Procurement
Sourcing
Supplier
Negotiation
PO
Receipts
Procurement
MRP
Ingredient &
Packing
Requirement
Production Planning &
Scheduling
Capacity
Production Plan
Schedule
Production Planner
Marketing
Marketing
Specialist Package
eComm Environment
ERP Refactored as a Service
Be-spoke & Manual
Be-spoke Code
Product Pricing Promotions
Enterprise Service Bus
Customer
Service
Order
Service
Product
Service
Customer
Service
Promotions
Service
Pricing
Service
Stock
Service
Payment
Service
Forecast
Data Service
Retail Integration
Serice
PO
Service
Customer
Services
Auth
Service
Box Forecasting
(Subscription,.
Shop, Retail)
Prediction – SKU
Forecast
(Subscription,.
Shop, Retail)
Operations
Planning team
Stock Management
Warehouse
Production
Operations
Stock Position
Replenishment
Stock Move
Tasks
Receiving
Receipts
Warehouse
Inbound
Operations
Order Fulfilment
Warehouse
Outbound
Operations
Picklist
Pack Info
Shipment
Pallet
Box
Manifest
Locations
Inventory
Production
Warehouse
Production
Operations
Production
Data
New Product
Development
NPD
Human
Resources
HR
Order Management - Refactored
Service
Assignment &
Billing
Shop Order
Management
Retail Order
Management
Subscription Order
Management
(Allocation)
Order
Assignment
Payment
Allocation
Rules
COGS
Shipping
Rules
Warehouse
Warehouse
Outbound
Operations
Finance
Forecast
OrderHistory
Customer
Product
Product
Order
COGS
Order Releases
(Order Pick, pack and Ship data)
EmailCampaign
Campaigns
Payment
Req/Resp
Payment Req/Resp
Online
Optimisation
Legacy Graze
ERP
Finance
AR
AP
GL
P&L
COGS
Tax
Compliance
Forex
WMS Lite
Retail
Account
Manager
Retail
Demand Forecasting & Planning
Consumer
eComm Platform (Shop & Subscription)
Subs
Forecaster
Retail
Forecaster
Shop
Forecaster
CRM
Customer
Service
Team
Data Analytics & Reporting
Enterprise Data
(From all systems)
TBC
Retail Finance
Subs Finance
Subs
Forecaster
Retail
ForecasterCustomer Service
NPD
Marketing
IT
Physical System Components: Scenario 4 – Target Architecture (draft)
Procurement
Sourcing
Supplier
Negotiation
PO
Receipts
Procurement
MRP
Ingredient &
Packing
Requirement
Production Planning &
Scheduling
Capacity
Production Plan
Schedule
Production Planner
Marketing
Marketing
Specialist Package
eComm Environment
ERP Refactored as a Service
Be-spoke & Manual
Be-spoke Code
Product Pricing Promotions
Enterprise Service Bus
Customer
Service
Order
Service
Product
Service
Customer
Service
Promotions
Service
Pricing
Service
Stock
Service
Payment
Service
Forecast
Data Service
Retail Integration
Serice
PO
Service
Customer
Services
Auth
Service
Box Forecasting
(Subscription,.
Shop, Retail)
Prediction – SKU
Forecast
(Subscription,.
Shop, Retail)
Operations
Planning team
Stock Management
Warehouse
Production
Operations
Stock Position
Replenishment
Stock Move
Tasks
Receiving
Receipts
Warehouse
Inbound
Operations
Order Fulfilment
Warehouse
Outbound
Operations
Picklist
Pack Info
Shipment
Pallet
Box
Manifest
Locations
Inventory
Production
Warehouse
Production
Operations
Production
Data
New Product
Development
NPD
Human
Resources
HR
Refactored Service
Assignment
Allocation
Assignment
Allocation Rules
Warehouse
Outbound
Operations
Finance
EmailCampaign
Campaigns
Payment
Req/Resp
Online
Optimisation
Order Management - Refactored
Service
Assignment &
Billing
Shop Order
Management
Retail Order
Management
Subscription Order
Management
Order
Payment
COGS
Shipping
Rules
Warehouse
Warehouse
Outbound
Operations
Allocations Request
Allocations Response
Allocation
s Service
PaymentReq/Resp
Access
Finance
AR
AP
GL
P&L
COGS
Tax
Compliance
Forex
Legacy Graze
Retail
Account
Manager
Legacy Graze
(Subscription)
Retail
Box Forecasting
Consumer
eComm Platform (Shop)
Subs
Forecaster
Retail
Forecaster
Shop
Forecaster
CRM
Customer
Service
Team
Data Analytics & Reporting
Enterprise Data
(From all systems)
TBC
Retail Finance
Subs Finance
Subs
Forecaster
Retail
ForecasterCustomer Service
NPD
Marketing
IT
Physical System Components: As Is Architecture (draft)
Procurement
Sourcing
Supplier
Negotiation
PO
Receipts
Procurement
MRP
Ingredient &
Packing
Requirement
Production Planning &
Scheduling
Capacity
Production Plan
Schedule
Production Planner
Marketing
Marketing
Specialist Package
eComm Environment
ERP Refactored as a Service
Be-spoke & Manual
Be-spoke Code
Customer
Services
Subscription
Prediction
Operations
Planning team
Stock Management
Warehouse
Production
Operations
Stock Position
Replenishment
Stock Move
Tasks
Receiving
Receipts
Warehouse
Inbound
Operations
Order Fulfilment
Warehouse
Outbound
Operations
Picklist
Pack Info
Shipment
Pallet
Box
Manifest
Locations
Inventory
Production
Warehouse
Production
Operations
Production
Data
New Product
Development
NPD
Human
Resources
HR
Assignment &
Billing
Shop Order
Management
Retail Order
Management
Subscription Order
Management
(Allocation)
Warehouse
Outbound
Operations
Finance
Box Forcast
Product
Order
COGS
EmailCampaign
Subscription Order Releases
(Order Pick, pack and Ship
data)
Reference Data Management
Customer
Retail
Product
Order
Inventory
Customer
Service
NPD
Marketing
IT
Price
Promotions
Allocation Rules
COGS
Shipping Rules
Warehouse
Assignment
Payment
Allocation
Retail
order
Shop
Order
Production Schedule
PO
Material
Requirements
Stock
Update Stock
Update
Stock
Update
UK US
Retail
UK
Shop
UK US
Rating
Subscription Order
Consumer
Supplier
PO
Receipts
Shipments
Invoices
Payment
Customer
Products
Ingredients
Box Forcast
COGS
Box Forcast
Finance Data
Web Events
System Interface Manual/File Interface
Customer
Product
Order History
Option 1 Option 2 Option 3 Option 4
Option 3.5
(Recommended)
Order Management
Legacy Graze
ERP
Finance
AR
AP
GL
P&L
COGS
Tax
Compliance
Forex
WMS Lite
Retail
Account
Manager
Retail
Consumer
eComm Platform (Shop & Subscription)
Data Analytics & Reporting
Enterprise Data
Finance
Forecasting
Customer Service
NPD
Marketing
IT
Physical System Components: Scenario 3.5 – Target Architecture (draft)
Procurement
Sourcing
Supplier
Negotiation
PO
Receipts
Procurement
MRP
Ingredient &
Packing
Requirement
Production Planning &
Scheduling
Capacity
Production Plan
Schedule
Production Planner
Marketing
Marketing
Specialist Package
eComm Environment
ERP Refactored as a Service
Be-spoke & Manual
Be-spoke Code
Product Pricing Promotions
Enterprise Service Bus
Customer
Service
Order
Service
Product
Service
Customer
Service
Promotions
Service
Pricing
Service
Stock
Service
Payment
Service
Forecast
Data Service
Retail Integration
Serice
PO
Service
Auth
Service
Operations
Planning team
Stock
Management
Stock Position
Replenishment
Stock Move
Tasks
Receiving
Receipts
Shop & Retail
Order Fulfilment
Warehouse
Outbound
Operations
Picklist
Pack Info
Shipment
Pallet
Manifest
Locations
Inventory
Production
Warehouse
Production
Operations
Production
Data
New Product
Development
NPD
Human
Resources
HR
Subscription Order
Fulfilment Refactored
Service
Finance
EmailCampaign
Campaigns
Payment
Req/Resp
Online
Optimisation
Subscription Order Release
Subscription Order Status
Allocation
s Service
PaymentReq/Resp
Demand Forecasting &
Planning
Subs
Forecaster
Retail
Forecaster
Shop
Forecaster
CRM
Customer
Service
Team
Customer
Services
Box Forecasting
(Subscription,.
Shop, Retail)
Prediction – SKU
Forecast
(Subscription,.
Shop, Retail)
Forecast
OrderHistory
Customer
Product
Warehouse
Outbound
Operations
Warehouse
Outbound
Operations
Subscription Order
Fulfilment
Warehouse
Outbound
Operations
Picklist
Pack Info
Shipment
Pallet
Box
Manifest
Locations
Inventory
Order
Billing
Shop Order
Management
Retail Order
Management
Subscription Order
Management
Order
Assignment
Payment
Allocation
Rules
COGS
Shipping
Rules
Warehouse
Warehouse
Outbound
Operations
Subscription Allocation
Refactored Service
Assignment
ALAN
Assignment
ALAN Alogorithm
Warehouse
Outbound
Operations
Subscription Allocations Request
Subscriptions Allocations Response
SubscriptionAllocationReq
SubscriptionAllocationResp
14

15. Appendix - Roadmap (With Work packages)
Kickoff
Program
Mobilisation
eComm
eComm – 1 (Online Optimisation (On-going & dependent on Shop
Phase 2
ESB ESB – Integration Services Configuration
Forecasting
CRM
VENDOR
CRM CRM Live
Forecasting Live
ERP
Supplier
Selection
Product, Pricing &
Promotions Live
Procurement
& Finance Live
Production Planning Live
Order Management Live
WMS Live
EDW & Analytics Ongoing
REF-1
Rationalise Customer Data
Refactor Key
Components Rationalise Order DataREF- 5
REF- 4
Allocations Service
REF-6 Subscription Pick-Pack-Ship
service
REF-2
Rationalise Product, Pricing & Promotions Data
Vendor Selection
FCT
MERCH
PROC & FIN
PROD PLANNING (UK & US)
ORD MGMT (UK&US)
WMS (UK & US)
B2c (Shop + Subscription)
WP 1
WP 2
WP 3
WP 4
M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18
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16. Appendix - Transition Architectures driven by Capability Work Packages
Transition Architecture 1
‘As Is’ to ‘Work package 1’
Transition Architecture 2
‘Work package 1’ to ‘Work package 2’
Transition Architecture 3
‘Work package 2’ to ‘Work package 3’
Transition Architecture 4
‘Work package 3’ to ‘TARGET - Work package 4’
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