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

1. A Five-Step Path to
Ensure Your Master
Data Strategy Supports
Supply Chain
Excellence
Sharon Nelson
Plan4Demand Solutions
© Copyright 2013
Wellesley Information Services, Inc.
All rights reserved.

2. 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
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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
2

4. Your State in the Journey
• Struggling for full benefit realization
Go
Live
Managed
Processes It’s not Working!
3

5. 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

6. 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
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7. Assessment Baseline Tool
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8. Target Maturity — Industry Perspective
• Select your plan to match your industry
Technology
Process
Industry Driver People Skills Traceability
Governance
Retention
Pharmaceutical Regulation, Impact 4.5 5 5
High-Tech Electronics Speed of Change 4.5 3.5 3.5
Regulation, Moderate
Food & Beverage 4 4.5 4.5
Change
Consumer Goods Moderate Change 3.5 4 4
Moderate Change,
Apparel 4 4 4
Complex Product
Business X – Complex Product,
4 4 4
Recommended Target Multi-faceted
Business Unit A Actual – Assessment 2.5 2.5 2.5
Business Unit B Actual – Assessment 2.25 1.75 1.75
Business Unit C Actual – Assessment 1.75 2.25 1.75
Maturity
1-Aware 2-Developing 3-Practicing 4-Optimizing 5-Leading
Scale 7

9. 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

10. Gap Analysis — People
People and
Organization
Gap: Need to evolve skills, role, and organizational
structure/commitment/culture towards data
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11. Assessment/Opportunity — People/
Organization
PEOPLE PROCESS TECHNOLOGY through your supply chain
Sample 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

12. Gap Analysis — Process and Governance
Gap: Clear process definition and governance/control of
this process across the organization is critical
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13. Assessment/Opportunity — Process
PEOPLE PROCESS TECHNOLOGY through your supply chain
Sample 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

14. Gap Analysis — Technology
Gap: Need to leverage available toolsets and deploy
across the enterprise to support people and process
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15. Assessment/Opportunity — Technology
PEOPLE PROCESS TECHNOLOGY through your supply chain
Sample 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

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
15

17. 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
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18. 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

19. 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”
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20. 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
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21. 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
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22. 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
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23. Data Steward Responsibilities (cont.)
• Skillset Requirements
Attributes Skills
Leadership/ • 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 matter
Management expert and resource for the assigned data entity
• Ability to prioritize and execute tasks in a high-pressure environment
Technical/ • Exceptional analytical, conceptual, and problem-solving abilities required
Analytical Skills • Understanding of relational database structures, theories, principles, and
practices
• Experience with data processing flowcharting/process mapping/RACI Assignment
techniques preferred
Communication/ • Strong written, technical documentation, and oral communication skills
Interpersonal • 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
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24. 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
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25. 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
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26. Plan for the Future (cont.)
• Key Performance Indicators (KPIs)
Current KPIs Good Practice Next Steps
Change Request Lead  Track actual times at key • Consistently track, establish
Time (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 tracking
Location (new, revision, change (new product, vendor; and demand management
drop 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
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27. 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

28. 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

29. 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
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30. Your Turn!
How to contact me:
Sharon Nelson
@Plan4Demand
info@Plan4Demand.com
Please remember to complete your session evaluation!
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31. 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 ....
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32. Disclaimer
SAP, R/3, mySAP, mySAP.com, SAP NetWeaver®, Duet®, PartnerEdge, and other SAP products and services mentioned herein as well as their
respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product and
service names mentioned are the trademarks of their respective companies. Wellesley Information Services is neither owned nor controlled by SAP.
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