Post on 12-Feb-2018
Business Process Analytics als Tool für
Prozessverbesserung
Die "Kronjuwelen" des SAP Solution Managers glitzern jetzt auch im
Kristallkonzern
21.04.2015 Salzburg
Frank Steinbach, IT Process Manager, D. Swarovski KG
AGENDA
2
Swarovski Company Overview
BPI@Swarovski
Context of Program
Implementation
Facts & Figures
Success factors
Q&A
4
COMPANY HISTORY Foundation 1895 in Wattens by Daniel Swarovski I., Tyrol Austria
5th generation family business
5
SWAROVSKI GROUP
Areas of Business
Cut Crystal Elements Swarovski Elements
Crystal Objects, Jewelry & Accessories Swarovski
Precision Optical Equipment Swarovski Optik
Bonded Grinding & Dressing Tools Tyrolit
Precision Cut Synthetic Gemstones Swarovski Gems
Road Safety Products Swareflex
Headquarters: Wattens, AUSTRIA
Group Turnover: € 2.9 billion
Group Employees: 31.460
Global distribution: 42 countries
> 120 countries (retail)
Facts & Figures
SWAROVSKI CRYSTAL & JEWELRY BUSINESS
6
CONSUMER PRODUCTS
MADE BY SWAROVSKI
B2C
MADE WITH
SWAROVSKI ELEMENTS
B2B
B2C and B2B approach
15
Implementation of BPA
Pilot 2013
Basic setup (one end-to-end process)
Remote consulting by SAP
Final report with recommandations (cleanup)
Implementation 2014
Business need: Track and document system defects
August 2014: Online Presentation with productive ERP data
September: Selection of KPIs to be set up
Oct/Nov: 3 workshop weeks (1 per business area)
32 KPIs defined (28 standard, 4 custom built)
4 dashboards
Business process improvements 2015
Clean up activities
Realized savings
Documented progress
Progress
Remark: Implementation will only pay with
strong business involvement and will to
improve processes
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Data Storage
Collect SAP data for
Analytics
Data Source
Application
InfoCube
0SM_BPMRH
InfoCube
0SM_BPM Table
DSWP_BPM_ALERTS
Collect SAP & non-SAP data for
Monitoring
Extract
alert
data
Monitoring on
Analytics data
BPMon Alert
Reporting
BP Monitoring BP Analytics BP Op Dashboards
Business Process Operations Architecture & Information Flow – High-level Overview
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Business Process Analytics Types of functions and their respective features & purposes
Pu
rpo
se
F
eatu
re
Data
so
urc
e
Benchmarking
Comparison
across org. units
& document types
InfoCube
Identify potential
improvement areas &
start root cause
analysis
Trend Analysis
Trend over time
(according to data
collection date)
InfoCube
Track whether progress
is made or not & start
root cause analysis
Age Analysis
Distribution over month /
year (according to
reference date in
documents itself)
Result list
Split data into operational
relevant vs. legacy &
start root cause analysis
Advanced
Benchmarking
More granular
benchmark (e.g.
customer, material) &
value benchmark
Result list
Identify potential
improvement areas &
deepen root cause
analysis
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Business Process Analytics Benchmarking: No. of open orders >30 days by country and order type
Pu
rpo
se
F
eatu
re
Data
so
urc
e
Benchmarking
Comparison
across org. units
& document types
InfoCube
Identify potential
improvement areas &
start root cause
analysis
19
Business Process Analytics Age analysis: No. of FI-AR overdue external documents (clearing issues)
Pu
rpo
se
F
eatu
re
Data
so
urc
e
Age Analysis
Distribution over month /
year (according to
reference date in
documents itself)
Result list
Split data into operational
relevant vs. legacy &
start root cause analysis
20
Business Process Analytics Root cause analysis: Exceptions in payment run by company and error code
Pu
rpo
se
F
eatu
re
Data
so
urc
e
Advanced
Benchmarking
More granular
benchmark (e.g.
customer, material) &
value benchmark
Result list
Identify potential
improvement areas &
deepen root cause
analysis
21
Business Process Analytics Cleanup: Electronic bank statements not completely processed
Pu
rpo
se
F
eatu
re
Data
so
urc
e
Trend Analysis
Trend over time
(according to data
collection date)
InfoCube
Track whether progress
is made or not & start
root cause analysis
25
Value Achievements – Financial FTE Effort/Cost Month End
Closing and/or Duration Month End Closing – F&A
BP Analytics Key
Figures
Possible Business
Impact
Baseline Measurement
CW50 2014
Status: Achievement
CW5 2015
No. of electr. bank statements
not completely posted
Unallocated cash; High process
costs in FI (because manual
assignment necessary); financial
compliance
15.000 items CW44 69 items
-1,5 FTEs workload in 10
companies
SD Exceptions during billing due
processing (external, 7 days)
Delayed / lost revenue; high
process costs
17.000 exceptions 774 exceptions
SD Missing fields in incomplete
SD items > 3 days
Delayed delivery 14.352 fields 1.927 fields
SD Open Orders created > 120
days ago
Delayed delivery, Incorrect
supply chain planning
990 orders 1.001 orders
SD Invoices not posted to FI > 1
day
Finance Compliance, No
Visibility whether customer has
paid
1140 invoices 348 invoices
SD Exceptions during billing due
processing (external, 7 days)
Delayed / lost revenue; high
process costs
1,717 exceptions 2.310 exceptions
Open & overdue purchase
order items
Incorrect supply chain planning,
delay in manufacturing /
customer service because of
missing components
35.000 items 37.397 items
Q & A
26
Frank Steinbach
IT Process Manager
Swarovskistrasse 30, A - 6112 Wattens / Austria
Tel.: +43 (0)5224 500 1855
Mobile:+43 (0) 664 852 8689
Fax: +43 (0)5224 501 1855
mailto:frank.steinbach@swarovski.com
www.swarovski.com