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

3

4

COMPANY HISTORY Foundation 1895 in Wattens by Daniel Swarovski I., Tyrol Austria

5th generation family business

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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

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CONSUMER PRODUCTS

MADE BY SWAROVSKI

B2C

MADE WITH

SWAROVSKI ELEMENTS

B2B

B2C and B2B approach

Business process improvements with

BP Analytics

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Business process Improvements Full program

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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

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se

F

eatu

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Data

so

urc

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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

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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

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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

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Business Process Analytics Trend analysis dashboard

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Business Process Analytics

Dynamic rating panel I

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Business Process Analytics

Dynamic rating panel II

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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

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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