Grant Wilson and Neville Richardson 10 August 2011

What has NAV got to do with the price of fish?

Introduction

Introduction

Grant Wilson

• Career over 20 years in NZ primary sector

based businesses

• BSS Manager @ Sealord Group

• BSR Project Manager for NAV @ Sealord

• Planning and Improvement Manager

• Supply Chain Manager @ Weyerhaeuser NZ

• Finance and IS roles in Forestry and

Aquaculture industry

Neville Richardson

• IS manager @ Sealord Group

• CIO for Les Mills International

• Head of IT at BMW plant Oxford

• IS PM China SAP (9 years BMW)

• 7 Years with IBM Global Services.

• Trained as an archaeologist. Assisted

greatly with my chosen career path!

Presentation will cover:

• Why we needed a system replacement.

• Lessons learnt – something for you to use

• Why this was just the start – what we need to do to leverage our investment

• Some closing messages to take away

Who we are

We sell $500 million dollars worth of seafood in more than 30 countries We employ 1,100 people in NZ and 400 off-shore

Sealord is owned by Aotearoa Fisheries Ltd and Nissui Supporter of NZ’s world-class quota management system – to protect fish for future generations

BSR Vision

To implement a single, integrated enterprise system that delivers the ability to achieve desired business goals (maximum contribution from operational business units)

To capture data once and at the most appropriate time, and use that data throughout the enterprise system

To use industry recognised, standardised processes and systems that align with best practice

To provide clear visibility of information across the organisation

Background

Phase 1 – Real-time Production Data Capture

Phase 2 – Core Systems Replacement

Financial management

Focus on sales and distribution, inventory management and

procurement

Phase 3 – System Enabled Improvements

Focus on more specialised business tools to deliver enhancements

Objectives

Replacing a

system that is as

old as the Ark

The Ark

To NAV RTC

Objectives cont...

Process

simplification /

Standardisation /

Automation

Objectives cont...

Real time

business flow.

Better decision

making

Project Scope

Project Challenges

Integration with numerous systems – the key was

production systems

Size and complexity – over 200 users – everything we

buy and sell

Over 20,000 hours of development effort for phase 2

Key to Success

Good project governance and communication

Key business users involved in design, testing and training

Flexibility – being prepared to defer or change areas when

we weren’t ready

A passionate and experienced team both in house and our

development partners

We will now move on to the future vision…

Presentation

Layer

Line of Business

Applications

Database

Layer

Server Layer

Server 2003

Email Core ERP

SQL

Internet Explorer Office 2003

Quota

SQL SQL Oracle

Server 2008 AIX

PBX Payroll Reporting

Other Line of Business

Applications,...

ERP Portal

Current State

Manufacturing

Connect

To the business

– Focus on business process, not technology – BAs are primary link to the business

– Good governance process – doing the things that add most value to business

– Out task repetitive operations. Keep core competencies in house

With the technology

– Don’t forget the plumbing. Infrastructure and Cloud readiness

– SharePoint is not just workflow/intranet/search. LoB Application builder

– Engaging presentation layer. Office 2010/Lync/Win7 and integration

– CRM and business process integration

– Integrated Enterprise leads to Legacy system retirement

Discover

Business insights

– Information is visible, relevant and timely

– Basic operational BI is good

– Building better Management BI

– Predictive Analytics

Process discovery

– Ensuring all current processes are known and adequate.

– Knowing the Key Process Metrics along the way

– Being able to recognise waste / buffers – use IS to resolve

– Tools to produce engaging business process

Extend

Single business processes for similar tasks

Building on existing investments

– Extension of ERP system and consolidation of NAV instances

– Bringing subsidiaries into our landscape

– DRP and MRP improvements

– Time and Attendance / HR / Payroll integration

– Getting consumables off system (no value add)

Standardise for re-use

Enterprise capability in place. BI capability being built on top

18 months?

Presentation

Layer

Line of Business

Applications

Database

Layer

Server Layer

Internet Explorer 9 Office 2010

SharePoint 2010 Lync

Server 2008

SQL SQL SQL SQL

ERP Manuf.

Payroll Email PBX

ShPo /

WWF

ERP Portal

Closing Messages

Successful ERP projects require:

People who know their business processes well to be part

of the project team right from the start.

Good governance and communication.

A great development partner.

IS must lead with business requirements

Process understanding and BA’s

Technology harmonisation (good, but unseen, plumbing)

The importance of Re-use

Questions?

Thank you