Konrad Rembacz:

Enterprise Support Logistics Process and Technology Jr Manager

OTM innovation

Assuring Process compliance

Functional design

Structured approach

Presentation agenda:

Unilever OTM journey, control tower concept and background

High level Unilever OTM scope

Extended business support set up

Interactions between support teams

Incident management

Masterdata management

Intefrace monitoring

Report creation

Enhancement raising process

Various different local or outsourced TMS solutions

2011/12 2013

2008< 2007

Ultralogistik Transport Operations Europe

2010

Global Ultralogistik roll-out powered by global OTM solution

BRAZIL + EUROPE (TMS

upgrade)

US/CANADAMEXICOPANAMA

2014/5 2015

INDIAINDONESIA

SOUTH AFRICA

CHINATURKEY

SOUTHERN AFRICA

AUSTRALIA

5 OTM instances > 10.000

Building a network of control towers across the globe

Common organizational model

Scope of service - inbound, primary, secondary & international

TM System deployed

Trumbull , US

Panama

Sao Paulo, BR

Katowice, PL

South Africa

India

China

Indonesia

Turkey

Australia*(operated from India)

*) by end of 2015

REPORTING, MASTERDATA, END USER SUPPORT, OTM SMEJr Manager with 7 reportees

SAP SME, TEST COORDINATOR, BUSINESS ENGAGEMENT LEAD

INTERFACE MONITORING AND SAP SUPPORTSupervisor with 4 reportees

EBS manager

This is a current team setup.

In the past there was no real EBS

Structure of EBS and relationship with other teams evolved in time

There is still an area for improvement and changes

EBSMostly originate from operations – high classoperational knowledge

Join EBS after projectfinishes – familar with

new functionalities and testing

Experienced in contactwith offshore and onsite

building teams duringtesting

Increasing OTM system knowledge giving ability

of developing ownfunctionalities

System understanding to be the link betweenbusiness and Oracle

EBS

Operational Teams

Release Management

OTM SMEsProjects

ETS

Process Champions for OperationsTickets ManagementMaster data maintenanceReportingInterface MonitoringInternal Improvements (e.g. macros)

Planning scope of the releaseUAT for tickets and enhancementsRegression TestingRelease validation

Providing input for solutionDesign ReviewSolution TestingProviding Training for UltraLogistik users

Participating in KUN meetings from UltraLogistik HUB sideParticipating in GDA meetings

Enhancements roadmapStabilityEvolvPC*Miler

Business operations team-proces excellence-OTM innovation-functional design creation

Solution delivery-OTM enhancement/Change acceptance-OTM consultancy

-Management of OTM systemslandscape-ticket and projectdeliverymanagement-Realease regression testing

L0 Support (according to Unilever IT definition)

L1 Support

L1 Support

L2 SupportOracle “On Demand” / Accenture ECC / / PI Provider /

OTM Managed Service - OMS

Service Desk

UltraLogistik EU

EBS Team

Ultralogistik EU

CSS / TPs (CoP)

Unilever SU/MCO staff3rd party suppliers

3rd partySuppliers and

Carriers

Americas

EBS Team

Key Users(CoP)

AAR

EBS Team

Key Users(CoP)

direct contact to OMS

on urgent matters (like NA)

IT ledBusiness

led

OPERATIONAL TEAM’S

CHAMPIONS

Extended Business Support

Each ticket should be written in English and contains following information:

Step by step on what you are attempting to do until you hit the issue.

What is the current behavior of the system and what is expected, include screenshots

User ID, Role, Shipment ID, Location ID etc.

Extended Business Support

EBS team member call to Service Desk and provide all issue details.

Each ticket is log on TICKET TRACKER available for each user on Share Point.

Issue is log on Oracle My Support tool.

OMS team is responsible for fix the issue.

In case of any additional information OMS contact directly EBS team.

User (MSO,SU,TSP)

UltraLogistik CSS / CMS

UTMS Champion

Helpdesk (Unisys)

Oracle Support Group (UTMS) / Accenture (SAP, UPXI)

My Oracle Support

Tickets tracker available on sharepoint

Escalation to BAU Teams

UTMS Open Sessions

User education Reason Codes

18

44

3338

46

19 20

14

22

55

27

6

3

4

5 2

1

1

1

0

10

20

30

40

50

60

Jan/2015 Feb/2015 Mar/2015 Apr/2015 May/2015 Jun/2015 Jul/2015 Aug/2015 Sep/2015 Oct/2015 Nov/2015 Dec/2015

System User Education

Many of our tickets are resolved with User Education reason code, meaning that system was wrongly used or there is a knowledge gap in EBS.

Number of User Education tickets in dropping significantly after Ocean Implementation.

OPERATIONAL TEAM’S & CHAMPIONS

Extended Business Support

MD objects (new/update) which can be send directly to EBS:

UserLane / rate recordLocationTSPSpot Source group

Creation of complex excelmacros to transform excelmasterdata into csvs

SAP integration

Supplier integration

Carrier integration

• Proactive monitoring of SAP interface in UTMS (transmissions) and SAP (interface transactions).

• Support in case of MD issues with materials (packing instructions, commodities).

• Resolving daily issues raised on support.

• Once issue raised, checking XML files and contacting directly with suppliers and Champions in order to solve the problem quickly (most common issues – missing items or GLN codes in suppliers masterdata).

• Proactive monitoring of communication methods established in UTMS for each of EDI TSP.

• Proactive monitoring of transmissions sent to TSP’s.

• Direct contact with EDI TSP’s .

• Resolving daily issues raised on support.

Extended Business Support

Request for a new report

Meeting with stakeholders

Report development using SQL tools

Report testing and adjusting with end user

Report moved to production

New report creation process:

• More than 30 complex reports created

• Huge library of SQL queries being used every day for data maintaining

• Significant saving achieved by developing reports on our own instead of outsourcing

Secondary Transport ProgrammeWHAT IS IN SCOPE?

EMERGING MARKETS NOW REPRESENT

57% OF TURNOVER

PROCUREMENTSecondary Transport

Procurement strategy and tendering plan

SYSTEM IMPLEMENATION Implementation of Unilever Transport

Management System across

Europe

OPERATIONS MIGRATION TO

KATOWICE„AS IS”

Implementation of 27 networks into

UltraLogistik scope by the end ofOctober 2014

LOGISTICS SUSTAINABILITY

& CO2 REPORTING

Harmonized way of

C02 reporting

TRANSPORT CLAIM

MANAGEMENTHarmonized Quality

Process for Secondary transport related

complaints

W1 & 2 PROJECT SUMMARY – WHAT WENT RIGHT AND SHOULD BE CONTINUED IN NEXT PROJECTS

Trainings

• Training sessions conducted for all the process participants (in native language)

• Additional sessions for MSO, TSPs and UltraLogistik refreshing the knowledge prior to the go-live, with focus on the areas highlighted in the feedback gathered after 1st training turn

• TSPs able to access training environment

Documents

• Comprehensive materials prepared based on the existing project documentation, consulted with subject matter experts and MSO Project Leaders circulated among the relevant end users -> Business Model Document, One Pagers with daily activities, Change Matrix, Training Materials, OPLs

• Materials updated accordingly based on the received feedback; change of WoW reflected in relevant docs.

Business validation-rehearsal

tests

• Meeting arranged before the go-live to verify the knowledge (processes and system functionalities)- opportunity to ask questions and to discuss unclear points

Business

go-live

• Continuation of operational processes despite occuring problems

• Solving of ad-hoc issues by 2Y Ops Team, Project & MD Team, EBS, Finance etc.

W1 & 2 project summary - Lessons Learnt

• SUSTAIN EXPERTISE: More focus on knowledge transfer in case of handover to new team

members. Delivery team should have resources who have good people skills this helps in better

harmonization

• ON-SITE SUPPORT: Mandatory on-site support during Business Go-Live

• FOCUS ON DESIGN: Complex Design changes require time and thorough testing, they can't be

fast tracked and delivered days before the business go-live

• FOCUS ON TESTING IN EARLY STAGE: Review PT and IPT scripts by business and SME's lead for

smoother UAT phase

• IT & BUSINESS ALIGNMENT: Align release management for PGLS and BAU and to be fully

managed by the Landscape Release Team

• AMBITIOUS BUT REASONABLE PLAN: Sufficient buffer in project plan to cater to design

complications this helps in better build

Global ProcessExperts

UltralogistikProject Team

SubjectMatterExperts

IT Project Manager

Accenture Delivery

Team