Tankerne bag agil implementering

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1 Tankerne bag agil implementering

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3 Agenda Facts om Agidon Sådan gør vi.. Sådan er vi.. Microsoft Dynamics NAV 2013 Tankerne bag Agidons agile implementeringer Modellen Opmærksomhedspunkter Udbytter Case: Thomas Mark Bøgeskov, Nordic Supply Chain Director ACO Nordic Holding A/S

4 Agidon facts Grundlagt i % fokus på Microsoft Dynamics NAV Microsoft Gold Certified Partner 40 medarbejdere Afdelinger i Hjørring, Odense og København

5 Sådan gør vi Vi starter med at lytte Vi stiller kritiske spørgsmål Vi går i dybden for at afdække din virksomheds specifikke behov Vores udviklere, programmører, konsulenter og supportmedarbejdere er certificerede med de nyeste teknologier Vi gør Dynamics enkelt!

6 Sådan er vi Nysgerrige, engagerede og løsningsorienterede Agile i vores projekt implementeringer Dynamiske forandringsparate i forhold til nye teknologier On tilstede hos vores kunder, tilstede i deres værdikæde

7 Microsoft Dynamics NAV 2013 Et komplet, fleksibelt og brugervenligt system til den daglige styring af virksomheden på alle plan og på tværs af afdelingerne Samler og integrerer oplysninger om økonomi, produktion, supply chain management, salg og marketing, projektstyring, personaleadministration og servicemodul fra hele organisationen Salg Økonomi Produktion Overblik med let tilgængelige data og det bedste beslutningsgrundlag for at arbejde effektivt og struktureret. Gratis seminarer over hele landet fra november. Læs mere på

8 Modellen til udnyttelse af standard funktionalitet Ned med paraderne og ind til behovene

9 Hvori består de primære værdiforøgelser?

10 Modellen Dig Kontraktindgåelse Etablering af styrende koalitioner Vi Værdikæde Krav Behov Dine medarbejdere Processparring

11 Modellen Processparring

12 Modellen ledelsens spøgelser Behov Den nuværende ledelse Krav Den tidligere ledelse (spøgelserne)

13 Modellen medarbejder og funktionsleder spøgelser Behov De nuværende medarbejdere Krav De tidligere medarbejdere (spøgelserne)

14 Modellen kulturelle spøgelser Behov Den nuværende kultur / normer Krav Den tidligere kultur / normer (spøgelserne)

15 Modellen produkt- og service spøgelser Behov Det nuværende produkt mix / services Krav De tidligere produkter / services (spøgelserne)

16 Modellen kundeprofil spøgelser Behov Den nuværende kundeprofil Krav Den tidligere kundeprofil (spøgelserne)

17 Modellen opmærksomhedspunkter Tids- og ressourcekrævende Kompetenceniveau i koalitionsgrupperne Beslutningskompetence til koalitionsgrupperne Glem det gamle ERP system

18 Modellen udbytter En samlet løsning med en minimal andel af tilpasninger Enkel og overskuelig fremtidig vedligeholdelse En organisatorisk forankret løsning, som allerede er implementeret Genkendelighed for nye medarbejdere Økonomisk attraktiv projektform

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20 Nordic Logistic Center & ERP Project The logistic project that became a Nordic ERP implementation

21 Nordic Logistic optimization project Background: The background for consolidating the logistic activities is to improve the logistic efficiency in the Nordic Region and optimize the cost through the supply chain. The idea behind the Nordic Logistic setup is to improve our Delivery Service, lower our Logistic Cost and improve the overall Quality Experience Scope: The scope is to consolidate the regions warehouse functions into one central warehouse unit & consolidate supporting activities into one logistic function

22 Logistic efficiency approach Nordic Logistic Operation Item & information flow Business processes ERP & business systems Organization Local involvement Delivery service Lead time Stock level Delivery precision Delivery flexibility Delivery information Logistic cost Warehouse cost Transport cost Handling cost ADM. cost Cost of complaint Quality Correct item Correct information Correct documentation Quality cost

23 Source 2S Management Information & Item flow No coordination of transports between units in Nordic Group The Nordic Group has different transport suppliers No coordination in procurement Nordic Group has no clear warehouse strategy, each unit picks it s own solution In general, Nordic Group lacks logistic competence

24 Business processes Information Scala, Horizon, Tara, Movex, Visma Purchase Admin. Warehous e Sale Supplier Customer Transport Systems Process Transport Purchase request Create purchase order standard Create purchase order special Send purchase order Confirm delivery date Monitor stock level Order change Book transport Etc. Product information & master data Order tracking Trouble shooting Invoices supplier Invoice customer Etc. Goods Incoming goods Item registration Stock fill Stock move Prepare picking Pick goods Pack shipments Book transport Ship goods Etc. Customer contact - Phone & mail Sales back up Quotations Order registration Order confirmation Order change Order request Drawings Product information Etc.

25 Processes in the Nordic Group 7 countries 7 different ERP systems Phase 1 Phase 2 Nordic countries Baltic countries

26 The ambition for the Nordic Logistic Center Sale Sale Oversea s Sale Sale SCM Sale Sale Sale

27 Conclusion from Logistic analysis Processes Organization Need for new Nordic ERP Systems Project definition Defining the concept Setting the framework Starting the project

28 System architecture ACO NO ACO SE ACO FI ACO DK EST LV LT Warehouse ACO Logistics Supplier base

29 Target & expectation for common ERP platform Business expectation Operational expectation Local ERP/central adm Common item structure Transparency Process optimization One Nordic model Direct cost reduction Common financial structure Common reporting structure Centralized supply chain Remove non-sales activities Improved management Uniform sales process information

30 Role tailed workcenter in MS Dynamics NAV 2013 Designed workflow for indoor sales Showing the different stages in an order lifecycle New orders Orders waiting for OC from Logistics or supplier Confirmed orders ready to confirm to customer Confirmed to customer waiting for shipment Shipped orders ready for invoice

31 Transparency in the Nordic Group Local sales company looks into the ACO Logistic Item & Stock information

32 Ordre flow ACO Sales to ACO Logistics Sales order created in sales company generates purchase to Logistics Purchase order automatically created and creates sales order in Logistic with same order reference Logistic sales order generates shipping output for 3PL warehouse Order are being picked, packed and shipped. Returning shipping information upstream in the value chain

33 Nordic IT Model IT Model FLEXIBILITY AVAILABILITY SCALABILITY High level of Cloud services Microsoft Gold Hosting Partner SPOC Single Point of Contact SOURCING MODEL ORGANISATION AND COMMUNICATION SYSTEMS SPOA Single Point of availability UNIFIED COMMUNICATION Easy access to business systems & tools Easy communication across countries

34 Status at the project 1/ / / / ACO NO ACO SE ACO FI ACO DK EST LV LT One SQL database local Dynamics NAV installations from one central database Same financial setup in all local Dynamics NAV with same Chart of Account and dimensions One common Item database maintained from ACO Logistics All sales companies buys from ACO Logistic Warehouse 1/ ACO Logistics 1/ ACO Logistic buy from all suppliers and either stock or distribute to the local markets Supplier base