Tankerne bag agil implementering 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 Agidon facts • Grundlagt i 1994 • 100% fokus på Microsoft Dynamics NAV • Microsoft Gold Certified Partner • 40 medarbejdere • Afdelinger i Hjørring, Odense og København 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! 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 Microsoft Dynamics NAV 2013 • Et komplet, fleksibelt og brugervenligt system til den daglige Økonomi styring af virksomheden på alle plan og på tværs af afdelingerne Salg • Samler og integrerer oplysninger om økonomi, produktion, supply chain management, salg og marketing, projektstyring, personaleadministration og servicemodul fra hele organisationen • Overblik med let tilgængelige data og det bedste beslutningsgrundlag for at arbejde effektivt og struktureret. Gratis seminarer over hele landet fra 12.-18. november. Læs mere på www.agidon.dk/seminarer Produktion Modellen til udnyttelse af standard funktionalitet Ned med paraderne… og ind til behovene Hvori består de primære værdiforøgelser? Modellen Dig Kontraktindgåelse Vi Etablering af styrende koalitioner Værdikæde Krav Behov Processparring Dine medarbejdere Modellen Processparring Modellen – ledelsens spøgelser Behov Den nuværende ledelse Krav Den tidligere ledelse (spøgelserne) Modellen – medarbejder og funktionsleder spøgelser Behov De nuværende medarbejdere De tidligere medarbejdere (spøgelserne) Krav Modellen – kulturelle spøgelser Behov Den nuværende kultur / normer Krav Den tidligere kultur / normer (spøgelserne) Modellen – produkt- og service spøgelser Behov Det nuværende produkt mix / services Krav De tidligere produkter / services (spøgelserne) Modellen – kundeprofil spøgelser Behov Den nuværende kundeprofil Den tidligere kundeprofil (spøgelserne) Krav Modellen – opmærksomhedspunkter • Tids- og ressourcekrævende • Kompetenceniveau i koalitionsgrupperne • Beslutningskompetence til koalitionsgrupperne • Glem det gamle ERP system 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 Nordic Logistic Center & ERP Project The logistic project that became a Nordic ERP implementation 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 Logistic efficiency approach Nordic Logistic Operation Item & information flow Business processes • Delivery service • • • • • Lead time Stock level Delivery precision Delivery flexibility Delivery information • • • • • Warehouse cost Transport cost Handling cost ADM. cost Cost of complaint • • • • Correct item Correct information Correct documentation Quality cost • Logistic cost ERP & business systems Organization Local involvement • Quality Information & Item flow • No coordination of transports between units in Nordic Group • The Nordic Group has 15-20 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 Source 2S Management Business processes Information Scala, Horizon, Tara, Movex, Visma Warehous e Admin. Purchase Sale Customer Supplier Process Systems Transport Transport Goods Purchase request Create purchase order – standard Create purchase order – special Send purchase order Confirm delivery date Product information & master data Order tracking Trouble shooting Invoices supplier Invoice customer Etc. Incoming goods Item registration Stock fill Stock move Prepare picking Pick goods Pack shipments Monitor stock level Book transport Order change Ship goods Book transport Etc. Etc. Customer contact - Phone & mail Sales back up Quotations Order registration Order confirmation Order change Order request Drawings Product information Etc. Processes in the Nordic Group – 7 countries – 7 different ERP systems Phase 1 Phase 2 Nordic countries Baltic countries The ambition for the Nordic Logistic Center Sale Sale Sale SCM Sale Sale Oversea s Sale Sale Conclusion from Logistic analysis Processes Organization Systems Need for new Nordic ERP Project definition Defining the concept Setting the framework Starting the project System architecture ACO NO ACO SE ACO FI ACO DK ACO Logistics Warehouse Supplier base EST LV LT Target & expectation for common ERP platform Business expectation Operational expectation • Local ERP/central adm • Common item structure • Transparency • Common financial structure • Process optimization • Common reporting structure • One Nordic model • Centralized supply chain • Direct cost reduction • Remove non-sales activities • Improved management • Uniform sales process information 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 Transparency in the Nordic Group Local sales company looks into the ACO Logistic Item & Stock information Ordre flow ACO Sales to ACO Logistics Sales order created in sales company generates purchase to Logistics Logistic sales order generates shipping output for 3PL warehouse Purchase order automatically created and creates sales order in Logistic with same order reference Order are being picked, packed and shipped. Returning shipping information upstream in the value chain Nordic IT Model IT Model FLEXIBILITY AVAILABILITY SCALABILITY Easy access to business systems & tools SPOA SPOC Single Point of availability Single Point of Contact High level of Cloud services Microsoft Gold Hosting Partner ORGANISATION AND COMMUNICATION SOURCING MODEL SYSTEMS UNIFIED COMMUNICATION Easy communication across countries Status at the project • • 1/1-2013 1/5-2013 1/3-2014 1/1-2015 ACO NO ACO SE ACO FI ACO DK 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 • ACO Logistic buy from all suppliers and either stock or distribute to the local markets ACO Logistics Warehouse 1/5-2013 1/5-2013 Supplier base EST LV LT