Inte för rutinuppdrag Men när det verkar omöjligt

Скачать презентацию Inte för rutinuppdrag Men när det verkar omöjligt

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Количество слайдов: 32

Inte för rutinuppdrag. Men när det verkar omöjligt. SAST Q 4 Stockholm Omvärldens syn på test Test project © Connecta • Rev • 1

Inte för rutinuppdrag. Men när det verkar omöjligt. …Vi är vad vi gör……!!! © Connecta • Rev • 2

Inte för rutinuppdrag. Men när det verkar omöjligt. Agenda Introduction - Background Centralized Procurement Test project Challenges - Summary © Connecta • Rev • 3

Inte för rutinuppdrag. Men när det verkar omöjligt. Business model based on Outsourced production Supplier • Rev EMS Supplier © Connecta EMS • 4

Inte för rutinuppdrag. Men när det verkar omöjligt. Agenda Introduction - Background Centralized Procurement Test project Challenges - Summary © Connecta • Rev • 5

Inte för rutinuppdrag. Men när det verkar omöjligt. From this………………. Supplier EMS Supplier EMS Supplier EMS Supplier Supplier Total ~100 suppliers © Connecta • Rev Total ~30 EMS (incl. FPC) • 6

Inte för rutinuppdrag. Men när det verkar omöjligt. To this………………. . Supplier EMS Supplier Supplier Inbound Hub Supplier EMS Supplier EMS Supplier © Connecta • Rev • 7

Inte för rutinuppdrag. Men när det verkar omöjligt. Centralised procurement releases the negotiating power No possibility of price masking Supplier EMS Supplier price Sellers price Supplier © Connecta • Rev EMS • 8

Inte för rutinuppdrag. Men när det verkar omöjligt. Inbound hub – a key concept in the supply chain Hub © Connecta • Rev • 9

Inte för rutinuppdrag. Men när det verkar omöjligt. 100 partners was to be implemented globally within 12 months 10 partners 80 partners 10 partners © Connecta • Rev • 10

Inte för rutinuppdrag. Men när det verkar omöjligt. Connecta roles & responsibilities Concept development Process development - Process mapping & design IS/IT implementation – project management - SAP R 3 & APO development – roll out - Integration, B 2 B, Rosetta. Net, EDI development – roll out - Onboarding, process & technical - Sites/Suppliers 3 PL Change management © Connecta • Rev • 11

Inte för rutinuppdrag. Men när det verkar omöjligt. Project Scope Physical and virtual consignment Buy & sell and Forecasting > 20 Rosetta. Net PIPs Initial on board of - 20 manufacturers - 80 suppliers - 1 HUB-partner In ~ 18 months - 6 months ramping up - 6 months development - 6 months roll out © Connecta • Rev • 12

Inte för rutinuppdrag. Men när det verkar omöjligt. We found some more inspiration…………and started to work “Sometimes it’s not enough to do your best – sometimes you have to do what’s required…” © Connecta • Rev • 13

Inte för rutinuppdrag. Men när det verkar omöjligt. IS/IT Project Organisation IS/IT Project Lead Reference Group SAP Basis Integration Concept Owner Buy & Sell Concept Owner Forecasting Concept Owner On-Boarding Project Lead Test Management Lead Integration team Buy & Sell Team Forecasting Team On-Boarding Teams Test Management Team © Connecta • Rev • 14

Inte för rutinuppdrag. Men när det verkar omöjligt. Processes - Overview Hub Inbound Shipment/ Replenishment Supplier Hub Operations Forecast / Material Drive © Connecta • Rev • 15 Outbound Shipment/ Order fulfillment EMS

Inte för rutinuppdrag. Men när det verkar omöjligt. Forecast Time Horizon – Threshold + Strategic 12 Month Rolling Forecast © Connecta • Rev • 16

Inte för rutinuppdrag. Men när det verkar omöjligt. Threshold Forecast – Min / Max Level © Connecta • Rev • 17

Inte för rutinuppdrag. Men när det verkar omöjligt. Process Overview Manage Stock A 1 A 2 Supplier Hub Stock Fill up Forecast Take Ownership of Supplier Hub Stock A 3 Hub Stock Fill up Virtual Stock Fill up Reduce Virtual Stock Level A 4 A 12 Cycle Counting – Supplier Hub Stock A 8 Sell Excess Hub Stock Scrap A 10 Hub Stock A 13 Physical Inventory – Supplier Hub Stock A 14 A 15 Period-end Activities Component Sales Returns Spare parts B 1 EMS Order Management Sales and Delivery from Hub Stock Sales and Delivery from Virtual Stock B 3 © Connecta • Rev Overdue Order Processing B 5 Accounts Payable B 6 Emergency Drop Shipment C 1 Returns From Hub to Supplier Transfer of Spare Parts from the Physical Hub D 1 C 2 D 3 Returns from HUZA to the Physical Hub Transfer of Spare Parts from the Virtual Hub Sales B 4 B 2 Returns From EMS to Hub A 9 Physical Inventory – Hub Stock A 11 Cycle Counting – Hub Stock A 5 D 2 DPY Sales Revenue Recognition E 1 • 18 Exceptions E 2

Inte för rutinuppdrag. Men när det verkar omöjligt. 2 different partner interfaces necessary Large, RN-mature enterprises Anticipated total of 20% Trading Partner (system) Classic Solution Rosetta. Net B 2 B Integration Automatic Back end system Light Solution Rosetta. Net via portal interface Manual at partner end Small to medium size enterprises, alternatively large RN-immature enterprise Anticipated total of 80% © Connecta • Rev • 19

Inte för rutinuppdrag. Men när det verkar omöjligt. Rosetta. Net Partner Client Overview § § • PIP Process • Instance • Rosetta. Net Partner Client • Gateway • Rosetta. Net Partner Client • User Interface Two way process One way process - Template One way process - Wizard One way process - Inbox • Backend Systems • Functionality • User Login • Search • Business Processes • Down • / • Upload • Templates • Wizard • Forecast • Order • Management • OPTION • 2 : • ROSETTANET PARTNER CLIENT • • Status • Inbox © Connecta • Rev • Outbox • Stock Fill Up • 20 • Accounts • Payable

Inte för rutinuppdrag. Men när det verkar omöjligt. Partners are grouped according to component and onboarded in waves 2005 Q 3 2006 Q 4 Q 1 Q 2 Q 3 2007 Q 4 Q 1 Preparation Business Model Defined System Configuration and Implementation Realisation § Agreement Negotiations § Organisation § Hub set-up Process & Competence Development – Trial Run Phased Supplier Roll-out Physical Pilot Virtual Pilot © Connecta • Rev • 21 Wave 2 Wave 3

Inte för rutinuppdrag. Men när det verkar omöjligt. Agenda Background Centralized Procurement project Challenges - Summary © Connecta • Rev • 22

Inte för rutinuppdrag. Men när det verkar omöjligt. Background and challenges Global aspects as time zones, languages and cultures Develop, test and go-live within 6 months (internal and external) Limited experience within Rosetta. Net development and test Find appropriate test strategy for more than 25 external world wide business partners Involvement from our 3 rd party Hub partner Consider and align with our partners test experience and strategy Manage 25 partners of testing simultaneously Communicate and deliver a test strategy that will work with all partners Start criteria for system testing End criteria for go-live Tool to support our test process and the global aspects © Connecta • Rev • 23 23

Avsnitt 1 Inte för rutinuppdrag. Men när det verkar omöjligt. Comments from outside. . No one has never done this huge Rosetta. Net implementation in such time frame. . Only to success with connectivity between our business partners can take weeks, even months. . . Our 3 rd party Hub partner, who has experience in Rosetta. Net, though that we were crazy. . The tight time-plans was questioned from many of our business partners. . . © Connecta • Rev • 24 24

Inte för rutinuppdrag. Men när det verkar omöjligt. “This is complete madness” Executive from multibillion company - who wishes to be anonymous - reveals his inner thoughts from the early days of the project “You can’t get more than fired” An often quoted soothing phrase “We have trust in what we do” ……… © Connecta • Rev • 25

Inte för rutinuppdrag. Men när det verkar omöjligt. Test overview – Main phases In scope Out of scope 5. User acceptance Test 4. End to End test 3. Integration Test (Internal and External) 1. SAP Test 2 b. IC Test External Mapping Test 2 a. Connectivity Test SAP dev. Manage Hub Stock Integration Center Rosetta. Net PIP: s, RPC and EDI flows Ext. EA Test External Integration Center EA Dev EMS/ODM Forecast Rosetta. Net RAE EDI Component Sales Spareparts Sales Returns © Connecta • Rev • 26 Process A Process B

Avsnitt 1 Inte för rutinuppdrag. Men när det verkar omöjligt. Our ”Friends. . . ” Our friends have different global backgrounds and cultures, USA, Asia and Europe, and they really have different way of Test approach. . - “Dear Per-san, why don´t we test directly in production” “prod-test approach” - “We need daily telcos for several weeks and common testing covering all possible scenarios of that specific integration incl. 6 -7 resources. . . “thorough test approach” - “Per, your so polite, the error was on our site all the time ”diplomatic test approach” - “Now we see file, wait while we copy to USB and load our test environments. . . “automatic end-to-end test” We managed to go-live with all our partners though different test strategies Our common and simple test package was important to find a way forward © Connecta • Rev • 27 27

Inte för rutinuppdrag. Men när det verkar omöjligt. Agenda Background Centralized Procurement Test project Challenges - Summary © Connecta • Rev • 29

Inte för rutinuppdrag. Men när det verkar omöjligt. Success factors ONE test project within different competence centre ie. SAP, Integration Centre etc. ONE physical place as war room (all testing, telephone conferences etc. ) Test. Net as tool for handling all external defect handling Develop a compact and “simple” test package describing all necessary test phases before golive Clear definitions and criteria's for the different test phases “Manual” filter before allow system-to-system testing Thorough status weekly follow-up by partner and by functionality Secure commitment from our 3 rd party partner verify testing Test team in Stockholm divided into Asia and America time zones Appoint a couple of “friends” to use for Proof of concept of our strategy © Connecta • Rev • 30 30

Avsnitt 1 Inte för rutinuppdrag. Men när det verkar omöjligt. Result / Outcome Our partners specially appreciated the Test. Net tool and Test package send out Connectivity is extremely important to focus in early in Rosetta. Net test phases Confirmation of test strategy understanding really important Patience, you need to have a diplomatic approach to keep up good working relation “Manual filter”, the calendar time of testing decreased dramatically Partners where transferred to the new solution according to plan Average total test time per partner – 5 weeks Our “Friends” is still our friends. . . The total IT project was appointed as the most successful Received CIO award © Connecta • Rev • 31 31