process excellence through bpm - afsug excellence through bpm real world bpm experiences from sap...
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Process Excellence Through BPM Real world BPM experiences from SAP customer environments !
Balakrishnan B – Incture Technologies, Singapore
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Key pillars of Process Orchestration
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Process
Orchestration
Human
Interaction
Management
Business
Rules
Automation
Process
Monitoring
and Analytics
Services
Provisioning
and
Integration
Process
Modeling and
Orchestration
About the customer
3
Asia’s third largest and India’s largest paint company.
Founded: 1942
Employee strength: • Over 4300 employees (> 100 SAP users)
Coverage: • Operates in 17 countries across the world
• Products: Decorative paints, Industrial coatings, automotive coatings,
ancillaries
• Has approximately 40,000 dealers in India
Challenges with this model
• Trained personnel had to remember
• SKU codes
• Pack sizes
• Double capture of information
• Issues caught only when information reached ECC
• Delayed response to customer queries
• How to measure SSC’s performance?
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Cave Painting Clay cuneiform script Parchment writing Paper Printing Screen
Though essence (information) remains the same, but
Mediums have changed !
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Need for change !
SAP NW PO
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Next generation Interaction Model
SAP ECC
SAP CRM
Orders
Interactions
SAP BW
On screen events to measure KPIs
• Eliminated paper based order taking mechanism
• Used by call agents for order processing and query
handling with
•Orders per day > 100,000
• Number of SKUs in one order ~ 500
•Queries per day > 10,000
•Depots benefitted – 100 (All)
• Dynamic SKU identification based on Product and
Shade codes
• < 3 seconds, including order posting in SAP ERP
• Tighter integration with CTI to provide the sales
personnel with dealer information even before the dealer
interaction starts
• Rules based order restrictions
• Order history cache to provide data for analytics.
Integration with SAP CRM, Telephony integration with
Predictive Outbound Dialing
System highlights
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Performance Card
• The feedback that has come from the dealers is
overwhelming. The quality of interaction has improved as
the conversations are now more meaningful and relevant.
• The order taking process has seen a improvement in
terms of efficiency and effectiveness
• The new query handling process has been able to bring
down the time taken to resolve queries
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It's easy to get out
of tune that way
and it's better to
split up
responsibilities in
manageable
pieces.!
Master data management challenges
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SAP ECC
System 2
System 3
System 4
System 5
MDM PLM System Material
Customer & Vendor
Target Systems
Challenges
• Unfriendly UI
• Authorization Matrix in MDM
• Workflow routing logic
• Business Process Management
• Tracking Master data
• SLA Reporting ??
• Bulk updates by end users
• > 1 workflow on same record ??
• LDAP user synchronization
problems
• On screen validations ??
• Workflow archival
• Performance hit
System 6
Key pillars of BPM
12
Process
Orchestration
Human
Interaction
Management
Business
Rules
Automation
Process
Monitoring
and Analytics
Services
Provisioning
and
Integration
Process
Modeling and
Orchestration
13
SAP MDM
System 1
End users Approver 1 Help desk /
SSC Approver 2
SAP NW BPM +
BRMS
System 2 System N
Master data creation
Master Data Propagation
Segregation of Concerns
• Business Rules
• SLA monitoring
• Process analytics
• User friendly GUI
• Integrated UME
SAP NW PI
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BPM Orchestrated Process
• Improved Process Visibility
• Better People Integration
• Process Exceptions Handling
• Enhanced User Experience
• Increased Operational Efficiency and SLA’s
• Improved Auditing
• Improved Process Quality
• Reliable data distribution