why deutsche post dhl contributes to open source and eclipse

Eclipse Day 2010 in RomeOctober 5th, 2010

www.spagoworld.org/openevents

Mike Schäfer, Dr.

[Company logo]

Why Deutsche Post DHL contributes to Open Source and Eclipse

V1.0

Why Deutsche Post DHL contributes to Open Source and EclipseMike Schäfer, Dr.

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Eclipse Day, Rome October 5th, 2010

Deutsche Post DHL


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The postal servicefor Germany

The logistics company for the world

Deutsche Post DHL


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Head count as of 12/31/2009 1) Prior-year figures adjusted

Employees


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GLOBAL MAIL

• Direct connections in more than 200 countries

• Approx. 2,200 employees

• Approx. 40 processing centers

• Approx. 35 sales offices in Europe, Americas and Asia/Pacific

MAIL Germany

• 82 high-tech mail sortingcenters

• 80,000 mail delivery staff

• Approx. 31,000 vehicles for mail delivery1)

• Approx. 3,100 mail delivery offices

• Approx. 53,000 delivery districts

• Nearly 40 m households

• 110,000 mail boxes

• 900,000 P.O. boxes

• 68 m mail items daily

• Approx. 14,000 retail outlets

PARCEL Germany

• Approx. 10,000 parcel delivery staff

• 7,000 vehicles for parcel delivery

• 33 national parcel sorting centers

• Approx. 7,000 employees in sorting centers

• Delivery of 712 million parcels per year

• Approx. 2,500 Packstations

• Approx. 1,000 Parcel Postboxes

• 7,000 delivery districts2)

• 201 delivery bases

Facts aboutCorporate division MAIL

1) Incl. joint delivery with parcels 2) Thereof subcontracted: approx. 990


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SOA@Deutsche Post DHL


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SOA:From Process to Technology

Business Domain Model and Integration Infrastructure

Business ProcessArchitecture

IT ApplicationLandscape


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Starting Point for SOA:Domain Model

Leistungserbringung

ZKAM

Center-Filialen

Filiale

DM-Center

Brief-zustel-lung

ADM/IDM

Internet-Kontakt-punkte

Kunden-Service Center

Inter-nation.Vertrieb

Ex-terne

Partner

Kommunikations-kanäle

Spezial-vertrieb

Call-Center

PostfächerBriefkästenBriefmarken-automaten

• • •

Brief-Zen-tren

Kontakt-Punkte

Auftragsmanagement

Produkte

Abrechnung

KundeKunden-

stammdaten-bereinigung

Referenz-daten-haltung

Verträge

Planung

Markt- undWettbewerber-

analyse

Informations-gewinnung

Wissens-aufbau

Netzplanung

Netzanalyse

Netz-modellierung

Geschäftstrategie

Geschäfts-entwicklungs-

analyse− Marktumfeld− Kunden-

/Produkt-informationen

− Umsatz/Absatz

− Kosten

Zielvorgaben-bestimmung

− Produkt-portfolio

− Kanal-portfolio

− Kunden-segmente

− Preismodell

Controlling derStrategie-umsetzung

M/V Planung

Zielvorgaben-planung/

Disaggregation

− Jahresziele− Marketing-

maßnahmen− Zielgruppen− Prioritäten− Kanäle− Ressourcen

Analyse derMaßnahmen/

Vertriebs-aktivitäten

− Reporting− Controlling− Dokumen-

tationMaßnahmen

Kanalspezifisches Ressourcenmanagement

Ressourcen-planung

− Entwicklungsziele− Entwicklungs-

maßnahmen

Ressourcen-steuerung

− Umsetzung− Datenbereitstellung− Controlling

* Domain ist in Zukunftweiter zu strukturieren

Kampagnenmanagement

EntwicklungOperative

Durchführung/Steuerung

Wissens-erweiterung

Operative Vertriebsunterstützung

IndividuelleKundenentwick-

lungsplanung

Kontakt-bearbeitung

Angebots-erstellung

Kontakt-controlling

Kundenkontakt-historie

Kontakt-aggregation

Kunden-kontakt-

bearbeitung

Kunden-analyse

Standard-analyse

Individual-analyse

Kundenservice

Vorgangs-anlage

Anfragen-bearbeitung

Vorgangs-controlling

ProaktiveKunden-

betreuung

Reklamations-bearbeitung

Relationship

Produktionsauftragsmanagement

Produktions-auftrags-

disposition

Produktions-auftrags- controlling

ÜbergreifendeProduktions-

planung

Transportmanagement

Transport-planung

Transport-steuerung

Produktionsmanagement

StationäreProduktions-

planung

StationäreProduktions-steuerung

Maschinen-steuerung

Leitdaten-management Sendungen

Codierung ErfassungTrack-Event-Historie

Auslieferungsmanagement

Auslieferungs-planung

Auslieferungs-steuerung

Schnitt-stellen-

management

Auftrags-annahme

Auftrags-disposition

Auftrags-controlling

Produktmanagement

Produkt-definition

Produkt-controlling

Produktideenpool

Ideen-erfassung

Ideen-analyse

Produkt-vorschlag

KontierungAbrechnungs-

controlling

Rechnungs-datenkon-solidierung

Kreditoren-abrechnung

Debitoren-abrechnung

PartnerPartner-auswahl

Partner-controlling

Partner-vertrags-anlage

AndereLeistungen *

• Philatelie• Adressmanagement• ...

Kunden-vertrags-anlage

Vertrags-module/

Konditionen

Kunden-vertrags-controlling

1999

Product

Accounting

Customer

Point of Contact

Planning

Production

Order Management

Contracts

OtherServices


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From SBB to SOPERA

2000:SOAP 1.1

2001:WSDL 1.1

2004:WS-I Basic Profile 1.1

2005:JBI 1.0

1999 2010

2007:SOPERA GmbH

2010:Eclipse SwordfishRelease

2001:SBB 1.0

2006:SBB Release 2.2b

2007:WSDL 2.02006

WS-Security 1.1

2003:SAML 1.1

Evolution of the Enterprise Service Bus at DP DHL


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IT Strategy@Deutsche Post DHL


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Open Source at Deutsche Post DHL

The Target Architecture lists Open Source Solutions, if available.

SOPERA ASF: Open Source since Release 3.0 in 2008

* for demonstration purpose only; picture dose not represent the current version of the target architecture

SOPERA ASF 3.x


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Demand Supply Split

Demand Supply Hosting

Software Development &System Integrators


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Community Contributions

Helbig, SOA Days 2008


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SOA Skills & Capabilities


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SOA: More than technology


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Skills & CapabilitiesEnterprise Class and Service Model

Project-specific Class and Service Model

CIM

PIM

Transfor-mation

Transfor-mation

Transfor-mation

PIM(Platform

IndependentModel)

PSM(PlatformSpecificModel)

Code

CIM(Computational

Independent Model)

Model to ModelTransformation

per platform



SOPERA

Model Driven Architecture &Service Design Tool Chain


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Service Development Process:From Design to Production

Interface Partner

BL / Project

RealizationAcceptance

TestRollout

Project-completion

DesignAnalysisProject-

initializationProject-

definition

SOA Testlab

SOP Community Group

LeadInvolvedTo be informed

Business Architecture

IT Service Provider

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SOA Framework


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SOA: More than technology


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Increase in Complexity

SOP – Service Oriented Platform

Infrastructure

TRUST

SOP1 SOPERA

SOP1-Infrastructure

SBBSOPERA

InterOp

LDAP

Technical ComponentLegend Structural Component

Evidian Access Master

Server

Evidian-LDAP

Schema

SOP2-Infrastructure

MQ

Registry

Configuration

LDAP-HPOVSA

HPOVSA

Security

NotificationReceiver

LDAP-SOPERA

NSURE TSP-SREG

TSP-CONF

TSP-SEC

TSP-CNR

Evidian Client

ZIOG*

MQ

use ofStefan Struck, 2010


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Conclusion & Summary


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SOA Framework

Value Proposition of and Requirements for SOA Frame works

� Reliable & secure

� Universal & generic

� Based on Open Standards� Vendor independent

� Performant

Key Factors for Success

� Gather requirements from a broad user base (report wishes)

� High coverage of functionality with real-life test cases (report bugs)

� Share development know-how and budget from different organizations

&Deutsche Post DHL

The involvement in the Eclipse SOA Initiative will g uarantee a broad support from users and developers and thus protect the i nvestment.


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Summary

� Deutsche Post DHL is one of the pioneers of SOA

� Deutsche Post DHL has an IT-strategy based on

� a demand supply split

� open source products

� Deutsche Post DHL made three essential contribution s to the community� Management Knowledge (SOA Days, SOA Innovation Lab)

� Skills and Capabilities (Senacor Technologies)

� SOA Framework (SOPERA ASF / Swordfish)


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Thank [email protected]

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