TCMOAUG Implementing Oracle Apps December 6, 2005

Transcription

1 TCMOAUG Implementing Oracle Apps December 6, 2005

2 Agenda Datacard Overview Backgrounder Project Scope/Timeline Project Team Project Justification Lessons Learned Summary

3 Overview Expertise Secure ID and Card Personalization Solutions History Founded 1969 Privately held Acquired by Quandt family of Bad Homburg, Germany in 1987 Revenue Approximately $335M 45% North America 55% Rest of World

4 Strong Global Presence Operations 1,400+ employees Sales and service in 120+ countries = Major Regional Office = Major Development Center

5 World Leadership Every day, more than 7 million cards are produced, personalized and delivered with Datacard solutions More than 500,000 smart cards are personalized every day Best-selling brand of both secure ID and card personalization solutions Government identity programs in more than 45 countries Industry leader in smart card personalization and other advanced technologies

6 Markets Served Financial Credit, debit, ATM and stored value cards Retail Proprietary credit cards, loyalty cards, membership IDs and gift cards Telecommunications GSM, prepaid, scratch-off phone cards Healthcare Patient and staff ID programs, insurance cards, national health cards Corporate Secure ID programs, employee ID programs Education Student and staff ID programs Government National ID, passport, driver s license, military ID, voter ID, social security, national healthcare, transit and employee badging programs

7 Six Business Segments Central Issuance Systems World s best-selling brand and broadest solutions offering Card Delivery Systems World leader in inline and stand-alone solutions ID Solutions Most comprehensive portfolio of secure ID solutions for corporate and secure government needs Passport Systems World leader in high-security laser document solutions Supplies Extensive portfolio of supplies designed to enhance system performance, maximize print quality and reduce costs Global Services Global network with strong consulting capabilities

8 Backgrounder November 2001, ERP replacement initiative started with the Global Systems Roadmap. September 2003, The initiative continued with the development of the Business Case. The recommendation was to purchase a fully integrated off-the-shelf system that will support Datacard and it s global operations. The system must be flexible and adaptable to the ever-changing business. The system must also contain best practices. November 2003, Funding was approved and the Software Selection process commenced. A team was put together Building space was allocated Implementation partner searches started February 2004, Oracle e-business Suite was chosen as the best fit for Datacard. March 2004, Oracle University conducted 5 weeks of training for the team April 2004, Team members transitioned and Dynamic/OCS team was selected for the implementation. May 2005, Workshops conducted to kick-off the project

9 Scope for Phase 1 Financials - General Ledger, Assets, Receivables, ipayment, Payables, iexpense, Cash Management Marketing and Sales - Marketing, TeleSales, Field Sales, Quoting, Incentive Compensation Order Management - Order Management, Configurator, Advanced Pricing, istore Logistics -Mobile Supply Chain, Warehouse Management, Transportation Execution Supply Chain Planning - Advanced Supply Chain Planning Procurement -Purchasing, iprocurement, isupplier Portal Manufacturing - Inventory, Bills of Material, Work in Process, Costing, Flow Manufacturing Service - TeleService, Service Contracts, Field Service, Spares Management, Depot Repair, isupport Projects - Project Costing, Project Billing Interaction Center - Advanced Inbound Telephony Product Lifecycle Management Interface to Agile HR/Payroll Interface to PeopleSoft Shipping Interface to Advanced Distribution Systems Inc.

10 Locations for Phase 1 Phase 1 started on May 10, 2004 and went live on May 1, 2005 North America Canada Headquarters in Minneapolis Field Service locations throughout the US Dealers throughout the US Virtual office in Canada Field Service locations throughout Canada Hong Kong Sales and Service office with minimal Oracle functions

11 Locations for Phase 2 Phase 2 started on September 10, 2005 Germany France No Manufacturing, no i-apps Live date is February 1, 2006 Scope nearly the same as Phase 1 Live date is May 1, 2006 UK No Manufacturing, no i-apps

12 Locations for Phase 3 Phase 3 starts Q4 of 2006 China Spain No Manufacturing, no i-apps Japan Manufacturing facility only No Manufacturing, no i-apps Upgrade to

13 US Other Current Projects Mobile Field Service laptop disconnected mode XML with top suppliers Enhancements to allow floor to move lines quickly Reporting via Discoverer Starting a Data Warehouse evaluation

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15 Project Justification - Labor Savings

16 Projected Savings Area Dollars FTEs Manufacturing $115, Order Entry $261, Purchasing $50, Service $57, Finance $34, Human Resources $30, Marketing $31, Sales Support $65, $643,

17 Lessons Learned What we did well Some full time team members (all leads, procurement, OM, Service Requests, Service Contracts, Configurator) Gain support from the top. Steering team meetings were held regularly, well attended, participation required. Official process created for any Gaps (enhancements), which required a bit of work and an explanation to all senior management. All approved gaps got special funding. Co-located all project team members and all consultants. Arrange for dedicated project rooms throughout the course of the project, with mounted projectors. Oracle and Dynamic team worked well. What we did not do well Spent too much time on training. Project Team Training and Conference Room Pilot 1 could have been combined activities. End-user training was a bigger task than anticipated should have dedicated one full month just for that. Advanced Pricing was complicated a dedicated Datacard person was needed on the project. Advanced Supply Chain Planning consulting need was greatly underestimated and resources were not available. Transportation module and required external apps were not fully understood. Had to develop a shipping system. International participation during Conference Room Pilot 3 really slowed everyone down. Conversions were started much too late, should have started earlier.

18 General Observations Make sure you have a project manager on large projects. Configurator is very powerful, but is extremely timeconsuming. Plan on doing one location at a time. Big bang approach worked well, would do that again. The team you put together can make or break the project. You need DBAs and System Administrators. The HP/US Platform has proven to be very stable. The warehouse management handheld apps leave much to be desired.