Business Transformation at Oettinger Davidoff AG. SAP Forum Basel, 8 March 2016 Alex Lejeune, Stefan Bloechinger

Transcription

1 Business Transformation at Oettinger Davidoff AG SAP Forum Basel, 8 March 2016 Alex Lejeune, Stefan Bloechinger 1

2 Agenda Who we are Reason for change Global Standard Programme 2

3 Oettinger Davidoff AG Who we are What we do ODAG_Imagefilm 5_E_intro_and_chap Key Figures *) Turnover: MCHF 1.2 Employees: 3,672 Cigar production: MPCS 44.0 *) All key figures refer to

4 Our brands & products House of Brands Own brands/retail brands Partner brands Own Products Tobacco products Smoker s accessories General Agencies Tobacco products Smoker s accessories Sweets 4

5 Global network Headquarters in Basel Production in the Caribbean and Latin America Logistic centres in Switzerland, Germany, US Sales in 120 countries More than 70 Davidoff Flagship Stores 500 appointed merchants

6 From Crop-to-Shop From Crop To Shop 6

7 Agenda Who are we? Reason for change Global Standard Programme 7

8 The Start 8

9 Reason for change Existing solutions do not fit for purpose anymore Non-value added complexity Fragmented processes and systems - numerous restrictions No major investment in IT or Global Solutions since 2002 No global Ecommerce platform 9

10 What happens if we do nothing? End-To-End process execution vs. silos Omni-channel G A P Master data Today Time Global Reporting Product cost controlling Track & Trace (TPD2) the gap will become bigger! 10

11 Transformation Global Standard (Swiss) wholesale market Product focused Silo sub-optimisation High degree of fragmentation No harmonized consumer approach Global / Multi-channel retailing House of brands & experience E2E process organization Globally standardized processes Holistic consumer approach 11 Change Management

12 The modern consumer Changed communication & purchasing behaviours Consumers are «always on» Online research before making a purchase Cross-channel integration and consumer data are key to design a compelling service Connect holistically with consumer

13 Multiple channels vs. cross-channel integration Consumer Consumer Seamlessly combine experience, products, services across all channels «Time beautifully filled» 13

14 Benefits - Examples Business People Processes & Systems Business Strategy Support Information quality, transparency, visibility Speed, Agility Reduction of NWC Enabler for growth Legal compliance More value-added work Improved crossfunctional collaboration Introduction of process driven organisation Easier to attract talents Easier global exchange of talents Standardised master data and processes Process efficiency and effectiveness One data pool Reduction of infrastructure complexity Less operational and system issues Standardised ICT service and support 14

15 Global Standard Benefits & effects Compliance & Risk Revenue Growth Increase EBITDA Asset Efficiency Compliance Operational risk Price realisation Sales volume Forecast accuracy Process cost External cost IT maint. cost Inventory cost Net working capital GS measures TPD2/ Track&Trace standardized purchasing processes standardized & maintainable IT applications demand planning & allocation sales capabilities: outbound call campaigns best/slow seller management sales capabilities: data for better sales decisions retail capabilities Ecommerce capabilities product life cycle & promotion planning streamlined customer sales order processing standard costing & true profitability production planning on plant level production order processing warehouse: integrated inbound handling global chart of accounts standardised payment infrastructure integrated planning process financial consolidation process fully integrated credit limit management 15

16 Global Standard Benefits: Examples Compliance & Risk Revenue Growth Increase EBITDA EBITA Asset Efficiency Value Driver Compliance Operational operational risk Price realisation Sales volume Forecast accuracy Process cost External cost IT maint. cost Inventory cost Net working capital GS measures TPD2/ Track&Trace standardized purchasing processes standardized & maintainable IT applications demand planning & allocation sales capabilities: outbound call campaigns best/slow seller management sales capabilities: data for better sales decisions retail capabilities ecommerce capabilities product life cycle & promotion planning streamlined customer sales order processing Standard standard costing & True true profitability Profitability production planning on plant level Transparency on product cost in production and the supply chain production lead to a order clear view processing on the true profitability of products and hence better business decisions warehouse: in planning integrated and operations. inbound handling Using this data global in a chart continuous of accounts improvement cycle, cost can be reduced and accuracy improved. standardised payment infrastructure integrated planning process financial consolidation process fully integrated credit limit management 16

17 Agenda Who are we? Reason for change Global Standard Programme 17

18 The What Business Project IT project 18

19 Scope Global Standard Program Management & Steering Committee GS CORE Crop Shop Plan Procure Produce Distribute Fulfill Sell Retail Manage Financials Manage Business Information Manage Master Data Manage Warehouse Innovate GS BPM & IT Communicate GS Innovate GS ecommerce Manage ICT Services Manage Business Processes IT Architecture

20 Implementation strategy Green field «Cheese template» Linked to business needs & projects Early adoption of new technology Quick wins & Risk minimisation 20

21 How does success look like? Project delivery OTIF Standardisation and process improvements, resulting into value creation globally We look at things holistically, end-toend and always with the consumer in mind We are perceived as an innovator and the key enabler for sustainable business success We facilitate the successful transformation towards a true global company December 5.-7.,

22 What is in it for our people..? Develop new capabilities Key player in transformation effort Enabler for operational excellence More value-added work Easier to attract talents Become or continue to remain a key player in the organisation Increase your market value 22

23 Finance Focus S/4 HANA 1511 New General Ledger New Asset Accounting Account based CO-PA New Profit Centre Accounting Business Partner Concept SAP Cash Management 23

24 SAP S/4HANA SAP S/4HANA FINANCE SAP S/4HANA HUMAN RESOURCES SAP S/4HANA SOURCING AND PROCUREMENT SAP S/4HANA SUPPLY CHAIN SAP S/4HANA MANUFACTURING The Digital Core Enterprise Management The Digital Core Business Ojbects SAP S/4HANA MARKETING SAP S/4HANA SALES SAP S/4HANA SERVICE SAP S/4HANA ASSET MANAGEMENT SAP S/4HANA RESEARCH AND DEVELOPMENT Industries 24

25 THANK YOU 25