Which PLM System to choose? Imperial Tobacco's journey to PLM

Transcription

1 Which PLM System to choose? Imperial Tobacco's journey to PLM

2 Imperial Tobacco at a glance 2

3 Imperial Tobacco by numbers Over 100 years of history 44 Operating profit 3bn in markets factories 35,000 employees FTSE top 30 London Stock Exchange 20bn tax contribution 3

4 Imperial Tobacco Our brands We are the world leader in fine cut tobacco, premium cigars and rolling papers and we have a strong global portfolio of cigarette brands including Davidoff, JPS, West, Lambert & Butler and Gauloises. Our portfolio spans the entire tobacco spectrum and our brands are enjoyed by millions of consumers around the world. 4

5 Growth and Specialist Brands Growth Brands Specialist Brands 5

6 Growth and Returns Markets Growth Markets Scale existing presence for long term growth Large profit and/or volume pools Significant share growth potential Leverage Growth Brands Prioritised long-term investment Returns Markets Footprint strength driving sales and high returns Strong established presence Build on strong positions Manage market share Reduce portfolio complexity Major Markets Major Markets Italy Taiwan Algeria Morocco Iraq Turkey Australia Netherlands Russia USA France Spain Saudi Arabia Germany UK

7 Our values Our values are the essence of what Imperial is about and define who we are. They provide us with a common bond, guiding the way we do business and influencing the way we behave. Our values are about working together, continually improving, taking ownership and making the most of every opportunity. 7

8 Our Journey to PLM

9 ITG context Product Complexity Constantly growing regulation FMCG

10 Pre-PLM Application Landscape Different IT solutions for different processes Enterprise Mission/Strategy Brand Strategy Product Strategy Project Portfolio Project Execution Production & Distribution Store Launch Phase Out Ideation Prod. Dev. IDEA Feasibility Study Specification Design Validation/ verification Release #besp 10

11 Where it all started Bespoke solutions need urgent replacement Search for the right Software category ERP strategy review Why not PLM? 11

12 Why going for PLM? 12

13 First contact with PLM world Workshops with 3 Top Vendors 13

14 Need to Change approach Our PLM knowledge Not sufficient to be developed The PLM World Closed world to be opened to us The vendors Not trustworthy (as any vendor!) Independent & Specialised 14

15 New selection process Phases, approaches final decision Identify ITG PLM Process Scope & vision Critical Business Requirements From Long list to Shortlist Prepare and provide RFP Prepare and provide POS Use case Prepare and Provide RFQ Perform Proof of Solution Final Evaluation ARAS Dassault SIEMENS ORACLE PTC SAP ARAS Dassault SIEMENS 15

16 New selection process Phases, approaches final decision Grow PLM Awareness what makes the difference? Our own use case demos Identify ITG PLM Process Scope & vision Critical Business Requirements From Long list to Shortlist Prepare and provide RFP Prepare and provide POS Use case Prepare and Provide RFQ Perform Proof of Solution Final Evaluation PLM Concept Discussions ARAS Dassault SIEMENS ORACLE PTC SAP ARAS Dassault SIEMENS how far do we go? 16

17 ITG evaluation criteria's X% Y% Z% Request for Proposal Proof of Solution Total Cost of Ownership 17

18 Some Math RFP ARAS DASSAULT SIEMENS It is all about maths? POS Performance ARAS DASSAULT SIEMENS TCO ARAS DASSAULT SIEMENS 18

19 Key questions Critical soft success factors Tobacco Industry Experience Geographic Proximity Support Services Company Cultural Fit Resource Availability Customer Responsiveness Technological Vision Process Enablement User Interface / Client Customization possibility Partnership Implementation Strategy It is not all about maths. 19

20 ARAS 1 st but opened questions 20

21 Need to make a decision! GAP CLOSURE SESSIONS 21