How to Implement a Best of Breed SCE Solution

Transcription

1 Welcome to Session 214 How to Implement a Best of Breed SCE Solution Presented by: Sponsored by: Steve Gant Softeon Scott Fearing Tastefully Simple 2012 Material Handling Industry. Copyright claimed as to audiovisual works of seminar sessions and sound recordings of seminar sessions. All rights reserved.

2 Introduction of: Scott Fearing Senior Advisor, Warehouse Systems Tastefully Simple.

3 WHO IS TASTEFULLY SIMPLE Located in Alexandria, MN Distributor of gourmet food Ship from 10,000 to 20,000 small parcels each day Kitting is a major function of the operation Two pick to light systems Manual picking system for orders of less than five of most popular 60 products 28,000 sales consultants Contribute to local community.

4 THE HISTORY OF HOW PROJECTS START All projects have a beginning - How did you get here Your current WMS is not meeting your business needs Your current WMS is too expensive to enhance and customize Your current provider is not a true partner and in for the long haul.

5 THE HISTORY OF HOW PROJECTS START At some point, you or your company will decide it s time to move forward Management approves the project Now let me tell you how Tastefully Simple got to this point.

6 STEPS TO CONSIDER FROM A PROJECT PERSPECTIVE Identify and assemble a project team Stakeholders (Operations, Finance, IT) Project manager with a strong operations background Subject Matter Experts (SME) Business Analysts IT support.

7 STEPS TO CONSIDER FROM A PROJECT PERSPECTIVE Considerations of team members This project is their top priority Identify those that are full and part time This team owns this project This team has authority to make decisions.

8 STEPS TO CONSIDER FROM A PROJECT PERSPECTIVE Develop and agree on project scope Define goals and objectives Understand potential ROI Identify and resolve other company initiatives that may have a negative impact on this project.

9 DEVELOP PROJECT PLAN/CHARTER Identify project milestones and tasks Assign project tasks to team members Identify timeline for each task.

10 DEVELOP PROJECT PLAN/CHARTER Develop AS-IS process (this will be one of the first tasks on the project plan) YOU WILL BE SURPRISED AT WHAT YOU ARE REALLY DOING.

11 DEVELOP PROJECT PLAN/CHARTER Develop TO-BE process (this will be one of the first tasks on the project plan) Analyze AS-IS and determine for each process: Is it worthwhile Can it be simplified or streamlined Can it be deleted.

12 RFP Develop RFP to be sent to vendors Keep it at a high level -- Stay out of the weeds List functionality you require Ask if vendor has it in their solution or if it needs to be developed Do not ask how much this will cost if it needs to be developed they really do not have enough information at this time to determine If you have a complicated process ask how the vendor would address it Try to stay away from extensive essay answers (remember you need to read and evaluate the responses).

13 RFP A major problem in software implementations is cost overruns and scope creep Inform vendor, if they are selected, they will be involved in final scope development Inform vendor you will before a contract is signed require a fixed guaranteed cost within the agreed to project scope Inform the vendor if they are selected they will need to have vendors you can speak to that they have done a fixed guaranteed cost Be reasonable on response time give at least 3 4 weeks Begin developing data for a scripted demo What you probably will not get at this time References These will come later Deep financials Unless vendor is public they will share sales data but that is about it at this time Exact cost of project.

14 RFP Identify vendors to receive RFP Do not disqualify a vendor because they have limited or no experience in your vertical. For the most part systems are designed to work with widgets so do not get confused that you think your widget is different. It may be but it is unlikely, give the vendor a chance Does the vendor have the available modules Is the solution the most modern of technology (web-based) Assure the solution has been developed by the vendor and is not a mish-mash of acquired systems coupled with some vendor development.

15 RFP During RFP process have all vendors conduct a two hour high level generic demo A picture is worth a thousand words You have a better idea of the real functionality of the system offered You will see the navigation of the system You will see if the system is consistent between functions Do not make final vendor selection simply on the RFP response or cost Many vendors have a history of telling you what you want to hear and not what you need to hear.

16 RFP Conduct a meeting with each vendor to review RFP Discuss issues on the RFP and ask for clarification Do all that is possible to be sure, when this meeting is completed that the major questions and concerns were answered Select final three or four vendors Inform vendors not selected that if the three or four selected for the final process do not work out you will reconsider them Inform vendors selected of your decision and what has been told to the current non-selected vendors.

17 RFP Scripted demo Provide each vendor with the data Give the vendor 2 3 weeks to set up the scripted demo Conduct scripted demo Vendor to supply references following scripted demo Vendor to supply ball park estimate of project cost Reference Check Conduct site visit(s) or conduct telephone interviews to at least two clients How well the vendor becomes your partner and works with the team Does the system work as the vendor promised How well does the vendor provide support Discuss the fixed guaranteed price and if the vendor honored it Would the client use this vendor in future projects.

18 RFP Select a vendor as your primary Inform those vendors not selected as primary the same as those initially not selected Finalize project scope Conduct Gap analysis Negotiate fixed guaranteed cost of project (this will not include expenses) Modify project plan with vendor input.

19 WHAT DID TASTEFULLY SIMPLE GAIN? Opportunities for improvements that we did not have before Highly configurable system, for ease of change and ease of enhancements IE: In the first 30 days after go-live we did more simple configurations that had major process impact than we did in our old WMS in five years Scalable solution Flexible options are nearly endless.

20 Questions & Answers

21 For More Information: Speaker: Steve Gant Home Page: Speaker: Scott Fearing Home Page: Visit Booth Material Handling Industry. Copyright claimed as to audiovisual works of seminar sessions and sound recordings of seminar sessions. All rights reserved.