slide1 n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Global Business Integration (GBI) PowerPoint Presentation
Download Presentation
Global Business Integration (GBI)

play fullscreen
1 / 9

Global Business Integration (GBI)

163 Views Download Presentation
Download Presentation

Global Business Integration (GBI)

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. ® DuPont Crop Protection Global Business Integration (GBI) Crop Protection Global Business Integration (GBI) Speed Accountability Process Integration

  2. Global Shared Design Concept STRATEGIC BUSINESS UNITS CROP PROTECTION (CPP) $2.5 Billion /YR Sales revenue Campaign -style production World wide business Very seasonal business GLOBAL PLATFORM - FOR DuPONT AUTOMOTIVE -FINISHES Corporate goal -- accelerate adoption of ERP backbone ENG. POLYMERS (EP) Make to order production World wide business High volume of sales orders

  3. ® DuPont Crop Protection We are here! GBI Implementation Schedule ---------------- Nov ‘01--------------------- Initiation of Global Planning Rollout (All sites which have SAP R/3 by Jun ‘01) Belgium, Finland, Norway, Sweden, Denmark, Latvia, Lithuania, Estonia, Spain, Portugal, Netherlands Japan, Australia, New Zealand Indonesia,Malaysia, India, ChinaJan ‘01 Manufacturing & Sales to Cash (Sales and Marketing) US, Italy, DITI, DACI Nov ‘00 Complete! UK & Germany July ‘00 Manufacturing & Sales to Cash (Sales and Marketing) Complete! Cernay & Paris May ‘00 Business Planning & APO Complete! Manufacturing & Sales to Cash (Sales and Marketing) Complete! Loon Plage Feb 1 ‘00 Manufacturing & Sales to Cash (Sales and Marketing) T h e I m p l e m e n t a t i o n s Complete! Sales to Cash (Sales and Marketing) Manufacturing & Sales to Cash (Sales and Marketing) Manufacturing May 1 ‘99 EuropeFinance

  4. GLOBAL SHARED DESIGN- ORGANIZATION CPP EP GSD -CSC, ACCENTURE, DUPONT PROVIDE: BUSINESS REQUIREMENTS, KEY USERS, FULL TIME STAFFING , STRATEGIC DIRECTION, GLOBAL BEST PRACTICES PROVIDE: CONFIGURATION AND DEVELOPMENT RESOURCES, PROJECT MANAGEMENT

  5. GLOBAL SHARED DESIGN- ORGANIZATION EP GSD CPP PROJECT LEADERSHIP TEAM Responsible to PROVIDE: CONFIGURATION AND DEVELOPMENT RESOURCES, PROJECT MANAGEMENT Global Competency Teams (by Function) Responsible for DESIGN, BUILD, TEST of Global Platform Regional Implementation teams Responsible for Data migration rules, User roles, security profiles, User Acceptance testing, cutover plans, start up support

  6. GSD Infrastructure Design February, 2001 GD4 4.0B = Data Loads (SAPGD4) Client 590 -Data Load GT1 4.0B = Training 1 (GSDUX06) Client 590/Master Refresh KD1 4.0B = Keystone Dev(SAPKD1) KB1 4.0B = Keystone Bus Integration (SAPKB1) KP1 4.0B = Keystone Prod (SAPKP1) Client 480/Data Production Client 480/Data Dev KC1 Client 480/Data/Test GD1 4.0B = Configuration Mstr (SAPGD1) GB1 4.0B = Business Integration (GSDUX07) GB1 4.0B = Business Integration (GSDUX07) GB1 4.0B = Business Integration (GSDUX07) GB1 4.0B = Business Integration (GSDUX07) GB1 4.0B = Business Integration (GSDUX07) GB1 4.0B = Business Integration (GSDUX07) GB1 4.0B = Business Integration (GSDUX07) Client 590/Configuration Mstr GP1 4.0B = Production (GSDUX01) Client 590/Testing of EURO conversion of GDD&KD1 copies Client 604/R04 reference Client 590/Production Client 605/Unit Test(R05) GPE 4.0B = EURO (GSDUX85) Manual Reconfigure GD2 4.0B = Proof of Concept (SAPGD2) Client 590 -Development GT0 4.0B = Training 2 (GSDUX06) Client 590/Concepts Client 590-skinny client prototype Client 604/R04 reference Client 605/Unit Test(R05) KPE 4.0B = Keystone EURO (GSDUX85) Manual Reconfigure Client 480 - KPE (EURO KP1) GD3 = Supply Chain Training (SAPGD3) GDD 4.0B = Dev Prod Support (SAPGDD) GB2 4.0B = Bus Integration Production Support (GSDUX33) Client 590/Training Client 590/Configuration Mstr Client 590/Business Integration CTS Manual Config ALE Client 600/Unit Test (Prod)

  7. GLOBAL INTEGRATION ISSUE-EXAMPLE • Customer master- shared customers across multiple SBU’s • We needed to agree (CPP, EP , GSD) about which items would be maintained by KEYSTONE vs. which would be maintained by the businesses • Benefit: DuPont as a company has a “single” customer record for customers that multiple SBU”S do business with, • - Enables E-commerce • - Has potential for Account Management at corporate level • SPECIFIC ISSUES; • - Language for invoice, delivery documents • - Mode of Payment - need agreement across SBU’s, with customers • - Terms of Payment - legacy “nightmare” (7000 pay terms===> 3500) • - drove simplification process for France domestic business

  8. Global integration issue - CONVERSION FACTORS • CPP uses metric as our worldwide Accounting Unit of Measure • U.S. sells AND packages product in English units of measure as well as sales units • Current State: • The current SAP platform cannot handle conversion from metric to English units of measure without creating rounding errors in quantities and pricing. • All areas of SAP that affect materials are impacted by UOM conversions. • Rounding errors occur as a result of the conversion factor only being accurate to a certain number of decimals. • Different applications within R/3 hold different levels of accuracy. For example, the Global settings table allows a UOM conversion factor to nine digits. However, the STC application truncates the conversion factor to three digits during pricing calculation. • RESOLUTION: • DSAP has opted to change the Global Settings to a three digit conversion factor (decision also used by DPC and other chemical companies within consulting experience).. • WE MAINTAIN SAP CONVERSIONS (MATL MASTER) ONLY IN METRIC • WE PRICE PRODUCT ONLY IN SALES UNIT; WE TAKE ORDERS ONLY IN SALES UNITS (some manual conversions are necessary by CSR’s_ • INTEGRATION WITH WM FOR DELIVERY UNIT OF MEASURE, BAR CODING FOR z-TABLES

  9. ® DuPont Crop Protection GBI Project Key Learnings • Define and live by global principles for design (leadership issue) • Value process integration over functional excellence • DRIVE GLOBALIZATION, MINIMIZE CUSTOMIZATION • MRP II processes should be the basis for process re-design/development • Establish a program management office early and staff it with people with deep SAP implementation experience