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Allied Bakeries Implementing Corporate Performance Management

Allied Bakeries Implementing Corporate Performance Management. The Company. T/o 440m 4500 staff 10 Manufacturing Units Shared Service Centre Business Centre Parent Company “Associated British Foods” Recent growth strategy. Business Challenges. Key Strategic Drivers

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Allied Bakeries Implementing Corporate Performance Management

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  1. Allied Bakeries Implementing Corporate Performance Management

  2. The Company • T/o 440m • 4500 staff • 10 Manufacturing Units • Shared Service Centre • Business Centre • Parent Company “Associated British Foods” • Recent growth strategy

  3. Business Challenges • Key Strategic Drivers • Focus on Brand Value and Volume Growth • Customer and channel focus • Business transformation • Measure plans v performance, • Analysis of current & future strategies, • Innovation/new business

  4. Business Intelligence - Classification

  5. Business Intelligence • Operational BI • Customer Service • Organisational Growth • Business Planning

  6. Reduce Wastage Improve Revenue Mix Improve Operating Efficiency Financial Perspective Broaden Product Range On time In Full Delivery Customer Perspective NPD X Sell Products Improve Inventory Process Review Internal Perspective Learning Educate Salesforce Ideas from Employees Perspective Approach - Success Map

  7. Approach – Work streams Corporate Performance Management Review of KPI’s Technology Master data Customer Service & Business Planning

  8. Business Intelligence • Operational BI • Customer Service • Organisational Growth • Business Planning

  9. Goals • To implement a full BI infrastructure on the Microsoft platform. • Knowledge transfer with the Allied Bakeries development team. • Improve the reporting and analytical capabilities of the Allied Bakeries Customer Services team. • Integrate with other Allied Bakeries strategies (SBV, Core)

  10. Pilot Project Team • Whole team exposed to all components of the project delivery but have concentrated on specific areas. • ETL Team • Report Development • OLAP Development • Data Modeller

  11. SWOT Analysis -Oracle Strength Investment in License Skills in Business Centre RDB/Oracle/OSA/OFA PeopleSoft Proven Capability Weakness Skills in SSC Cost of Migration Mergers & Acquisition Opportunities Continuity & smooth migration Potential for integration Stable & long term Relationship with vendor Threat Loose Commercial advantage We may be too small Lock-in

  12. SWOT Analysis Microsoft Strength Skills Cost – (free components) R & D BI Commitment Integration with current apps More 3rd party SQL usage Weakness Migration of Oracle applications Influence on vendor Delays in release of 2005 product News version require support/training Opportunities Standard integration Quicker to deploy Relationship with SAP Threat One vendor Immature technology

  13. New Architecture Legacy 12hrs Legacy Master Data User Interface 12hrs Best of Breed User Interface 12hrs Best of Breed

  14. New Architecture Loosely Coupled Infrastructure Staging Server SQL2005 Legacy 12hrs Legacy SQL Server Integration Services Master Data User Interface Data Warehouse SQL2005 12hrs Best of Breed User Interface 12hrs Best of Breed

  15. New Architecture Loosely Coupled Infrastructure Presentation Layer Staging Server SQL2005 Legacy Microsoft Balance Scorecard 12hrs Legacy SQL Server Integration Services Microsoft Analysis Services Master Data User Interface Data Warehouse SQL2005 12hrs Microsoft Reporting Services Best of Breed User Interface 12hrs Best of Breed

  16. Reuse of Dimensional Model Date New Product Time series Fact Customer To Date Branch Reason Order Type

  17. Reuse of Dimensional Model Date Re-Use New Product Time series Fact Customer To Date Branch Reason Order Type

  18. Semantic Layer • custom report functionality to users, Simple models, Reports can be saved

  19. Static Reporting • Static reporting, Deployed to the Report Server, Standardisation of reports

  20. Summary of Key Design Features • Architecture based on loose coupling to minimise the impact of system changes outside of the BI infrastructure. • ETL process designed to maintain history of all master data within staging database. • Cube with a number of measure groups, customer services focused including time based analytical functionality.

  21. Business Intelligence • Operational BI • Customer Service • Organisational Growth • Business Planning

  22. Objective & Scope • Propose a replacement system for: • Planning/Budgeting/Forecasting • Event Management • Balance Scorecard • Dashboard • Scope • Finance • Commercial • Marketing

  23. Scoring & Functionality “extract” Overall Rankings

  24. Summary Matrix

  25. Summary of Process Requirements Gathering RFI Functionality Weighting Scores Demonstration /Costs/IT Fit Reference Site Make Selection & Approve Funding Re-run of this stage for new Project Sponsors Current process is at this stage

  26. Risks • Implementing • technology not available • commitment • resources • Not Implementing • No infrastructure to move legacy applications • Constraints on the availability of information • Unable to monitor business performance

  27. Summary • Quick to be deploy • Ongoing Value • Faster end user adoption

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