Digital Management Mikael Ekström SVP Marketing and Product Management ebuilder 2010 All rights reserved
AGENDA Short Introduction to ebuilder Digital Management The Process-Oriented and Network-Based Organization Management Challenges Opportunities Impacts Examples 22 May 2011 ebuilder 2010 All rights reserved Slide 2
Offices and Customers Norway Finland Russia Iceland Denmark Sweden Ireland UK Netherlands Germany Belgium Switzerland Kazakhstan USA Austria China France Mexico Spain Middle East Italy India South Korea Costa Rica Morocco Colombia Philippine Brazil Sri Lanka Singapore Chile Australia Argentina South Africa New Zealand 9 May 2011 +120 customers +50 countries 500 000 users +10 languages >100 million in annual savings >100 million business transaction R12 10 years in operation HQ in Sweden, regional offices in Sri Lanka and Australia, representative offices in China and Finland ebuilder 2010 All rights reserved ebuilder Offices ebuilder Representative Offices Countries served by ebuilder Helpdesk Call Center Slide 3
Some of Our Customers 22 May 2011 ebuilder 2010 All rights reserved Slide 4
Digital Management 22 May 2011 ebuilder 2010 All rights reserved Slide 5
Cloud DEFINITIONS Cloud Processes for the Value Network BPO as a Service Business Process Software as a Service Applications Frågor: Vilka är drivkrafterna? Vilken del av den svenska IT marknaden påverkas mest? Vilka frågetecken måste rätas ut för att molntjänster Tools ska ta fart? Var behöver köparna mest hjälp? Vilken kompetens behöver leverantörerna? Platform as a Service Infrastructure as a Service Computing Source: Radar Group
Organizational Development Centralized Decentralized Flexible -1980 Pyramid 1980-90 Flat Pyramid 1990 - Process and/orvirtual % 80 Procured goods and services 60 40 20 Own added value (Source: IVA 2005) 1965 2000 Yr
A New Brave World of Collaboration Trends in personal life Network living and socializing facebook, twitter. Trends within organization of enterprises Consolidation, mergers, and acquisitions Focus on core business From vertical to virtual organizations Leverage globalization From basic needs to sophisticated needs Shorter product lifecycles From products to customer-functional value Services as a part of the total offering Unpredictability Net driven innovation = new opportunities 22 May 2011 ebuilder 2010 All rights reserved Slide 8
Vertical versus Network Organization Vertical Organization Core business Internal synergies Unique know-how Base for innovation Culture base Long lead time in change Outsourcing Procurement Partnerships Network org Agreements Price KPI SLA? Network Organization Lower price Higher flexibility Less capital invested Non core business Know-how many can share Faster innovation on component level (knowledge network and shared R&D) Shorter lead time for change 22 May 2011 ebuilder 2010 All rights reserved Slide 9
Value Network 22 May 2011 ebuilder 2010 All rights reserved Slide 10
The Elements of a Cloud Process Value Network 22 May 2011 ebuilder 2010 All rights reserved Slide 11
Value Proposition Value Network Sustainability and Profitability (Shareholder Value) Control & Governance Visibility & Agility Cost Reduction Competitiveness Deliverables = Cloud Processes with Tools (BI, BAM, BPM) Business Process Network Business Rules Management Master Data Management Third-Party BOB roaming Information Supervision Network Supervision Standard Communities Support 7/24 Improvement Services Hosting Services Training
Results = Digital Management Cost of administration cut by >50% for collaborative tasks Procurement costs cut by 3-15% due to better sourcing capabilities and vendor management Capital deployed for stock reduced due to shorter lead time and on-demand procurement Lead times in response to new demand is much shorter from months to days Customer retention higher increased revenue 22 May 2011 ebuilder 2010 All rights reserved Slide 13
After Sales Look-and-Feel End-to-end process visibility Drilldown to details Focus on deviations Configurable SLA rules Drill down
Graphical and Interactive Dashboards Visualising end-to-end process performance Supplier performance benchmarking Customer satisfaction and cost KPIs Inituitive and interactive drilldown analysis Secure and seamless online access Simple and logical graphical reports
Landstinget Kronoberg since 2001
Västra Götalandsregionen Västra Götalandsregionen har 13 000 leverantörer, varav 1 500 är ramavtalsleverantörer. Inom VGR finns 8 000 beställare, antalet väntas öka. Det handlas för 17 miljarder kronor per år och av dem är 8,5 miljarder löpande inköp. Av de 50 000 anställda inom VGR arbetar cirka 90 procent i sjukvården. Utöver det omfattas även kulturverksamhet, folkhögskolor och regionutveckling. E-handelslösningen kommer från företaget ebuilder. VGR har med Visuera Integration byggt upp en avancerad produktkatalog för varor och tjänster med e-tjänsterna produktunderhåll, produktkategorisering och utbudsplanering. Arbetet grundar sig i ett forskningsprojekt Toffee som finansieras av bland annat Vinnova. Inköp av varor och tjänster för 8,5 miljarder ska varje år att hanteras via Västra Götalandsregionens nya molnbaserade e-handelslösning. Den ska skapa ordning och reda både internt och externt. Vi har en mängd olika beställningssystem. Även om det kan se ut som om vi har automatisering så hanteras en hel del manuellt och processen är krävande och dyr. Den nya e-handelslösningen öppnar för nya inköpsstrategier. Det blir till exempel lättare att erbjuda små företag som saknar egna e-handelslösningar att själv administrera avtal, produkter och priser. En tidskrävande avtals- och produktunderhåll brukar vara ett vanligt argument för att inte ha många avtal med små företag.
After Sales Two Large Handset Mfr. STRATEGIC TACTICAL OPERATIONAL CLOUD PROCESS Tools Business Process Integration Gateway Brokering Master Data Hosting & Support Monitoring Performance Improvement 22 BUSINESS PROCESS NETWORK 5000+ 110+ Operational Systems POS, WMS, TMS TMS Shop Floor, WMS, TMS ERP, WMS, CMS
Results Improved Consumer Satisfaction Reduced lead times Online, real-time order visibility Automated and integrated customer satisfaction surveys Reduced Costs 5-40% Centrally driven, best practice processes Central validations and decision rules Optimized asset utilization Less manual labor Fewer questions and less troubleshooting Reduced Lead Times 20-50% Centrally driven, best practice process Centralized, automated exception and escalation management Flexible service provider selection
Volvos molnresa... Challenges Sent: den 16 mars 2011 08:28 Integration - PeopleSoft to SAP To: Anna New business model (ex. Ford) Subject: VCC Travel New Value Network (card supplier) Fast deliverable Hej 22,000 users in two regions Ville bara skriva och tala om att både Replace presentationen exisiting om Cloud VCC System travel och systemet överhuvudtaget med att lägga in utgifter var det enklaste och trevligaste systemet som Achivements jag arbetat med under mina år på volvo. För oss som reser mycket är detta ett stort steg framåt.... Mvh Peter 22 May 2011 ebuilder 2010 All rights reserved Slide 20
More Examples on www.ebuilder.com/case-studies 22 May 2011 ebuilder 2010 All rights reserved Slide 21
More Details on: www.ebuilder.com 22 May 2011 ebuilder 2010 All rights reserved Slide 22
Thank you! 22 May 2011 ebuilder 2010 All rights reserved Slide 23