NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation

Size: px
Start display at page:

Download "NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation"

Transcription

1 NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation Market Offering: Package(s): Oracle Authors: Rick Olson, Luke Tay Date: January 13, 2012

2 Contents Executive summary 1 Introduction 2 Problem definition 3 High-level solution 4 Solution details 8 Business benefits 18 Conclusion 19 About Deloitte Consulting LLP 20 NCOE leading practices

3 Executive summary Executive summary In limited geographical Enterprise Resource Planning (ERP) implementations, Master Data Management (MDM) is not formally addressed with a dedicated MDM team, instead the functional teams are tasked to manage MDM efforts, but using this approach may cause overall data quality issues for the larger and more complex organizations attempting a global implementation. Furthermore, in a multiinstance implementation, data is often neglected and its complexity is underestimated. Consideration to MDM data domain, organization structure, process, and conceptual design can be the key to an effective ERP implementation. Prior to embarking on a MDM initiative, an analysis of business drivers and current state assessment should be undertaken. The ultimate goal is to add to shareholder value. Improvements in efficiency, improvements in customer and supplier relationships, and enhanced execution from accurate product structures can facilitate the development of the business case to support the MDM and ERP initiatives (Figure 1). Figure 1 In many cases, businesses have not developed MDM governance practices at the same rate of progress as other key business processes. As an enterprise expands globally, it soon finds that underfunded data management practices can restrict the enterprise expansion and even delay desired ERP initiatives. This paper describes the domain options, the required organization structure, business processes, and data design of master data management to facilitate the implementation and subsequent rollouts of a global ERP initiative. 1

4 Introduction Introduction A master data deployment initiative requires technical infrastructure, organizational alignment, business processes, and a detailed data design to be effective on a global level. This effort should take the form of a business transformation project since it will require sponsorship, project management, and cross functional deployment teams. Depending on the number of sites and geography in scope, a global deployment project can take multiple months to implement. Initially, the infrastructure domain needs to be established. First, the budget for the investment of additional technology needs to be determined. This will define the vision of the governance maturity model to be implemented. In addition, it provides the framework to determine the origin of the data sources, define the necessary integrations, and determine the sequence and timing of updates. The maturity model will also have a direct impact on the organizational model and the business processes necessary for proper support. A critical success factor for an effective rollout is a cross functional master data organization with executive-level sponsorship. This is necessary to manage the development, execution, and quality of the master data lifecycle and demonstrate the significance of data quality to the enterprise. The organization levels should have a global, regional, and local structure incorporating information technology, finance, marketing, sales, engineering, and supply chain planning representatives. The size of the organization is directly related to the volume, quality, and complexity of data to be managed. Representatives of this organization should have defined roles in each operating location. In order to manage the lifecycle of master data and integrate properly into the enterprise, the organization should develop detailed end-to-end MDM business processes. These processes should be incorporated into the project scope, built into the configuration design of the implementation and become a permanent part of the key business processes. This should encompass customer, supplier, item, and financial related data elements. Due to the cross functional nature of the master data structure, sequencing and timing of the data lifecycle maintenance tasks should be mapped out in detail including specifications, policies, and process performance indicators. Data design and definition will potentially impact hundreds of data field elements potentially across multiple applications. Each element must have a defined definition, defined values, and an owner. The data design should be segregated into global, regional, and local requirements and each data element assigned accordingly. Care should be taken to keep the scope of the definitions as simple as possible with limited selection options. Over complicating the design or having a wide range of choices will add complexity to construction, analysis, and reporting. Consolidation of the chart of accounts (COA), product structure taxonomy, and the use of parent/child relationships are some of the more frequently used concepts. When proper focus is applied to managing master data in an ERP implementation, it can result in a smoother rollout, more efficient maintenance, and a higher degree of data integrity across the enterprise. The initial startup cost and maintenance of the MDM organization can be justified with higher quality analysis and decision making, reliable reports, improved productivity, fewer transactional errors, reduced financial variances improved revenue opportunities, and enhanced acquisition possibilities. 2

5 Problem definition Problem definition The areas of concern for deploying global MDM can include: IT investments to support leading MDM designs are necessary, but can become significant in a global approach if not assessed properly Improper global master data management and governance results in inconsistent financial reporting and reduced supply chain efficiency Lack of data consistency and integrity in item, customer, supplier, and financial data contribute to chronic process barriers and excessive costs between facilities within the organization Inadequate master data business processes cause delays of product introduction and an increased cost of quality Data domains are typically defined within a maturity model framework. The framework identifies models from a low cost complexity to a high cost and high complexity domain. The total investment is based upon the value of the data to the business. Typically, global organizations tend to have higher maturity models than national organizations. As a result, organizations expanding their global footprint will need to carefully consider cost versus value of the maturity model. In most regional or national organizations data is managed locally. As the organization grows, it typically finds that attempting to consolidate local data between facilities consumes valuable time. There are many data conflicts and the data source and owner is unclear. If a defined master data organization exists, it usually is centralized at the organization s headquarters with limited authority or structure at satellite facilities resulting in delayed or flawed business decisions and reporting. Data inconsistencies include multiple addresses for both, customers and suppliers, missing or incorrect attributes, item records that are inconsistent between facilities and facility-specific COA. This ultimately leads to order processing delays, inaccurate shipments, invoicing and payment discrepancies, higher inventory obsolesce reserves, and higher degrees of effort to generate consolidated financial period reports. When a new product, customer, vendor, or business unit is created they are typically initiated by different functional areas within each facility. The data maintenance processes which include the process to create, maintain, and inactivate master data is designed in isolation from other business processes and its impact to downstream business processes is not considered. In addition, formalized cross functional process management and performance metrics for master data are not monitored as closely as supply chain or finance business processes, despite the fact that these key business processes depend on correct master data to function properly. ERP implementations that neglect MDM or design data maintenance processes in isolation from key business processes will find challenges as transactions and operations are negatively impacted. 3

6 High-level solution High-level solution Master data domain Current and future data domains will define the platform from which the MDM initiative will be developed. Data domains are defined by maturity level. Data domains are based off of the enabling technology available to the enterprise. This in turn determines how the technology will be utilized (Figure 2). Figure 2 An enterprise should assess the current and future state architecture including executive sponsorship, data governance, existing capabilities, and data processes to determine the maturity level, the future state solution, and investment required. The target architecture and maturity level should be the scope for the master data design and the starting point for the data modeling which will determine the amount and complexity of the data integrations to legacy applications required. Data governance approach A centralized data governance methodology is necessary to provide the structure that supports a global data infrastructure. This is supported by an MDM governance organization. This organization should be comparable to any of the other functional organizations within the company. The global data strategy incorporated provides reduced operating costs, enhanced execution, and improved response to market demands. The benefits of this approach include: A global governance model can Provide standardized data and processes to enhance supply chain network capabilities and consistent financial reporting across global regions Establish a consistent methodology for product lifecycle management Establishing an MDM organization can Improve operational efficiencies across markets 4

7 High-level solution Enable continuous improvement processes and culture Create a single entity for standards integrity and execution models The typical IT strategy incorporates the policies that support the MDM activities. It is the delivery processes that are coordinated with the ERP initiative to provide the intended business driver results. The primary pathways to integrate MDM and ERP initiatives are the enterprise content and data management structures (Figure 3). Figure 3 The content governance model defines the amount and type of data required to operate each business function. Enterprise content management establishes the standards and procedures as to how the enterprise will execute the MDM processes. This results in providing the requirements for the prioritization, sequencing, and timing of data content throughout the enterprise (Figure 4). Figure 4 The data governance model utilizes input requirements from the IT and business functions to align data with organizational functions with business objectives. The data is typically defined by its geographical nature. The purpose of global data is primarily for strategic sourcing and planning. Regional data is for product planning and deployment into local markets. Local data is primarily for indirect sourcing and local sales promotions. This results in well-defined data parameters for the business function to utilize and makes data transacting more efficient (Figure 5). 5

8 High-level solution Figure 5 Information management Information Management (IM) capability resulting from the efforts of content and data governance includes tasks to plan, design, implement and monitor data in applications that confirm the fitness of data for use across the enterprise. The business objective of IM in an ERP initiative is to produce high quality master data that can be distributed throughout the enterprise for applications, analytical tools, and directly to business stakeholders. IM in the master data organization is primarily driven by the data governance model and includes the lower level tasks of the model. Essentially, it is the information quality and data migration efforts that are the dependency for the ERP implementation. These two components comprise the future state data design that will provide the operating framework for the master data organization (Figure 6). Figure 6 6

9 High-level solution Business processes and data definition Standardized business processes have been developed across industries over the years. They have become the building blocks for many sublevel process developments. Most organizations have employed some degree of these processes with varying degrees of automation. Beginning the master data initiative with key level 2 business processes defines the scope of the master data organizations responsibility (Figure 7). Source: Deloitte Consulting Figure 7 These processes will impact key data elements in the CRM, ERP, SCM, etc. applications. Within the master data domain, these critical applications are integrated with master data tables and data elements. Using the ERP application as an example, since it utilizes master data to perform business transactions, there are four main data domains for a global initiative (Figure 8). Figure 8 Designing cross functional processes to the task level, identifying the data fields to control and defining them with global, regional, and local responsibilities will provide the detailed level necessary to manage the master data properly. 7

10 Solution details Solution details Master data domain There are multiple technology solutions available to hold, integrate, and analyze master data. The more sophisticated the technology solution the more cost that is connected with it. In general, efforts should be made to have a data domain(s) to retain the master data with selectively synchronized information exchange between the appropriate applications. Organization maturity Introducing a global master data management initiative requires a reasonable level of maturity. It is not necessary to be at the high-quality maturity level. Certainly, a Level 1 will add a lot more effort to the initiative. However, starting at a Level 2 with a target of Level 3 is a reasonable maturity to build from (Figure 9). Figure 9 The applications domain that determines the difference between a Level 3 and Level 4 is essentially moving the master data from a transactional application to a specific data only application (Figure 10). As the maturity level increases, the number of data integration between application increases. However, by segregating master data to specifically developed data applications will improve management capabilities and security of the data. 8

11 Solution details Figure 10 The enabling technology selected for this architecture establishes the baseline definition of the data model and data. Data model A well-defined data model defines the location of data elements and the relationships among them and how the data elements can be accessed. In either a Level 3 or Level 4 maturity the source system, target system, and data element definition should be diagrammed (Figure 11). Source Transformation (If required) Target System name Field name Table name Data type Data length Migration frequency Description Location Algorithm System name Field name Table name Data type Data length Figure 11 This model will facilitate the constructions of the technical specifications and development and testing of the conversions and integrations. It is also fairly common that item, customer, and supplier numbers and descriptions will require some level of transformation to become harmonized across the global footprint. Data governance approach It is necessary that a cross functional MDM organization is created with executive-level sponsorship. This is to maintain the timing and quality of the master data lifecycle. The size of the organization is directly related to the volume, quality, and complexity of data to be managed. Global governance model The global governance design is centered on a model, which can provide a basis for defining business processes, infrastructure, and configured software to meet the majority of an organization s common global requirements while leaving room for localization during rollouts. 9

12 Solution details The governance model is made up of: High-level approach strategy A scope of responsibility A centralized organizational structure with responsibilities at the global, regional, and local level A common rollout strategy is necessary to attain the business objectives and benefits associated with it. Application Program Integrations (API) defines the technical scope of the global model (Figure 12). Approach A common global implementation model is required to attain the majority of the supply chain and financial improvements from business case benefits associated with it. Application Program Integrations (API) defines the technical scope of the global model as 80% fit of the global requirements. Result Standardized and compliant processes Common technology Enables regional and global growth strategies Knowledge sharing and transfer Figure 12 The scope of the global model incorporates key business functions built on a foundation of transformational change, information technology, and master data. These are the key business functions of ERP initiatives (Figure 13). Figure 13 The three foundation platforms require global representation and sponsorship within the enterprise to minimize regionalization of the model. Once the foundation is established, the business within the global initiative can operate in an autonomous environment networked together by organization, technology, and data resulting in sustainable and consistent business operations supported by organization sponsorship. 10

13 Solution details Master data management organization The MDM organization is aligned to the global governance structure and functions similar to a matrix organization model as it matures. This organization consists of global, regional, and site representatives with reporting responsibilities to each. The primary responsibility of the MDM organization is to manage, coordinate, support, and deliver global, local, and regional business initiatives within its scope (Figure 14). Figure 14 The purpose of managing master data by geography is to provide: Consistency of data between geographies and business units Global standardization of master data driven from the top down Improved automation of data processing Information management IM in an ERP initiative is primarily focused on data information quality and data migration. Prior to initiating the information improvements, a risk and impact assessment should be conducted. The objective of the risk assessment is to identify risks posed by data quality issues. The objective of the impact assessment is to identify the business impact caused by data quality issues and remediation activities needed to address them. These assessments will inform decisions on the extent of remediation and cleansing required. The data quality risk assessment defines the overall risks posed by data quality issues. It evaluates potential risks in specific categories i.e., financial, compliance, governance, operational, etc. It defines the master data component, the data source, and the level of risk to the business associated with it. The primary drivers for risk are: Data volume Regulatory requirements Audit controls A risk assessment should be conducted on each master data component impacted by the ERP initiative. 11

14 Solution details The data quality business impact assessment documents the impact of data quality on the business in regards to resources, effort, and organizational impact. It evaluates potential risks by geography, location, department, etc. It defines the master data component, the data source, and the level of risk to the business associated with it. It defines the master data component, the data source, and the business functions associated with it. The primary drivers for risk are: Level of automation Number of users Impacted processes An impact assessment should be conducted on each master data component and key business function included in the ERP initiative. Information quality Information quality addresses the value, usefulness, accessibility, and security of an organization s data and information assets. It includes tasks related to data and information requirements, standards, management, and security and controls (Figure 15). Source: Deloitte consulting Figure 15 In the initial plan phase, a detailed assessment is performed across many applications to determine the data accuracy and any gaps that exist. This is followed by a review of the data requirements across the enterprise. In the design phase, the data cleansing and migration plan is assembled for each geography. Timelines are determined to minimize data conflicts during transaction processing. This includes any functional specifications for conversion programs. During the build phase, the cleansing activities take place. This usually impacts the global, regional, and local team members. This activity consists of initial validation testing with the business applications and the testing of security accessibility. The testing consists of processing the cleansed data through the key transaction processing for the facility utilizing detailed testing scripts and appropriate success criteria. Any technical updates to data in mass volume and security deployment occur in the deliver phase, including detailed validation testing. Typically, these mass updates occur over a limited time span to minimize any disruption to the business. Additionally, data metrics are deployed to monitor the success of the update. Finally, during the operate phase data quality reports are monitored and any final adjustments are made before the global deployment begins. 12

15 Solution details Data migration The objective of master data migration is to identify the logical structure for the master data in scope. This includes geographies, alignment to business processes, and defined values for user entry. The identification, design, and development of conversions and interfaces are based on this effort (Figure 16). Source: Deloitte Consulting LLP Figure 16 The process of globalizing data consists of identifying requirements, verifying the completeness of the data, and analyzing the data accuracy and integrity. This can provide consistent and reliable information exchange between businesses. The sustained results of standardized data can provide: Centralized supplier and item creation policies Data-driven automated processes Global general ledger (GL) In the plan phase, the global, regional, and local data sources and requirements are defined. This begins the process of aligning data across the global footprint and can require additional business support as it relates to product introduction timing and inventory relabeling. During the design phase, the data synchronization plan is developed with the conversion and integration specifications. These specifications should utilize a consistent template or organizational standard to enhance the efficiency of the development cycle. The synchronization configuration provides documented rules and logic for harmonizing master data across the source systems. The build phase develops and tests the conversion and integration programs and the businesses across the enterprise initiate the inventory, customer, supplier reliable, and communication process. The testing consists of processing the harmonized data through the key business processes across enterprise utilizing detailed testing scripts and appropriate success criteria. This testing should be in coordination with the ERP testing phases and follow the same methodology. In the deliver phase the harmonization process occurs. At this point the global data for items, customers, suppliers, plants, and financial data gets deployed and the business units begin to use the global elements. Depending on the business units involved and the magnitude of change that can occur, this phase can take a significant amount of time relative to the other phases on the migration process. The organization of MDM will be highly complex and challenging until the harmonization effort is integrated. During the operate phase, the full MDM team assumes control of the master data and the policies and master data business processes are initiated. 13

16 Solution details Business processes and data definition MDM processes should be treated as key to the business. Modifications to data can occur across the organization at any time. Process must be robustly designed to consider master data release, synchronization, and obsolescence within many facilities. As with any process, they should contain well defined tasks, owners, and performance measures. In addition, master data processes require approvals from the appropriate global, regional, or local representatives. The typical master data process includes a request, an approval process, and the update (Figure 17). Figure 17 This process will take different paths depending on if the data is global, regional, or local. Local updates are typically the responsibility of the local team, regional data the regional team, and global data the global team. Create and maintain customer master data This is the overall process of requesting and creating and maintaining customer master data to establish global, regional, and local relationships. Customer information is collected from various channels and is ultimately located in the customer information domain. Sales input is the primary source for information. Local attributes include contact names, phone numbers, local reporting codes, etc. Regional data includes country-specific data such as tax codes, bank information, regional reporting codes, etc. Global data includes creation of the customer number, terms, business unit assignment, etc. (Figure 19). The review process is coordinated through the customer master data organization and the updates are performed by the owner of the data. Create and maintain material master data This is the overall process of requesting and creating and maintaining material master data to establish global, regional, and local relationships. Material master information is primarily developed through the product lifecycle management process and is typically segmented by finished goods, subassemblies, raw materials, and incorporated into bill of materials. This process is managed through utilizing revision levels and effectively dating so it can be managed across the entire supply chain. Local attributes include costs, local planning parameters, warehouse locations, local inventory parameters, etc. Regional data includes distribution planning parameters, business unit assignment, bill of material definition, regional segmentation codes, etc. Global data includes supply chain planning parameters, item number creation, descriptions, global segmentation codes, etc. (Figure 19). The review process is coordinated through the material master data organization and updates are usually time dependent. Create and maintain supplier master data This is the overall process of requesting and creating and maintaining vendor master data to establish global, regional, and local relationships. The creation and maintenance of vendor master data should support each function's business drivers, which can provide synergies across affected business areas and benefits the organization as a whole. Local attributes include indirect supplier information, contact names, phone numbers, local reporting codes, etc. Regional data includes bank 14

17 Solution details information, tax codes, regional reporting codes, etc. Global data includes creating the vendor number, terms and conditions, business unit assignment, etc. (Figure 19). The review process is coordinated through the vendor master data organization and the updates are performed by the owner of the data. Create and maintain employee master data This is the overall process of creating and maintaining vendor master data to establish global, regional, and local relationships. Employee data is used to support time reporting, item assignments, reimbursement processing, etc. (Figure 19). The HR function typically coordinates and owns this process due to potential confidentiality conflicts. Create and maintain plant master data This is the overall process of requesting and creating plant master data to establish global, regional, and local relationships. Plant data supports the operations in new and existing facilitates in a timely manner. It can include a new company creation, the business unit definition, COA incorporation, etc. (Figure 19). The review process is coordinated through the finance and business unit master data organization and the updates are performed by the owner of the data. Create and maintain financial data This is the overall process of requesting and creating financial configurations to establish global, regional, and local relationships. This process starts with the global COA design to define the GL for the enterprise. The COA size should be kept to a minimum and subledgers and reporting codes should be used for enhancing the detail and analysis of object accounts. Managing the GL includes the activities related to designing, implementing, and maintaining the accounting framework. This includes coding structure, interrelationships with primary information gathering systems (e.g., accounts payable, accounts receivable, payroll, fixed assets, etc.) and such GL structures as the use of single or multiple COAs and the use of subledgers. Some additional financial master data elements include profit centers, cost centers, equipment masters, cost elements, customer, and vendor financial views should be built into the account level detail (Figure 18). Figure 18 15

18 Solution details Define and maintain customer groups and hierarchy This is the overall process of requesting and creating customer hierarchies to establish global, regional, and local relationships. Customer hierarchies are based upon the legal structure of the customer. The creation of the customer hierarchy is typically owned by the global or regional team to minimize duplicates, coordinate contact information, and define pricing parameters. Local data attributes are usually limited to local reporting parameters. Regional and global data include creation and changes of the hierarchy, account assignment, report parameters, etc. (Figure 19). The review process is coordinated through the customer master data organization and the updates are performed by the owner of the data. Define and maintain vendor hierarchy This is the overall process of requesting and creating vendor hierarchies to establish global, regional, and local relationships. Vendor hierarchies will be based on the legal structure of the vendors. The creation of the customer hierarchy is typically owned by the global or regional team to minimize duplicates, coordinate contact information, and define certification. Local attributes are usually limited to local reporting and quality parameters. Regional and global data include creation and changes of the hierarchy, certification parameters, rebate management, report parameters, etc. (Figure 19). The review process is coordinated through the vendor master data organization and the updates are performed by the owner of the data. Release and rollout new products/changes to existing products This is the overall process of releasing new products or changes to existing products to meet customer requirements. This is the last subprocess in the product development cycle and can include product obsolescence. Prior to the process, analysis development and prototype testing have occurred including items, bill of material, routing, costing, storage, and transportation designs potentially incorporating the previous processes. The release process is coordinated through sales and marketing with support from the entire master data organization. Any updates occur as a result of a combination of customer requirements or cost savings. Data elements Within the customer, vendor, item and plant data masters there are hundreds of possible data elements that can qualify for incorporation into the data management organization. Typically, any element that is not defined as global or regional defaults to local ownership and the site can determine if they need to utilize any specific element that remains. Once a data element is classified geographically, it is flagged in the data master domain accordingly so the applications supported with master data are aligned to the classification. Identifying data elements this way will enable the MDM organization to limit and control the attributes. 16

19 Solution details Figure 19 17

20 Business benefits Business benefits There are many potential areas of soft cost reduction areas once proper MDM is exercised. This can be measured through customer service level improvements, inventory turns, productivity gains, revenue per employee, and reduced cost of goods just to name a few (Figure 20). Source: Deloitte Global Benchmark Survey Figure 20 Within the scope of an MDM and ERP initiative the business drivers can be directly impacted and improvements can be recognized in as little as 3 years. In addition to the hard benefits it can also enhance customer and supplier relationships by providing improved data accuracy and content (Figure 21). Source: Deloitte Consulting FIT template benchmarks Figure 21 18

21 Conclusion Conclusion With a broad approach to data management, an organization can position itself more competitively and take steps towards improving customer and supplier relationships. The key components of an effective management initiative include: Domain Governance Information management Business processes In organizations where data is not recognized as a key business driver, order fill rates, revenue per employee, item costs, and the cost of quality may lag behind high performing companies. For enterprises with a global footprint or expanding into one, MDM can help them in their efforts to sustain business activities and provide the foundation for growth and acquisition. 19

22 About Deloitte Consulting About Deloitte Consulting For more information, please contact: Rick Olson Specialist Leader Deloitte Consulting, LLP 550 S. Tryon Street, Suite 2500 Charlotte, NC Luke Tay Specialist Leader Deloitte Consulting, LLP 191 Peachtree St, NE #2000 Atlanta, GA This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this publication, rendering business, financial, investment, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this publication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Copyright 2012 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu 20

Master data deployment and management in a global ERP implementation

Master data deployment and management in a global ERP implementation Master data deployment and management in a global ERP implementation Contents Master data management overview Master data maturity and ERP Master data governance Information management (IM) Business processes

More information

Mergers and Acquisitions: The Data Dimension

Mergers and Acquisitions: The Data Dimension Global Excellence Mergers and Acquisitions: The Dimension A White Paper by Dr Walid el Abed CEO Trusted Intelligence Contents Preamble...............................................................3 The

More information

Interplant Costing using Oracle Sourcing Rules with Oracle Supply Chain Cost Rollup in Oracle R12. OAUG Cost Management SIG February 17, 2015

Interplant Costing using Oracle Sourcing Rules with Oracle Supply Chain Cost Rollup in Oracle R12. OAUG Cost Management SIG February 17, 2015 Interplant Costing using Oracle Sourcing Rules with Oracle Supply Chain Cost Rollup in Oracle R12 OAUG Cost Management SIG February 17, 2015 Contents About Deloitte 3 Executive Summary 5 Project Background

More information

Project driven supply chain in complex MRO services Oracle e-business suite

Project driven supply chain in complex MRO services Oracle e-business suite Global Sponsor Project driven supply chain in complex MRO services Oracle e-business suite Session: CON11132 Date: Monday, September 29 Time: 11:45 a.m. - 12:30 p.m. Venue: Intercontinental Intercontinental

More information

Putting it all together Using technology to drive tax business processes

Putting it all together Using technology to drive tax business processes Putting it all together Using technology to drive tax business processes For tax departments, the record-to-report cycle involves several distinct mega processes compliance, cash management, estimates

More information

Whitepaper Data Governance Roadmap for IT Executives Valeh Nazemoff

Whitepaper Data Governance Roadmap for IT Executives Valeh Nazemoff Whitepaper Data Governance Roadmap for IT Executives Valeh Nazemoff The Challenge IT Executives are challenged with issues around data, compliancy, regulation and making confident decisions on their business

More information

Medicaid Enterprise Data Governance Approach. MESConference August 21, 2012 Rashmi Menon, Deloitte Consulting LLP

Medicaid Enterprise Data Governance Approach. MESConference August 21, 2012 Rashmi Menon, Deloitte Consulting LLP Medicaid Enterprise Data Governance Approach MESConference August 21, 2012 Rashmi Menon, Deloitte Consulting LLP Agenda Session Objectives Common Barriers and Key Benefits to Data Governance A Framework

More information

ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS

ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS Content How do enterprise systems help businesses achieve operational excellence? How do supply chain management systems

More information

Enterprise Data Governance

Enterprise Data Governance DATA GOVERNANCE Enterprise Data Governance Strategies and Approaches for Implementing a Multi-Domain Data Governance Model Mark Allen Sr. Consultant, Enterprise Data Governance WellPoint, Inc. 1 Introduction:

More information

Customer Master Data: Common Challenges and Solutions

Customer Master Data: Common Challenges and Solutions Customer Master Data: Common Challenges and Solutions By Will Crump President, DATUM LLC Executive Summary Master data within an enterprise is typically segmented by domain, or a category of related data

More information

Management consulting services. Consulting, 2015

Management consulting services. Consulting, 2015 Management consulting services Consulting, 2015 The Strong side of Deloitte is an ability to integrate Processes, Organizational Structure and Information Technology. The Gartner Group If you are looking

More information

What to Look for When Selecting a Master Data Management Solution

What to Look for When Selecting a Master Data Management Solution What to Look for When Selecting a Master Data Management Solution What to Look for When Selecting a Master Data Management Solution Table of Contents Business Drivers of MDM... 3 Next-Generation MDM...

More information

Logical Modeling for an Enterprise MDM Initiative

Logical Modeling for an Enterprise MDM Initiative Logical Modeling for an Enterprise MDM Initiative Session Code TP01 Presented by: Ian Ahern CEO, Profisee Group Copyright Speaker Bio Started career in the City of London: Management accountant Finance,

More information

Data analytics and workforce strategies New insights for performance improvement and tax efficiency

Data analytics and workforce strategies New insights for performance improvement and tax efficiency Data analytics and workforce strategies New insights for performance improvement and tax efficiency Leading organizations today are shaping effective workforce strategies through the use of data analytics.

More information

ERP Administrative Challenges Brian Jensen

ERP Administrative Challenges Brian Jensen ERP Administrative Challenges Brian Jensen Deloitte & Touche LLP February 2011 ERP Administrative Challenges Enterprise resource planning (ERP) implementations over the last two decades have generated

More information

Customer Case Studies on MDM Driving Real Business Value

Customer Case Studies on MDM Driving Real Business Value Customer Case Studies on MDM Driving Real Business Value Dan Gage Oracle Master Data Management Master Data has Domain Specific Requirements CDI (Customer, Supplier, Vendor) PIM (Product, Service) Financial

More information

ORACLE PROJECT MANAGEMENT

ORACLE PROJECT MANAGEMENT ORACLE PROJECT MANAGEMENT KEY FEATURES Oracle Project Management provides project managers the WORK MANAGEMENT Define the workplan and associated resources; publish and maintain versions View your schedule,

More information

mysap ERP FINANCIALS SOLUTION OVERVIEW

mysap ERP FINANCIALS SOLUTION OVERVIEW mysap ERP FINANCIALS SOLUTION OVERVIEW EFFECTIVE FINANCIAL MANAGEMENT ... IS KEY TO BUSINESS SUCCESS mysap ERP FINANCIALS YOUR BUSINESS, YOUR FUTURE, YOUR SUCCESS mysap ERP is the world s most complete

More information

Solutions Master Data Governance Model and Mechanism

Solutions Master Data Governance Model and Mechanism www.pwc.com Solutions Master Data Governance Model and Mechanism Executive summary Organizations worldwide are rapidly adopting various Master Data Management (MDM) solutions to address and overcome business

More information

IPT 2015 Sales & Use Tax Symposium Indian Wells, CA. Tax Accrual Data Analytics Dashboards to Minimize Risk

IPT 2015 Sales & Use Tax Symposium Indian Wells, CA. Tax Accrual Data Analytics Dashboards to Minimize Risk IPT 2015 Sales & Use Tax Symposium Indian Wells, CA Tax Accrual Data Analytics Dashboards to Minimize Risk Presenters Holly Hamby Weatherford IT Director Tax Holly.Hamby@weatherford.com Les Jackson Deloitte

More information

Understanding Oracle Application s Multi-Org Structure

Understanding Oracle Application s Multi-Org Structure Understanding Oracle Application s Multi-Org Structure Multi-Org Overview Before Multi-Org structure was introduced, each unique Operating Unit or business unit required a separate Oracle instance. One-to-many

More information

HANDLING MASTER DATA OBJECTS DURING AN ERP DATA MIGRATION

HANDLING MASTER DATA OBJECTS DURING AN ERP DATA MIGRATION HANDLING MASTER DATA OBJECTS DURING AN ERP DATA MIGRATION Table Of Contents 1. ERP initiatives, the importance of data migration & the emergence of Master Data Management (MDM)...3 2. 3. 4. 5. During Data

More information

Agile Master Data Management A Better Approach than Trial and Error

Agile Master Data Management A Better Approach than Trial and Error Agile Master Data Management A Better Approach than Trial and Error A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary Market leading corporations are

More information

What is Master Data Management and why is it so important? Date: February 2016

What is Master Data Management and why is it so important? Date: February 2016 What is Master Data Management and why is it so important? Date: February 2016 Agenda Introductions KPMG Approach to Master Data Management Panel Discussion Questions from the Audience 2015 KPMG LLP, a

More information

26/10/2015. Enterprise Information Systems. Learning Objectives. System Category Enterprise Systems. ACS-1803 Introduction to Information Systems

26/10/2015. Enterprise Information Systems. Learning Objectives. System Category Enterprise Systems. ACS-1803 Introduction to Information Systems ACS-1803 Introduction to Information Systems Instructor: Kerry Augustine Enterprise Information Systems Lecture Outline 6 ACS-1803 Introduction to Information Systems Learning Objectives 1. Explain how

More information

Course 103402 MIS. Achieving Operational Excellence and Customer Intimacy

Course 103402 MIS. Achieving Operational Excellence and Customer Intimacy Oman College of Management and Technology Course 103402 MIS Topic 7 Achieving Operational Excellence and Customer Intimacy CS/MIS Department Enterprise Systems Management Information Systems Enterprise

More information

4th Annual ISACA Kettle Moraine Spring Symposium

4th Annual ISACA Kettle Moraine Spring Symposium www.pwc.com 4th Annual ISACA Kettle Moraine Spring Symposium Session 2 Big Data May 14th, 2014 Session Objective Learn about governance, risks, and compliance considerations that become particularly important

More information

Solutions. Master Data Governance Model and the Mechanism

Solutions. Master Data Governance Model and the Mechanism Solutions Master Data Governance Model and the Mechanism Executive summary Organizations worldwide are rapidly adopting various Master Data Management (MDM) solutions to address and overcome business issues

More information

Program and Budget Committee

Program and Budget Committee E WO/PBC/21/12 ORIGINAL: ENGLISH DATE: JULY 1, 2013 Program and Budget Committee Twenty-First Session Geneva, September 9 to 13, 2013 PROGRESS REPORT ON THE IMPLEMENTATION OF A COMPREHENSIVE INTEGRATED

More information

Enabling Data Quality

Enabling Data Quality Enabling Data Quality Establishing Master Data Management (MDM) using Business Architecture supported by Information Architecture & Application Architecture (SOA) to enable Data Quality. 1 Background &

More information

IT Services Management Service Brief

IT Services Management Service Brief IT Services Management Service Brief Service Continuity (Disaster Recovery Planning) Prepared by: Rick Leopoldi May 25, 2002 Copyright 2002. All rights reserved. Duplication of this document or extraction

More information

BUSINESS DRIVEN IT SOLUTIONS

BUSINESS DRIVEN IT SOLUTIONS BUSINESS DRIVEN IT SOLUTIONS About Us Envecon is a fast growing information technology services company leveraging on over two decades of IT management experience in varied industries. Over two decades

More information

Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government

Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government Introduction Introduction In today s Federal market, the effectiveness of human capital management directly impacts agencies

More information

Fixed Scope Offering Fusion Financial Implementation

Fixed Scope Offering Fusion Financial Implementation Fixed Scope Offering Fusion Financial Implementation Mindtree limited 2015 Agenda Introduction Business Objectives Product Overview Key Implementation Features Implementation Packages & Timelines Cloud

More information

Three Strategies for Implementing HR in the Cloud

Three Strategies for Implementing HR in the Cloud Three Strategies for Implementing HR in the Cloud Adoption of cloud-based, software-as-a-service (SaaS) human resource management systems (HRMS) has become one of the hottest trends in HR. According to

More information

Corralling Data for Business Insights. The difference data relationship management can make. Part of the Rolta Managed Services Series

Corralling Data for Business Insights. The difference data relationship management can make. Part of the Rolta Managed Services Series Corralling Data for Business Insights The difference data relationship management can make Part of the Rolta Managed Services Series Data Relationship Management Data inconsistencies plague many organizations.

More information

Measuring product development performance in high-tech companies

Measuring product development performance in high-tech companies Measuring product development performance in high-tech companies How effective is your product development organization in delivering new and profitable revenue streams? If you had to measure your product

More information

HANDLING MASTER DATA OBJECTS DURING AN ERP DATA MIGRATION

HANDLING MASTER DATA OBJECTS DURING AN ERP DATA MIGRATION HANDLING MASTER DATA OBJECTS DURING AN ERP DATA MIGRATION Table Of Contents 1. ERP initiatives, the importance of data migration & the emergence of Master Data Management (MDM)...3 2. During Data Migration,

More information

The Changing IT Risk Landscape Understanding and managing existing and emerging risks

The Changing IT Risk Landscape Understanding and managing existing and emerging risks The Changing IT Risk Landscape Understanding and managing existing and emerging risks IIA @ Noon Kareem Sadek Senior Manager, Deloitte Canada Chris Close Senior Manager, Deloitte Canada December 2, 2015

More information

Development, Acquisition, Implementation, and Maintenance of Application Systems

Development, Acquisition, Implementation, and Maintenance of Application Systems Development, Acquisition, Implementation, and Maintenance of Application Systems Part of a series of notes to help Centers review their own Center internal management processes from the point of view of

More information

How CFOs and their teams are supercharging financial reporting

How CFOs and their teams are supercharging financial reporting How CFOs and their teams are supercharging financial reporting Are your finance operations running smoothly? Today s Chief Finance Officers have an opportunity to take a more visible role in strategic

More information

Why is Master Data Management getting both Business and IT Attention in Today s Challenging Economic Environment?

Why is Master Data Management getting both Business and IT Attention in Today s Challenging Economic Environment? Why is Master Data Management getting both Business and IT Attention in Today s Challenging Economic Environment? How Can You Gear-up For Your MDM initiative? Tamer Chavusholu, Enterprise Solutions Practice

More information

Three Fundamental Techniques To Maximize the Value of Your Enterprise Data

Three Fundamental Techniques To Maximize the Value of Your Enterprise Data Three Fundamental Techniques To Maximize the Value of Your Enterprise Data Prepared for Talend by: David Loshin Knowledge Integrity, Inc. October, 2010 2010 Knowledge Integrity, Inc. 1 Introduction Organizations

More information

RedPrairie for Convenience Retail. Providing Consistency and Visibility at Least Cost

RedPrairie for Convenience Retail. Providing Consistency and Visibility at Least Cost RedPrairie for Convenience Retail Providing Consistency and Visibility at Least Cost The Convenience Store Challenge With blurring lines between retail segments, Convenience Store chains are faced with

More information

Enterprise Information Management Services Managing Your Company Data Along Its Lifecycle

Enterprise Information Management Services Managing Your Company Data Along Its Lifecycle SAP Solution in Detail SAP Services Enterprise Information Management Enterprise Information Management Services Managing Your Company Data Along Its Lifecycle Table of Contents 3 Quick Facts 4 Key Services

More information

Top 3 steps to a successful ERP implementation for M&A in manufacturing - a project management point of view

Top 3 steps to a successful ERP implementation for M&A in manufacturing - a project management point of view VIEW POINT Top 3 steps to a successful ERP implementation for M&A in manufacturing - a project management point of view Abstract The benefits of a merger and acquisition (M&A) can be great in various ways

More information

Master Data Management Framework: Begin With an End in Mind

Master Data Management Framework: Begin With an End in Mind S e p t e m b e r 2 0 0 5 A M R R e s e a r c h R e p o r t Master Data Management Framework: Begin With an End in Mind by Bill Swanton and Dineli Samaraweera Most companies know they have a problem with

More information

Enable Business Agility and Speed Empower your business with proven multidomain master data management (MDM)

Enable Business Agility and Speed Empower your business with proven multidomain master data management (MDM) Enable Business Agility and Speed Empower your business with proven multidomain master data management (MDM) Customer Viewpoint By leveraging a well-thoughtout MDM strategy, we have been able to strengthen

More information

CFO Insights: Gaining fi nancial visibility into your project portfolio

CFO Insights: Gaining fi nancial visibility into your project portfolio CFO Insights: Gaining fi nancial visibility into your project portfolio From simple research analyzing competitor data to complex ERP implementations, most work in modern corporations is done in projects.

More information

Losing Control: Controls, Risks, Governance, and Stewardship of Enterprise Data

Losing Control: Controls, Risks, Governance, and Stewardship of Enterprise Data Losing Control: Controls, Risks, Governance, and Stewardship of Enterprise Data an eprentise white paper tel: 407.290.6952 toll-free: 1.888.943.5363 web: www.eprentise.com Author: Helene Abrams Published:

More information

Risk Management in Role-based Applications Segregation of Duties in Oracle

Risk Management in Role-based Applications Segregation of Duties in Oracle Risk Management in Role-based Applications Segregation of Duties in Oracle Sundar Venkat, Senior Manager, Protiviti Tai Tam, Accounting Manager, Electronic Arts Core Competencies C23 Page 0 of 29 Agenda

More information

Making Business Intelligence Easy. Whitepaper Measuring data quality for successful Master Data Management

Making Business Intelligence Easy. Whitepaper Measuring data quality for successful Master Data Management Making Business Intelligence Easy Whitepaper Measuring data quality for successful Master Data Management Contents Overview... 3 What is Master Data Management?... 3 Master Data Modeling Approaches...

More information

Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Chapter 8 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications 8.1 Copyright 2011 Pearson Education, Inc STUDENT LEARNING OBJECTIVES How do enterprise systems help businesses

More information

Information Systems in the Enterprise

Information Systems in the Enterprise Chapter 2 Information Systems in the Enterprise 2.1 2006 by Prentice Hall OBJECTIVES Evaluate the role played by the major types of systems in a business and their relationship to each other Describe the

More information

Four Clues Your Organization Suffers from Inefficient Integration, ERP Integration Part 1

Four Clues Your Organization Suffers from Inefficient Integration, ERP Integration Part 1 Four Clues Your Organization Suffers from Inefficient Integration, ERP Integration Part 1 WHY ADOPT NEW ENTERPRISE APPLICATIONS? Depending on your legacy, industry, and strategy, you have different reasons

More information

ORACLE BUSINESS INTELLIGENCE APPLICATIONS FOR JD EDWARDS ENTERPRISEONE

ORACLE BUSINESS INTELLIGENCE APPLICATIONS FOR JD EDWARDS ENTERPRISEONE ORACLE BUSINESS INTELLIGENCE APPLICATIONS FOR JD EDWARDS ENTERPRISEONE Organizations with the ability to transform information into action enjoy a strategic advantage over their competitors. Reduced costs,

More information

Introducing webmethods OneData for Master Data Management (MDM) Software AG

Introducing webmethods OneData for Master Data Management (MDM) Software AG Introducing webmethods OneData for Master Data Management (MDM) Software AG What is Master Data? Core enterprise data used across business processes. Example Customer, Product, Vendor, Partner etc. Product

More information

MDM and Data Warehousing Complement Each Other

MDM and Data Warehousing Complement Each Other Master Management MDM and Warehousing Complement Each Other Greater business value from both 2011 IBM Corporation Executive Summary Master Management (MDM) and Warehousing (DW) complement each other There

More information

Data Migration through an Information Development Approach An Executive Overview

Data Migration through an Information Development Approach An Executive Overview Data Migration through an Approach An Executive Overview Introducing MIKE2.0 An Open Source Methodology for http://www.openmethodology.org Management and Technology Consultants Data Migration through an

More information

Legal billing and predictive coding A fresh way to assess your legal spend

Legal billing and predictive coding A fresh way to assess your legal spend Legal billing and predictive coding A fresh way to assess your legal spend The legal technology industry didn t really come through with its promise of useful real-time analytics on a phase and activity

More information

IT Services Management Service Brief

IT Services Management Service Brief IT Services Management Service Brief Capacity Management Prepared by: Rick Leopoldi May 25, 2002 Copyright 2002. All rights reserved. Duplication of this document or extraction of content is strictly forbidden.

More information

Transforming Enterprise

Transforming Enterprise Transforming Enterprise OpenERP Solutions www.apagen.com About Apagen Appearance Apagen Solutions, head office is based out of Delhi Apagen is a sister concern of Enventa Group Track record of world class

More information

Human resources benchmark for insurance Overview

Human resources benchmark for insurance Overview Deloitte Global Benchmarking Center Human resources benchmark for insurance Overview The HR challenge: Complex and quickly evolving external and internal factors In today's challenging economy, insurance

More information

Operationalizing Data Governance through Data Policy Management

Operationalizing Data Governance through Data Policy Management Operationalizing Data Governance through Data Policy Management Prepared for alido by: David Loshin nowledge Integrity, Inc. June, 2010 2010 nowledge Integrity, Inc. Page 1 Introduction The increasing

More information

BladeLogic Software-as-a- Service (SaaS) Solution. Help reduce operating cost, improve security compliance, strengthen cybersecurity posture

BladeLogic Software-as-a- Service (SaaS) Solution. Help reduce operating cost, improve security compliance, strengthen cybersecurity posture BladeLogic Software-as-a- Service (SaaS) Solution Help reduce operating cost, improve security compliance, strengthen cybersecurity posture February 20, 2014 Contents The Configuration Security Compliance

More information

An Oracle White Paper April, 2012. Spend Management Best Practices: A Call for Data Management Accelerators

An Oracle White Paper April, 2012. Spend Management Best Practices: A Call for Data Management Accelerators An Oracle White Paper April, 2012 Spend Management Best Practices: A Call for Data Management Accelerators Table of Contents Overview... 1 Analytics Best Practices... 2 The Importance of Spend Management

More information

Building the Bullet-Proof MDM Program

Building the Bullet-Proof MDM Program Building the Bullet-Proof MDM Program Evan Levy Partner, Baseline Consulting www.baseline-consulting.com Copyright 2007, Baseline Consulting. All rights reserved. 1 Agenda Understanding the critical components

More information

Fixed asset systems Why the tax function needs to have a stake in the game

Fixed asset systems Why the tax function needs to have a stake in the game Fixed asset systems Why the tax function needs to have a stake in the game ility enablers ablers While many tax functions do not own their organizations fixed asset systems, they do rely on access to current

More information

Quote from Peter Schroer.

Quote from Peter Schroer. Industrial manufacturers as well as CPG companies place a high level of strategic emphasis on growing product revenue while emphasizing a decrease in both product cost and product development cost all

More information

Choosing the Right Master Data Management Solution for Your Organization

Choosing the Right Master Data Management Solution for Your Organization Choosing the Right Master Data Management Solution for Your Organization Buyer s Guide for IT Professionals BUYER S GUIDE This document contains Confidential, Proprietary and Trade Secret Information (

More information

SAP ERP FINANCIALS ENABLING FINANCIAL EXCELLENCE. SAP Solution Overview SAP Business Suite

SAP ERP FINANCIALS ENABLING FINANCIAL EXCELLENCE. SAP Solution Overview SAP Business Suite SAP Solution Overview SAP Business Suite SAP ERP FINANCIALS ENABLING FINANCIAL EXCELLENCE ESSENTIAL ENTERPRISE BUSINESS STRATEGY PROVIDING A SOLID FOUNDATION FOR ENTERPRISE FINANCIAL MANAGEMENT 2 Even

More information

KPMG s Financial Management Practice. kpmg.com

KPMG s Financial Management Practice. kpmg.com KPMG s Financial Management Practice kpmg.com 1 KPMG s Financial Management Practice KPMG s Financial Management (FM) practice, within Advisory Management Consulting, supports the growing agenda and increased

More information

The 2014 Manufacturing ERP Report

The 2014 Manufacturing ERP Report The 2014 Manufacturing ERP Report Copyright 2013 Panorama Consulting Solutions. All rights reserved. No unauthorized reproduction without the author s written consent. All references to this publication

More information

A Simple Guide to Material Master Data Governance. By Keith Boardman, Strategy Principal

A Simple Guide to Material Master Data Governance. By Keith Boardman, Strategy Principal A Simple Guide to Material Master Data Governance By Keith Boardman, Strategy Principal DATUM is an Information Management solutions company focused on driving greater business value through data. We provide

More information

Chapter 3: Strategic CRM

Chapter 3: Strategic CRM Chapter 3: Strategic CRM Overview Topics discussed: CRM perspectives The components of strategic CRM Steps in developing a CRM strategy Case Study: CRM implementation at International Business Machines,

More information

Enterprise Data Management for SAP. Gaining competitive advantage with holistic enterprise data management across the data lifecycle

Enterprise Data Management for SAP. Gaining competitive advantage with holistic enterprise data management across the data lifecycle Enterprise Data Management for SAP Gaining competitive advantage with holistic enterprise data management across the data lifecycle By having industry data management best practices, from strategy through

More information

appmdmtm MASTER DATA MANAGEMENT

appmdmtm MASTER DATA MANAGEMENT appmdmtm MASTER DATA MANAGEMENT Chain-Sys Platform Multiple Domain Hubs ETL with No Programming MASTER DATA MANAGEMENT A Single Source System is designated as the System of Record for Master Data. appmdm

More information

The 2015 Manufacturing ERP Report

The 2015 Manufacturing ERP Report The 2015 Manufacturing ERP Report. All rights reserved. No unauthorized reproduction without the author s written consent. All references to this publication must cite Panorama Consulting Solutions as

More information

Informatica Best Practice Guide for Salesforce Wave Integration: Building a Global View of Top Customers

Informatica Best Practice Guide for Salesforce Wave Integration: Building a Global View of Top Customers Informatica Best Practice Guide for Salesforce Wave Integration: Building a Global View of Top Customers Company Background Many companies are investing in top customer programs to accelerate revenue and

More information

A Marketing & Sales Dashboard Implementation Lessons Learned & Results

A Marketing & Sales Dashboard Implementation Lessons Learned & Results A Marketing & Sales Dashboard Implementation Lessons Learned & Results Den Haag, 25-05-2011 A short introduction of Leaf and Deloitte AN INTRODUCTION 1 Leaf is one of Europe s most established confectionary

More information

U.S. CFO Program The Four Faces of the CFO. 2010 Deloitte Touche Tohmatsu

U.S. CFO Program The Four Faces of the CFO. 2010 Deloitte Touche Tohmatsu U.S. CFO Program The Four Faces of the CFO 2010 Deloitte Touche Tohmatsu CFOs Play Four Critical Roles in Companies Catalyze behaviors across the organization to execute strategic and financial objectives

More information

Principal MDM Components and Capabilities

Principal MDM Components and Capabilities Principal MDM Components and Capabilities David Loshin Knowledge Integrity, Inc. 1 Agenda Introduction to master data management The MDM Component Layer Model MDM Maturity MDM Functional Services Summary

More information

How Global Data Management (GDM) within J&J Pharma is SAVE'ing its Data. Craig Pusczko & Chris Henderson

How Global Data Management (GDM) within J&J Pharma is SAVE'ing its Data. Craig Pusczko & Chris Henderson How Global Data Management (GDM) within J&J Pharma is SAVE'ing its Data Craig Pusczko & Chris Henderson Abstract See how J&J Pharma organizational alignment drove the evolution of Global Data Management

More information

S24 - Governance, Risk, and Compliance (GRC) Automation Siamak Razmazma

S24 - Governance, Risk, and Compliance (GRC) Automation Siamak Razmazma S24 - Governance, Risk, and Compliance (GRC) Automation Siamak Razmazma Governance, Risk, Compliance (GRC) Automation Siamak Razmazma Siamak.razmazma@protiviti.com September 2009 Agenda Introduction to

More information

PROCESSING & MANAGEMENT OF INBOUND TRANSACTIONAL CONTENT

PROCESSING & MANAGEMENT OF INBOUND TRANSACTIONAL CONTENT PROCESSING & MANAGEMENT OF INBOUND TRANSACTIONAL CONTENT IN THE GLOBAL ENTERPRISE A BancTec White Paper SUMMARY Reducing the cost of processing transactions, while meeting clients expectations, protecting

More information

IBM Software A Journey to Adaptive MDM

IBM Software A Journey to Adaptive MDM IBM Software A Journey to Adaptive MDM What is Master Data? Why is it Important? A Journey to Adaptive MDM Contents 2 MDM Business Drivers and Business Value 4 MDM is a Journey 7 IBM MDM Portfolio An Adaptive

More information

Point of View: FINANCIAL SERVICES DELIVERING BUSINESS VALUE THROUGH ENTERPRISE DATA MANAGEMENT

Point of View: FINANCIAL SERVICES DELIVERING BUSINESS VALUE THROUGH ENTERPRISE DATA MANAGEMENT Point of View: FINANCIAL SERVICES DELIVERING BUSINESS VALUE THROUGH ENTERPRISE DATA MANAGEMENT THROUGH ENTERPRISE DATA MANAGEMENT IN THIS POINT OF VIEW: PAGE INTRODUCTION: A NEW PATH TO DATA ACCURACY AND

More information

5 Best Practices for SAP Master Data Governance

5 Best Practices for SAP Master Data Governance 5 Best Practices for SAP Master Data Governance By David Loshin President, Knowledge Integrity, Inc. Sponsored by Winshuttle, LLC Executive Summary Successful deployment of ERP solutions can revolutionize

More information

Spend Enrichment: Making better decisions starts with accurate data

Spend Enrichment: Making better decisions starts with accurate data IBM Software Industry Solutions Industry/Product Identifier Spend Enrichment: Making better decisions starts with accurate data Spend Enrichment: Making better decisions starts with accurate data Contents

More information

ORACLE PROJECT COSTING

ORACLE PROJECT COSTING ORACLE PROJECT COSTING KEY FEATURES EXPENDITURES Enter expenditure batches through online entry, data import, or Microsoft Excel Vary labor rates based on employee, job, organization, work type or location

More information

Modernizing enterprise application development with integrated change, build and release management.

Modernizing enterprise application development with integrated change, build and release management. Change and release management in cross-platform application modernization White paper December 2007 Modernizing enterprise application development with integrated change, build and release management.

More information

QAD ENTERPRISE APPLICATIONS

QAD ENTERPRISE APPLICATIONS IS BUILT FOR MANUFACTURERS, BUILT FOR YOU Effective manufacturers depend on their enterprise resource planning (ERP) solution to streamline business operations and to scale and adapt as their business

More information

Rosemary M. Amato, CISA Deloitte Accountants B.V.

Rosemary M. Amato, CISA Deloitte Accountants B.V. Rosemary M. Amato, CISA Deloitte Accountants B.V. ABOUT THE PRESENTER Rosemary M. Amato ramato@deloitte.nl Director within the Netherlands member firm of Deloitte, based in Amsterdam Program Director for

More information

Introduction to SOA governance and service lifecycle management.

Introduction to SOA governance and service lifecycle management. -oriented architecture White paper March 2009 Introduction to SOA governance and Best practices for development and deployment Bill Brown, executive IT architect, worldwide SOA governance SGMM lead, SOA

More information

Enterprise Applications

Enterprise Applications Enterprise Applications Reading: Laudon & Laudon chapter 8 Additional Reading: Brien & Marakas chapter 7 COMP 5131 1 Outline Enterprise Systems Supply Chain Management Support Customer Relationship Management

More information

Supply Chain Management Build Connections

Supply Chain Management Build Connections Build Connections Enabling a business in manufacturing Building High-Value Connections with Partners and Suppliers Build Connections Is your supply chain responsive, adaptive, agile, and efficient? How

More information

How Technology Supports Project, Program and Portfolio Management

How Technology Supports Project, Program and Portfolio Management WHITE PAPER: HOW TECHNOLOGY SUPPORTS PROJECT, PROGRAM AND PORTFOLIO MANAGEMENT SERIES 4 OF 4 How Technology Supports Project, Program and Portfolio Management SEPTEMBER 2007 Enrico Boverino CA CLARITY

More information

ACL WHITEPAPER. Automating Fraud Detection: The Essential Guide. John Verver, CA, CISA, CMC, Vice President, Product Strategy & Alliances

ACL WHITEPAPER. Automating Fraud Detection: The Essential Guide. John Verver, CA, CISA, CMC, Vice President, Product Strategy & Alliances ACL WHITEPAPER Automating Fraud Detection: The Essential Guide John Verver, CA, CISA, CMC, Vice President, Product Strategy & Alliances Contents EXECUTIVE SUMMARY..................................................................3

More information

Financial close, consolidation, and reporting Leveraging process alignment and Oracle Hyperion EPM Tools

Financial close, consolidation, and reporting Leveraging process alignment and Oracle Hyperion EPM Tools Financial close, consolidation, and reporting Leveraging process alignment and Oracle Hyperion EPM Tools Deloitte Consulting LLP 11 Today s finance organizations face multiple priorities that include the

More information

ENTERPRISE ASSET MANAGEMENT (EAM) The Devil is in the Details CASE STUDY

ENTERPRISE ASSET MANAGEMENT (EAM) The Devil is in the Details CASE STUDY ENTERPRISE ASSET MANAGEMENT (EAM) The Devil is in the Details CASE STUDY 1 EXECUTIVE SUMMARY Enterprise Asset Management (EAM) is a strategy to provide an optimal approach for the management of the physical

More information