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1 Välkommen!

2 Impuls sponsorer 2013 Guldsponsorer

3 Silvia Zachrisson Perstorp AB Tobias Nilsson Acando AB MDM: The Quick Way

4 Content Short introduction to Perstorp & PCS Project Origin of the MDM need The challenge and our solution Result of initial MDM work Problems after May go-live Way forward 4

5 How to have a Master Data Management group up and running in 30 days

6 Perstorp in brief World leader in several sectors of the specialty chemicals market Annual turnover of more than 10 billion SEK in 2013 About 1,400 employees in 22 countries Production plants in Europe, Asia and North America SAP is being rolled out as from May 2014 Concept of central MDM did not exist 6

7 Everywhere same but different ERP systems Perstorp is the operator of 9 production units in Asia, Europe and North America. Most sites have PRISM as the system for order entry and material information, but each site has its own system for vendors and transactions. Production sites 1. Bruchhausen, Germany 2. Castellanza, Italy 3. Gent, Belgium 4. Perstorp, Sweden 5. Stenungsund, Sweden 6. Toledo, the US 7. Warrington, the UK 8. Waspik, the Netherlands 9. Zibo, China 7

8 Background to the MDM need Ongoing SAP implementation at Perstorp globally Smaller go-live on May 5th 2014 (3 financial companies, no production, indirect flows) Take over of existing SAP vendor and customer MD in Warrington Major go-live site Perstorp (with production) in March 2015 Another site (TBD) go live in 2016 All other sites will follow after During preparation phase the SAP project and upper management felt there was a need for high quality master data to ensure successful implementation and continuous use of the SAP system Strong master data governance was also highlighted as needed to act as a control function Decision to have a MDM group was taken in mid-march 2014 The MDM group came to life on 7th April 2014 (1 month before go live)

9 MDM s initial mission Get ready for first go-live in May 2014 focus on handling vendor and customer master at site Perstofor the 3 financial companies take over vendor and customer master at site Warrington as soon as possible Prepare for second go-live in March 2015 (include material MD) To do this: Train staff in SAP and Master Data Ensure existing basic MD processes are in place Create essential request forms for new vendors/customers; lists of authorised users Handshake with departments that are involved in MD processes

10 The Challenges The Stranger The MDM concept came late, when the SAP project had already been running for some time Timing Very little time prioritizing essential The Team and Its Skills MDM Manager could only start in April 2014, no SAP skills ½ Master Data officer available, no SAP skills or experience with Master Data Rest of team on loan to SAP project in expert roles with little time to spend on line assignments Vendor master data Processes and organisation around Vendor information were not yet mature for a central MD concept 10

11 The Solution Expert and Experienced Support Tobias Nilsson (Acando) came to our rescue with a 90 hour crash course on Master Data Basics. Backed by 50% management support for implementation. Lay the Foundation WHAT is Master Data HOW do you set it up and manage it WHERE do we want to go WHEN do we need to be there Helped mapping the vendor and customer objects Set priorities for go-live in May (get the new vendors request forms ready, have a process in place, established dialogue with purchasing) Helped MDM get in touch with the SAP project The Staff Involve staff as much as possible and get them to be really dedicated 11

12 Purpose The Result of the Crash Course: Perstorp MDM Operating Model Perstorp MDM operating model provides a best practice way-of-working with MDM at Perstorp. creates structure in the work with MDM provides a checklist

13 Getting Ready for May go-live: Customer Master Data May 2014 Only financial flow part of go-live in May MDM group responsible for maintenance of SAP customer master from May 2014; 3 financial companies with <200 customers (1-2 new customers a month) Site Warrington (1 new customer every 2 weeks, few changes) EXTRA: All PRISM sites by 15 th October 2014 (-> ½ resource joined the team) Authorised requesters to be identified and trained Request flow to be developed: Create New Customer Update Customer Link MDM processes to other parts of the organisation and other systems

14 May 2014 Getting Ready for May go-live: Supplier Master Data Suppliers for indirect purchases part of go-live A new vendor request form was created in cooperation with Purchasers. Mandatory fields were mapped to achieve this A process was agreed on how to handle new vendors Authorized requesters for new suppliers were identified (strategic purchasers only)

15 Getting Ready for May go-live: Material Master Data May 2014 Not included in May 2014 go-live Work started in summer and is on-going

16 The Result MDM was able to go live in May 2014 and did so successfully but not without hickups. Critical to the success was: Initial basic training MDM operating model as check list Focusing on what is essential o Develop a process o Develop request forms!!! Dedicated and able staff!!! Have a VISION of what you want to achieve and communicate it to staff, to keep you and them motivated when things get TOUGH 16

17 Problem 1 after May go-live: Vendors! The new Vendor Process The new process for entering new vendors was not followed. People continued to work as before new vendors were called without controls or checks and entered when their invoice reached Perstorp. On top of this, the migration from Oracle to SAP had been less than good, with hundreds of active vendors missing. Consequences MDM could not follow the approved process for entering new vendors, and vendors had to be entered without control, based on invoice information. A back-log of vendors that needed to be entered was created which lasted for a couple of months. Acando consultants had to help MDM enter the new vendors. MDM/Acando also had to take care of the unplanned back-log of existing vendors that were not properly migrated to SAP. The Long-Term Solution MDM tracked those groups that had statistically the highest number of wild vendors and trained them on the new process. A no entry policy is now being enforced. Lessons learned: the importance of training and change management. The importance of preparing migration work. The importance of measuring the quality of incoming data. 17

18 Problem 2 after go-live Customer MD The Problem Because of an internal re-organisation MDM was asked to take on board PRISM customer master from May 2014, despite lack of resources. There was no time to focus on Material Master or on governance issues. Change management went well with all parties involved (Sales and Customer Service both organisations have a structure and mature processes). The Solution A ½ resource was temporarily added from June to November. Customer Master Data was taken over gradually and the take over will be completed in January The Positive side of this: MDM is ready for go-live in March 2015, and will have control on all Master Data (PRISM and SAP). 18

19 We create your world for a more sustainable future

20 The way forward Continue to improve what we have Vendor and customer MD request forms and processes Develop special request forms and processes for special objects/departments Work on Material Master Data Map the fields, find the owners of active fields, handshake Work on Governance Get a steering committee in place Get in the news (intranet) Start measuring KPIs 20

21 2. Something that one excels in or enjoys: MDM is my cup of tea. A cup of tea 1. A problem to be reckoned or dealt with: MDM was my cup of tea We create your world for a more sustainable future

22 Tack för att du lyssnade!