Prozessautomatisierung mit SAP Netweaver BPM bei Boehringer Ingelheim 20. Mai 2014

Transcription

1 Prozessautomatisierung mit SAP Netweaver BPM bei Boehringer Ingelheim 20. Mai 2014 Dr. Torsten Grünewald Global Business Services / Process Management Boehringer Ingelheim Pharma GmbH&Co KG

2 Boehringer Ingelheim in brief (2013) Family-owned global corporation Founded 1885 in Ingelheim, Germany Employees worldwide: Boehringer Ingelheim Center Our headquarters in Ingelheim, Germany R&D worldwide at 7 sites Expenses for R&D: EUR million Net Sales: EUR million Net Sales per employee: 296 K 20 production facilities in 13 countries Affiliated companies: 145 worldwide 2

3 Net Sales is driven by Prescription Medicine 3

4 Global Business Services Scope & Roadmap In simple terms: 24/7 operations Commercial and manufacturing

5 What are we doing and why We are using SAP Netweaver BPM to handle requests for Masterdata Maintenance (Customer, Vendor, Material) Handling of Investments (Capital Expenditures - Investitionsausgaben) Handling of Accrual Vouchers (Abgrenzungsbuchung) Handling of Creditnotes (Gutschriften) Single and Mass Handling of General Ledger Postings (e.g. Rückstellungen)

6 What are we doing and why To replace manual or informal processes (e.g. by , formsheets) to achieve an approval or to ensure seggregation of duty to split and track tasks among different people to remove system breaks to make transactions easy to use for one time users To make transactions efficient for key user.

7 What is the motivation Currently about requests are processed monthly by the MDM system, most of them with a service level of ONE day worldwide. Delayed processing could mean: Delayed customer delivery because of delayed order entry Usage of wrong supplier, bundling not used, wrong /late delivery (e.g. Spareparts!) Unusable (e.g. incomplete/wrong) materials used in orders Handling of dangerous goods / quality topics delayed Planning cycles stopped/delayed Credit notes with a total amount of up to several hundred thousand per month are not issued Investment Projects delayed because Capital Expenditures not done in time.

8 Monitoring Process Design Execution

9 Schematic Process Overview BEFORE Check Enter data Advise data creation Check Complement Requester Business Departments Experts NOW Enter data Check Approve Release Monitor Define rules SAP NetWeaver Portal/ SAP BPM Complement Release

10 Material Master Maintenance High Level Process Collect require d data Search material - Based on existing material (BiX@ / PMD) - Check if material exists in ERP Enter request - Create - Change - Block Approv e request (MDM team) EH&S Subst ance Units Prod. Hierarc hy Release material Maintain views Calc ulate Price Tax Requester MDM team EHS. WM/Mgmt Rep Plant Prod.Cost. Tax Requester Purchasing view Sales data MRP views Quality local Purchasing Info record Work Scheduling Warehouse Mgmt Marketing & Sales Operations / Demand Planning Local Purchasing Production Exec. Logistics (IL/OL) Local Quality (QM)

11 Material Master Detailed Process Enter request Send Sales data Approve request EH&S Substance Ownership, Syndication, Status MRP views Purchasing view Purchasing Info record Release Material Prod. Hierarchy Units BI Quality Work Scheduling Warehouse Mgmt Quality local Calculat e Price TAX Other global

12 Material Master Detailed Process for the developer

13 Business Rules to handle specifics within the process Collect require d data Search material - Based on existing material (BiX@ / PMD) - Check if material exists in ERP Requester Enter request - Create - Change - Block Approv e request (MDM team) MDM team EH&S Subst ance EHS. Units Prod. Hierarc hy WM/Mgmt Rep Release material Maintain views Plant Calc ulate Price Prod.Cost. Tax Tax Requester Rule table Finis hed INT (AFC) Sales Data X X INT (ext) MRP X X X Purchasing X X Purch Info X X Spare part Warehouse X X X X Purchasing view Sales data MRP views Quality local Purchasing Info record Work Scheduling Warehouse Mgmt Marketing & Sales Operations / Demand Planning Local Purchasing Production Exec. Logistics (IL/OL) Local Quality (QM)

14 Monitoring Process Design Execution

15 Example Screen layout

16 Process Transparency Where is my task?

17 Process Transparency Who is working on a record

18 Monitoring Process Design Execution

19 BPM process Monitor 19

20 Process Monitoring Change/Create Requests volume per month Estimated Processes A2R Creditnote Customer Material Vendor Number of MDM/BPM process Instances per Month Go-Live France Estimated Values Go-Live IBIS Vendor Go-Live 7 countries Bundles Go-Live US AH Go-Live Italy Customer Go-Live Brazil 0 Sep Oct Nov Dec Jan Feb Mar Apr MayJune July Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2012 Go-Live All Material types Go-Live US Customer Go-Live China Jul Aug Sep Okt Nov Dez Jan Feb

21 Process Monitoring Distribution of requests by Country Number of MDM/BPM process Instances per Country 21

22 Process Monitoring and keep it under control r 22

23 Summary and lessons learned

24 Lessons learned Underestimated Effort for Deployment and roll-out (change mgmt) Complexity of roles and BRM tables Effort for impact estimation of process changes Integration with ERP and PI Stability and Performance Needed Careful planning and effort estimation Continuous alignment between Business and IT Strong usage of Business terminology KPI analysis within BPM environment Structured testing of all process variants Works best Usage of BPM framework One process per object (Create / Change / Block) Flexibility via BRM-Rules Standardization and rapid development Agile Approach during development Transparency on processes

25 Thank you Dr. Torsten Grünewald, Boehringer Ingelheim