A step towards business intelligence in Saint-Gobain weber Spain

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Winfred Morris
10 years ago
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1 A step towards business intelligence in Saint-Gobain weber Spain Gabriel Olcina Lisboa

2 1 Context Business overview Initial situation 2 The project Objectives Methodology The tool Development Final overview Some examples Evolution plans 3 - Conclusions Best practices

3 Context Business overview Initial situation

4 Context Saint-Gobain sectors Breakdown of Sales million Euros - per sector in 2007 Building Distribution (45%) #1 in Europe Construction Products (23%) #1 worldwide Saint-Gobain weber is the world s leading mortar manufacturer. It belongs to the industrial french group Saint-Gobain. Flat Glass (13%) #1 in Europe #3 worldwide High Performance Materials (11%) #1 worldwide Packaging (8%) #1 in Europe #2 worldwide European or world LEADER

5 Context 2007 turnover: 130 million euros 12 distribution / production centers 410 employees

Initial situation The ERP SAP was implemented on 2004. The system has at the present 125 users.

6 Initial situation The ERP SAP was implemented on The system has at the present 125 users. During the project an interface was developed in order to download the most important information to a local database. SQL SERVER This database is consulted using excel. Hundreds of excel files were developed in all the areas. The system started to lose integrity and become difficult to manage To improve this situation, a project is planned. department was the responsible to implement it.

7 Project Objectives Methodology The tool Development Final overview Results

Main objectives To develop an IT system oriented to the analysis of information with these features: All the functional areas of the company had to be covered (ERP, CRM, ) End user had to be released

8 Main objectives To develop an IT system oriented to the analysis of information with these features: All the functional areas of the company had to be covered (ERP, CRM, ) End user had to be released of the task to build reporting The Information had to be customized by user profile. All the users had to access to the information independently of their location. Even the remote ones. (salesman, )

9 Methodology All the scorecards have to have an sponsor of the functional area. This sponsor is responsible for the definition of indicators and the user profiling Development and maintenance is responsibility of the information systems department Scorecards have to be the same for all the functional hierarchy levels Top management Market managers Salesman Implementation has to be evolutive and progressive. (No big-bang)

The tool The software was chosen to carry out the project was QLIKVIEW: Qlikview has all the scorecards normal features All the stress tests were OK The server version guarantee the distribution

10 The tool The software was chosen to carry out the project was QLIKVIEW: Qlikview has all the scorecards normal features All the stress tests were OK The server version guarantee the distribution of the information End user interface very easy to use. (No training required) Ratio quality / cost extremely good Development learning line is quite good Profiling information is easy to manage

11 The tool The product configuration overview: Qlikview server to publish all the scorecards Qlikview enterprise for developing Qlikview analyzer +: For managers. Client structure. Allows analysis offline. Qlikview analyzer: Web access

12 Development Commercial Industrial Logistic Finance General management Operative management End users

13 Development Final overview Remote connection WAN 140 Users 80 daily average users 200 daily average accesses

14 Results Control of business KPI s and information analysis have improved exponentially in all the areas of the company. For instance: We can measure the margin by customer, product, geographical zones Working capital has improved a lot thanks to the finance scorecard Cost control, stock management,... Number of Excel files has been reduced substantially Work load has decreased in all the departments Steering committees are very much dynamics And More people have access to information needed for their daily job People have learnt to define their own indicators. (You can not improve what you can not measure)

15 Some examples sales flash

16 Some examples Sales analysis (1/4)

17 Some examples Sales analysis (2/4)

18 Some examples Sales analysis (3/4)

19 Some examples Sales analysis (4/4)

20 Some examples Cost analysis

21 Some examples Working capital

22 Evolution plans Take advantage of the macros and functions Analyze information from different sources (CRM) Implement alarms systems in the scorecards To develop new models based on business simulations (What if ) To migrate to 8.5 Qlikview version

23 Conclusions Best practices

24 Conclusions People have learnt to define their own indicators. (You can not improve what you can not measure) A new analysis information culture based on scorecards has been established The profile of the IT department has become closer to the business

25 Best practices Measure what you treasure Involve the business people in the scorecard s definition Give results at short term Work in a evolutive way Give access to all the people of the company Choose a good tool!!! Good quality / price ratio, easy to use / develop / manage

26 Questions?

27 THANKS FOR YOUR ATTENTION!!! Gabriel Olcina Lisboa

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