The Quest for Service Management Excellence - Tradeteam’s Experience

1. The Quest for Service Management Excellence - Tradeteam’s Experience 14th December 2004 Jim Davies - Tradeteam IS Support Services Manager, and Chairman itSMF Midlands & East Anglia Regional Group Jim Davies

2. Jim Davies

3. Agenda • Introduction to Tradeteam • Tradeteam IS Organisation • Progress made • Next Steps • Problems, lessons and thoughts Jim Davies

5. Tradeteam - Spanning the Supply Chain Telesales Customer Service On-Trade Replenishment Inbound Off-Trade Serving both Brewer and Retailer Jim Davies

6. Nine Years From - 1995 In-house Activity • Bass Contract • Huge Change Programme • IR Agenda • Service Issues To - 2004 Commercial Enterprise • Multiple customers • Continual Improvement • ER Agenda • Service Culture Jim Davies

7. A Multi-Customer Business Jim Davies

8. Step Change • IUK decision June 2002 to outsource all secondary distribution to Tradeteam • Transfer of entire IUK secondary network on 25 November 2002 • The combined network had: • over 3,500 employees • 57 operating locations • around 13 million barrels per annum to deliver • over 50,000 deliveries a week to make Jim Davies

9. Aberdeen Inverness Map Dundee Glasgow Oban Edinburgh Hebburn Dumfries 990 vehicles Workington Teesside Tadcaster Hull Blackburn Leeds Knowsley Sheffield Tinsley Huyton Grimsby Sleaford Abergele Norwich Burton Stretton & NDC Stoke St Ives Wolve’n Hams Hall Aberystwyth Dunstable (BR & EA) Ebbw Vale Enfield Gloucester Elm. Mkt Oxford Narberth Swansea Bristol Strood Salfords Lancing Totton Exeter Newquay Newport Tradeteam Today 48 sites 3,200 people • Circa 50,000 deliveries per week • 13 million barrels per annum Jim Davies

10. Major Projects Project MERCURY - Integration of ex-IUK Logistics organisation into ‘Classic’ Tradeteam. Project MOSAIC - Implementation of a Warehouse Management System (OBS’s “Calidus-e”). Desktop Refresh - Replace existing ‘NT’ estate with ‘XP’ workstations, Windows 2003 server and Active Directory. Jim Davies

11. Tradeteam Information Systems Jim Davies

12. Order Mgt (TOPL) Order Mgt (TIDAL) Order Mgt (DDMS) Configuration Overview Warehouse Management System Other Services Depot Depot Depot Depot Jim Davies

13. Size of Configuration • Coors Brewers and IUK provide I-series-based applications. • Standard operating environment. • Closely locked-down workstations. Jim Davies

14. Tradeteam IS Organisation IS Director Support Services Manager Technical Support Manager Projects & Systems Dev Mgr AS400 Senior Project Manager Senior Project Manager Support Analyst Support Analyst Support Analyst Change & Config Mgr Unix Implementation teams Implementation teams Snr Support Assistant Support Assistant Desktop Voice Jim Davies

15. The Support Model User SERVICE DESK Tradeteam Resolver Group Second Line First Line Backdesk Third Parties BT Digica Capgemini Coors IUK Exel etc Field Engineers Jim Davies

16. History • 1 Jan 96 - Legacy support from Bass Brewers • 1 Jan 98 - Outsource Contract with Computacenter Starts • 4 Jan 99 - Support Services Manager and first Support Analyst appointed • 1 Apr 99 - Migration starts to new managed data network and new desktop • 16 Sep 99 - JD attends itSMF Seminar • 31 Dec 99 - Completion of separation from Bass Brewers • 25 Nov 02 - IUK integration starts • 1 May 04 - WMS rollout starts • 31 Jul 04 - IUK integration completed Jim Davies

17. So, what had we got by January 2000? • Comprehensive support contract • Change management • Change management tool • Contracts with service levels • Internal SLA (‘Service Charter’) • Suite of performance reports • Asset list • Set of procedures • Service Management resources • An embryonic ‘Service Culture’ ...but what about quality? Jim Davies

18. What sort of star rating did they merit? • Comprehensive support contract  • Change management  • Change management tool  • Contracts with service levels  • Internal SLA (‘Service Charter’)  • Suite of performance reports • Asset list • Set of procedures • Service Management resources  • A ‘Service Culture’  Jim Davies

19. So, what did we decide to do? • Take control of the asset list • Develop a CMDB with a tool and procedures • Find out what we’ve got on hardware, software and people • Review and revise the performance reports • Develop a Service Catalogue • Develop on-line procedures database • Communicate (visits, newsletters, e-mails) • Acquire software tools to enhance limited personnel resources • Nurture the ‘Service Culture’! Jim Davies

20. And where are we today? • Comprehensive support contract    • Change management  • Change management tool  • Contracts with service levels  • Internal SLA (‘Service Charter’)  • Suite of performance reports   • CMDB  • Service Catalogue  • Policies & Procedures Database  • Service Management resources  • A ‘Service Culture’  Jim Davies

21. Now, what do we still need to do? • Keep focus on supporting the business and its projects. • Maintain the progress achieved so far. • Further develop and maintain the Service Catalogue. • Develop and maintain the Policies and Procedures database. • Exploit performance reports for problem management. • Identify and implement the best integrated Service Management tool for our purposes. • Keep nurturing that ‘Service Culture’. Jim Davies

22. Our approach: • Train staff in fundamentals of ITIL best practice. • Become involved with itSMF and benefit from shared experiences. • Agree the order of priorities. • Break the progress plan down into simple steps. • Make best use of existing tools. • Feed off Exel plc wherever advantageous. • Engage external consultancy only where necessary. • Be satisfied by steady progress at sustainable speed. Jim Davies

23. Problems: • Obtaining resources • overriding demands of day-by-day support/fire-fighting • not as glamorous as business projects • difficult to cost-justify • How to demonstrate progress in a business context that is constantly changing in size, shape and content. • Getting users to participate. • Getting those in IS not directly involved with service to understand that they have a vital role too. Jim Davies

24. Lessons and thoughts: • ITIL is a compendium of best practice - it is not a method or methodology, nor is it a standard. • ITIL is organised common-sense - it may be surprising how well-aligned you already are - linking your processes together and making improvements may result in quick wins. • The activities covered by the ITIL processes will happen whether we want them to or not - ITIL helps us manage them. • It is a process of continual improvement - obtaining the ultimate objective can be achieved only by numerous small steps. Jim Davies

25. More lessons and thoughts: • Following ITIL principles is a flexible approach - but be careful not to be so flexible in applying them as lose touch with those principles. • Whatever the service levels and the service performance, if the users’ opinion is that the service is bad, it is bad: • consider reviewing service levels and/or re-setting users’ expectations. • Users may not automatically share the vision. Jim Davies

26. Some final lessons and thoughts: • Start capturing accurate performance data as soon as possible - it will help measure progress later on. • The Service Catalogue is an extremely useful reference - even if your users don’t appear to read it much. • Project resources can be translated into ongoing service management resources. Jim Davies

27. for Planning to Implement Service Management ITIL Best Practice Jim Davies

28. molte grazieAny questions? Jim Davies Chairman itSMF Midlands and East Anglia Regional Group IS Support Services Manager - Tradeteam Limited Jim Davies