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Using Enterprise Architecture to Drive Supply Chain Transformation

Oracle Enterprise Architecture. Using Enterprise Architecture to Drive Supply Chain Transformation. Mike Smedberg Roy Hunter. ORACLE PRODUCT LOGO. Presenting with.

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Using Enterprise Architecture to Drive Supply Chain Transformation

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  1. OracleEnterprise Architecture Using Enterprise Architecture to Drive Supply Chain Transformation Mike Smedberg Roy Hunter ORACLE PRODUCT LOGO Presenting with

  2. The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

  3. Ingersoll Rand Overview • A $14 billion diversified industrial company • Publicly-held; NYSE:IR • Operations in every major geographic region • Strategic brands are #1 or #2 in their markets • Products and services for commercial, industrial and residential markets

  4. Your Moderator and Guest Speaker Mike Smedberg Global Manager ERP Technical Services Roy Hunter Senior Director Enterprise Architecture

  5. Agenda • Business / IT Drivers, Goals and Objectives • SMART Transformation • Architecture Vision • Challenges & Lessons Learned • Roadmap

  6. What is the driving force behind change at Ingersoll Rand?

  7. IT Strategic Overview Enable premier performance by enriching our customers experience, fostering collaboration and business alignment, improving employee’s productivity and driving IT efficiencies through technology solutions and services Growth Through Innovation, Emerging Markets and Services Operational Excellence PREMIER PERFORMANCE Progressive, Diverse, and Inclusive Culture

  8. What is Ingersoll Rand’s vision for the future?

  9. Business Process Scope 25 level one processes with 125 level two processes across five value streams: Supported by 35 Oracle R12 e-Business suite core modules, country-specific localizations, and other 3rd party applications (e.g. Vertex) Order to Cash Procure to Pay Plan to Manufacture Contract to Maintain Record to Report • Perform Inventory Costing and Project Accounting • Manage Accounting and Control Data • Perform Fixed Asset Accounting • Manage Taxes • Manage Treasury • Maintain Customer Related Data • Develop Order Fulfillment Strategy • Manage Order Receipts • Process Orders • Manage Orders • Manage Order Fulfillment • Manage Shipping and Logistics • Manage Accounts Receivable • Maintain Supplier Related Data • Perform Sourcing Activities • Procure Materials and Services • Manage Accounts Payable • Maintain Production Related Data • Manage Production Planning and Scheduling • Execute Production • Manage Inventory • Manage Quality • Maintain Services Related Data • Sell Services • Initiate and Manage Contract Agreements • Deliver Services • Perform Planning and Forecasting • Maintain

  10. What have been some challenges and lessons learned along the way?

  11. Challenges and Guiding Principles Key Challenges Guiding Principles • Disjointed, non-standard (localized) processes across the enterprise • Complex technology landscape with a very large number of heavily customized, non-integrated systems resulting in significant maintenance costs • Lack of ability to process data and analyze information in a timely manner • Unable to support current / future models of business • History of failed attempts to adopt Oracle Applications across the enterprise

  12. What approach did you take to realize your vision?

  13. Program Overview • SMARTransformation Overview: • Global five year strategic program • Transform back office business processes and systems to drive operational excellence • Results will drive productivity, improve customer experience and leverage resources across the enterprise Simple and standard processes that Meet the needs of our customers to Achieve Results through business Transformation Consistent and positive Customer Experience Profitable Growthdriven by more efficient and effective processes High-Level Timeline: Better Information To Make Better Business Decisions Phase 1 Phase 2 Phase 3 Access To More Reliable and Accurate Data Phase 4 2012 2013 2014 2015 2015 2016 Phase 5

  14. Questions & Answers

  15. Thank You OracleEnterprise Architecture Architecture Workshop

  16. For More Information Twittertwitter.com/OracleEAs Facebook facebook.com/OracleEA • LinkedInOracle Enterprise Architects – A Public Discussion Forum Oracle’s EA Blogblogs.oracle.com/EnterpriseArchitecture Oracle EA Projects & Papers: oracle.com/goto/EA Oracle Reference Architectures: oracle.com/goto/ITStrategies

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