Dynamics Day '11 - NAV case study Sealord
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Grant Wilson and Neville Richardson presented on Sealord Group's business system replacement project. [1] Sealord needed to replace its aging system with a single, integrated enterprise system to improve processes, standardization, real-time data, and decision making. [2] The project involved over 200 users and 20,000 hours of development to replace financial, sales, inventory and procurement systems with Microsoft Dynamics NAV. [3] The presentation covered lessons learned and the goals of leveraging the new system for business insights, process improvements, and extending the system for other subsidiaries.
Dynamics Day '11 - NAV case study Sealord
- 1. What has NAV got to do with the price of fish? Grant Wilson and Neville Richardson 10 August 2011
- 2. Introduction
- 3. Introduction Grant Wilson Neville Richardson • Career over 20 years in NZ primary sector • IS manager @ Sealord Group based businesses • CIO for Les Mills International • BSS Manager @ Sealord Group • Head of IT at BMW plant Oxford • BSR Project Manager for NAV @ Sealord • IS PM China SAP (9 years BMW) • Planning and Improvement Manager • 7 Years with IBM Global Services. • Supply Chain Manager @ Weyerhaeuser NZ • Trained as an archaeologist. Assisted • Finance and IS roles in Forestry and greatly with my chosen career path! Aquaculture industry Presentation will cover: • Why we needed a system replacement. • Lessons learnt – something for you to use • Why this was just the start – what we need to do to leverage our investment • Some closing messages to take away
- 4. Who we are We sell $500 million dollars worth of seafood in more than 30 countries We employ 1,100 people in NZ and 400 off-shore Sealord is owned by Aotearoa Fisheries Ltd and Nissui Supporter of NZ’s world-class quota management system – to protect fish for future generations
- 5. BSR Vision To implement a single, integrated enterprise system that delivers the ability to achieve desired business goals (maximum contribution from operational business units) To capture data once and at the most appropriate time, and use that data throughout the enterprise system To use industry recognised, standardised processes and systems that align with best practice To provide clear visibility of information across the organisation
- 6. Background Phase 1 – Real-time Production Data Capture Phase 2 – Core Systems Replacement Financial management Focus on sales and distribution, inventory management and procurement Phase 3 – System Enabled Improvements Focus on more specialised business tools to deliver enhancements
- 7. Objectives Replacing a system that is as old as the Ark
- 8. The Ark
- 9. To NAV RTC
- 10. Objectives cont... Process simplification / Standardisation / Automation
- 11. Objectives cont... Real time business flow. Better decision making
- 12. Project Scope
- 13. Project Challenges Integration with numerous systems – the key was production systems Size and complexity – over 200 users – everything we buy and sell Over 20,000 hours of development effort for phase 2
- 14. Key to Success Good project governance and communication Key business users involved in design, testing and training Flexibility – being prepared to defer or change areas when we weren’t ready A passionate and experienced team both in house and our development partners We will now move on to the future vision…
- 15. Current State Presentation Layer Internet Explorer Office 2003 ERP Portal Line of Business Quota Core Manufacturing Payroll Reporting PBX Email Applications ERP Other Line of Business Applications,... Database SQL SQL SQL Oracle Layer Server Layer Server 2003 Server 2008 AIX
- 16. Connect To the business – Focus on business process, not technology – BAs are primary link to the business – Good governance process – doing the things that add most value to business – Out task repetitive operations. Keep core competencies in house With the technology – Don’t forget the plumbing. Infrastructure and Cloud readiness – SharePoint is not just workflow/intranet/search. LoB Application builder – Engaging presentation layer. Office 2010/Lync/Win7 and integration – CRM and business process integration – Integrated Enterprise leads to Legacy system retirement
- 17. Discover Business insights – Information is visible, relevant and timely – Basic operational BI is good – Building better Management BI – Predictive Analytics Process discovery – Ensuring all current processes are known and adequate. – Knowing the Key Process Metrics along the way – Being able to recognise waste / buffers – use IS to resolve – Tools to produce engaging business process
- 18. Extend Single business processes for similar tasks Building on existing investments – Extension of ERP system and consolidation of NAV instances – Bringing subsidiaries into our landscape – DRP and MRP improvements – Time and Attendance / HR / Payroll integration – Getting consumables off system (no value add) Standardise for re-use Enterprise capability in place. BI capability being built on top
- 19. 18 months? Presentation SharePoint 2010 Layer Internet Explorer 9 Office 2010 Lync ERP Portal ShPo ERP Manuf. / PBX Email Payroll Line of Business WWF Applications Database SQL SQL SQL SQL Layer Server Layer Server 2008
- 20. Closing Messages Successful ERP projects require: People who know their business processes well to be part of the project team right from the start. Good governance and communication. A great development partner. IS must lead with business requirements Process understanding and BA’s Technology harmonisation (good, but unseen, plumbing) The importance of Re-use
- 21. Questions?
- 22. Thank you