Erp Case Ppt Foxmayer Backup

7/31/2019 Erp Case Ppt Foxmayer Backup

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By

Dallas Consulting Group


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In today's competitive marketplace,distributors and wholesalers must fight tocreate and maintain an advantage over theircompetition.

The wholesale distribution solution supportsthe day-to-day order to cash and procureto pay processes.

Solution supports industry specific

functionality like warehouse and inventorymanagement, demand management andfinance and controlling.


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The legacy system utilized by the FoxMeyerCorp employs obsolete technology, whichlimits the expansion of functionalitynecessary to remain competitive in thewholesale distributor market .

The capabilities of the ERP system willsupport reengineering efforts to increasethe order fill rate and attain highercustomer satisfaction.

The modules that are going to be coveredare S&D,Purchasing,IWM,Shipping andDemand Management


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Wholesale Distribution solution reducesenterprise operating costs by:

Improved sales order processing

Automated rebates and bill back contracts Improved inventory control

Reduced days sales outstanding (DSO) cycles

Improved labor efficiency

Reduced financial closing time cycles


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Inventory Management Purchasing/Procurement

Sales and Distribution

Warehouse Management


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All routine tasks from the entry of requisitions to thegeneration of purchase orders are handled automatically,

ERPS vendor evaluation feature supports purchasing by

optimizing procurement operations. Referencing and fast-entry functions contribute to efficient

purchasing operations.

It simplifies the process of source selection and permits thecontinuous tracking and review of existing supply

relationships.

Purchase requisitions already assigned to a source of supplycan be converted into purchase orders automatically.


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Procurement based on schedulingagreements gives you these importantadvantages:

Reduced processing time and fewer papertransactions

Stockless or near-stockless purchasing

Shorter vendor lead times for the individual

shipments


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Optimizing Review Cycle The process begins with the identification

of vendors who not only can supply theneeded product or service but is a strategicmatch for the buying firm.

These are usually variables that add valueto the process through increased service or

decreased cost


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Reduces reactive buying as it leads toadditional workloads and costs to anorganization, from purchasing, to expediting,

to receipting, to accounts payable.

Parameters such asreceipts within a certain

tolerance. High-level


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As Figure shows, requirements for materials or services are determined

within user departments, or through material requirements planning.

The Procurement Cycle


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Reduced manual data entry

Reduced postage and handling costs

Reduced order cycle Increased customer service

Reduced lead times

Reduced inventory carrying costs


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The SAP Warehouse Management (WM)application provides flexible, automatedsupport to assist in processing all goodsmovements and in maintaining current stock

inventories in a warehousing complex.

The systems also direct and optimize stockput away based on real-time informationabout the status of bin utilization.


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See.

Inventory Transfers Know exactly where allinventory is locatedwhen when it is in

transit to another location. Drastically improves asset management and

also avoids short fall. ERP helps in implementing, configure and

support cutting edge RFID solutions that willincrease warehouse productivity and improvematerials handling.


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Sales & Distribution- Process Flow -


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Customer Order Picking Goods Issue

BillingAccounts ReceivableFinal Payment


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Delivery scheduling Availability check

Transfer of requirements to MRP

Pricing Credit check

Shipping point & route determination

Document flow


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Core of customerorder management

No impact to G/L

Can referenceexisting documents

Copies keyinformation from

master data

Automatedstandard functions... availability check MRP updating pricing credit check delivery scheduling

export control shipping & route

determination


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To get the historical data, the system loads orderdata from the Sales (SD) component of SAP ERP andstock transfer data from the Materials Management(MM) component of SAP ERP into the BusinessIntelligence system in SAP Supply Chain Management(SAP SCM).

used in making pricing decisions, in assessing futurecapacity requirements, or in making decisions onwhether to enter a new market.

used to determine sales targets and to help identifyterritories worthy of an allocation of limited resources


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Profiles Contains the forecast strategy andmodel the parameters that the systemneeds to determine the forecast for eachstrategy.

We assign a forecast profile to each locationproduct for which the system is to carry outa forecast.

:Used to assign unique Characteristics value

based on the selection in planning


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Comprehensive functionality to supportpicking, packing and loading functions

Work list and deadline monitoring

Functions with backorder processing

Tightly coupled to the MM and FI modules

Facility for transportation management


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Order

Order

Order

Delivery

Order

Combination

Order

Delivery

Partial

Delivery

Delivery

Order

Complete

Delivery

Delivery

Delivery


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Main functions Picking, Packing & Inventory management Generate Shipping Documents

Transportation Management Routes Transportation Scheduling

Delivery Scheduling, Returns Deliveries &Stock Transfer


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Based on historical sales data it models customerdemand for every store, product and promotiontype thus promoting customer loyalty.

Regular Price Optimization helps you to find thebest combination of regular prices to meetbusiness and category goals based on customerdemand patterns.


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Plan & Design (Strategy) including BPR 11/01/2012 11/20/2012

Build & Unit Test 11/21/2012 01/10/2013

System & Integration Test 01/11/2013 01/31/2013

User Acceptance Testing & Training 02/01/2013 02/21/2013

Go Live date 02/24/2013Post Implementation Support 02/24/2013

03/02/2013


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Linking key controls systems, performancemeasures and incentives to strategic priorities. Inthis way, the company:

Preventing false declarations of success (the

specific criteria are set up in advance).

Helps implementation teams resist "scope creep"and focus on delivering results.

Balances systems against business and physical

processes, helping the company optimize overallbusiness performance.


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When a new system needs to be implementedin an organization, there are three differentways to adopt this new system: The big bangadoption, phased adoption and paralleladoption.

We would suggest that big bang adoption typeis riskier than other adoption types because

there are fewer learning opportunitiesincorporated in the approach, so we wouldrecommend a .


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Purchasing the ERP in the BPR phase itself, helps inproviding a test simulation to the business so thatit sets the expectations right during thepreparation phase itself.

Getting the users involved during BPR phase andalso frequently communicating with them aboutchanges in business processes, will help inreducing the resistance and anxiety as BPR hasbeen equated to downsizing always.