Process Excellence Through BPM - AFSUG Excellence Through BPM Real world BPM experiences from SAP customer environments ! Balakrishnan B – Incture Technologies, Singapore

Process Excellence Through BPM Real world BPM experiences from SAP customer environments !

Balakrishnan B – Incture Technologies, Singapore

1

Key pillars of Process Orchestration

2

Process

Orchestration

Human

Interaction

Management

Business

Rules

Automation

Process

Monitoring

and Analytics

Services

Provisioning

and

Integration

Process

Modeling and

Orchestration

About the customer

3

Asia’s third largest and India’s largest paint company.

Founded: 1942

Employee strength: • Over 4300 employees (> 100 SAP users)

Coverage: • Operates in 17 countries across the world

• Products: Decorative paints, Industrial coatings, automotive coatings,

ancillaries

• Has approximately 40,000 dealers in India

Order taking and query handling

4

Challenges with this model

• Trained personnel had to remember

• SKU codes

• Pack sizes

• Double capture of information

• Issues caught only when information reached ECC

• Delayed response to customer queries

• How to measure SSC’s performance?

5

Cave Painting Clay cuneiform script Parchment writing Paper Printing Screen

Though essence (information) remains the same, but

Mediums have changed !

6

Need for change !

SAP NW PO

7

Next generation Interaction Model

SAP ECC

SAP CRM

Orders

Interactions

SAP BW

On screen events to measure KPIs

Next generation Interaction Model

8

• Eliminated paper based order taking mechanism

• Used by call agents for order processing and query

handling with

•Orders per day > 100,000

• Number of SKUs in one order ~ 500

•Queries per day > 10,000

•Depots benefitted – 100 (All)

• Dynamic SKU identification based on Product and

Shade codes

• < 3 seconds, including order posting in SAP ERP

• Tighter integration with CTI to provide the sales

personnel with dealer information even before the dealer

interaction starts

• Rules based order restrictions

• Order history cache to provide data for analytics.

Integration with SAP CRM, Telephony integration with

Predictive Outbound Dialing

System highlights

9

Performance Card

• The feedback that has come from the dealers is

overwhelming. The quality of interaction has improved as

the conversations are now more meaningful and relevant.

• The order taking process has seen a improvement in

terms of efficiency and effectiveness

• The new query handling process has been able to bring

down the time taken to resolve queries

10

It's easy to get out

of tune that way

and it's better to

split up

responsibilities in

manageable

pieces.!

Master data management challenges

11

SAP ECC

System 2

System 3

System 4

System 5

MDM PLM System Material

Customer & Vendor

Target Systems

Challenges

• Unfriendly UI

• Authorization Matrix in MDM

• Workflow routing logic

• Business Process Management

• Tracking Master data

• SLA Reporting ??

• Bulk updates by end users

• > 1 workflow on same record ??

• LDAP user synchronization

problems

• On screen validations ??

• Workflow archival

• Performance hit

System 6

Key pillars of BPM

12

Process

Orchestration

Human

Interaction

Management

Business

Rules

Automation

Process

Monitoring

and Analytics

Services

Provisioning

and

Integration

Process

Modeling and

Orchestration

13

SAP MDM

System 1

End users Approver 1 Help desk /

SSC Approver 2

SAP NW BPM +

BRMS

System 2 System N

Master data creation

Master Data Propagation

Segregation of Concerns

• Business Rules

• SLA monitoring

• Process analytics

• User friendly GUI

• Integrated UME

SAP NW PI

14

BPM Orchestrated Process

• Improved Process Visibility

• Better People Integration

• Process Exceptions Handling

• Enhanced User Experience

• Increased Operational Efficiency and SLA’s

• Improved Auditing

• Improved Process Quality

• Reliable data distribution

Thanks for joining !

Questions ?