The scope of a migration project is “Having the right data in the right measured by how many legacy sysformat is as critical as having the tems you need to tap into,” Samuel right system in place, and this was says. “The more sources you have to one of the most effective imple-pull data from the more complex it becomes, and we had more than 20 leg mentations I’ve been a part of.
Eton set a goal to achieve consolidated data in a single integrated system that could facilitate accurate financial reporting and enable the company to make better business decisions. With this goal, the company introduced “ONE SAP: One New Eton,”
Associates. Kerry Group saw similarities between their process and the methodology and solutions proposed by BackOffice; however, the BackOffice approach was more sophisticated and allowed them to automate many of the pain points they had been experiencing. Once BackOffice began supporting Kerry Group’s initiatives, solutions were built around the loading, validation, and reconciliation processes. “BackOffice was able to deliver an automated process to push out to our users,” said Ben Hallinan, Director of Development, Global ICT Application Competence Centre. “Rather than emailing files, they were able to load [them] directly onto a portal and it automatically checked the structure of the file and made sure it was consistent so there were no issues when we went to validate the file later on. The bottleneck from the data conversion team was removed, and they had the ability to focus on real, value-added activities.” He added, “When we went from 20 super users to 200, it made a huge difference.”
“The offshore model has allowed us to control the size of our team”, says David. Strategically, the labor arbitrage and flexibility realized through the organizational maturity has paid off and will continue to be a key component of DDS. The MDM team is in regular contact with DDS. Business processes are defined for all business data conversions, requirements and mapping, and then in collaboration with DDS those are verified and transferred to the data migration team structure.
Master Data Management to over 60 countries, some standards had to be resolved on a global basis. Some of these decisions, however, had wide-ranging impacts such as with multinational banking data, and a separate team in India has been created to assist with global data cleanup.
Following PSE’s migration criteria, the automated solutions from BackOffice, coupled with SAP Data Services, significantly lessened the manual effort by scrubbing out anomalies and old data. BackOffice also helped with the transition to the new CIS platform because its consultants knew how legacy data would function in the SAP environment. “This ability to know what the legacy data would look like in the new environment helped us make decisions on the front end and avoid having to go back and manually clean up after the migration,” Jackson says. “This was eye-opening for all of us on the project and helped us get a handle on how large our problem was.” (For more information about BackOffice’s role in the project, refer to the sidebar at the end of the article.)
“With BackOffice on our side, our goal to reduce the SMEs’ manual process in data preparation has been achieved. Swift requirement changes were addressed and implemented. Easy field by field reconciliation was made possible. Just like the way we needed.” Stanley noted.
All areas of the business are benefitting from operating off a global data design with standardized processes, which allows for consistent and accurate master data to support operational processes, benchmarking, and management information. For instance, in the sales area, salespeople now have faster access to and more control over creation of customer master data to increase sales opportunities. Employees in procurement have a single view of material master records and vendor master records, enabling the business to source materials more efficiently. Those working in plant maintenance can deduplicate materials and vendor data, which results in stock reductions and leveraging procurement opportunities, such as identifying the lowest purchase prices across plants and countries. For example, after a rollout in Latin America, the net savings due to these benefits is estimated at $15 million in working capital.
To help them achieve their goals within a tight timeframe, as well as to guarantee an upgrade without business interruption, ALI contracted ERP data specialists BackOffice Associates to manage the data track of the project. BackOffice Associates specialises in large, complex data migration and governance projects and has developed a proven methodology, ‘Load Early, Load Often®’, to facilitate the process. This methodology enables BackOffice Associates to deliver outstanding results on virtually every project. As a result of BackOffice Associates’ engagement, ALI was able to complete the project successfully.
In 2007, EFCO Corporation decided that they needed to seek a solution that would help them access data quickly yet relieve the overhead from directly communicating with their production systems. Much of the reporting required direct access to these manufacturing systems, and this affected the processing power of the systems. Adding overhead to the production “We evaluated virtually every systems meant that manufacturing other data replication product processes slowed down, and hence on the market and DBMoto™
In daily activities, Quadrate is used to setup and maintain prices, discounts and promotions as well as create and maintain material master data. The users have seen the many different applications of Quadrate and are spreading the cost and time savings into other departments by creating new Quadrate templates to eliminate their current manual processes. Ovidio Cavallari is responsible for Movado’s MDM globally. He stated “The most critical part of the MDM activities is related to the price master data.” With Quadrate, uploading 100,000s of records for retail prices, discounts and promotions into SAP could be done without programming. Doing these activities manually would have caused a considerable bottleneck due to volume and the necessity to do the changes quickly.
“We have used other toolsets in some of our processes, but you need to be very technical to work with them effectively. We’re responsible for getting our data into SAP but we’re not technical people. We needed an easy way of uploading data. We were also starting to get backlogs of work because the processes we were using were too manually intensive and slow” says Sue Brooks from Unipart.
n its evolution, into a global insurer, Zurich developed or acquired a large number of ERP systems. While these tools were designed to meet local regulatory or financial reporting requirements, they often used differing data standards. Through migration with a bespoke tool set, this made it difficult to identify conflicting business rules or create effective and reusable reconciliation reports, making reuse between country deployments or for data cleansing impossible. To remedy this Zurich decided to implement an integrated data migration tool set that could better identify, harmonise and remediate these differences, and govern data quality in the target solution.
Read this article to learn how BackOffice performed a deep-dive analysis using its ASAP+™ approach and made many key discoveries throughout the assessment regarding data availability and quality. By conducting this analysis early in the project, American Water was able to leverage fact-based reports on its existing systems, the data within them, and the standards applied to them to determine accurate work effort for staffing and planning. Additionally, this information allowed the business to expedite the new process and system requirements, enabling it to load its master data six weeks into the blueprint phase and test it in the new environment.
Banco BICSA began a search to identify and implement software that could reduce time and effort in their data integration requirements. Key criteria included the ability to provide synchronization between various heterogeneous databases including IBM DB2 and Microsoft SQL Server, an easy-to-understand product for training and usability, and the flexibility to make changes in datasets, tables and applications if necessary.
The ability for SAP to react quickly to changes in the business was impaired by the complexities and time needed to change SAP data. There was also a real financial loss in terms of time and resource expenditure required to get the job done.
Phase 2 streamlines the processing of local supply chain master data. The business shares in ownership enabling data stewards to focus more on the process. Local plants choose which standard business roles to involve in the workflow which automates the collaboration necessary to maintain master data effectively. With no more spreadsheets or double-data entry, the new worklfow-process results in a minimum efficiency gain of 25% at the local data steward level. “We may be able to improve on those numbers as phase 2 rolls out through summer 2010”, says Long.
“Our price cost management initiative was one of several targeted for greater automation and enhanced workflow productivity. We were confident that this functionality could be harvested from the SAP platform – we just didn’t know how to leverage it easily. We chose to develop the Price Cost Management II solution with the BackOffice solution because of BackOffice’s certified integration with SAP solutions and because it enabled us to rapidly develop web-application functionality using our existing skill sets. And because we didn’t require highly specialized employees to develop the application, the employees actually using the final solution were the ones involved in development – this meant we didn’t have to worry about any business needs getting lost in translation between business and technical employees. The results have been a remarkable set of composite applications that will serve and enhance Graybar’s use of SAP solutions for years to come,” continues Joyce.
For any given business scenario, data needs to be collected from at least ten different people, varying by plant, business unit and geographical region. This Global Gas & Chemicals Company was looking for a way to improve their master data quality by coordinating the efforts of the different people required for any given scenario. The Company wanted an application that would inform the business users of the scenario and the specific data needed to complete the process. In addition, the application should only ask the “right” questions in regards to each scenario and validate that all required data has been entered or already exist in the system. In addition, the application should help strengthen the relationship between R/3 and APO. As an example, the Company may introduce a new product to the system, but not all the pieces are in place to really manufacture/purchase/sell it. The Company was looking for a solution to maintain their data quality and insure that all data entries were synchronized.
These included general ledger postings that entailed the uploading of large journals (400 plus lines) and making changes to HR master data (changing annual holiday entitlement, cost centres, activity types etc.). Other lengthy tasks included changing the asset master data task (changing the depreciation life of a certain asset class from 2-3 years) and creating material master records.
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