Introduction for BPO and BPM

1.

Introduction for BPO and BPM
April 12, 2013
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Agenda
• What is Business Process Organization?
• Description of roles
• Onboarding program
• Challenges ahead of us
• Next meetings format and schedule
• Acronyms:
– BPO – Business Process Owner
– GBPO – Global Business Process Owner
– BPM – Business Process Manager
– KU – Key User
– CKU – Cluster Key User
– GKO – Global Kernel Owner
– CR – Change request
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3.

CAN
SAP
Why selected
we are here
Tartan@CAN
as a single
today?
common solution
3
Cargill confidential and proprietary information. All rights reserved. For internal use only.

4.

Why we are here today?
• Background:
Almost 2 years passed after Go-live. SAP works but…
Business benefits still not fully achieved (efficiency, functional gaps, etc.)
New requirements are constantly coming (legal, business changes, global initiatives, etc.)
Many BPO and BPM rotated
SAP is a business instrument for process efficiency => not an IT system
What is solution
• Obviously IT cannot continue to lead
business organization alone.
to the
that?
• If no clear leadership and direction, we risks to:
Move away from Cargill standards and best practices
Loose control over master data in operations or with new introductions
Discontinuity in system availability
Be less responsive to business change needs
Grow maintenance costs
Have non-reliable reporting
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5.

Business Process Organization
The purpose of the Business Process Organization is to champion
and facilitate continuous improvement of the business through a
focus on process discipline and cross functional alignment
• Sustainable business improvement is primarily the result of improvement in
process performance
• Leadership and coordination is required to understand how performance is
determined by business processes and how to apply this concept to
performance improvement
• Decisions which determine the effectiveness of business processes require a
clear definition of governance authority
The Business Process Organization provides the structure through
which decisions impacting business processes can be governed.
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6.

Roles in Business Process Organization
• Global Business Process Lead – Dave Cieslak
• Process Improvement Leader – Ram Makaram
• Global Process Owners – CAN Function Leads
• Global Process Managers – people within CAN Functions
• Cluster Process Owners – people within CAN businesses
• Cluster Process Managers – people within CAN businesses
• Cluster/Local Key Users – people within CAN businesses
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7.

Business Process Organization (BPO)
Process Owner
Finance
Cis van
Doninck
Process
Manager
Isabel
Faria
Process
Manager
Pete
Huberty
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Process Owner
SMT
Scott Ainslie
Process Owner
RMS
Andrew Loder
Process Owner
Ops & Supply
Chain
Kurt Coffyn
Process Owner
HR
Melissa Leick
Process
Manager
Jaro
Caban
Process
Manager
Prachi
Desai
Process
Manager
Jolanda
van
Haarlem
Process
Manager
Nico
Joosse
Process
Manager
Saskia
Korink
Process
Manager
Chad
Gauger
Process
Manager
Greg
Good
Process
Manager
Dave
Cook
Process
Manager
Eric
Wibholm
Process
Manager
Eric
Kamp
Process
Manager
Mike
Sutko
Process
Manager
Al
Johnson
Cargill confidential and proprietary information. All rights reserved. For internal use only.
Process Owner
IT
Rogier Jacobs
Process
Manager
Gunar
Braaf
Process
Manager
Benjamin
Abraha
Process
Manager
Jeff
Johnson
Process
Manager
Brad
Hanson
Process
Manager
Jeanne
Christiansen

8.

Business Process Organization (BPO)
Process
Owner
Finance
Marianna
Zhivotova
Process
Owner
SMT
Polina
Strandstrem
Process
Owner
Sales
Elena
Kloosterman
Process
Owner
RMS
Ana Gleason
Process Owner
Process
Owner
Supply Chain
Olga
Sekretareva
Process
Manager
RAS
Galina
Shoniya
Process
Manager
Elena
Klenkina
Process
Manager
Ilya
Zubtsov
Process
Manager
Gennadi
y Yaroh
Process
Manager
Mikhail
Sapunov
Process
Manager
Oleg
Volkov
P2P CKU
Victoria
Emelyan
ova
CKU
Marina
Skrebano
va
Process
Manager
Tatiana
Yakushe
va
P2P CKU
Vacancy
D2S CKU
Victoria
Emelyan
ova
D2S CKU
Victoria
Emelyan
ova
Process
Manager
GAAP
Vacancy
O2C
CKU
Vadim
Didenko
F2M CKU
Artem
Grigoriev
O2C CKU
Yulia
Kobko
F2M CKU
Anna
Mukhame
dyarova
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Manufacturing/ &
Quality
Vladimir Belikov
Sergey Ustinov
O2C CKU
Yulia
Kobko
Cargill confidential and proprietary information. All rights reserved. For internal use only.
Process
Owner
HR
Natalia
Borisova

9.

BPO and IT collaboration process
• Key users is primary contact point for all SAP
Project /
Release
Implemen
tation
questions.
• The key-users specify requirement including the
business case to Cluster Key User.
• Cluster Key User provides assessment,
justification, preliminary approval and
Kernel
recommends to Cluster BPM.
• Cluster BPM determines local necessity and Owner
Group
priority and provides final approval.
solution
• Cluster KU provides approved request to SAP
coordinator
• SAP Coordinator makes dependency
assessment and involves other Cluster KU if
SAP
necessary.
Coordinator
• Global Kernel Owner together with IT Release
Overall change
coordination
mgr plan the realization and implementation
• Key-users get trained for implementation.
• Key-users train other users for implementation
and support the users after implementation.
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Key User
Initial
requirement
Cluster
Key User
Preliminary
approval
Cluster
Business
Process
Mgr
Priority

10.

Roles in Business Process Organization
• Cluster Business Process Owners (CBPO)
Approval and prioritization of programs
Determine KPI’s for process
Support implementation of uniform Business Processes
Accountable for Master Data Management
• Cluster Business Process Managers (CBPM)
Process & Business System Design (functional requirements)
Alignment of business needs
Continuous Improvement
Execution of Changes
• Cluster Key Users (CKU)/Local Key Users (LKU)
1st line Incident and Change support
Testing
Training end-users
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11.

Impact to Common Organization Model
• Estimated time spend
• CBPO
ad-hoc
• CBPM
40-80% dependent of innovation programs
• CKU/LKU
20-40%
• The initial setup will require temporary additional effort, which in steady
state can be reduced again.
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12.

Role: Cluster Business Process Owner
Functional Ownership and Approval of Business Process, Organization and Roles
Approves and prioritizes programs, projects and change requests
Ensures compliance of kernel processes (blue print)
Drives Continuous Business Process Improvements within own stream and cross stream
Determines KPI’s and propose input for management objectives for proper use of process,
organization and role execution
Responsible for consistency and alignment with other CBPO area’s
Accountable for Cluster Master Data Management
Responsible for dividing Business Process Area into functional sub domains headed by Business
Process Managers
Organizes regular meetings with Group and Cluster BPM’s within Domain
Mandates the setup and realization of Business Process support in day to day execution of the
process
Accountable for budget, actual and forecast of Business Process Area
Presents mandates to Cluster MT for confirmation and approval
Accountable for proper communication around Business Process Area
• Member of Cluster MT
• Time spend: ad-hoc <10% steady-state
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13.

Role: Cluster Business Process Manager
Responsible for Sub-Process within Group Business Process Area
Proposes Cluster design of (sub-) Business Process, Organization and Roles
Suggests programs, projects and change requests
Proposes Continuous Business Process Improvements initiatives within sub stream and cross
stream with other CBPM’s
Suggests KPI’s and propose input for management objectives to CBPO’s for proper use of
process, organization and role execution at Clusters
Identify and propose solution for Fit/Gaps in case of roll-out
First escalation level for the cluster key users
Aligns with other sub-streams (BPM’s) for consistency within all Area’s
Responsible for common Master Data Management design and policies
Participates in regular meetings with Group BPM’s to discuss sub-Domain
Supports the setup and realization of Business Process support in day to day execution including
training, change mgt and continuous support
Responsible for managing the budget , actual and forecast of Business Process Area
Prepares mandates to CBPO for presentation and approval at Cluster MT
Responsible for proper communication around Business Sub Process Area
• Time spend: 40 - 80 %
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14.

Role: Cluster Key User
• Contributes to communication process within the cluster and ensures the
kernel is adopted in all business units in the cluster
• Helps local key users to keep the business (process management/staff)
informed/consulted regarding systems design
• Trains the local key users in his/her domain
• Takes ownership for communication in his/her domain
• Supports change requests from local key users (sent to BPO)
• Prepares end-user training, based on the training material prepared by the
Global Kernel Owner
• First escalation level of the local key users
• Time spend: 20 - 40 %
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15.

Role: Local Key User
• Contributes to communication process within the cluster and ensures the kernel is adopted
in all business units in the cluster
• Is responsible to keep the business (process management/staff) informed/consulted
regarding systems design
• Acts as prime contact point for systems related issues (first level of support).
• Is involved in data conversion/interface development/testing
• Ensures validation and takes ownership of local master data, including data preparation
and migration
• Identifies and documents change management issues
• Defines and justifies the requirements for change if needed (raises Change Requests)
• Defines authorization profiles for the local users
• Executes test scripts defined by the global kernel owner, completed by cluster/country
specific tests where needed, including reporting & analysis
• Prepares the end user training, based on the training material from the global team
• Becomes the trainer for the end user training
• Time spend: 20 - 40 %
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16.

17.

Onboarding program
• There will be a training program suggested for all streams:
– Basic SAP navigation training (local)
– Change management training (local)
– Security and segregation of duties training (local)
– SAP business process organization trainings (regional)
– Excel, Kili, EveryAngle training for BI KU (local/regional)
• Comfortable training format?
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18.

Challenges ahead of us
• Already in the list:
– 1C parts review and migration to SAP (part of audit findings).
– Security and segregation of duties (part of audit findings).
– Business Impact Analysis and Business Continuity Planning (part of audit
findings).
– Optimization of processes and procedures – opened CRs.
• The list by stream:
– will be supported by SAP Coordinator
– will be regularly reviewed and followed-up together with BPM/CKU
– status will be monthly reported by SAP Coordinator
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19.

Next steps
• Identify and confirm people for CBPO, CBPM, and CKU roles – Done.
• Identify and confirm proper people for LKU role – Done.
• Officially assign roles as job descriptions via HR – to be agreed with HR.
• CBPO/CBPM kick-off meeting – Apr 12
• Coming meetings:
– Change management awareness training
– Security and segregation of duties awareness training
– Define training plans
• Comfortable meeting formats:
–
–
–
–
–
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Monthly BPO Steering team meetings (part of management meeting?)
Bi-weekly common BPM/CKU meetings
Bi-weekly stream BPM/CKU meetings
Workgroup cross-team meetings
Other ideas?
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20.

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