Post on 28-Mar-2018
transcript
Objectives
• Increaseoperationalefficienciesandshortentimetomarket
• Improvedeliverycapabilities,businessagilityandcustomerservice
• Ensurecompliance,audittrailandtraceability
• Automate ad hoc and manual processes implemented with e-mails,spreadsheetsandSharePoint
• Standardizeprocessesandencouragere-use
• Improverelationshipswithfactoriesandsuppliers
Head of Supply Chain Customer Service Desk
“We would not have been able to transform this department without the capability of direct structured
communication between markets and factories through our Bizagi based solution. This type of integration between so many supply chain partners has never been done before“
Achievements
• 23workflow projects in 2 years: 7 solutions live, 5 in development, 6plannedandafurther5atthediscussionstage
• 7 live projects automate25processes, usedactively by3,000 internaluserssupportingover346,000casescreatedinayear
• Supply Chain Management that connects 500 adidas sales operationswith over400 factories, to streamline themanagementof over5,000purchaseorderchangespermonth,resultedinaheadcountreductionof60%
• TradeVendorOnBoardingtimereducedby50%
• SportMarketingContractApprovaltakesjust2daysfromthefirstcontact,severalordersofmagnitudeimprovement
All accomplished in 1/4 of the traditional development and delivery time
BPM SelectionadidasbeganitssearchforaBPMsolutionin2010afterrecognizingtheneedtoautomatethemanualworkflowssupportingdailyoperations innumerouspartsoftheglobalbusiness.
Board Member and Head of GOPS
“Bizagi really brought simplicity to the process and improved efficiency; a good example of technology that
has moved forward fast”
Case Study:adidas selects Bizagi for its flexibility and ease of use
Customer snapshot
Customer adidasGroup
IndustrySportsfootwear&apparelmanufacturing
LocationGlobalwithGermanHQ
adidas selected Bizagi to
deliver process automation
across various departments
including supply chain,
marketing, finance, retail and
eCommerce, demonstrating
Bizagi BPM’s flexibility
and suitability to address
multi-functional needs of
global organizations.
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The selection process that included a proof of conceptevaluated nine vendors and shortlisted three. Bizagisolution was selected as it met the key requirementsthat included: BPMN support, SharePoint integration,agile development and ease of use at a competitiveprice. In addition, the adidas team found Bizagi’s entityvirtualization and strong data modeling capabilities ofspecialinterest.
TheteamwasalsoimpressedwithhowsimpletheBizagiprocess was – so impressed that they re-ordered theirpriorities.Initially,theSharePointintegrationwasthekeydriverandtheBPMNnotationsupportwasanice-to-have.The way Bizagi developed the proof of concept gaveadidas an insight into how powerful BPMN could be,so BPMN support gained higher importance than theSharePointintegration.
The BPM SolutionOveratwoyearperiod,7processeshavebeenautomated,5are indevelopment,6areplannedanda further5areatthediscussionstage.TheBizagisystemhasprovenitsability to address varying and cross-functional businessneeds,reusingbothtechnologyandprocessfunctionalityacrosstheorganization.
Strategic FoundationIn2011, theWorkflow Solutions Teamwas formed toencouragequalityimprovementsintermsofbestpracticesharing, stronger IT/business collaboration and re-use.Bizagi’ssystemhasbecometheunderlyingmodel-drivendevelopmentplatformandselectedasthe core process orchestration technology across all heterogeneous systems.
adidas’ dual-portal architecture (Bizagi and SharePoint)allows for easy and straightforward integration of bothsolutions;theelicitingofrequirementsalongtheexplicitmodelingofbusinessprocessesinvolvingbusinessandIT,facilitatedbytheeaseofuseofthemodelingenvironment,allcontributedlargelytoachievingfastresults.
Best Practice
• Select the tool that meets your specificneedsratherthanprovidingtoomany‘bellsandwhistles’.
• Introducing BPM to the business requireseducationtocreatethemindshare,soenlistsupport.Bepreparedtohandleobjections.
• GetCIOonyourside. ITmaybeconcernedabout it replacing ERP and other coreapplications. Clearly explain why and howthe technologywill beused,namely tofillin the gaps and to address the leftoverprocesses. Sooner or later you’ll end upworkingwiththemainones.
• Start with small projects alleviating theoften invisibleoperationalburdenofmanypeople so others can see the results andquicklygraspthepowerofBPM.
• Encouragestakeholderstobeginmodelingfromwithinthetoolearly,ratherthanusingalternatives. The requirement discussionsshould happen around a processmodel—akindofagilemethodology.
• Addressseveralsmall-mediumsizeprojectsin parallel to be delivered in short timecycles, bringing higher and faster successvisibility.
• Avoid too much complexity at the earlystages and too long implementationcycles (more than 6 months) as this maydiscourageskeptics.
• Don’t do projects in isolation; share andre-use, ifpossiblebyestablishingacentralteam to provide BPM cross-functionalservicewithintheorganization.
Manager of Finance Consumer Direct
“I am very satisfied with Bizagi. The tool is fast and gives us opportunity to integrate with other systems within our company, creating an efficient business network
plus reducing workload for regions”