Transformation enabled by Leveraging a Global Managed Services Model
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Learn how Monsanto Company leveraged a Global SAP Application Support Services Model to deliver high quality services while identifying and implementing process improvements, driving standardization, and enabling future transition. The discussion will highlight benefits of globalizing SAP support across regions and business lines, adopting ITSM processes, and aligning Service Delivery Managers to the vision of digital transformation.
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Transformation enabled by Leveraging a Global Managed Services Model
- 1. 1The information contained in this document is proprietary. Copyright © 2017 Capgemini. All rights reserved. SAP Support Services Transformation SAP Support Services Transformation Erin Williams SAP Services Manager May 2017
- 2. 2The information contained in this document is proprietary. Copyright © 2017 Capgemini. All rights reserved. SAP Support Services Transformation Operational Excellence SAP Support Maturity Model Value DeliveredPrimary Business Goal Transformation Roadmap Agenda Project Description CIO Testimonial
- 3. 3The information contained in this document is proprietary. Copyright © 2017 Capgemini. All rights reserved. SAP Support Services Transformation PROJECT DESCRIPTION Vision of providing best-in-class SAP Support for our business partners. IT Teams across Monsanto globally partnered to deliver a global 24x7 SAP application support strategy. Phased transition approach to reduce business risk. All areas of SAP Application Support have now been transitioned globally.
- 4. 4The information contained in this document is proprietary. Copyright © 2017 Capgemini. All rights reserved. SAP Support Services Transformation SAP Support Maturity Model 1 3 2 2 1 1 0 Testing Automation Incident Management Service Levels CSAT WO Demand Management Change Management Shift Left Approach Jan'16 2 4 5 3 2 3 2 Testing Automation Incident Management Service Levels CSAT WO Demand Management Change Management Shift Left Approach Jan'17 4 5 5 4 4 4 4 Testing Automation Incident Management Service Levels CSAT WO Demand Management Change Management Shift Left Approach Jan'18 L5 – OptimizingL1 – Initial L2 – Managed L3 – Defined L4 – Quantitatively Managed SLA Stabilization Focus Incident handling guidelines Failure Mode Analysis CSAT score review and actions Lean Processes Proactive Monitoring Project to Support Handover process Customer communication improvement Demand prioritization along with P&E Team Transformation roadmap
- 5. 5The information contained in this document is proprietary. Copyright © 2017 Capgemini. All rights reserved. SAP Support Services Transformation PRIMARY BUSINESS GOAL Globally deliver consistent follow-the-sun SAP Support Improved SLA adherence Drive consistency in ITSM principles Build a digital knowledge base
- 6. 6The information contained in this document is proprietary. Copyright © 2017 Capgemini. All rights reserved. SAP Support Services Transformation VALUE DELIVERED SLA & KPI Compliance 100% SLA Compliance. Reduction of P1 & P2 65% Reduction in P1 & P2 incidents in the last 12 months as scope continually increased. Reduction of MTTR 75% reduction of MTTR from 21 days to 6 days since contract signature. SG&A Savings Projected to deliver $7M SG&A savings globally.
- 7. 7The information contained in this document is proprietary. Copyright © 2017 Capgemini. All rights reserved. SAP Support Services Transformation Transformation Roadmap FEB17 ShiftLeft TestAutomation BPF(Busines ProcessFocused) KPIImplementation &Measurement KNOAAnalysis andActions MAR17 APR17 MAY17 JUN17 JUL17 AUG17 SEP17 NOV17 DEC17 JAN18 FEB18 MAR17 APR17 MAY17 JUN17 JUL17 AUG17OCT17 BatchJobFailureRemediation Automation C-SATImprovement 10 KB Articles/Month shift L1 & L0 Scenario Identification Finance & Brazil OTC Order To Cash Communication Strategy Rollout CPS Updates Wave 1 Wave 2 Wave 3 Wave 4 US Delivery GVEG Plant Operations Procurement Planning Global Finance Production Business Process Refresher Sessions Delivery Handoff Improvement ITSM Adoption
- 8. 8The information contained in this document is proprietary. Copyright © 2017 Capgemini. All rights reserved. SAP Support Services Transformation CIO TESTIMONIAL “The willingness and flexibility of the Monsanto and Capgemini SAP Support Services team members enabled the teams to deliver high quality service by leveraging data and trends to solve problems. During the entire SAP Support transformation journey, Capgemini has shown up as a strong partner in responding to our needs swiftly, while proactively bringing clear process and system improvements to the table. We continue to move forward through the stages of our digital transformation and will depend on the SAP Support Managed Service team to share these best practices across other engagements we have at Monsanto.” - James Swanson. CIO Monsanto
- 9. 9The information contained in this document is proprietary. Copyright © 2017 Capgemini. All rights reserved. SAP Support Services Transformation Backup
- 10. 10The information contained in this document is proprietary. Copyright © 2017 Capgemini. All rights reserved. SAP Support Services Transformation Performance Metrics Incident closure rate average maintained 100%. WO closure rate and count moving in the right direction. Incident EOM backlog sustained below 20% at par with industry average Aging incidents reduced > 90% and remaining age less than 60 days and has dependency on 3rd Party Vendors. MTTR and High priority incident trend moving in right direction. Incident Overall Volume Trend Work Order Overall Volume Trend
- 11. The information contained in this presentation is proprietary. © 2017 Capgemini. All rights reserved. Rightshore® is a trademark belonging to Capgemini. www.capgemini.com About Capgemini With more than 190,000 people, Capgemini is present in over 40 countries and celebrates its 50th Anniversary year in 2017. A global leader in consulting, technology and outsourcing services, the Group reported 2016 global revenues of EUR 12.5 billion. Together with its clients, Capgemini creates and delivers business, technology and digital solutions that fit their needs, enabling them to achieve innovation and competitiveness. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experience™, and draws on Rightshore®, its worldwide delivery model.
Notas do Editor
- Little backstory on Monsanto SAP Support. Historically Monsanto had SAP Functional Analysts scattered across the globe managing regional SAP Support ranging from Direct Employees to staff augmentation as well as various vendor agreements. Lack of consistency for tracking issues and enhancements Single point of Tribal Knowledge Inconsistent skill sets globally leading to complex logic and configuration We began this journey 18 months ago as we negotiated and ultimately signed a deal with Capgemini to deliver Global SAP Application Support after a 24 month, successful co-sourcing agreement in our EMEA region. IT Representatives globally partnered to deliver a global follow-the-sun SAP application support strategy As we embarked on the execution of the contract we determined the best approach would be to take a phased approach to balance business risk – Starting by region, excluding some key functions such as US OTC, Finance, HR and Security. This allows us to prove the process would work eventually adding all excluded areas to the scope. I’m happy to say that as of November 2016 we are fully transitioned with all areas of SAP Application Support Globally and are in a steady run state.
- You can see that we’ve come a long way Between 16 and 17 our primary focus was on Stabilization or SLA’s/Processes etc as well as a constant state of transition as we expanded the scope. In the last 6 months we have focused on leveraging Capgemini’s FMA process to identify where we have repeat or similar incidents and how we can drive those down. EMEA idoc example Consistently reviewing CSAT scores for feedback and identifying improvement opportunities. All of this work to stabilize the service to a steady run state has enabled us to look forward focusing on implementing transformational initiatives: Since January we have started utilizing Lean Processes including daily standups with off shore teams utilizing Smartboards real time. We have projects in flight to implement proactive monitoring on key jobs, communication standards focused on continually improving customer satisfaction, as well as shifts for the demand intake process regarding enhancement requests. We have also established an extensive transformation roadmap to be delivered throughout the rest of the life of the contract including Shift Left initiatives, Test Automation, System Analytics etc…
- Since day 1 we have been focused on delivering Global, follow-the-sun SAP Support, Improving our overall SLA compliance, Driving consistency in ITSM principles which in many cases meant implementing a formal process for tracking incidents and enhancement requests, And building a digital knowledge base as we previously had many points of tribal knowledge and undocumented system and business processes.
- Once our transition was complete for a few months the SLA’s were not all green… Through the effort and persistence of the team both Monsanto & Capgemini, I’m proud to say that while we have work to do still and many transformational initiatives in flight we have been green from an SLA standpoint since June 2016 Based on our ITSM practices and FMA we have seen a 65% reduction in P1 and P2 incidents even while we were continuing to increase the scope in which we’re now closing between 400 and 600 incidents per month. We have reduced the MTTR which was once 21 days for global supply chain tickets historically tracked in Remedy to 6 days – a 75% reduction The initiative is also on target to deliver $7M SG&A savings globally.
- A quick look at our transformation roadmap. We are progressing as planned on these items and continue to look for additional opportunities to deliver tangible value back to our business partners. Shift Left – Transitioning KB articles to Service Desk and End users with a target to reduce incident escalation by X% each year. Test Automation – Today we are at 5% automation. Target is to get to 70% within 12 months. This will enable Monsanto to be more agile in our SAP change process with more thorough & frequent compatibility tests. KNOA Initiative – KNOA is an SAP delivered tool that monitors users actions in SAP enabling us to identify business process differences between similar groups as well as system errors occurring which are not reported. Expected results: Drive up # of SL opportunities, Provide user training, Identify system enhancements aimed to reduce business process cycle time. C-SAT Improvement – Communication Improvement strategy aimed to provide consistent end user experience regardless of support resource. Scheduled follow-up times aimed at improving end user visibility to progress. Monsanto SAP Solution Architects will be hosting 1 hour business process refresher series with our SAP MSP’s focused on Batch Job Failure Remediation Automation – Updates to failure/restart instructions. Implementation of ITSM Remedy Processes. Visibility of failures to conduct Problem Management.
- Here you see a quote from our CIO – One of the most important areas to look at when selecting a managed service partner is culture. Of course you have to recognize a cost savings and the solution needs to meet your companies needs but if the cultures don’t match small challenges will quickly become major issues. The key message here from Jim is highlighting that Capgemini shows up as a partner who demonstrates their agility with our changing business needs and continuously focuses on bringing process and systems improvements to the table.