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7-Eleven Stores Pty Ltd SAP Forum Retail & CPG Dennis Lewis CIO April 2009
7-Eleven Stores Pty Ltd
SAP Forum Retail & CPG
Dennis Lewis
CIO
April 2009
7-Eleven Stores Pty Ltd • Privately owned Australian company • 7-Eleven brand under license from
7-Eleven Stores Pty Ltd
• Privately owned Australian company
• 7-Eleven brand under license from 7-Eleven
International
• Revenues in excess of AUS$1.3b
• Approximately 380 stores on the Australian
eastern seaboard
• Approximately half of the stores sell fuel
• Compliant franchise model
• In operation in Australia for 31 years
• Approx 225 corporate employees
• Approx 3,500 franchise store staff
7-Eleven IT Landscape ERP Integration Business Intelligence Portal Point of Sale eService Integration Payroll
7-Eleven IT Landscape
ERP
Integration
Business Intelligence
Portal
Point of Sale
eService Integration
Payroll
Store network
SAP ECC6
SAP PI
SAP BI7
SAP POSDM
SAP BIA
SAP Portal 7
Radiant Systems
Touch Systems
Micropay
Broadband - ADSL

Technical System Landscape

Technical System Landscape SAP NetWeaver Portal 7.0 SAP NetWeaver BI 7.0 POS DM PIPE Flat Files

SAP NetWeaver Portal 7.0

Technical System Landscape SAP NetWeaver Portal 7.0 SAP NetWeaver BI 7.0 POS DM PIPE Flat Files

SAP NetWeaver BI 7.0

POS DM

SAP NetWeaver BI 7.0 POS DM PIPE
SAP NetWeaver BI 7.0 POS DM PIPE

PIPE

Flat Files

BI Reporting

SAP NetWeaver BI 7.0 POS DM PIPE Flat Files BI Reporting BIA Transaction Data SAP NetWeaver
SAP NetWeaver BI 7.0 POS DM PIPE Flat Files BI Reporting BIA Transaction Data SAP NetWeaver

BIA

Transaction Data

SAP NetWeaver Portal 7.0

BI Reporting BIA Transaction Data SAP NetWeaver Portal 7.0 SAP ERP Central Component 6.0 Master Data

SAP ERP Central Component 6.0

Data SAP NetWeaver Portal 7.0 SAP ERP Central Component 6.0 Master Data Converter SAP NetWeaver PI
Data SAP NetWeaver Portal 7.0 SAP ERP Central Component 6.0 Master Data Converter SAP NetWeaver PI
Data SAP NetWeaver Portal 7.0 SAP ERP Central Component 6.0 Master Data Converter SAP NetWeaver PI

Master Data

Portal 7.0 SAP ERP Central Component 6.0 Master Data Converter SAP NetWeaver PI 7.0 IX Retail

Converter

SAP NetWeaver PI 7.0

IX Retail Content

Component 6.0 Master Data Converter SAP NetWeaver PI 7.0 IX Retail Content File Adapter POS Data

File Adapter

POS Data

POS System (Radiant)

7-Eleven’s Current IT Status and Strategy

• 7-Eleven selected SAP as its core system in 1998 and went live with release 4.0 in 1999. The system was upgraded in 2003 and extended during 2004 to support the changes in the supply chain processes when 7-Eleven changed from mainly Direct-Store-Deliveries (DSD) to cross-docking using Metcash as the main distributor. A store portal was rolled out in parallel to provide stores with ordering and inventory management functionality. Retail Interchange, the original middleware solution, was replaced with SAP PI in 2007. In 2008 SAP was upgraded to Ecc6 and BI was implemented.

• Radiant is 7-Eleven’s POS system for all stores, it was implemented and rolled out during the 2d and 3rth quarter of 2004

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 SAP Technical Upgrade
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
SAP
Technical Upgrade
to SAP 4.6 C
Store Portal
4.0
PI
Supply Chain
ECC6
Radiant Roll-out
Enhancements
BI

SAP is the core system for 7-Eleven, and leveraging the investments made so far is one of the guiding principles for 7-Eleven’s IT. Other solutions are considered where SAP does not provide sufficient functionality or where it cannot be used in a cost-effective way. 7-Eleven has also chosen a ‘vanilla’ approach for any system implementation, i.e. implementing standard functionality wherever possible and minimising systems modifications.

Another guiding principle is to stay on supported versions of the software products.

•

IT Roadmap: Approach

Project Determine Requirements Analyse Impact and Agree Priority Develop Develop Planning Roadmap Business Case
Project
Determine
Requirements
Analyse Impact
and Agree
Priority
Develop
Develop
Planning
Roadmap
Business Case

Idea Development

Solution Definition

Define Define Project Project Targets
Define Define Project Project
Targets
Define Define Process Process Requirements Requirements Define Define IT IT Requirements Requirements
Define Define Process Process
Requirements Requirements
Define Define IT IT
Requirements Requirements
Define Define Process Process Requirements Requirements Define Define IT IT Requirements Requirements Key Deliverables

Key Deliverables

Prioritisation

During the Steering Committee meeting on the 14 th of August 2007, the findings were presented and discusses for prioritisation.

The following requirements were rated High:

Grouped Requirement

Priority

G013

Efficient, Integrated Enterprise-wide Reporting

High

G001

End-to-End Category Management

High

G002

Effective Price Management

High

G005

Integrated Space Management

High

G003

End-to-End Promotions Management

High

G028

Improve Franchisee Communication

High

G023

Collaborative, Flexible Forecasting

High

Roadmap: Summary

2007/2008 2008/2009 2009/2010 Phase 1: Upgrade to SAP ECC 6 Phase 2: Implementation of BI
2007/2008
2008/2009
2009/2010
Phase 1: Upgrade to SAP ECC 6
Phase 2: Implementation of BI
and POS DM
Phase 3: Portal Upgrade and
Roll-out
Phase 4: Extended
functionality

The decision to upgrade first and then to implement BI and POS DM was driven by the arguments listed above but also by 7-Eleven’s desire to guarantee IT readiness for the significant growth strategy it has chosen. This equally determines the scope for the functional upgrade to ECC6. In order to reduce the risk of the upgrade and to meet the requirement G013 to provide ‘Efficient, Integrated Enterprise-wide Reporting’ as quickly as possible only requirements with a high cost/benefit analyses and relatively low risk profile have been included into the scope.

A fourth phase has been designed in order to address the requirements with a higher risk profile such as the

switch to the new GL functionality.

It is also important to note that the phases of the IT roadmap have significant process and change

implications. The benefits can only be achieved if the identified process changes will be implemented together with the IT changes. Each of the requirements have been analysed with regards to their process and IT implications, for further detail please refer to Appendix 1.

BI System Business Case Prioritised benefits were classified into three categories: • Hard, annualised cost
BI System Business Case
Prioritised benefits were classified into three
categories:
• Hard, annualised cost savings which are
quantifiable and directly attributable to
process/systems changes; typically including
reduced staff costs and improvements in the use
of working capital.
• Benefits that are quantifiable, but are more
subjective in their association with
process/systems changes, typically including
revenue and margin improvements.
• Benefits that are hard to quantify, but
recognised as valuable or strategic to the
organisation or are seen as a risk mitigation
benefit.
Income/savings Original SAP fit Proposed Phase Benefit estimate benefit first (workshops) realised Type B:
Income/savings
Original
SAP fit
Proposed
Phase
Benefit
estimate
benefit
first
(workshops)
realised
Type B: Revenue increases
Increase sales and profit through enhanced category
management and better reporting
Increase sales and profit through effective price management
More effective basket building promotions, increased customer
transactions, increase revenue from suppliers through end to
end promotions management
Increase sales and profit through more better and customer
focussed layouts and better execution
Type A: Cost savings OPEX
Cost reduction due to efficient, integrated enterprise-wide
reporting
Cost reduction due to reduced shrinkage/improved loss
prevention
Reduced supply chain cost due to improved order management
Reduced data management cost, reduced marketing dept cost
due to effective price management
Reduced out of stocks due to capacity planning
Deliverables • Article Sales Analysis • Supply Chain Scorecard • Sales Basket Analysis • POS
Deliverables
• Article Sales Analysis
• Supply Chain Scorecard
• Sales Basket Analysis
• POS Statistics
• Sales Price Analysis
• Store Matrix
• Promotional Analysis
• Audit Variation Analysis
• Store and Category
Analysis
• "Store Surveys"
• Article Sales, Purchase
and Stock Analysis
• Article Movements
Analysis
• General Ledger Analysis
• Vendor Scorecard
• Orders and Purchases
Analysis
• Accounts Payable
Analysis
• Cash Flow Analysis
• Stock Availability
Analysis
• Balanced Scorecard
• Forecast Analysis

Project Stakeholders

7-Eleven BI Project Organisation

Business Stakeholders - Bernie Hallam - Tracy Hammon - Michael Cullen - Johni Hii -
Business Stakeholders
- Bernie Hallam
- Tracy Hammon
- Michael Cullen
- Johni Hii
- Andrew Banard
- Jacqui Cain
- Sue Owen
- Natalie Dalbo
- John Pettit
- Linda Chia
- Gary Tocknell
- Greg Neave
- Chris Centra

Project Sponsor

David Ginsberg (COO)

Neave - Chris Centra Project Sponsor David Ginsberg (COO) Project Management Tam Mc Quinlan Charmaine Steward

Project Management

Tam Mc Quinlan Charmaine Steward (SAP)

Steering Committee

- David Ginsberg (COO)

- Dennis Lewis (CIO)

- Andrew Manning (CFO)

- Julie Laycock (Marketing)

- Jim den Ouden (S-Chain)

- Tam Mc Quinlan (PM)

- Brian Molloy (PM, SAP)

- Mona Da Gama (SAP)

- Mark Giles (SAP)

- Michaela Wagner (PWC)

Gama (SAP) - Mark Giles (SAP) - Michaela Wagner (PWC) Training & Change Management - Cathy
Gama (SAP) - Mark Giles (SAP) - Michaela Wagner (PWC) Training & Change Management - Cathy

Training & Change Management

- Cathy Brancatisano

- Kasey Edwards (SAP)

- 7-Eleven Trainer (TBD) - Training Analyst (SAP)

BI Functional

- Evan Michailidis (BA Team Lead)

- Cathy Brancatisano (BA)

- Adam Mills (SAP Solution Specialist)

- Ramon Wong (BI Solution Specialist)

- Bella De Freitas (BI Team Lead, SAP)

- Elangovan Subbiah (BI, SAP)

- Thomas Schleiter (PosDM, SAP)

- Rahul Pradhan – (PosDM, SAP)

- Bjorn Goller – (Solution Architect, SAP)

BI Technical/Development

- Chitra Ashok (ABAP, XI Lead)

- Archana Baxi (ABAP, XI)

- Nilusha Perera (ABAP, XI)

- Alex Tambellini (Basis/Author Lead)

- Wi Tanto (Basis/Authorisations)

- Joe Zooeff (Infrastructure)

- Rahul Pradhan (PIPE, SAP)

- Thomas Schleiter (PIPE/Basis, SAP)

© SAP 2007 / Page 1

- Joe Zooeff (Infrastructure) - Rahul Pradhan (PIPE, SAP) - Thomas Schleiter (PIPE/Basis, SAP) © SAP
BI System Overview The current 7-Eleven BI system landscape consists of: 20 MultiProviders 19 InfoCubes
BI System Overview
The current 7-Eleven BI system landscape
consists of:
20 MultiProviders
19 InfoCubes
8 Data Store Objects
26 Queries
106 Users
Number of transaction records: 528.2 million
Number of Database tables: 21211
Total size of Database: 730.31 GB
Data Retention Strategy Transaction data for the following cubes are retained for 15 months: Article
Data Retention Strategy
Transaction data for the following cubes are retained for 15
months:
Article Movements
Customer (Billing)
Merchandise Procurement
Data older than 15 months is moved to a corresponding
Month level detail cube for each of the cubes above
The Month level cubes will hold data between 15 – 36
months old
Data older than 36 months is deleted from the system
permanently
This strategy allows for better management of data volumes
and yet provide an avenue for historical data up to 3 years
prior to be available for analysis at Month level detail
POS Data Volume Management Currently, the average number of POS transaction data loaded into BI
POS Data Volume Management
Currently, the average number of POS transaction data loaded
into BI is approximately 32 - 33 million records per month (~ 1.1
million per day)
To manage this kind of data volume and maintain an optimum
level of performance for reporting (i.e. to avoid reading from
huge database tables), the POS Receipts data is logically
partitioned into Quarterly POS Receipts cubes (i.e. POS Receipts
Q4 2008, POS Receipts Q1 2009)
Each POS Receipts Quarter cube holds close to 100 million records
A POS Receipts Last 3 Months cube has been implemented to
always store the most current 3 months worth of data. This cube
is the most commonly used POS cube for performing Sales Basket
analysis and is accelerated with the BIA.
Data Loading Timings The following are the runtimes for the data loads that have been
Data Loading Timings
The following are the runtimes for the data loads that have been
scheduled to run daily to extract data from ECC6 to BI:
Master Data: ~ 1 hour
Transaction Data:
Area
Runtime
Article Movements and Stock
~ 12 minutes
Customer (Billing)
~ 5 minutes
Merchandise Procurement
~ 18 minutes
Profit Center Accounting
~ 6 minutes
POS (including POS Receipts Last 3 Month cube,
POS Receipts Quarter cubes, POS Receipts
Cancellation cubes)
~ 1 hour 30 minutes
Prior to loading the POS data to cubes, data is
actually extracted from POS DM 7 times
throughout the day to the Persistent Storage Area
in BI. Each extraction takes ~ 2 minutes
~ 14 minutes
Total
~ 2 hours 25 minutes
Total Daily load time: ~ 3 hours 25 minutes
BI Accelerator Performance BI Accelerator indexes are created on 12 InfoCubes containing a total of
BI Accelerator Performance
BI Accelerator indexes are created on 12 InfoCubes containing a total of
352.8 million records – the indexes take up 10.66 GB in memory and 13.75
GB on disk
The runtimes for retrieving the data out of the BI InfoCube source tables
during execution of the 10 most used 7-Eleven queries are:
Query
Without BIA
With BIA
Improvement
Sales Basket Transaction Analysis Last 3 Month
62.7
sec
0.6
sec
~ 105x faster
Article Sales Analysis
96.3
sec
2.8
sec
~ 34x faster
Article Sales Analysis - Month
158.2
sec
8.2
sec
~ 19x faster
Article Movements Analysis
48.1
sec
0.7
sec
~ 69x faster
Orders and Purchases Analysis
47.1
sec
0.4
sec
~ 118x faster
Store and Category Analysis - Day
33.9
sec
2.4
sec
~ 14x faster
Store and Category Analysis - Month
322.3
sec
31.5
sec
~ 10x faster
Store Franchisee Matrix
157.3
sec
2.4
sec
~ 66x faster
Purchases, Sales and Stock Analysis
96.0
sec
1.49
sec
~ 64x faster
Product Movements Analysis (PMA) Report
72.8
sec
1.3
sec
~ 56x faster
On average, there is a reduction of 96.7% in data retrieval runtime
Note: All the queries were run with default selection values
Benefits Realisation • Pre-defined Benefits • Business owner • KPIs • Target value • Business
Benefits Realisation
• Pre-defined Benefits
• Business owner
• KPIs
• Target value
• Business changes
• Enablers
• Unplanned Benefits
• Monthly capture by business area
• What is the new capability
• Business value
Analysing 7-Eleven at High Speed - Short focused project • Leverage investment in SAP technology
Analysing 7-Eleven at High Speed -
Short focused project
• Leverage investment in SAP technology
• Minimise integration issues
• Utilise Business Content as much as
possible
• Leverage SAP Consulting skills & experience
• International team
• Deliver business benefits quickly:
• Initial delivery in 5 months
Analysing 7-Eleven at High Speed – Business Benefits • Provide reporting we could not do
Analysing 7-Eleven at High Speed –
Business Benefits
• Provide reporting we could not do before:
• Promotions, out of stocks, affinity analysis
• Merge our data and market data
• Provide useful information at speed
• Up to date at start of each day
• Put analytical capability in the hands of the
end users
• Power users in each business area
• Embraced business wide
• ROI of less than 2 years
• Just the beginning of our BI journey
7-Eleven IT Focus 2009 - SAP • Store Portal Functionality Upgrade • Use our BI
7-Eleven IT Focus 2009 - SAP
• Store Portal Functionality Upgrade
• Use our BI capability to drive store retail
performance:
• Business focussed store level reporting
• Online communication – All Retail Activity
• Store KPIs & performance reporting
• Store cluster benchmarking
• Store layouts
• Local range tailoring
• Fresh food in-stock position

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