Download eCapability Workshop 08102012

E-Capability Strategy
August 2012
AGENDA
-
Completed Actions to Date/Tasks
Scope Clarification
Review Updated Maturity Model
Capability Prioritization
Spider Web Model
2012-2015-2018 System Flows
CLS Web Strategy
Next Steps Discussion
E-Capability Strategy – Next Steps
Q2 - 2012
Define Business
Architecture
• Innovation: Opportunity
Assessment
 Charter Created
• Identify Gaps / Pain Points
• Finalize RACI
 RACI Created
Q4 2012 onwards
Q3-2012
Refine
Define Future State
Develop detailed
Priorities
roadmap
• Complete application inventory
• Assess benefits, costs, risk,
and identify application
& organizational readiness
overlaps
for each initiative
 Initial Inventory Created
 Desired Capabilities
• Sequence the initiatives into
Collected, Prioritized, &
a roadmap based on the
Ranked for 2013/2014
assessment
• Agreement on priorities from
CLS Leadership
• Lay out baseline Roadmap
current state & future state
• Finalize global team
• JJ SC CLS Review
membership
• Establish go forward
 CLS Wide Business &
leadership structure &
IT Team Established • Define the future state
governance model
processes
and
organization
 Working Team
Established
• For each prioritized
capability(and associated
• Initiate creation of metrics
processes) define the highsupporting design principles
level future state solution
 Vision & Principles
architecture in terms of:
Created
application, data, integration,
 Strategy Timeline
and infrastructure
Created
 Creation of System
 Maturity Model Created
View Roadmaps started
 Multiple Gartner
Briefings Held to
Understand Vendor
Strategies
Execute
• Launch / continue with
initiatives in execution plan
eCapability Charter
Scope
• The scope of this project is customer-facing eCommerce, and
spans all sectors and countries.
• The tactic will cover electronic data interchange (EDI), B2B portals
like Gateway, industry exchanges like GHX, VMI , POU data
capture systems (e.g., GHX Physician Preference Items),
consigned inventory management, mobile solutions for
orders/inventory management/etc., RFID, eIFU, electronic PI's,
CSOS, etc.
• It will include B2C and social media where it is necessary to the
delivery of J&J products to our end customers.
• eCommerce must be aligned with distribution network strategy
and meet channel/geographic/commercial/etc.req's.
4
Bridging Connectivity to Collaboration
C U S TO M E R S ’ P R A C T I C A L C O N S I D E R AT I O N S
What Level of Collaboration Do We Have with Our Customers?
Level 1 - Basic
Order Management
Limited connection
with customers
Level 2 - External/Internal
Information
Electronic connection
with customers
May include some or all
of the following:
May include some or all
of the following:
•
Processing manual
orders via phone or fax
•
Accepting cash
payments
•
Simple product catalog
•
•
•
•
Basic order capability
via portal
•
•
Internal integrations (Shipment
tracking)
Accepting electronic funds
transfers/online order taking
Online portals for self-service
transaction inquiries
Collaborative Planning Forecasting
and Replenishment (CPFR) teams
Vendor Managed Inventory (VMI),
Vendor Managed Replenishment
(VMR) Processing Electronic Data
Interchange (EDI) orders
Level 3 – Growth
Platform
Moderate collaboration
with customers
May include some or all
of the following:
•
•
Up-sell/Cross-sell
Video/Audio on Product
Info.
• Track n Trace
• Dedicated Customer Focus
Level 4 –One with the
Customer
Great collaboration
with customers
May include some or all
of the following:
•
•
In-depth data visibility
Access to customer’s
systems
One product catalog
across multiple division
• Strategic collaborative
initiatives with
customers and business
plans
Teams (CFTs)
•
•
Product training
•
Multilingual
5
Business Capability Gaps/Pain Points
MDD PHARMA CONS
Contract Price File Avail
Y
ASN
Y
Display Images and rich content in Product Catalog
Y
ePayables = automation of cash apps and 820's
Y5
Credit card processing for all E channels
X
Implantable Device Supply Chain (PPI) GHX offering
Y3
Contracting Solutions ELOC and Notifications
X
Order Entry - Portal (Simple Order Entry Platform)
E1
Scalable ePlatform
Y
Scalable EDI replatforming option
Y6
eInvoicing
E
E-IFU
Y2
Mobile solutions for Order Entry inventory and consignment mgmnt
E/Y 4
Shipment tracking via portal (link to carrier for POD)
X
Cross Sell/Upsell
X
Reporting - Purchase analysis, allocation qty and consumption, cut reporting
X/E
Tier/Pallet Recommendations EOQ economic order qtys
X
Return Auth and OS&D w Link to DC Dispute
X
Online Support Live Chat
Y
Consolidation of DTC/B2B to single platform
E&N/A
Cross Sector Businesses (ie McKesson)
X
Super intelligent truckload build - Substitution/Tier Pallet if their product is
not there you recommend a smart substitute based on your COT or past buying
habits
N/A
X5
Y4
Y2
X6
Y2
Y3
Y3
Y1
Y1
N/A
Y2
X7
X8
Y1
X
Y4
N/A
X6
X 10
N/A
X8
X
X
X
X
X
Y2
E
Y1
E
Y6
N/A
Y
X5
Y
X/E 7
Y3
Y4
Y
Y
Y
N/A
Y
Y - Top 10
X - Can use it
E - Existing capability
n/a - not necessary
2013 Priority
2014 priority
E is for Vision Care
6
Capability Roadmap – Web Portal
Now (2012 – 2013)
Orders
Intake
Data &
Analytics
Aug 2012
Later (2014- 2016)
Future (2017-2019)
•
•
•
•
•
Mobile Platforms
DTC integration
CC Payments
X-sector Orders
Save & Subscribe
Strengthen Customer Trust:
make
it easy to do business
• Mobile access using Internet
with J&J and enhance the
• DTC leverage opportunities
customer
experience while
• Real time pricing (Bracket/
ensuring
a
safe and secure
Promotions)
supply chain
• International Affiliate Order
• Strategic Customer Programs
(loyalty programs)
•
Tier/Pallet Order
• Allocation qty &
Recommendations
Consumption reporting
•
Multi-lingual
• Product Availability
•
Integrated Sales reporting
(ATP)
•Product Catalog
• Up Sell & Cross
• Basic order history
• On-line Chat
Sell – New Item
reporting, Purchase
launch
analysis
• CC Acceptance
•
Customers of
• Cut Reporting
(Cons)
Distributor
•CPSIA – Compliance
• Debit Memo
•Shipment tracking linked to carrier
Access
Reporting
posting
• Real-time Status updates
• Linkage to
• Email status notification (push vs. pull)
internal brand
sites
• Ratings/ Reviews
•eInvoice
•ePayable
•Return Authorization linked to
•Link to approved images
•Order Status (Batch) via Phone, Email and
Dispute Mgmt.
and rich content
B2B Portal
• B2B Portal (Gateway/ELMO, POL,
ISA, VisionCare)
• Manual (Phone, Fax, email)
• DTC (3rd party/CC)
• Business on Behalf
• List Price
• International Trade Order
Sales/
Order
Inquiry &
Status
•EDI (810, 820, 812) & eInvoice & ePayable CC
(MD&D)
Invoice/ Payment
•Broadcast messaging
Messaging/Marketing
Capability Roadmap – EDI & GDSN
Now (2012 – 2013)
Orders
Sterling/GHX/wM
•EDI 850/855 –
• 816 – Customer Locations
•867 – Military rollup
•879 - Pricing
Aug 2012
Later (2014- 2016)
Future (2017-2019)
•X-sector Platform ? –
GXS/GHX/Crossgate/SI
Strengthen Customer Trust:
make it easy to do business
with J&J and enhance the
customer experience while
ensuring a safe and secure
supply chain
• Debit Memo posting to B2B
Portal
•
• cLect off of Mainframe
•
Invoice/
Payments
•810 (Invoice)
•820 (bank Payment)
•812 (Credit/Debit memo)
•860 Automatic PO Change
• 861 Reverse ASN (Receipt
Discrepancy)
• Carrier status and ASN linked
to B2B portal
• Carrier (214, 204)
• 870
• 856 (ASN)
Order Status
• Eliminate
redundant Data
Warehousing of
852 & 830 Data
across Functions
•Price Synchronization
•945, 947, 944, 940 – Internal WH Movements
•852, 830 – DC to Customer DC and Customer
Product movement
• VAN/AS2 Communication
•GDSN via One Sync (product
attributes)
• WERCS (manual)
Inventory Movements
Data Transfer
Capability Roadmap – CPFR, VMR, VMI
Now (2012 – 2013)
Planning via Manugistics,
Customer Systems,
Aug 2012
Later (2014- 2016)
•Improve Forecast
technology – SNC?
•Cross Sector Customer
Collaboration
•
VMR/VMI
• POS Data from Customer
CPFR
Future (2017-2019)
Strengthen Customer Trust:
make it easy to do business
with J&J and enhance the
customer experience while
• 830 integration to demand ensuring a safe and secure
supply chain
Planning
• Improve Forecast technology
– SNC?
• Cross Sector Customer
Collaboration
• Eliminate
redundant Data
Warehousing of
852 & 830 Data
across Functions
• Store Level Data from
few customers
•Better tools to analyze POS
data from Customer
Brio, ISIS, BW
•Receipt of 830 & 852 into
APO and ISIS
Data & Analytics
S&OP & Demand Planning
Organization
eCapability Roadmap High-Level Overview
Order Type
ZOR
ZDEL
Manual Converter
Fax
Email
Excel
US = GHX
LA = VAN
Hospital
ERP
852
VMI
CPFR
ENGINE
Business Intel.
EDI
All MD&D Demand
Globally
GHX
Auto Fax
Pharma
3rd Party
(Sterling)
Consumer
3rd Party
(Sterling)
Point of Use
Alternative Devices
Mobile
Cabinet
RFID
Web Portal
Manual
Direct
Orders
3rd Party
J&J Portal
Microsite
Microsite
E-IFU
SAP
Back to
Basics
WMS
TMS
CCI
Xrds
MDM
GS1
APO
SFA
TPM
CRM
QA Document Mgmt. Sys
2012
2018
10
Order/Inventory Transactions
2012
VMI
DePuy Ortho
GHX/EDI
Consumer
Cust EDI Order
Gen Tran
Mainframe
ELMO Order
Web Methods
2018
MD&D
Back to Basics
SAP
PRMS
Consumer
SAP
JDA/VMR
Orders
2012
Alt.
Device
Mobile
Cabinet
RFID
Consumer
EDI On Sterling SI
ELMO on SAP Portal
VMI/CPFR on JDA
B2C Archway
integration w/SAP
2015
Decision Point?
EDI
GXS
LFS
Customer
GHX Member
EDI Outsource/GHX
GHX Portal
GFAX
MD&D
SAP
GHXMobile
EDI
WEB
GFAX
Mobitor
HCS MD&D
Customer
Order
2015
JDE
GHX Model
Consumer
Back to Basics
SAP20182020??
LFS
Back to Basics
SAP
GHX
GFAX
2012
2018
11
12
13
CLS Web Strategy
Proposed Roadmap
• Adopt a strategy to migrate the highest risk functionality
off the current technology platform first
• As functionality is migrate off current platform apply the
most appropriate technology solution to maximize
efficiency and lower future risks
15
Current State
16
Future State
Harmonized
Customer
Experience
17
Best Technology
Solution – allows
flexibility
Short Term Proposal
18
Johnson & Johnson Health Care Systems inc. Confidential & Proprietary Information
Subject to ongoing Legal and Regulatory review. For Internal Use Only. Not for Distribution.
Build this first
3 Sector Core Capability
Addresses highest risk
functionality
Next Steps:
1. Is our scope clarified?
2. Are our capabilities prioritized?
3. Group the larger list of capabilities (some are technology focused) on slide 6 into larger
groups
4. Continue to work on, and enhance, the Capability roadmaps
5. According to our milestones, we need to define the future state processes and
organizations for these capabilities. How can we best achieve this?
6. Will these capabilities now address our current pain points, gaps, and customer
experiences?