Seneca Foods held a webinar on business transformation. They provided an overview of their company and IT strategy, which aims to better align IT with business objectives. Their transformation approach involves documenting current processes, identifying improvement opportunities, and establishing a process framework. They demonstrated this by detailing the deductions process. Their goals are to support growth, optimize processes, and maximize their SAP investment through a phased approach of baseline design, repository building, and process harmonization enabled by training and adoption activities.

1. Business Transformation Webinar March 10, 2011

2. Agenda Seneca Foods Overview Seneca Foods IT Strategy Business Transformation Defined Business Transformation in Action Questions & Answers

3. Seneca Foods Overview About Seneca Foods Corporation Seneca Foods is one of the country’s largest processors of canned fruits and vegetables with manufacturing facilities located throughout the United States. Its products are sold under the Libby’s, Aunt Nellie’s Farm Kitchen, Stokely’s, READ, and Seneca labels as well as through the private label and industrial markets. In addition, Seneca produces canned and frozen vegetables, which are sold by General Mills Operations, LLC under the Green Giant label. Mission “We feed the world safe and nutritious products that are valued and enjoyed by families everywhere.” Vision “We will continue to grow as a leader in the fruit and vegetable industry by remaining deeply rooted in our fundamental beliefs and through a shared commitment to those we serve.”

4. Mission Serve the Business Reliable delivery of information technology services Responsiveness to the needs of the business Protect the Business Secure our borders and data assets Meet compliance needs Bring Strategic Value to the Business Alignment to the business strategy and objectives Predictable project delivery

6. Business transformation enablement

7. Value-based business technology

8. Business / IT strategy aligned, done together

9. Optimized human capitalAs part of the business, Information Technology is a service provider, providing value-based technologies and services that are fully aligned to support the operational needs and strategic objectives of the business.

10. Governance & Portfolio ManagementMaximize return on IT investment Transition State Desired State <5% Strategic 20-25% Increase in strategic investments Support & Maintenance 45 - 50% 20-25% Decrease in transactional maintenance 45-50% Management & Infrastructure 50% Maximize ability to meet strategic needs and leverage platform.

12. Optimization

13. Priority Gaps

14. Analytics

15. Testing Improvements

16. Upgrades

18. Training

19. Governance

20. Process Models

21. Change Management

22. Performance

23. Reporting

25. Financials

26. Cost Management

27. Procurement

28. Order to Cash

29. Business Warehouse

31. Application Roadmap

32. Stabilize Foundation

33. Organizational LearningFY08 FY09 / FY10 FY11/12 Implementation Time Line

35. Master Data Management

36. Reporting, Analytics, Measurement

37. Technology

38. Business more reliant on technology

39. Reliability, availability, serviceability

41. “Stractical” BPM Tactical process efforts to enable strategic opportunities Deliver value while building towards the strategic Journey Over Time Using SDLC - Day-Day Project Work Processes Targeted Value Based Efforts – Critical Areas Deductions, Brokerage Roadmap for BPM activities What processes do we want to better understand, improve and invest in? Food Safety/Trace Recall, Planning, Brokerage, Deductions, Master Data Application Portfolio Roadmap Alignment Enablement through Competency Center ARIS Repository for all process initiatives Management understanding of BPM ARIS Express – no cost Visio

42. Confiance Transformation Framework (CTF) Design Realization The Confiance Transformation Framework (CTF) is a comprehensive, structured approach to deliver business transformation. The Framework consists of four separate components: Design, Adoption, Governance and Realization, each with defined methodologies. Together they form an iterative transformation roadmap to give an organization a prescribed approach for successful business transformation. Process Monitoring Technology Principles EA Monitoring Industry Frameworks Capability Analysis Process Design Technology Standards Master Data Management EA Strategy Application & Technology Rationalization Process Measurement Process Execution Process Strategy Process Technology EA Framework Process Analysis Process & Technology Discovery Transformation Roadmap Portfolio Management EA Metrics Process Roadmap Process Maturity Process Ownership EA Training Technology Ownership EA Maturity Transformation CoE Process Training Process Governance Process Leadership Development Technology Governance EA Leadership Development Data Governance Process Communication Technology Roadmap EA Communication Adoption Governance

43. Seneca Foods Transformation by Dimension Design Use Automated Process Discovery (<30 days) to baseline enterprise process model Identification of process improvement opportunities Identification of technical optimization Integrated Business & IT view through reference models like SCOR, SAP etc. Adoption Implementation of BPM technology Training, Mentorship & Elearning to drive organization enablement Realization Structured approach to solve business problems through processes Recommendations for technology optimization Governance Process model governance

44. Phased Approach Enablement & Adoption

45. Phase 1 Baseline Process Design Baseline Process Design Process Profiling – Redocumentation of SAP Results are categorized into Business Process Findings Business Process Model Process Oriented Configuration – SAP Solution Manager Identification/Validation of Process Improvement Opportunities Usage Analysis Organizational Structure & Organization Analysis Transactional Analysis Use, User & User Group Document Analysis Technical Analysis Authorization Analysis ARIS Solution Manager Integration

46. Business Process Models discovered Processes Level 1 Processes Level 2 E2E View

47. Processes Level 3 Active (Tcode on top, frequency below)

49. Functionality Analysis Standard functionality could likely be extended

51. No customer inquiry, no customer quotation

52. High numbers of Contracts

53. 3 sales order types (ZOR, ZLIQ, ZGMI), only 1 (ZOR) actively used

54. Excellent: very few billing cancellations: 11Order to Cash Overview

55. Phase 2 Build Repository Build Repository Create ARIS repository Rationalize Process Profiling content and generate baseline process documentation Create Process repository and structure within ARIS to house process content, utilize reference frameworks Connect existing high-level process content with defined Solution Manager and ARIS models to create multi-level process architecture, supplement as needed Rationalize baseline processes Create process architecture

56. ARIS Enterprise Repository

57. Seneca Repository Meta-Model Level 1 SCOR, APQC, ITIL, Confiance CPG Best Practices Level 2 Supplement SAP Defined Level 3 Build Optional / targeted to complete detailed processes Level 4

58. Enterprise Process Model (EPM)

60. In ARIS, processes are captured and reuse SAP “building blocks” to create end-to-end process that includes SAP and manual activities

62. Deductions Process

64. Events (triggers)

65. Logic

66. Activities

67. Roles

68. Systems

70. www.confiancegroup.com Twitter.com/confiancegroup www.linkedin.com/company/confiance solutions@confiancegroup.com