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Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.
Smooth Sailing at
THE CSL GROUP INC...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.1
Digital CFO Agenda
The CSL Group F...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.
Digital CFO
Agenda
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.3
Finance has a more prominent role ...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.4
Finance executives see a combinati...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.5
The most effective finance organiz...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.6 6
The CSL Group Finance
Digital Tr...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.7
The CSL Group
Confidential – Oracl...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.8
Case For Change
Objective Need For...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.9
SELECTION PROCESS
Road To New ERP ...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.10
Why Oracle ERP Cloud?
Functional ...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.11
Phase 1 of
our Project
Project Ma...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.
Solution
and Approach
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.13
Solution Architecture
Middleware ...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.14
IBM Oracle Cloud
Agile Methodolog...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.15
OperationDeliver Transition
Post
...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.
Benefits and
Lessons Learned
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.17
Outcomes And Benefits
Visibility,...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.18
Lessons Learned
Planning & Resour...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.
Next Steps
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.20
Next Steps
Further deployment and...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.21
Oracle Cloud Impact Assessment
To...
Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.
Questions
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Oracle Cloud modernized Finance Process at CSL

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After evaluating several leading enterprise resource planning (ERP) platforms and assessing the latest version of its existing solution, The CSL Group chose to deploy Oracle ERP Cloud and Oracle HCM Cloud to modernized its back office operations. The first phase of the overall transformation delivered a strong foundation in only 5 months and allowed the implementation of a new general ledger, chart of accounts, fixed assets module and modern financial reporting platform, along with automated procure to pay process. This session will present CSL roadmap to the Cloud and discuss lessons learned from the project with insights on how to move to the Oracle Cloud ERP successfully.

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Oracle Cloud modernized Finance Process at CSL

  1. 1. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved. Smooth Sailing at THE CSL GROUP INC. Oracle ERP Cloud Implementation Rissa Adebo CPA, CA ERP Project Manager The CSL Group Inc. Jean Bernard Caisse, CPA, CA National Oracle Cloud ERP Lead IBM Services Spencer Lin IBM Institute for Business Value, CFO Lead IBM Services February 2018
  2. 2. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.1 Digital CFO Agenda The CSL Group Finance Digital Transformation Solution and Approach Benefits and Lessons Learned Next Steps Questions Agenda
  3. 3. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved. Digital CFO Agenda
  4. 4. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.3 Finance has a more prominent role within the business and is critical to help the enterprise make decisions Source: IBM Institute for Business Value, “IBM Digital Reinvention in Finance Study”, 2017 Source: IBM Institute for Business Value, “IBM Digital Reinvention in Finance Study”, 2017 Key decision areas for Finance 44% 55% 58% 59% 59% 65% 65% 67% 68% 83% Address fraud, waste, and abuse Identify and evaluate merger and acquisition opportunities Manage enterprise risk Provide end-to-end supply chain visibility Address workforce planning Identify enterprise cost reduction opportunities Optimize pricing and promotions Respond to changes in strategy/business model Analyze customer profiles/value Identify and evaluate organic growth opportunities CSL CSL CSL CSL
  5. 5. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.4 Finance executives see a combination of digital technologies as critical to their organizations Importance of technology to finance Advanced analytics Cloud computing Mobile technologies and applications Collaboration and social technologies Cognitive computing Robotic process automation Blockchain Autonomic process automation 68% 86% 54% 70% 70%47% 28% 24% 20% 14% 12% 54% 49% 43% 30% 40% Today In 2-3 years Source: IBM Institute for Business Value, “IBM Digital Reinvention in Finance Study”, 2017 CSL CSL CSL CSL
  6. 6. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.5 The most effective finance organizations digitally reinvent through new focus, new ways to work and new expertise New Ways to Work § Digital Technology Foundation § Analytics, Cognitive Computing, Process Automation and Blockchain for processes § Leading Practices for Order-to-Cash (O2C), Procure-to-Pay (P2P), Record-to-Report (R2R) processes New Focus § Enterprise Data Commonality § Predictive Models § Connection of Front and Back Office § Application of analytics and Cognitive Computing to enterprise decision making for profitable growth New Expertise § Center of Excellence for Analytics/Cognitive Computing § Management of change associated with Digital Reinvention § Culture and Talent improvements to support Digital § New skills around technologies, Data Acquisition, Mining, Modeling and Analysis Digital Reinvention of Finance New Focus New Ways to Work New Expertise CSL related
  7. 7. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.6 6 The CSL Group Finance Digital Transformation
  8. 8. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.7 The CSL Group Confidential – Oracle Internal/Restricted/Highly Restricted • Largest owner and operator of self-unloading ships in the world • Leading provider of marine dry bulk cargo handling and delivery services • Over 100 years of cargo-handling experience • Headquartered in Montréal, Canada o Operates divisions in America, Australia, Europe and Asia o Delivers millions of tons of dry bulk cargo annually for customers in the construction, steel, energy and agri- food sectors o Employs approximately 1,500 people worldwide (shipboard and ashore)
  9. 9. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.8 Case For Change Objective Need For Change Timing Of Change • Financial Accounting and Reporting solid foundation • Modern solution with HR and procurement capabilities • Streamline and automate processes • Current market realities pressure on cost • Modernize Back Office platform • Provide management with reliable and timely data to support decisions • Part of broader strategic objectives • Current system support coming to an end • New structure drive opportunity to re-think processes Confidential – Oracle Internal/Restricted/Highly Restricted
  10. 10. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.9 SELECTION PROCESS Road To New ERP System MAY 16 JUNE 16 JULY/AUG 16 SEP 16 SEP/OCT 16 • Project launch approved • Short listed 3 vendors: SAP, Oracle & Microsoft • Legacy system did not meet requirements (not well targeted to industry) • Defined detailed requirements • Established selection criteria • Demos attended by large number of key users and end users • Follow up demos to dive into detailed financial, HR, procurement modules • IT due diligence • Formal feedback • Customer testimonials • Functionalities mapped and evaluated against criteria • Proposals of integration cost and on-going licensing fees • Auditors review • Business case presentation Steering committee meeting Short list vendor System requirements and criteria Detailed demos Evaluation of proposals OCT 16 Recommend to steering and executive committees
  11. 11. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.10 Why Oracle ERP Cloud? Functional Technological Partnership With IBM • Modern Finance Business Practice • Single Solution (ERP-HCM-EPM) • Strong reporting and BI capabilities • No customization – process standardization • Strong Process Automation (OCR, workflows,…) • Hosted Cloud Solution (SaaS) • Secure web based data • Effective Disaster Recovery Plan • Regular and simpler upgrade process • Internal customer service and business value added activities • Strong partnership with IBM as a trusted system integrator • Agile Implementation Method and Flexible Delivery Approach (Client Innovation Center) • Modern solution with Best in Class processes
  12. 12. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.11 Phase 1 of our Project Project Maslow Physiological Needs Safety Needs Belongingness Esteem Needs Self Actualization Self-Fulfillment Needs Psychological Needs Basic Needs “CSL wishes to adopt a modern ERP business practice and standardize their processes across the 4 main worldwide divisions for an improved employee experience and a lower cost of ownership”
  13. 13. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved. Solution and Approach
  14. 14. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.13 Solution Architecture Middleware (SSIS) Crew Claim Admin System Voyage Management Pool Vessels Financial Reports BI Reporting Gov Tax/ Ad-hoc Extracts Treasury Expense Reports Payroll Financial Institutions Rates Financial Institutions ACH/EFT Crew Payroll Vessel Management Other Automated Interface New Interface Manual/ ADFDI 1 2 11,5,1 0 1,2,3, 7 11 8 9 Procurement General Ledger Accounts payable Cash Management Fixed Assets HCM Analytics/Financial Reporting
  15. 15. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.14 IBM Oracle Cloud Agile Methodology Project Startup Solution Scope Confirmation Iteration Sprint 2.. Iteration Sprint 1.. Pre- Assembly Hardening Sprint (including UAT) Epic (E2E) Integration Sprints Prepare for Cutover Technical Readiness Assessment StabilizeCutover End User Training Go-Live Program and Sprint Management Architecture and Infrastructure Data Management Change Management and Value Realization Product Roadmap Sprint Planning Handoff to Client Rel. Mgr. Iteration Sprint 3.. Retrospective Discovery Workshops Cloud Demo Planning and Scoping focus : 6 weeks Pre-project After Planning and Scoping : 22 weeks
  16. 16. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.15 OperationDeliver Transition Post GO Live Support User Acceptance Testing Cut-over Kick off CRPs Detailed Plan Interfaces Development System Integrated Test Simulation Conversion 1 Simulation Conversion 2 (test environment) Startup W 12 Mr 27 W 13 Ap 3 W 14 Ap 10 W 15 Ap 17 W 16 Ap 24 W 17 Ma 1 W 18 Ma 8 W 19 Ma 15 W 20 Ma 22 Go-Live (June1st) Start UAT GO /No GOProd Configuration completed W21 Ma 29 W 22 Ju 5 Training Financial Report consolidation W 23 Ju12 W 24 Ju19 End UAT W 6 Fe13 W 7 Fe 20 W 8 Fe 27 W 9 Mr 6 W 10 Mr 13 W 11 Mr 20 W 0 W1-W3 Ja 9-23 W 4 Ja 30 W 5 Fe 6 May 5 Oracle Patches Timeline Prod Configuration completed Year end process
  17. 17. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved. Benefits and Lessons Learned
  18. 18. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.17 Outcomes And Benefits Visibility, Reporting and Analytics • Easy & timely access to information • Department head visibility on all overhead costs • Flexible Chart of Account aligned on new organizational structure • Powerful Reporting and Analytics drive better analysis Automation & Standardization • Standard Process drives better efficiency (i.e..: Procurement, AP, Assets,…) • Invoice Workflow Automation and Electronic Approval drives increased visibility • Electronic Cheque Signature drives efficiency gain Control & Risk • Detailed audit trail on transactions and workflows • Improved user access control and segregation of duties • Centralized master data management & one source of truth (i.e..: vendors, employees) Platform, Cloud & Mobility • Current release (already went through R12 upgrade) • Accessible from any device : • Opportunity to improve overall integration infrastructure Procurement General Ledger Accounts payable Cash Management Fixed Assets HCM Analytics/Financial Reporting
  19. 19. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.18 Lessons Learned Planning & Resources Change Management Solution and Approach • Would like more time in the project • CSL resource availability for backfilling • Competing priorities • Limited resources for CSL critical knowledge • Transfer of knowledge difficult due to time constraint • Remote user training is a challenge • Reorganization during the project is challenging • Complexity of legacy system data conversions • Complexity of interfaces and integration architecture • After go live support efforts not to be underestimated • Careful planning of refresh
  20. 20. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved. Next Steps
  21. 21. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.20 Next Steps Further deployment and implementation Oracle Planning and Budgeting Tool Oracle Timesheet Management Tool Oracle provided a solid foundation for our back office financial system. Our efforts are now focused on other areas of our digital finance transformation. Oracle Procurement Module roll-out
  22. 22. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.21 Oracle Cloud Impact Assessment To learn more on Oracle Cloud Impact Assessment, you are invited to the IBM Kiosk in the Empire Ballroom (Level 2), Thursday February 15th, 9:00am
  23. 23. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved. Questions

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