Transform Business Process and Drive
Excellence at Coca-Cola Refreshments
Process Driven Approach
Jag Ramaswamy
Group Manager, Enterprise Integration
10/17/2012
October 24, 2012 | 2
Agenda
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About us
Business Case for Automation
Architecture
Visibility
Lessons Learned
Q&A
October 24, 2012 | 3
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140 Plants
550 Distribution centers
41,840 fleet vehicles
~100 Brands
~700 Products
~70,000 employees
1.7 Million vendors/coolers
642,466 Fountains
October 24, 2012 | 4
About Us
Strong Brand Portfolio
October 24, 2012 | 5
webMethods in CCR
73 CocaCola
Bottlers
Banking
Shipping
HR Services
Integration Platform
Boss
CCR ECC
B2B Interfaces
2300+
A2A Interfaces
560
B2B transactions
A2A Transactions
264K/Day
1.5M/ Day
October 24, 2012 | 6
Project Overview
Coca-Cola Refreshments owns and manages Coca-Cola branded
refrigerators (aka “coolers”) that are found in retail establishments or
other locations offering Coca-Cola beverages.
Our C&C (Customer and Commercial) business line manages customer
facing interactions, including the maintenance and repair of these
coolers.
Sometimes repair staff can be deployed to fix equipment on-site but
sometimes the equipment needs to be removed and taken to a repair
center – a “Make Ready Center” or MRC – for more comprehensive repair
or refurbishing and then redeployed. Of course, sometimes repairs are
unsuccessful and the equipment cannot be redeployed. In these cases,
the equipment must be tagged as JUNK and written off in our accounting
systems.
October 24, 2012 | 7
CCR Equipment Transfer: Problem Statement
• Moving of Equipment's from one warehouse location to another is
completely manual.
• On an average it was taking 20 minutes to transfer an Equipment from
Warehouse <-> MRC (Make Ready Center).
• Manual process results in data entry errors.
• Missing Equipment's and leaving Equipment's in-consistent state.
• Lack of visibility on amount of transfers and transfer status.
October 24, 2012 | 8
Current View
October 24, 2012 | 9
Our Approach
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Model –to-Execute approach.
Focusing on the end-to-end process
Provide total visibility.
More opportunities for innovation, productivity advantages and
increased efficiency.
Partner with Business and focused on an all inclusive approach.
Relieve Manual burden and avoid human errors.
No changes to the backend process.
Provide Intuitive user interface for easy navigation.
October 24, 2012 | 10
Architecture
CCR
BASIS(AS/400)
Multi Instances
Veristream Host Integrator
Data Validations
MRC
Web Sevice Interfaces
Equipment
Truck
Desktop PC
JDBC Adapter
SOAP/HTTP
webMethods
Integration Server
SOAP/HTTP
WS Consumer
Interfaces
Scanner
WS Provider
Interfaces
CompSee
Connect
Wm PRT
Broker
Server
webMethods
Database
October 24, 2012 | 11
Process Model
October 24, 2012 | 12
Compsee Connect
October 24, 2012 | 13
Visibility
October 24, 2012 | 14
Visibility
October 24, 2012 | 15
Business Impact
1) Before the automation it was taking approximately close to 8 hours
for 50 Equipment transfers. Now it takes less than 10 minutes to
transfer 50 Equipment’s.
2) Reduced Keying errors.
3) No More Duplicate or missing Equipment's.
4) Increased productivity of people in warehouses.
October 24, 2012 | 16
Challenges
Attachmate WRQ Version
We ran into several issues when we started the project with our 5.1
version of VHI( Vera stream Host Integrator). We upgraded VHI to 7.1 in
order to take advantage of web services capabilities.
Performance Tuning
We ran into few out of memory issues in VHI due to large amount of
concurrent threads from webMethods.
webMethods http Sessions
We used stateless webservice calls and also reduced idle timeout setting
to manage http sessions. We also had to create custom .net code
explicitly close http connections.
Custom web Service Client handler
We had to create a custom web service client in webMethods in order for
desktop client to follow a defined Request/Response type.
October 24, 2012 | 17
Next Steps
Expand Roll Out.
Minor Enhancement Requests.
Identify and Add KPI metrics
Business Dashboard
October 24, 2012 | 18
Summary / Take-Aways
The Obvious
• Customer Opinion drives adoption
The Often Overlooked
• Ensure you focus on initiatives which will provide the
maximum business benefits and allow simplification.
The Key
• Measure the business impact of your initiative: Revenue,
Volume, ROI, etc.
October 24, 2012 | 19
October 24, 2012 | 20
Thank You
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Classified - Internal use