Kraft Foods
SAP Support and Operations
Jane von Kirchbach
Global SAP Support and Operations Lead
Agenda
Agenda
• About Kraft Foods
• SAP at Kraft Foods
• Global SAP Support and
Operations Overview
• From Project to Support
• Application Change Management
• SLAs, KPIs, and Metrics
• Customer Satisfaction
• Best of Global… best of Local
• Summary and Key Takeaways
2
About Kraft Foods
3
Fast Facts
2008
$41.9 billion in revenue
Sales in approximately 150 countries
Operations in more than 70 countries
Approximately 98,000 employees
Nearly $100 million in charitable contributions
4
4
Fast Facts
• Worldwide headquarters: Northfield, Illinois, US
• Eleven research and development centers
• 168 Manufacturing and processing facilities located in
47 countries
5
5
An Amazing Brand Portfolio
9 Brands with more than $1 billion in revenue
50+ Brands with more than $100 million in revenue
40+ Brands over 100 years old
6
6
Our Geographic Presence
North America
Kraft Foods Europe
Asia Pacific
Region
Latin America
Region
Central & Eastern
Europe,
Middle East &
Africa Region
7
SAP at Kraft Foods
Project
8
Introduction to Catalyst
• Catalyst is the name of our multi-year program to streamline and
standardize how we work throughout the company and do
business with customers, suppliers and other external partners
• Catalyst will provide Kraft Foods with access to better information
that we can use to respond more effectively to opportunities in the
marketplace while helping us to better support business growth
and address business challenges
• Catalyst builds on original SAP system in EU and leverages newer
technology of ECC 6
– Original European SAP System (i.e. STAR or Catalyst Europe) has
been live for 6? Years
– Catalyst North America implementation in progress
– Catalyst Asia Pacific implementation going live in October 2009
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Catalyst significantly expands Kraft Foods SAP footprint
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Catalyst North America
Catalyst NA went live in October 2007 with releases planned
through 2011.
Today
End state
28
Plants
(% of COGS)
63%
2008
Ext MFG
2009
52
(% of Spend Value)
2010
150
69%
2008
2009
$20B
Revenue
54
2010
82%
2008
2009
$24B
2010
<1%
Trade Spend
100%
(% of AKV)
2008
Users
9,000
2008
11
Status: 1 Aug
st
2009
2009
2010
30%
2009
*(Revenue numbers based on 2007 figures)
30,000
2010
2011
Global SAP Support
and Operations Overview
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Overview
• SAP Support and Operations is a global organization supporting NA, EU, and soon
AP Catalyst systems
• Our teams support all live Catalyst SAP systems, including:
–
–
–
–
–
Enterprise Resource Planning (ECC)
Business Intelligence (BI)
Warehouse Management (WM)
Supplier Relationship Management (SRM)
Advanced Planning Optimization(APO)
– Master Data Management (MDM)
– Customer Relatioship Management (CRM)
SAP
– SAP Portals (Internal and External)
– XI and other Misc. SAP Systems
• Our team consists of internal employees and
strategic partner staff, with on-site and offshore (India) presence
• Our responsibilities include:
–
–
–
–
–
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Incident (ticket) management
Change Management
Small Enhancement Work
On-going operational activities
End user communications and alerts
Organization Structure
SAP Competency Centers - Global SAP Support and Operations
XI Support
Team
Basis Support Portal Support
Team
Team
Support Process Management Support Teams
Customer
Satisfaction
Manager
Operations
Manager
Process and
Change
Manager
Applications
and Tools
Manager
AP Support and Operations
Organization
Technical and Assisting Support Teams
Security
BI Support
ABAP
Master Data
Support Team
Support Team Support Team
Team
EU Support and Operations
Organization
STC Support
Team
NA SUPPORT AND OPERATIONS
ORGANIZATION
MTI Support
Team
Functional Support Teams
OTC Support STP Support RTR Support
Team
Team
Team
Functional and Project Teams, Legacy Teams and other internal/external partner Teams
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SAP Ticket Process
END USER
KEY USER
HELP DESK
SAP SUPPORT
1) End user
experiences a problem
4) Key User reviews
issue & advises end
user of solution.
5) Helpdesk gathers
necessary info from
key/end user and
routes ticket to
appropriate queue
6) Makes contact with
user to acknowledge
ticket and/or get
additional information
If Critical or High
issue, Helpdesk calls
SAP On-Call Support
7) Continues to work
with the user until
issue is resolved
2) End user refers to
training manuals or
documentation
If unable to resolve…
3) End user contacts
key user for
assistance.
If unable to
resolve…
5) key user / end
user open call Kraft
Help Desk to open
a ticket
Support Team Leads, On-Duty SAP Support Manager (ODSM), Customer Satisfaction Manager,
and Support and Operations Lead monitor and manage critical situations and escalations
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Tickets Related Definitions
• We classify our tickets, or Service Requests as:
– RIR=Request for Incident Resolution = Issue, Defect or Bug
– RFI =Request for Information = “How-to”
– RFC =Request for Change = Enhancements, Small Changes
• Routine RFCs – very small changes needed to keep business running (no design
change)
• Non-Routine RFC – small enhancements to improve design or functionality
• Traditional Critical/High/Medium/Low priorities are used when to classify
Service Requests
• Ticket based SLAs are used to set targets and measure team’s
performance per service request time and priority.
–
–
–
–
Time
Time
Time
Time
to
to
to
to
Respond
Propose a Solution
Provide a Solution
Close
• Additional standards set around ticket management, including:
– Standard E-mail Communication Templates
– Status update frequency objectives
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From Project to Support
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Overview
• Hypercare
– Hypercare begins immediately after a project’s go-live / deployment and lasts 4-8
weeks
– During Hypercare period, Project team is responsible for support and defect
resolution.
– Informal issue reporting process is used, and issues are logged in project’s Testing
Defects (Mercury QC) tool.
• Steady State Support
– Following Hypercare period, functionality and/or location is transitioned to Steady
State Support.
– Help Desk ticket process and associated steady state support tools are used to log
and manage issues
• Hypercare to Steady State Support Transition
– A standard process is used to facilitate transition from Hypercare to Steady State
– A set of criteria is used to assess readiness for move to Steady State Support
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Transition Process
The following standard plan* is used for transitioning from Hypercare to Support:
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* Above timeline is for Deployments, Releases have slightly longer Hypercare
Transition Criteria
•
We use a set of criteria to assess readiness for transition to Support,
in the areas of:
1.
2.
3.
4.
5.
6.
•
Examples of specific criteria include:
•
•
•
•
•
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Defect Management
Performance of System Design
Knowledge Transfer
Support of On-Going Transactions
Business Continuity Plan
Communication Tools and Procedures
No Critical defects remain open, minimal High defects and minimal
OSS Messages remaining open
All in-scope business transactions have been executed at least once,
successfully in Production (e.g. Month End Closing)
All Cutover security access been removed
Solution Manager documentation moved from Implementation to
Global Template project
Knowledge transfer from the project team to support organization is
complete
Application Change
Management
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SAP Transport Process
• Transports to Production Environment
– Scheduled Move to Production occurs 2 times per week
– Move to Production Freezes are in place during Regression Testing, Go-Live
and Quarter and Year-End Periods (emergency transport process available).
– All transports follow approval workflow, with final approval from the SAP
Change Control Board (CCB), pending quality validation
• Transports to Non-Production Environments
– Occur automatically per defined workflow – 6-12 times per day depending on
target environment
• RevTrac Tool (by Revelation Software) recently implemented to support
Transport Process
– Significantly reduced manual transport related
activities
– Automatic more to target environment per
defined workflow
– Custom workflow per object
type/project/support
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SLAs, KPIs and Metrics
SLAs, KPIs and Metrics
A set of end-to-end SLAs, KPIs and Metrics have been established to monitor
performance and overall health of SAP Support and Operations:
1.
Ticket Resolution Service Level Agreements (SLAs), including:
–
–
–
–
2.
to
to
to
to
Respond
Propose a Solution
Provide a Solution
Close
Key Performance Indicators (KPIs), including:
–
–
–
–
3.
Open vs. Closed Support Requests
% Tickets Managed by Partner Staff
Support Requests Aging
Average Time To Resolve Incident
–
–
–
Average End-to-End Process Time
Tickets Requiring Rework
Time to complete Root Cause Analysis
–
End User Satisfaction
Key Ticket and non-Ticket Metrics, including:
•
•
•
•
•
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Time
Time
Time
Time
Weekly and monthly ticket Summary by team, process, severity, location
Processes Health Metrics
System performance and usage summaries
Volume of Transports to Production
OSS Notes
Sample Reports
Tickets by Severity - Sample
Ticket Aging by Team - Sample
Transports to Production - Sample
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Open vs. Closed Change Requests- Sample
Open vs. Closed Incidents - Sample
YTD Tickets by Team - Sample
YTD Ticket Aging by Team - Sample
Customer Satisfaction
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Background and Approach
• As Support Organization, Customer / End User Satisfaction is our top
priority!
• We measure Customer Satisfaction via:
– Bi-Annual General Customer Satisfaction Survey
– Monthly ticket specific Pulse Survey
– Improvement Action Plans to improve executed following each survey
• Survey questions focus on assessing Support Team’s:
–
–
–
–
–
Communication Skills
Business process understanding
Ticket resolution timeliness and quality
Help Desk experience
Overall satisfaction and feedback
• A full time position of Customer Satisfaction Manager established, with
focus on Customer Satisfaction Improvement initiatives
–
–
–
–
–
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Visits to supported sites and locations
Relationship building with the end users
Follow-up with dissatisfied users
Escalation point for users related to customer service
Informal feedback and discussion sessions with the end users
Best of Global
Best of Local
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Best of Global… best of Local
• What is GLOBAL in SAP Support and Operations?
– Support model, processes and tools are consistent globally
– Global Support and Operations Lead to ensure global consistency and
synergies
– Most SAP business processes and associated configurations (One Language
Multiple Dialects)
• What is LOCAL in SAP Support and Operations?
–
–
–
–
Unique differences due to varies level of maturity
Adaptation to local requirements (One Language Multiple Dialects)
Local Support and Operations Lead for each region
Select unique local customizations (i.e. tax/legal requirements, interfaces,
etc.)
• One Language Multiple Dialects
– A governance model providing processes and tools to enable global and
regional governance of the strategic SAP systems at Kraft Foods
– ‘One Language’ implies, having at the core : harmonised business processes,
SAP elements and systems architecture where beneficial
– ‘Multiple dialects’ would imply non-core components and processes that need
to be different, in order to accommodate local requirements
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Summary and Key Takeaways
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Summary and Key Takeaways
• Kraft Foods’ SAP footprint continues to expand with project Catalyst
• SAP systems are maintained by Global SAP Operations and Support
Organization
• Kraft Foods and Strategic Partner teams work together to ensure SAP
systems are operating properly
• Transition from Hypercare to Support processes facilitate smooth
transition from Project to Support
• SLAs, KPIs and Metrics are used to monitor and manage health of
Support and Operations Organization, and SAP systems overall.
• Transport tools and processes ensure facilitate solid application change
management processes
• Strong focus on Customer Satisfaction is key for success
• Maintaining global consistency and efficiencies while providing strong
local support is key to success
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Thank you!