ALIMENTATION COUCHE-TARD COMPETES USING ENTERPRISE SYSTEMS

How did Couche-Tard’s lack of standardized processes affect its business operations?

SFR managers wanted an advanced pricing method for fuel sales to maximize profits in its core
low-margin business. Oracle’s JD Edwards EnterpriseOne enterprise resource planning system
was chosen as the basic platform, and a Web services interface was developed within the ERP
system to convert all data into a single format.

How were Couche-Tard’s employees and supply chain management affected by the
adoption of standardized interfaces?

The integrated ERP environment enables real-time planning based on stock availability and
average sales at each service station, and a real-time fuel value chain can now accommodate
variable demand from both consumer and business customers. Benchmarks against which to
assess future results by country, terminal, or market are being developed using the advanced
pricing method developed by the Connect team. On the B2B side, managers will be able to
quickly assess the effects of pricing structures and even sales reps will be able to evaluate the
effects of purchasing terms.
 INTERACTIVE SESSION: MANAGEMENT UNILEVER UNIFIES GLOBALLY
WITH ENHANCED ERP

Identify the problem facing Unilever in this case. What management, organization, and
technology factors were responsible for this problem?

The main problem is maintaining problems and margins. This is due to the rising commodity
costs, but the next quarter will see consumers start to feel the effects of pricing changes.
Technology played a major role in the overall issue. Seeing as how a large company unilever is,
thy desperately needed to unify its core business. Every single transaction processed plus the
orders received and invoices issued run through the ERP systems.

How is enterprise resource planning related to Unilever’s business strategy? How did
consolidating ERP systems support Unilever’s business strategy?

Unilevers business strategy is to achieve their purpose of making a sustainable living common
place (uniliever.com). unilever’s goal is to grow their business whilst decreasing their
environmental foorprint.

Consolidation of its ERP platforms and the transaction and processing speed of the HANA
platform are the keys to improved performance, reporting, and scalability that will enable
Unilever to fulfill its ambitious growth, social impact, and environmental goals.

How effective was the solution the company chose?

Using HANA reduced the number of days to produce the month-end close from three to just one.
HANA also made it easier for Unilever to input raw material costs and quickly calculate product
price. Understanding its margins—the percent profit after all costs have been deducted—helped
Unilever analyze ways to improve them. Unilever’s enterprise data warehouse (EDW) system
extracts, transforms, and integrates ERP transaction data with external data for use in reporting
and data analysis. A profitability analysis accelerator analyzes reams of financial data and
outputs valuable statistics about cost and profit drivers.
How did Unilever’s new systems improve operations and management decision making?

The HANA Accelerator works with a firm’s existing SAP CO-PA system. Transactions remain
in the ERP system, but queries are processed using HANA. SAP CO-PA Accelerator makes is
possible for firms to perform real-time profitability reporting on large data volumes; conduct
instant analysis of profitability data at any level of granularity, aggregation, and dimension; and
run cost allocations at significantly faster processing times. Cost Center assessment time was
reduced 39 percent, pushing this data into CO-PA in 6.7 hours rather than 11 hours and speeding
profitability reporting. Overall, controlling and profitability reports were produced ten times
more quickly
INTERACTIVE SESSION: ORGANIZATIONS DP WORLD TAKES PORT
MANAGEMENT TO THE NEXT LEVEL WITH RFID

How did Identec Solutions’ RFID-based technology help DP World increase the efficiency
and effectiveness of its customers’ supply chains?

RFID has enabled DP World to increase the productivity of container handoffs, speed the entry
and exit of trucks through terminal gates, and increase fuel efficiency.

Identecs’s RFID-based solution has also enabled DP world to improve customer satisfaction by
enhancing the efficiency of customer’s supply chains through smoother, faster, and more
effective delivery of their containers at terminal gates.

Describe two improvements that resulted from implementing the Identec RFID-based
solution.

RFID has helped it to tighten security by providing better accuracy on inbound and outbound
truck movements through the terminals. For instance, the system can automatically check
whether a truck has a booking and weather it is authorized to enter the port.

It also helps the elimination of lengthy paper transaction and manual inspection at gates and the
reduction in manual data input error. Next, helps in approaching to deliver a superior level of
service and considering the expanding of the RFID to enable for further optimize supply chain.

How does the concept of supply chain execution relate to this interactive session?

The concept of supply chain can be relate to the way they enhance customer by providing quality
and innovative service. The concept also helps heavily in terminal infrastructures, technologies ,
and people to best serve its customer. In addition its encourage in improving the way the
interactive session.

What managerial, organizational, and technological challenges might DP World have faced
in the early stages of the RFID project’s deployment?

DP World has adopted a customer-centric approach to enhancing its customer’s

Other than that, the problem that encountered is in container terminal operations is traffic
congestion at port entry points. This congestion is often due to delays introduced by lengthy
procedure and paper-based logistics.

DP World management wanted to take things a step further and decided to make the loading and
unloading of containers operate on ‘just in time’ principles to improve container turnaround.
CUSTOMER RELATIONSHIP MANAGEMENT HELPS CELCOM BECOME
NUMBER ONE CASE STUDY

What was the problem at Celcom described in this case? What management, organization,
and technology factors contributed to this problem?

To become number one in the Malaysian market again Celcom senior management new debt the
company had to build better network and market more aggressively. But the real key to success
lay in improving the customer experience.

People : Malaysia’s customer base of 14 million is large and diverse, which requires multiple
approach to intercting with them. Older customers prefer in person service form Celcom dealers
or retail outlet, while sophisticated young urban users prefer to do business online.Everyone
wanted reliable mobile service.

Organization : Celcom service representatives wasted valuable company and customer time
making sent of a customer multiple SIM IDs scattered among various records in the system. The
company wanted to be able to see a customer as a specific person, not a SIM or a number.

Technology : Celcom was saddled with a soiled information technology architecture and
business process that couldn’t provide a complete view of customers. Customer data from one
system such as dealing were not easily available to other system such as inventory.

What was Celcom’s business strategy, and what was the role of customer relationship
management in that strategy?

Celcom business strategy : Celcom strategy to come back on top position in market was to build
more effective network be more aggressive from a marketing perspective, and improving on the
overall customer experience. In addition, Celcome had to imply ERP system for young urban
users to do business on digital platform than the traditional method.

Customer relationship management : Celcom had to manage a customer structure based from
over 14 million people which was include order an young urban mobile users, dealers and
retailers. So, in Celcom CRM system was Oracle based business support system which
integrated with customers data, information, centralized inventory management. It was
connected to every single piece of information of consumer to improvise customer service across
online, retails channels. Firm even implemented CRM tools which support multi channel and
cross channel markets, for that Oracle is one of the best suitable for efficient output.

Describe Celcom’s solution to its problem. What management, organization, and

People : the company wanted the most complete suite of CRM tools that would support multi
channel and cross channel marketing effort. Management understood the importance of cross
channel customer experience and wanted to make this differentiate the company among its
competitors.

Organization : the new system helped Celcom manage and integrate customer interactions across
multiple channels to improve customer support reduce problem resolution time, customize
marketing to narrow market segmen, and expedite time to market for new products and services.
The BSS provides a single customer record, regardless of how many services and devices a
customer purchases, that is populated with data form various touch point. By consolidating
customer data in to a unified customer.

Technology : the limitation of the transmission site.

How effective was this solution? How did it affect the way Celcom ran its business and its
business performance?

The solution was noticeably effective for Celcom as it opened new gateways to increase more
productivity and customer support call handling time was decreased by 15 to 20 %. It changed
their business model and operations to handle the market challenges, conditions in better way. It
showed that new SIM activation will take only two minutes as compared to two hours which
may lead them on people first choice. Celcom can knows set target on specific market and grey
areas. It even made ease to keep track record on inventory and related issues in better ways.
Company now can launch and market the products on faster face with reduce operational cost,
which was old business models was inefficient to do.