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Supply Chain Enterprise Architecture & Transformation

Supply Chain Enterprise Architecture & Transformation


Lay of the Land

Faced with the reality of merging eight disparate organizations, our customer wanted to integrate their business with more efficient processes and enabling technologies. To do this, they needed an organization-wide integrated solution centered on technology, process and data.

Given their current environment of multiple legacy systems, they wanted to consider the reasonableness of adopting enterprise solutions. Not understanding current enterprise architecture, they needed visibility into how their organizations interacted and how they were supported by IT systems.

SCI Case Study Graphic

They required an enterprise architecture describing the current and future state to facilitate understanding their organization, including people, process, technology, so they aligned with the organization’s core goals and strategic direction. The outcome needed to leverage the opportunities inherent in combining ERP packages with internally-developed applications. The enterprise architecture also needed to enable the enterprise to progressively employ service-oriented architecture concepts to facilitate data sharing and business process integration with supply chain planners, customers, oversight entities, and other industry organizations.

The Scope

To address the needs of the organization, EII was chosen to execute an architecture-based plan, leveraging web-enabled business process management, architecture, and collaboration tools as well as mature methodologies to accelerate business transformation.
The early stages involved accurate operational scoping to define the internal enterprise and the extended enterprise, as well as performing an inventory of architecture development, business process modeling, and system documentation.

With this foundation, we used our methodology, business process experience, architectural planning, and facilitation expertise and proven methodologies to develop a thorough understanding of the “as-is” business process and system environment. We guided process description, vetting, and validation workshops to build the “to-be” architectural documentation. The “as-is” and “to-be” architecture products were, and continue to be , developed using the spiral development approach with the current and future environments modeled in multiple iterations as requested by the customer.

Because Results Matter

As part of the process, we used our proven methods to perform an ERP Gap-Fit Analysis to determine any functionality that is or is not covered by SAP (for example) modules or other components. For any instances in which “to-be” requirements are not covered by SAP modules or components, we analyzed ways of overcoming those limitations and provided alternative recommendations where appropriate. For example, we had a complete representation of SAP functionality, via a reference model, and performed the analysis as described in the graphic below to show shortcomings as the fit. At EII, we understand solution architectures and the relationship of solution architectures to enterprise products in order to perform these analyses.

Moving Forward

While the enterprise architecture was being developed, a transition strategy and plan was developed in parallel. The transition strategy outlines the strategic principles and approach that steer enterprises through a successful business transformation. In close coordination, the transition plan is a roadmap for reengineering, process improvement and information technology upgrade. It is a plan for moving toward the to-be enterprise architecture, which defines the desired future state of the enterprise’s performance goals, business, applications and services, technology, and data. The primary purpose of the transition strategy and plan is to define and sequence the activities needed to transition to the desired future state, in light of priorities, dependencies, and constraints.

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