Learn how Monsanto Company leveraged a Global SAP
Application Support Services Model to deliver high quality services while identifying and implementing process improvements, driving standardization, and enabling future transition. The discussion will highlight benefits of globalizing SAP support across regions and business lines, adopting ITSM processes, and aligning Service Delivery Managers to the vision of digital
transformation.
Little backstory on Monsanto SAP Support. Historically Monsanto had SAP Functional Analysts scattered across the globe managing regional SAP Support ranging from Direct Employees to staff augmentation as well as various vendor agreements.
Lack of consistency for tracking issues and enhancements
Single point of Tribal Knowledge
Inconsistent skill sets globally leading to complex logic and configuration
We began this journey 18 months ago as we negotiated and ultimately signed a deal with Capgemini to deliver Global SAP Application Support after a 24 month, successful co-sourcing agreement in our EMEA region.
IT Representatives globally partnered to deliver a global follow-the-sun SAP application support strategy
As we embarked on the execution of the contract we determined the best approach would be to take a phased approach to balance business risk – Starting by region, excluding some key functions such as US OTC, Finance, HR and Security. This allows us to prove the process would work eventually adding all excluded areas to the scope.
I’m happy to say that as of November 2016 we are fully transitioned with all areas of SAP Application Support Globally and are in a steady run state.
You can see that we’ve come a long way
Between 16 and 17 our primary focus was on Stabilization or SLA’s/Processes etc as well as a constant state of transition as we expanded the scope.
In the last 6 months we have focused on leveraging Capgemini’s FMA process to identify where we have repeat or similar incidents and how we can drive those down.
EMEA idoc example
Consistently reviewing CSAT scores for feedback and identifying improvement opportunities.
All of this work to stabilize the service to a steady run state has enabled us to look forward focusing on implementing transformational initiatives:
Since January we have started utilizing Lean Processes including daily standups with off shore teams utilizing Smartboards real time.
We have projects in flight to implement proactive monitoring on key jobs, communication standards focused on continually improving customer satisfaction, as well as shifts for the demand intake process regarding enhancement requests.
We have also established an extensive transformation roadmap to be delivered throughout the rest of the life of the contract including Shift Left initiatives, Test Automation, System Analytics etc…
Since day 1 we have been focused on delivering Global, follow-the-sun SAP Support,
Improving our overall SLA compliance,
Driving consistency in ITSM principles which in many cases meant implementing a formal process for tracking incidents and enhancement requests,
And building a digital knowledge base as we previously had many points of tribal knowledge and undocumented system and business processes.
Once our transition was complete for a few months the SLA’s were not all green…
Through the effort and persistence of the team both Monsanto & Capgemini, I’m proud to say that while we have work to do still and many transformational initiatives in flight we have been green from an SLA standpoint since June 2016
Based on our ITSM practices and FMA we have seen a 65% reduction in P1 and P2 incidents even while we were continuing to increase the scope in which we’re now closing between 400 and 600 incidents per month.
We have reduced the MTTR which was once 21 days for global supply chain tickets historically tracked in Remedy to 6 days – a 75% reduction
The initiative is also on target to deliver $7M SG&A savings globally.
A quick look at our transformation roadmap. We are progressing as planned on these items and continue to look for additional opportunities to deliver tangible value back to our business partners.
Shift Left – Transitioning KB articles to Service Desk and End users with a target to reduce incident escalation by X% each year.
Test Automation – Today we are at 5% automation. Target is to get to 70% within 12 months. This will enable Monsanto to be more agile in our SAP change process with more thorough & frequent compatibility tests.
KNOA Initiative – KNOA is an SAP delivered tool that monitors users actions in SAP enabling us to identify business process differences between similar groups as well as system errors occurring which are not reported. Expected results: Drive up # of SL opportunities, Provide user training, Identify system enhancements aimed to reduce business process cycle time.
C-SAT Improvement – Communication Improvement strategy aimed to provide consistent end user experience regardless of support resource. Scheduled follow-up times aimed at improving end user visibility to progress.
Monsanto SAP Solution Architects will be hosting 1 hour business process refresher series with our SAP MSP’s focused on
Batch Job Failure Remediation Automation – Updates to failure/restart instructions. Implementation of ITSM Remedy Processes. Visibility of failures to conduct Problem Management.
Here you see a quote from our CIO –
One of the most important areas to look at when selecting a managed service partner is culture. Of course you have to recognize a cost savings and the solution needs to meet your companies needs but if the cultures don’t match small challenges will quickly become major issues.
The key message here from Jim is highlighting that Capgemini shows up as a partner who demonstrates their agility with our changing business needs and continuously focuses on bringing process and systems improvements to the table.