Using ARIS for Process Standardization in DHL Global Forwarding - Dr. Jürgen Jung, DHL Global Forwarding
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Using ARIS for Process Standardization in DHL Global Forwarding Dr. Jürgen Jung, DHL Global Forwarding ©2013 Software AG. All rights reserved.
Agenda
Deutsche Post DHL – Group and Brand DHL
Context, Approach and Concepts
Challenges and Lessons Learned
Summary
2 | ©2013 Software AG. All rights reserved.
We Are One Company With Two Strong Pillars
The postal service The logistics company
for Germany for the world
3 | ©2013 Software AG. All rights reserved.
Group Structure 2012
Mail Global Forwarding, Freight Supply Chain Express
• Delivers more than 64 mn • Global market leader in • Global market leader in • Market leader in the inter-
letters and 3 mn parcels to airfreight and among top two contract logistics with 7.8% national time-definite express
more than 40mn house-holds in leading ocean freight services global market share market in all regions outside
Germany • Specialist in industrial projects • ~23mn square metres of the Americas
• Over 20,000 retail outlets and and end to end transport warehouse space • Presence in more than
points of sale management solutions • 2,400 logistics centers, 220 countries and territories
• 82 mail and 33 parcel centers • One of Europe’s leading road warehouses and terminals • 36,750 service points
in Germany freight forwarders • Leading provider • 31,500 vehicles
• DHL Global Mail largest • More than 850 branches in of corporate information • 3 main global hubs
network for mail distribution Global Forwarding solutions worldwide
worldwide • More than 160 branches in • Strong customer base built on
Freight long-lasting partnerships
• Strong customer base (>50% of
Forbes 500)
4 | ©2013 Software AG. All rights reserved.
DHL – Products, Services and Solutions
Global Forwarding, Freight Supply Chain Express
Airfreight and Europe-wide Contract Logistics Export, Import
Ocean Freight Services Transportation and Industry Solutions and Domestic Products
• Airfreight Flexible and customized Supply Chain Solutions Time Definite
• Ocean Freight road and intermodal transportation • Warehousing • DHL EXPRESS 9.00, 10.30, 12.00
network
• Multimodal • Distribution • DHL EXPRESS WORLDWIDE
• Groupage
• International Supply Chain • Managed Transport Service • DHL EXPRESS ENVELOPE
• Part Loads
• Industrial Projects • Value Added Services • DHL EXPRESS EASY
• Full Loads (e.g. packaging, technical
• Customs Brokerage Same Day
• Rail Transportation services, procurement)
• Transport Control Towers • DHL SAME DAY
• Customs Services Information Solutions
• Lead Logistics Provider Day Definite
• Trade Fairs and Events • Marketing Solutions
• Niche (high value, fashion, • DHL ECONOMY SELECT
perishables and motor sport) • Correspondence Management
Plus additional Services (e.g.
• Office Document Solutions Global Trade Services) and
Solutions (e.g. DHL MEDICAL
EXPRESS)
5 | ©2013 Software AG. All rights reserved.
DHL Global Forwarding, Freight – Coverage
Freight (Only Europe)
• ~11,000 employees
• 50 countries
• 359 locations
(offices + operational sites)
• 62 highly secured locations
EMEA
• ~10,800 employees
• 62 countries
• 450 locations
Asia-Pacific
(offices + operational sites) • ~11,000 employees
• 30 highly secured locations • 20 countries
Americas
• 314 locations
• ~8,200 employees (offices + operational
• 18 countries sites)
• 294 locations • 26 highly secured locations
(offices + operational sites)
• 22 highly secured locations
6 | ©2013 Software AG. All rights reserved.
DHL Global Forwarding – Insight
• World’s No. 1 in air freight and No. 2 in ocean freight
• Presence in more than 150 countries and territories
• Approx. 30,000 employees worldwide
• 850 terminals, warehouses and offices
• Air freight volume1) 2012: approx. 2,327,000
• Ocean freight volume2) 2012 approx. 2,840,000
• Services and products:
– Air freight
– Ocean freight
– Industrial projects
– International Supply Chain Management
– Customs brokerage
– Cargo Insurance
1) export tons; 2) in TEU’s (Twenty Foot Equivalent Unit)
7 | ©2013 Software AG. All rights reserved.Agenda
Deutsche Post DHL – Group and Brand DHL
Context, Approach and Concepts
Challenges and Lessons Learned
Summary
8 | ©2013 Software AG. All rights reserved.Context
The „NEW FORWARDING ENVIRONMENT“ Program makes sure that we
stay on track and increase our pace to win the race!
NFE is a business and IT transformation which introduces a new business model and replaces the
former IT operating systems
Business transformation IT transformation
Business objective: IT objective:
• NFE will introduce improved processes that • NFE will implement a new operating IT system
satisfy our customers needs and support our to
daily work including: – Support our business requirements
– Greater visibility of shipments – Allow for greater flexibility in dealing with
– Providing a standard product catalogue the customer
– Increasing focus on the customer – Increase the level of automation, visibility
– Global alignment of our business and control
9 | ©2013 Software AG. All rights reserved.High-level Approach
Project To-be vision Refinement and SAP
Preparation development customization
• Create project • Identification of as-is • Detailed process
plan and org. pain points definition
structure • Distributed definition • Design of to-be
• Define modeling of to-be processes and organization
methodology innovators • Identification of
• Prepare high-level • Development of system requirements
processes business object model • Customization based
• Team onboarding • Identification of on SAP Ascendant
business requirements Method
Dedicated process Shared with business
teams and System Integrator
10 | ©2013 Software AG. All rights reserved.Motivation for standardized Modeling Approach
People usually got their own cultural, political or professional background so that
they often appear to speak different languages. This may hamper communication
even if the people work in the same area.
BusinessProcess
Name
Description
Status
ShortName
LevelID
Version
Domain
Device
Application
OrgaUnit Stack Deployment Name
Role
Description
Name
Status
Description
Version
Name Status Name Name
Name Location
Description ShortName Description Description
Description ShortName
Status ICT Objekt Status Status
RoleType StartDate
ShortName Version ObjectState StartDate
Object EndDate
Contact StratDate StartDate EndDate
Responsible ICTObject
isExternal EndDate EndDate ObjectState
ObjectState
Variant
IsPhysical
ObjectState
Cluster
Domain
DeviceType
CostCenre
Name CostType Component
Description
Status
Owner
CostTypes Name Name
EqualAllocation Description Description
CostcenterType Status
StartDate Vendor
Cost Version
EndDate
ERPCostCenterID ICTObject
ERPInstanceID ShortName
Instguid StartDate
Scenarioid EndDate
Monetaryunit ObjectState
Money Type
Objectid Services
Costtypeid Technologies
Costcenterid Domain
Type
Costobject
11 | ©2013 Software AG. All rights reserved.Business Process Models as a Common Language Business process models are a well-established abstraction for different participants and can therefore help to resolve language barriers. 12 | ©2013 Software AG. All rights reserved.
Approach: Four-level Process Decomposition
Level 1: End-to-end processes E2E
Predefined
Level 2: VAC during
preparation
Level 3: VAC
Level 4: EPC
13 | ©2013 Software AG. All rights reserved.Approach: E2E Processes for Process Definition
Customer Business Fulfillment of
Need Object Customer
Need
The notion of an end-to-end process facilitates business process modeling by
defining the process according to a customer-to-customer view
focusing on the flow of a single business object from start to end
offering a cross-functional view on business processes
Examples
Contact-to-Contract (C2C)
Order-to-Cash (O2C)
14 | ©2013 Software AG. All rights reserved.Approach: Example E2E processes
Contact-to-Contract Marketing & Sales
Order-to-Cash Order Management
Requirement-to-Pay Procurement
Pickup-to-Delivery Operations
15 | ©2013 Software AG. All rights reserved.Agenda
Deutsche Post DHL – Group and Brand DHL
Context, Approach and Concepts
Challenges and Lessons Learned
Summary
16 | ©2013 Software AG. All rights reserved.Levels of Abstraction – Examples
End-to-end processes Scenarios
• Avoid redundancies • Describe real world flows
• Clear E2E responsibility • Show flow across
• Focused on business object organizational units
Contact-to-Contract
Order-to-Cash
Requirement-to-Pay
Pickup-to-Delivery
17 | ©2013 Software AG. All rights reserved.Levels of Abstraction – Discussion
E2E processes Scenarios
Rather abstract with respect to Very specific with respect to real world
process design flows known by business people
Focus on business object with clear Cover all data involved across
customer-centric responsibility organisational units
Reduce redundancies with respect Contains redundancies as similar steps
to process definition are executed repeatedly
Well-established in other area (e.g. Suitable for discussing processes with
Enterprise Architecture) business experts
Proved helpful during process Proved helpful during test case
design definition
18 | ©2013 Software AG. All rights reserved.Role-based Alignment – Example
Job Profiles: Job Profile
• JP-RTP-AA Purchase Manager
Business Roles:
Business Role
• BR-RTP-99 Purchase Requisition
Creator
• BR-RTP-74 Goods Receipt Creator
Application
Tasks/ Applications: Tasks
Manual Tasks Interface Tasks
• RTP Transaction code ME22….
• RTP Task 21.2: Create Purchase
Requisition
Level 4 ARIS
process
19 | ©2013 Software AG. All rights reserved.Role-based Alignment – Discussion
Benefits Drawbacks
Modular design generally fosters Modular design only beneficial if
reuse and reduces redundancies supported by down-stream systems
• Reuse of training modules for • Training system has to support
different job profiles such modules
• Support for authorization if • Not all SAP modules support
business roles are mapped to authorization objects on business
SAP authorization objects role level
Check for compliance once on Compliance check difficult because on a
business role level rather abstract level
Drives standardization of job
profiles
20 | ©2013 Software AG. All rights reserved.Business Rules: Example 21 | ©2013 Software AG. All rights reserved.
Business Rules: ARIS Conventions
Function Business Rule
Check Order for
Compliance Rule
Compliance
via URL
BRF+
Currently: Excel Target: BRF+
22 | ©2013 Software AG. All rights reserved.Business Rules – Discussion
Benefits Drawbacks
Lightweight extension to process: Contents not in ARIS
Only rule header is stored in ARIS • No relationship to objects in ARIS
No redundancies as rules will be (e.g. UML classes)
stored in BRF+ as decision tables • Separate access control
Excel offers simple way for Not standard method
gathering business rules with • New symbol (for object type IT
business users function) and semantic definition
• Not supported by standard
functionality
23 | ©2013 Software AG. All rights reserved.Testing: Methodology Overview
Task End product
1 Generation of high level overarching business scenarios
High level business scenario
based on ARIS level-3 processes
2 Provision of additional key aspects and joined refinement Detailed business scenario
and detailing based on level-4
3 Separation into parts for e2e teams with defined C2R T2C ... …
handover points (), e.g., for data handover
4 Creation of connected individual test cases, each with
defined input and expected output based on level-4
Input Output ….
5 Execution of each test case and check
for expected output
….
24 | ©2013 Software AG. All rights reserved.Testing: High level scenario – Example 25 | ©2013 Software AG. All rights reserved.
Testing – Discussion
Benefits Drawbacks
Testing processes and not only the Contents only partially in ARIS
system • No relationship of test cases to
High-level scenarios are modeled in objects in ARIS (e.g. UML classes)
ARIS • Separate access control
Approach fosters … • Manual updates in case of changes
• Completeness Not standard method
• Traceability (requirements Effort for describing details based on
are derived from processes) processes is tremendous
Only few redundancies as detailed
scenarios and test cases are
defined in HPQC
26 | ©2013 Software AG. All rights reserved.Model Ownership – Discussion
Ownership with core team Ownership with business
Relevance of to-be process models Business expertise for defining own to-
well accepted be process
Shared responsibility for all BUT
processes
Silo thinking as organizational units take
Limited number of users to be over only their to-be process
trained in ARIS
Tendency for focussing on goal (SAP
BUT implementation) instead of processes
Processes might not be accepted by Some people are not used to
business (need for strong sponsor) understanding process models
“Eternal training effort”
27 | ©2013 Software AG. All rights reserved.Agenda
Deutsche Post DHL – Group and Brand DHL
Context, Approach and Concepts
Challenges and Lessons Learned
Summary
28 | ©2013 Software AG. All rights reserved.Thank You for Your Interest and Time
Dr. Jürgen Jung
Head of Business Modeling
Phone +49 228 182 19131 DHL Global Forwarding
Mobile +49 160 531 4352 Johanniterstr. 1
53113 Bonn
Mail juergen.jung@dhl.com Germany
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