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X ilinx C ustomer M aster Implementation Update

X ilinx C ustomer M aster Implementation Update

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X ilinx C ustomer M aster Implementation Update

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  1. Xilinx Customer MasterImplementation Update June 15, 2006 Xilinx Confidential

  2. Xilinx is a 22 year old high tech company • Operations in U.S., Ireland, Singapore • Global sales organization • 2005 #5 Great Place To Work • “Fabless” semiconductor manufacturer • Produce programmable logic devices • 2005 Revenue was $1.7 Billion Xilinx Confidential

  3. Oracle 11i is the core of our application suite Technology Stack E-Business Suite Functionality Implemented • Human Resources (11.5.9 FP G) • HR Core • Self-Service HR • Advanced Benefits • Training Admin • Planning &Scheduling • Advanced SC Planning • Constraint-based Optimization • Global Order Promising Purchasing 9iAS DB 8.1.74 HPUX 11.0 • Order Management • Order Management • Shipping • RMA • Finance • General Ledger • Receivables • Payables • Cash Management • Assets • Internet Expenses • Discrete Mfg • Inventory Mgmt • Bills of Material • Cost Management • Quality • Project Mfg • Service • Service Contracts • Install Base • iSupport Xilinx Confidential

  4. XCM Vision Provide the infrastructure, software, and processes necessary to establish and maintain an integrated centralized customer master repository. Enable the linking of transactional data to provide improved customer reporting. Xilinx Confidential

  5. Our strategy for customer data management will deliver near-term value while addressing long-term objectives • Build a foundation • Purchase and install technology • Develop data model • Integrate initial set of applications • Develop data management processes • Initiate data ownership / organizational responsibility • Sufficiently demonstrate value resulting in continued support • Demonstrate value of data cleanliness • Demonstrate value of integration • Incorporate the business into the process • Jointly define scope • Agree on key success criteria Xilinx Confidential

  6. XCM Project Structure Project Sponsor Steering Committee Kevin Cooney – IT Jane Vaillancourt – Bus. XCM Project Steering Committee Project Managers IT Program Manager – Robert Roffey (50%) IT Project Manager – Sami Muniappan (50%) XCM Core Team XCM Support Teams Solution Architect (50%) Data Analyst Data Analyst System Analyst Solution Architect (50%) Data Architect Functional Lead Extended Team Business & Technical Subject Matter Advisors Xilinx Confidential

  7. We will use a phased implementation approach to deliver rapid, incremental benefits ‘06 ‘07 Jul Feb Mar Apr May Jun Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Aug Jul Phase 2 Expanded XCM Solution Rollout Phase 1 Initial XCM Solution Rollout Phase 0 Analysis, Strategy and Roadmap Phase n DCO Alignment • Duration • Ten weeks • Scope • Develop initial data model • Develop roadmap and scope phase 1 implementation • Define phase 1 governance approach • Duration • Twenty-six weeks • Scope • Develop integration for Phase two applications • Revise data model as needed • Finalize definition of governance and cleansing processes / organization • Implement new governance and cleansing processes • Duration • TBD • Scope • Align with DCO activities • Phase subsequent implementations with DCO • Duration • Twenty-six weeks • Scope • Deploy XCM solution and integrate initial set of applications • Update data model as needed • Implement interim governance and cleansing processes • Prove value of integrated / cleansed data Xilinx Confidential

  8. Learnings • Six month release cycle is difficult to manage, and will require parallel implementation work • Initial messaging effort estimated at 8 months including testing • Historical data in ERP requires restructuring (Party/Account relationship) • Value delivery depends heavily on process changes • D & B is critical to delivering value in our environment • Current hierarchy is manually assigned • Limited to three levels • No official source of truth • TCA Architecture works • Despite our complexity (Distis, Rep Companies, End Customers, Contract Manufacturers, etc.) no customization to date • Includes the ability to support non-Oracle systems • Initial data cleansing is a big deal • D & B Integration • Duplicate identification • Non-match resolution • Your version of Oracle can be a problem • Earlier versions not based on TCA • Previous implementation (conversion) was 1:1:1 - Party:Account:Site Xilinx Confidential

  9. Other “Customer” Systems Primary Systems Customer Data Librarian System 1 System 1 System 2 System 2 Customer Data HUB System 3 System 3 System n System n Learnings – Governance is critical and must be established early (Primacy issues can be significant) Data Governance Customer Administration Xilinx Confidential

  10. XCM Value Examples of Potential Capabilities Enabled by Hub Enable • Integration with cost & revenue applications provides real-time Customer & Segment P&L • Integration of all customer transaction systems enables powerful improvement to customer experience Transactional • Integration between sales tools and customer data enables new forms of account management and more effective sales activities. • Real-time notification of most customer activity enables closer management of disti inventory pipeline. Deliver / Enable • Integration of opportunity tracking & order entry systems enables accurate win-loss tracking • Initial integration with data warehouse enables selected reporting, e.g. Sales history by customer and segments • Improved timeliness and accuracy of transactional data Deliver • Use of data model in production environment(s) • Cleansed and standardized data in production – limited reporting Xilinx Confidential

  11. Q & A Xilinx Confidential

  12. Appendix Xilinx Confidential