Cas PAPCAR (English)
Which places for information systems within organizations and which contributions to the performance of the organized processes ?
THE PAPCAR COMPANY
PAPCAR produces paper for the purpose of writing, printing and graphic arts, and realizes a turnover close to 150 million Euros. Despite 15% of its turnover realized abroad within different interests, its sphere of activity is, today, essentially in France.
In this sector of products holding a standardized appearance, PAPCAR still holds a position of historic leader nationally speaking. The company faces however two main competitors in perpetual progression adopting more aggressive sales approaches, built on the fame of its brand for one of them, on good prices for the other:
- A distributor representing in France the main British 🇬🇧 and American brands 🇺🇸,
- A subsidiary of a Deutsch 🇳🇱 company recently implemented in France, that distributes basic products within a market turned attractive by the growing consumption of companies.
THE PAPCAR OFFER
PAPCAR presents its proposition with two essential characteristics: « Variety in choice» and « Speed delivery ».
Variety in choice
PAPCAR offers with no restriction a variety in size cuts, some 5000 sorts of paper, resulting from combining various qualities of pulp, and variations of grammage and colours decided by production. 10 new sorts per year are added to the catalogue, little is taken out.
Within facts, only about a hundred of these articles stand the flow of regular demands and can be qualified of ‘standards’, the rest of the catalogue being for a more specific and occasional demand, generally liable to trends (particular warps) or even seasonal variations (colours).
The rolls of paper are produced from pulps supplied by international suppliers, and which, according to their origins, offer a strong diversity in fibres.
The fabrication proceeds in three steps:
- transformation, thanks to chemical additives, of the suited pulp as to obtain the required quality,
- addition of the necessary pigments for the required shade,
- drying and rolling as to obtain an even-shaped roll (that would allow obtaining by cutting to shape some 400 reams of 500 A4 leaves).
Speed delivery
PAPCAR is the fruit of the merger of two companies complementary from a geographic point of view. This merger has preserved their major asset: proximity and capacity to deliver every client within a very short delay, from 48 hours to a week depending on availability.
Proximity leans on more than 20 sales units, in charge of distribution, from order-taking to delivery.
CLIENTELE
PAPCAR offers its services to 3 types of clientele: printing houses, stationer’s and companies.
These few figures show the relative importance of each segment:
- Number of clients (% of delivery places):
- 35 % of printing houses, 40 % of retailing stationers, 25% of companies.
- Turnover realized (% of overall turnover):
- 45% of printing houses, 25% stationers, 30% companies. Contribution to mark-up:
- 90% printing houses, -5 % stationers, 15 % companies.
- National market share:
- printing houses 50 %, stationer’s 30 %, companies 10 %.
Despite their different expectations, PAPCAR has put in place an organisation and some homogeneous techniques as to answer the needs of these populations:
- By the wide range of its catalogue, PAPCAR is a key supplier for printing houses. These latter work under orders for companies and individuals that are looking for a capable project manager, beyond printing, to assist them with the design and editing of their works (PR brochures, catalogue, business cards, advertising leaflets, …) and to give them advice regarding the choice of the most appropriate paper with the effects and budgets sought.
- The printing houses’ expectations depend on it: variety in offer, quality, shades and prices, and even more, the assurance of a reliable and quick supply. However, the advantage of the PAPCAR catalogue is now foiled by the advantage in price of competition regarding the most basic products, at the risk of being only used for marginal needs, where competition has no solid offer.
- Stationer’s, ordinary retailers, are basically vigilant on the profit margins they can take. Paper only constitutes a loss leader (reason for entering the shop), that allows the stationer once done with the demand, to attract the customer’s attention on a book or any other product having a higher mark-up. That is why do they only make, most of the time, with just a selection of the most basic products (no more than 20) that they stock in small quantities and almost re-supply one by one. Besides theses basic products, they have PAPCAR’s general catalogue to satisfy if needed, any particular demand.
- Low prices and speed in re-supplying determine the choice in suppliers. If PAPCAR has managed until now with its clients, the arrival of more competitive competitors does force it to erode its margins to such a point that this segment is today in the red.
- A more strained competition turns the company market to be difficult but attractive because of the increasing volume in consumption of printers and photocopiers. The standardization of products gives more than their due to the highest bidder, even if it means changing suppliers for every order. As to compensate its price handicap, PAPCAR puts forward its service capacities:
- Speed delivery service in less than 8 hours, against 48 hours at the best for its competitors, made possible by the proximity of its regional layouts;
- Capacity of setting up and coordinating operations with printing houses by supporting them in their mass reprography operations, for in-house communication or promotion.
As a synthesis, we will highlight the importance in this market of the balance between quality of service and cost control on markets where the development of customer loyalty is the only carrier of profitability on the long-term.
PAPCAR has organized itself as to better answer, in its mind, this search for balance.
THE PRESENT ORGANISATION
PAPCAR’s activity is shared out into several units:
- The Company’s registered office, located in Paris, and where are the Head Office and the main functional Departments such as :
- the Sales department, in charge of defining the price policy of products, to allocate sales objectives to sales units and to coordinate the negotiation of contracts with national major accounts;
- the Financial and administrative department that centralizes cost and tax accounting, centralized cash management, as well as the consideration of investment dossiers;
- the Works department, in charge of developing new products as well as the industrial organisation of production and logistics (investment needs, techniques, equipment maintenance policy) ;
- the Human resources department, which centralizes payments, staff management, in-house communication, etc.
- 20 Sales and distribution units, laid out locally as to serve 3 to 5 departments, are in charge of canvassing and surveying, reception, delivery and billing orders. They report to Sales management that sets margin and expansion objectives as well as goals for the development of customer loyalty. In each units are a Local management and 6 activity poles:
- a sales force, composed of 3 to 5 sales engineers, in charge of canvassing clients, negotiating contractual sales conditions (personalized discounts), dealing with commercial disputes and coordinating special operations on behalf of companies;
- a centre for receiving orders, capable of dealing with some hundred daily phone calls, for order-taking but also for inquiries (10% of calls), request for information about the follow-up or confirmation of delivery dates (20%), or for complaints (10%) ; after having checked the identity of the caller, they start the order-taking process, or conduct requests by transmitting them most of the time to the services concerned (representatives, accounting, preparation or expedition workshops, Unit Manager).
- The procedure seems today rudimentary: Only the orders from listed clients and that are not on the black list, are taken into account. Orders are accepted under the only condition that the presence in stock of the products asked is checked. In case of outage or stock level appearing to be low, the operator enquires by phone to the warehouse or preparation workshop as to be sure of the true availability, and if not, of the date of the forthcoming arrival of the product in question. Even though taken into account, the delivery date wished by the client cannot be guaranteed right away. The delivery date will be planned by the preparation workshop, depending on its production planning.
- a warehouse able to contain 2000 rolls, in charge of managing supplying for the plants, as well as the handling (5 fork-lift truck operators) of the rolls from the warehouse to the preparation workshop (300 daily movements regarding going and leaving rolls); everyday, depending on the quantities left of each product, on the average delivery deadline (4 weeks), on the consumption statistics, and on the room left in the warehouse, the head of the warehouse decides of the supply needs with the production units.
- a preparation workshop takes care of cutting in size the ordered products and handing themin to the delivery service; it operates according to an optimized planning of works, aiming at minimizing off cuts and manipulations of the rolls between the workshop and the warehouse, according to the visibility of the order book, of the wished delivery dates indeed even urgent (companies) and of the capacity of postponing for a short while partial preparations.
- a delivery service in charge of grouping orders and setting up delivery rounds entrusted to lorry drivers under contract; the delivery slips, once returned countersigned by the clients, are given to the invoicing department so it can proceed to billing.
- an invoicing department in charge of establishing invoices and sending reminder letters in case of delay in payment. Payments are sent directly to the financial department in charge of relations with banks. All disputes or delays are notified to the representative in charge of the concerned client account.
- 2 Production units, one located not far from the Havre harbour, and the other near Bordeaux, are in charge of supplying the sales units with rolls, ready to be cut into shape. They are attached to the Works department and are mainly responsible for cost objectives, service delivered products in response to the demands coming from the sales units.
- Despite identical fabrication process, these units share out among them the product range: the first one, equipped with a recent and highly automated industrial tool, covers the upper part of the range (short runs), the second one, equipped with older but robust tools is in charge of the standard paper range (long run). Rolls produced are not kept in stock. They are delivered straight away to the sales units that have ordered them.
The activity of one production unit is shared out into 5 departments:
- The planning department, in charge of short term programming (4 coming weeks) for the necessary production to cover the demands of the sales units, taking into account maintenance
- operations. It estimates elsewhere the supply needs in pulp on the medium term (12 months) as to give the supply service the leeway for optimizing its orders according to price trends. Given the work schedule, the delivery average delay for a demand from a sales unit is of 4 weeks;
- The production workshop, more or less automated depending on the factory, not comprising loading and adjustments when changing products, under control of technicians;
- the transport service, in charge of coordinating the necessary transportations to the supplying of sales units;
- the supply service, in charge of administrating pulp supplies necessary to the needs of the unit; it now puts in orders to a wholesaler dealer, capable of intervening on market places with the main traders or international producers and capable of coordinating the deliveries all the way to the door of the factory’s warehouse (with a delay of 2 to 4 months depending on the place of origin). Supplementary stocking capacities can, if needed, be used in the warehouses situated nearby the factory as to cover possible anticipated supplies (according to availabilities and the evolution of price indicated by the agent) ;
- a maintenance and method department, in charge, on the one hand, of supervising the production setting of new products but also to supervise and coordinate the up-keep and fixing of the machines in case of dysfunction, in collaboration with the original suppliers or specialized providers.
THE EXISTING INFORMATION SYSTEM
As for most firms born before the generalized usage of information technologies, the already existing information system does not come from an overall conception that would have aimed all in all at the optimal support of operational activities and the pertinent support of management activities and that would have anticipated the organisational transformations expected in the medium and longer term. On the contrary, the information system in place grew by the adjunction in time of computer applications conceived and put in place in a purely pragmatic approach to search for efficiency. The first cartography presented in appendix 6 situates the different computer applications put in place within PAPCAR units and that support together the information system of PAPCAR.
We will first examine the content and usefulness of this system, we will identify the limits and wants within the present organisational context, and then we shall develop the different possible evolution scenarios, as to be able, in a first place, to overcome the daily problems met, as to anticipate in a second place a more strategic focus on medium and long term.
As to describe and manipulate the different components of the Information System (IS), we shall follow the following canvas put forward by city planning practitioners and that tries and answer the following questions:
- To what jobs and what stakes does the IS contribute?
- By what informational services does the IS contribute to the setting up of an organization capable of answering these stakes?
- What definitions and management rules are placed out and conveyed through these services?
- By what means are elaborations regarding technologies as well as in what overall applicative architecture are these services actually delivered?
- What is the infrastructure that allows services to ensure the performing, availability and required security levels?
Business View
The representation of the business describes on the one hand the goals targeted by the action of organizing, and on the other hand, the operating process actually set up for the organisation.
The first representation, cartography of processes, sums up the objectives of the organisation, in line with the comprehension of markets and activities that compose the business and the raison d’être of the company: what the company looks to mastering as to exist.*
At a first level (in light colour on the diagram) the company puts up its organisation goals, by setting forth the more general -or strategic- process in view of the expectations of the market and to which it must elaborate an answer, in the framework of an organisation that will have to:
- Answer the clientele’s expectations by creating value (goods and services production process),
- Ensure the viability and development of the firm (management and development process),
- Ensure in-house cohesion by constituting a platform having activities opposite the other processes and in charge of managing the resources and functions within statutory reach (support process).
Each process identifies itself to an operational purpose bearing stakes materialized by performance factors, in terms of effectiveness, efficiency, reliability, risk prevention or even wanted flexibility. Each process is in that matter the centre of activity exercises, for which the processes and resources allocated determine the organizing capacity as to answer these stakes.
At a second level (darker-looking on the diagram) appear the processes called ‘functional’, and that show as much contributions to added value, in terms of capacity and know-how that the firm (PAPCAR in this case) intends mastering in the realisation of strategic processes.
Separating processes shows the determination of bringing the organisation of their functioning up to be self-sufficient, same for the resources respectively given to them. Therefore the process « serve client demands» is free to organizing itself independently from the process « supplying SU»: specific performance objectives, no joint coordination structure but at the most synergies to look for in a game of agreed interactions.
Any activity (component of a process) can when it comes to it, be the centre of some organisation and self-sufficient resources. On the contrary, the choice of not doing so encourages considering the overall organisation process without isolating one of some of the activities composing it. In this way, the chosen representation does not leave any room in the present strategy for self-organisation or even to farm out a delivery or preparation activity. In effect, if the in-house organisation of the ‘preparation’ and ‘delivery’ are actually independent, they fall within the coordination scope that the process « serve client’s demands » constitutes.
Appendix 1 stresses the scope of the main functional processes accepted by PAPCAR.
Appendix 2 illustrates, under the « collaboration diagram», the present organisational configuration of the process «serve the client’s demand ». There, are present the actors in the organisation and the activities they are responsible for as to answer the flow of client demands.
Appendix 3 hones this representation, under the shape of a « Workflow » or « activity diagram» that turns explicit the principles or management rules, motivating the string of activities operated from one originator event, in this case, the client’s demand going as far as the normal expected result, in this case the invoicing of the delivered order. This operational representation shows concretely in what way do the actors of an organisation intervene within the framework of the process described as to answer one entreaty. The description of the process is therefore honed for the different activities.
Just as the image of the « processing for client demand, from order-taking to billing» another workflow could define the « processing for a client’s complaint, from complaint reception to settling the dispute », or even the « processing for order cancellation». At this point, the process appears as a body of « organized procedures » to be able to face every event.
Information system and Computer system Views
An information system ensues from the usage made by a company of the information and communication technologies as support of the organisation of its business processes.
A first concrete representation of the information systems starts from the acknowledgement of the principal computer systems implemented inside the company as well as the identification of the actors within the organisation that use them.
Under the scope of an « applicative » cartography, appendix 6 presents such an overall view of the computer systems that backup altogether PAPCAR’s information system and states their main functions. This cartography localises the different computer applications put in place within PAPCAR units as to be able to specify the beneficiaries and to understand the information-sharing that dictate where they stop.
Describing more subtly the IS comes down to decline four stratums (layers):
- - the « functional » stratum of the IS:
- It answers questions such as: ‘what services does the IS give the company?’ ‘to make possible what type of « ability to do»’. This stratum draws up a list of informational services that the IS brings to the actors and the organisation, as a support to their activities and to the body of processes. All services indicate a need or « expected service» from the IS that gives the organisation a significant capacity, depending on the performance factors of the given process. Therefore, if the knowledge of the production scheme handed-in to the sales people allows offering clients a definite delivery date and develops even more the quality of service given or the sales volume, the control of an invoicing payment process enables to systematize the control of terms of payment, editing alarms and reminder letters so to reduce the risks of outstanding bills and delays in the collection of the client’s payment.
- The diversity in possible services is synthesized in the classification given in appendix 4.
- - the « applicative» stratum of IS :
- It covers the scope of technological solutions that the company puts in place as to satisfy service expectations.
- It describes the technological section of IS, how the IS is physically « implanted » within different applications, and how the basic techniques (data bases, workflow tools, rules engine, statistical analysis tool, etc.) are set up to deliver the expected services. Sometimes these technologies have already been integrated as to answer the process expectations typical from a business in a « package » or « software package » that will just need to be parameterized as to be integrated within the organisation. Integrating building blocks or the parameterization of software packages leads to run in that way some « Applications » dedicated to delivering a body of services.
- When they do not just only result from the adjunction brought along with time going by and opportunities, the number and frontiers of the different applications result from an « applicative architecture » approach, aiming at mutualizing, consolidating what looks alike, or on the contrary, to handle with care the autonomy or modularity of elements complementing one another.
- The « information » stratum :
- It answers the question: what are and how to access the information present in my IS?
- « What are » encourages clarifying the signification of the much data handled: what type of business objects do they characterize? What do they represent? How are they elaborated, collected, transformed?
- « How to access this information» aims not only at making an inventory and localizing the available information, but tends to identify the presence of the same information in several applications and prevent any risks of incoherence. Which one of these applications is the reference point when the others only have recopies? From then on, by what «integration » means is it possible to ensure the overall coherence to the chain of events affecting this information?
- - The « technical infrastructure » stratum :
- It answers the question: on what technical base do the setting up and running of these applications stand on?
- It designates the physical infrastructure capable of supporting the functioning of applications on a regular basis. It describes the nature and architecture of physical equipments (network, stocking, servers, work stations, communication platforms, etc.), but also recreates this architecture within a running context (supervision, administration, saving) meeting constraints in performance, availability, or security, etc.
In the PAPCAR framework, we shall do the following observations:
- Technical premises are kept on every site (head office, sales or production unit) as to home the different servers supporting applications and communication equipments;
- The sites are linked up by the logic network « Frame relay », secured solution and ran by the operator France-Telecom; this solution guarantees a minimum output with great flexibility for the support of fluctuating traffic (exchanging files, electronic mail, etc.) ;
- The running, the support to users as well as administrating all the systems is entrusted, by means of an outsourcing contract concluded two years ago and for a 5-year duration, to an outsourcing company capable of managing from afar and of intervening on every site at any time. A good thing, as there isn’t a week that goes by without one of the 50 servers failing. The runner commits itself to intervening within 4 hours, but the disorder caused is sizeable and wants more than a day to be brought down ;
- The computer department, composed of the computer service manager and of 3 technicians, is attached to the Administrative and Financial Department. This department administrates essentially the relations with technical partners, runners, suppliers or service companies as well as helping General Management and Operational management as to focus on investment lines. Each Managing department, constituted of product owners brings out its own needs, in terms of development and investments, directly to General management.
- The annual budget for computer running is of 2 million €, that is about 2 % of the turnover, far less than the average rate for the industrial sector of about 3,5%. This budget covers functioning costs, telecommunication costs, outsourcing services, the wages of the computer department, applicative maintenance costs. Investments and new developments engaged these last few years for the constitution of DWH sales and techniques did only represent last year about 10 % of the overall budget (the budget consecrated to new developments goes regularly up to 30 % of the overall budget).
PRESENT PROBLEMS and DYSFUNCTIONS
Si son dynamisme et sa qualité industrielle lui ont permis de maintenir une croissance régulière depuis de nombreuses années, PAPCAR semble avoir atteint un seuil critique, au delà duquel tout semble se détraquer. On observe en effet depuis de nombreux mois :
- La dégradation du taux de service des demandes par l’engorgement des magasins
- Les magasins des unités de vente sont pleins, et pourtant le nombre de rupture des articles n’a jamais été aussi fort ; le modèle logistique actuel ne semble plus adapté à la démultiplication des produits. Les magasins sont ankylosés par une pléthore d’articles à faible rotation qui ne permettent plus, par défaut de place, d’approvisionner les articles demandés. En conséquence plus d’une commande sur trois ne peuvent être aujourd’hui satisfaites, par défaut de disponibilité dans les délais admis par les clients.
- La dégradation de la qualité des relations avec la clientèle
- Le dysfonctionnement précédent se répercute sur l’ensemble des activités et en particulier sur les centres de réception des appels client. Confronté à un nombre croissant de situations jusqu’alors exceptionnelles (articles demandés indisponibles, rappels du client pour différer la date de livraison suite au constat d’insuffisance de l’article annoncé initialement comme disponible, annulation de commande, retard de paiement, factures contestés, …), ceux-ci consacrent la majorité de leur temps dans des relations nécessaires mais non productives et laissent apparaître au client le désordre ambiant.
- Les plus touchés par cet état de fait sont les imprimeurs, qui ne peuvent supporter face à leurs clients de tels aléas. Qui plus est, ils prennent conscience qu’ils sont traités à l’égal des autres, sans la moindre compréhension de la spécificité de leurs métiers.
- Les entreprises ne sont pas trop touchées, compte tenu des contrats d’engagement de service qui les rendent prioritaires, et du caractère standard des articles livrés. En revanche, face à cette situation les représentants freinent leur allant naturel pour démarcher de nouveaux clients et prendre des engagements que PAPCAR ne saurait tenir.
- Les papetiers eux non plus ne semblent pas trop touchés par l’indisponibilité des articles de base. En revanche, le désordre ambiant semble dégrader la régularité des délais de livraison (plus de quatre jours parfois entre les délais actuels et ceux auxquels ils s’étaient habitués). Pour eux, cette incertitude se traduit par un risque de « désassortiment » de la gamme qu’ils présentent à leur propre client et ils hésitent entre stocker davantage ou aller voir ailleurs.
La situation de crise révèle naturellement le défaut d’informations utiles. En particulier, PAPCAR ne dispose ni d’information globale sur les stocks, ni de statistiques sur les ventes manquées, encore moins de traces historiques de l’évolution des stocks (la rupture remonte à quand, les rouleaux présents en magasin y sont depuis combien de temps). Pour finir, les pointages faits en magasins révèlent de nombreuses inexactitudes entre les quantités disponibles théoriques et effectives.
C’est alors le moment de se retourner vers la production : est-il possible de raccourcir le délai d’approvisionnement des unités de ventes. A priori les unités de production ne tournent pas à plein régime, mais l’analyse révèle une utilisation non optimisée de la capacité globale. L’unité du Havre est sous-utilisée plus d’un tiers de son temps quand, au même instant l’unité de Bordeaux est saturée par les demandes sur les manquants.
L’HEURE DE REAGIR
A l’heure où la personnalisation et la qualité du service déterminent les positions concurrentielles, la dégradation de fonctionnement des unités de vente ne peut perdurer.
La direction générale de PAPCAR entend réagir vigoureusement à cette analyse pessimiste.
- Que faire ?
- Consciente de bénéficier d’un personnel de qualité, d’un savoir-faire technique compétitif et d’installations industrielles performantes, la Direction s’interroge sur les moyens de rendre plus efficace son organisation.
Deux actions sont envisagées :
- A court terme, engager les aménagements de procédures et le cas échéant des systèmes d’information qui permettraient de résorber au plus vite cette situation de crise;
- Prendre le temps de réfléchir, aux transformations de toutes natures à apporter pour le moyen terme, depuis la nature des prestations et des services proposés aux clients, jusqu’à l’utilisation faite des capacités industrielles et logistiques. La refonte des systèmes d’information servira dès lors de moteur du changement.
La Direction vous demande de l’aider à réfléchir dans cette voie, en dégageant les principales lignes d’action préconisées à court et à moyen terme.
ANNEXES
Annexe 1 : Missions et facteurs de performance des principaux processus fonctionnels
Missions et facteurs de performance des principaux processus fonctionnels perçus aujourd’hui par la Direction
| Capacités fonctionnelles | Mission | Facteurs de performance
(efficacité et efficience) |
Niveau satisfaction actuel |
| Servir les demandes client | Livrer les demandes clients et recouvrer le produit des ventes | Taux de service des demandes
Respect des délais souhaités Marge dégagée par les ventes |
☂
☂ ☁ |
| Prise d’ordre | Qualifier et prendre les engagements de livraison en réponse aux demandes des clients | Taux de transformation des demandes
Respect des délais annoncés |
☂
☂ |
| Préparation | Préparer les commandes pour livraison | Productivité et coût de revient de préparation
Respect des délais souhaités Taux de transformation rouleaux |
☀
☂ ☀ |
| Livraison | Coliser et organiser l’expédition de livraison des commandes client | Respect des délais souhaités
Coût de revient des livraisons |
☂
☁ |
| Facturation | Etablir les factures et relevés pour recouvrement des commandes livrées | Délai et Taux de recouvrement des factures émises | ☁ |
| Gestion de disponibilité | Entretenir la disponibilité des produits à la vente et mettre à disposition de la préparation les produits commandés | Taux de disponibilité immédiate des produits
Productivité et coût de manutention |
☁
|
| Approvisionner les UV | Approvisionner les unités de ventes et de distribution en réponse à leur demande | Coûts des matières
Coût de production Délais de fourniture des produits demandés Qualité des produits livrés |
☁
☀ ☁ ☀ |
| Développer de nouveaux de produits | Mettre en production des produits exploitant les évolutions de matières, de procédés, de coloris afin de préserver son atout technique. | Effort d’innovation
Avance sur la concurrence Satisfaction des attentes clients (imprimeurs) |
☀
☀ ☀ |
| Développer notre offre commerciale | Gérer le catalogue de produits proposés à la vente et fixer les prix | Couverture des attentes du marché
Rentabilité des produits distribués Rotation des produits distribués |
☀
☁ ☂ |
| Acquérir de nouveaux clients | Référencer et négocier les conditions commerciales
proposées aux nouveaux clients |
Taux de transformation des actions de prospections
Taux de marge remisé pour référencement |
☁
|
| Fidéliser les clients existants | Entretenir la satisfaction de nos clients | Taux de satisfaction des besoins clients
Taux de remise consentis pour fidélisation |
☁
|
Annexe 2 : Processus « Servir les demandes des clients » ou « Distribution »
Processus « Servir les demandes des clients » ou « Distribution » Diagramme de collaboration (restreint au « traitement d’une commande »)
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Annexe 3 : Procédure de traitement d’une commande
Procédure de traitement d’une commande (Séquence des activités de la demande à la facturation)
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Annexe 4 : Services informationnels - les grandes familles
| Disponibilité de l’information
o Première famille de service du système d’information, maîtriser la chaîne « complexe » de l’information depuis son acquisition ou son élaboration jusqu’à sa restitution, afin de mettre à disposition de l’un quelconque des acteurs du processus l’information utile à son action (SGBD, Datawarehouse). |
| Automatisation des opérations et/ou des règles de gestion
o C’est le service traditionnel des technologies de l’information, appliqué à toute opération, automatisation d’un travail ou d’un simple contrôle. L’automatisation peut porter aujourd’hui jusqu’à la délégation à un automate (agents intelligents) d’une fonction « intelligente » de détection, d’analyse et de décision. |
| Aide à la décision et/ou optimisation de solutions
o Tout ce qui contribue à accompagner le cycle de décision, depuis la détection du problème (agents de surveillance), sa compréhension (analyse du contexte, diagnostic), la recherche et l’évaluation des solutions possibles (contrôle de faisabilité, optimisation, simulation), et enfin le contrôle de sa mise en œuvre et de ses effets. |
| Contrôle d’exécution des processus
o Prolongement de la recherche de productivité par l’automatisation du déroulement des procédures opérationnelles. Désigné par le terme « Workflow » ou « BPM – business process management », ce service tend à accélérer l’enchaînement des décisions et des tâches, automatisées ou non, nécessaires à la production d’un résultat, en réaction à certains événements, sous contrainte de délais, de qualité et de traçabilité. En charge de superviser chaque événement, son utilité redouble aujourd’hui face aux exigences de traçabilité et de sécurité, en particulier dans le domaine financier (LSF). |
| Recherche de synergie et travail collaboratif
o C’est tout ce qui permet de regrouper autour d’un problème ou d’une décision l’intervention de différents acteurs ou différents points de vue pour l’obtention d’un résultat. Mise en commun de l’information disponible (base de données, bases de connaissances), facilités de communication (messagerie, réunion virtuelle, visio-conférence), et facilité de coordonner les tâches nécessaires à la réalisation du résultat (workflow de validation, plan d’action, « gestion de projet »), autant de composantes indispensables à la nouvelle dynamique de groupe des organisations. |
| Interaction avec l’environnement
o Tout de qui permet d’établir une collaboration avec l’environnement (clients et fournisseurs par exemple) pour la recherche de synergies. C’est le domaine traditionnel des échanges électroniques de données (EDI) ou plus récemment des portails B2B ou B2C où se combinent EDI, accès aux applications du tiers (Self-services et bientôt Web-Services) et enfin toutes facilités de travail collaboratif à travers le Web (chat, forum, travail simultané sur fichiers ou sur applications coopératives). |
| Analyse et pilotage de la performance
o Tout ce qui permet de mesurer et de gérer l’efficacité des processus (résultat attendu), et leur efficience (coûts et qualité du résultat produit), et d’en analyser les facteurs déterminants (cost drivers, performance drivers) à travers un cycle régulier de planification, de contrôle et d’analyse. |
| Capitalisation et diffusion d’expérience
o Tout ce qui permet de dégager et de tirer parti des leçons de l’expérience. C’est le domaine de l’analyse statistique (ou datamining) pour découvrir des relations de cause à effet, d’archivage des cas rencontrés (symptômes, diagnostics, actions entreprises, résultats obtenus) pour une réutilisation par analogie (Case Base Reasoning), de modélisation de l’expertise sous forme de raisonnement programmable (systèmes experts), ou plus simplement d’organisation d’un forum ou d’un recueil de FAQ autour d’une problématique ouverte. |
Annexe 5 : Carte des services informationnels en support des processus fonctionnels
Les services informationnels sont déployés au sein de l’entreprise pour donner corps à l’organisation de chaque processus et dégager ses capacités, en termes d’efficacité, de savoir-faire et de performance :
Annexe 6 : Cartographie applicative existante
Description des applications
| Applications | Services délivrés | Caractéristiques particuli ères | Technologie mise en oeuvre | Année de déploiement |
| Système ADV | Administration du catalogue des produits mis en vente | Identification des produits par combinaison sorte, couleur, format Prix unique pour l’ensemble des clients
Prix promotionnels sur durée de promotion |
Mise en place d’un progiciel en technologie Client-serveur Microsoft sur réseau local | |
| Administration du fichier clients | Identification locale et référence comptable
Taux de remise global par client (tous produits confondus) | |||
| Enregistrement de commande
!Contrôle disponibilité produit !Contrôle autorisation Crédit |
disponibilité produit format format de référence (déduit par calcul pour les produits de même nature mais de format différent) (adaptation spécifique) | |||
| Suivi du processus d’exécution de commande | Suivi des états successifs (préparée, livrée, facturée, soldée)
Alerte sur dépassement d’échéance | |||
| Production des documents de livraisons | Bons de livraison valorisés | |||
| Production des factures | Calcul autonmatique et possibilité de surcharge manuelle si nécessaire | |||
| Contrôle du règlement des factures et automatisation des relances | Règle de relance paramétrée selon statut de confiance client et montant facture | |||
| Analyse statistique des ventes | Analyse CA et marge croisée par produit, par client et par mois (à partir d’un coût standard par produit), | |||
| tableau de bord activité commerciale | Suivi réalisé/objectifs ventes, marge, portefeuille clients |
| Applications | Services délivrés |
Caractéristiques particulières |
Technologie mise en oeuvre | Année de déploiement |
| Système logistique | Administration du Référentiel produit | Identification des produits et par code interne (ts formats confondus) et tra çabilité des rouleaux par code barre | Mise en place d’un progiciel en technologie Client serveur exploité sous Unix | |
| Administration du référentiel d’emplacements (de stockage) | Emplacements banalisés | |||
| Gestion de l’entrepôt
•Ordonnancement des ordres E/S •Contrôle E/S •Contrôle d’inventaire |
Utilisation de lecture code -barre | |||
| Gestion des stocks
•Suivi disponibilité •Déclenchement des ordres d’approvisionnement •Suivi de réalisation des ordres •Valorisation des stocks |
Déclenchement sur point de commande | |||
| Gestion de la préparation
•Ordonnancement des travaux •Production des ordres E/S entrepôt •Contrôle d’exécution travaux |
contrôle des temps pass és | |||
| Geston des tournées d’expédition
•Optimisation des tournée •Contrôle d’exécution |
Groupage par secteur géographique | |||
| Tableau de bord logistique | Volumes d’activit é et ratios de productivité en prévus et r éalisés | |||
| Système de GPAO | (Domaines de service) | Logique générale de type MRP 2 | Progiciel de GPAO en environnement IBM AS 400 | |
| référentiel produit et nomenclatures | ||||
| Planification et calcul besoins | ||||
| Gestion des stocks MP et PF | ||||
| Gestion des approvisionnements | ||||
| Ordonnancement | ||||
| Contrôle qualité | ||||
| Comptabilité de production | ||||
| Tableau de bord usine |
| Applications | Services délivrés |
Caractéristiques particulières |
Technologie mise en oeuvre | Année de déploiement |
| DWH ventes | Développement spécifique d’un environnement
DATAWAREHOUSE (système décisionnel) |
|||
| Tableau de bord analytique des unités de vente et des marges (sur coût standard) par UV | Analyse comparative entre UV, au fil du temps, par variété de produits et variété de client | Moteur d’analyse multidimensionnelle *OLAP | ||
| Analyse comparée avec la concurrence | Confrontation données internes et panel sectoriel des commandes passées | |||
| Segmentation des clients et produits par profil-type de comportement et de rentabilité |
Statistique Analyse de données |
Data Mining | ||
| DWH indust. Et logistique | Consolidation de l’ensemble des
flux de produits et matières à partir des UP et des UV |
Développement spécifique dune base de données, de programmes de calcul, complétés d’un outil d’analyse synthétique et d’un outil d’analyse statistique (data mining) | ||
| Evaluation et analyse des coûts de revient produit et processus par simulation de démarche ABC (analyse par activité) | Outil de calcul spécifique appliqué sur extraction de la base de données | |||
| Statistique quantitative et qualitative sur les flux le long de la chaîne logistique | Datamining | |||
| Systèmes généraux | Domaines de services | |||
| Système comptable | Comptabilité générale, analytique et budgétaire | Logique g énérale de type MRP 2 | Progiciel de comptable en
environnement IBM AS 400 |
|
| Système de reporting | Confrontation objectifs budgétés/prévisions/réalisations | Analyse par centre de responsabilité (UV, UP) | Consolidation à partir de fichiers Excel formatés | 1995 |
| Système RH | Traitement de la paie et statistiques personnels | Progiciel de paie et GPRH en environnement IBM AS 400 | 1985 |
Annexe 7 : Vue en coupe d’une application
Regardons en coupe l’un de ces systèmes, par exemple le Système « Administration des ventes », trois couches peuvent être mises en évidence :
• Une couche « données » qui supporte et maintient la mémoire utile du système selon une structure stable et cohérente
• Une couche « règles de gestion » qui exprime les principes adoptés par l’entreprise et dont l’application est confiée au système
• Une couche « services » qui exprime la vue fonctionnelle du système proposée aux acteurs de l’entreprise.
