1. From Pitch to Production Customer: Damco
Solution in Action
From Pitch to Production
Customer: Damco
A real-life project by the Data Insights Center of Excellence at Microsoft

2. Table of Contents Our project approach Project overview
Engagement & business drivers
Solution architecture
Best practices and barriers to adoption

3. Project approach

4. Our approach to projects
Customer-centered Innovation Life Cycle
Emerging Business Models
Emerging Business Models
Business Partner
Business Partner
Business Partner
Co-Create
Customer Centric
Agile approach to solution creation
Test The Idea
Commoditize The Idea
Commercialize The Idea
Opportunity =
Use Cases
New Services
New Services
New Services
Lower Cost Base
How customers can benefit
Opportunity
Value Chain Model (Big Data, Analytics, Cloud, Apps)
Cost Base
Top Line Revenue
Time to Market
Cash Flow
Customer Intimacy
Data Monetization
New Revenue Streams
Where partners can monetize
Governance Model: People, Processes, and Technology
Organization Structure
Disruptive Use Case Scenarios
Cost Benefit Analysis
Prioritized Roadmap & Milestones
Adoption / Change Management
Apps Life Cycle Management
Data Strategy (Data Gov., Quality, Data Model)
Business Insights & Decisions
Validate Value Creations
Industrialize Best Practices

5. Project overview

6. Damco Background Damco at a glance 11,000+ 10,000+ Top 25 300+ $2.74 B
Damco is part of the Maersk Group and a leading third-party logistics provider.
They specialize in delivering customized freight forwarding and supply chain solutions.
11,000+
employees
10,000+
customers
Top 25
customers with us for 10+ years
300+
locations worldwide
From single shipment to supply chain management solutions:
Freight Forwarding
Customs Brokerage
Warehouse & Distribution
Supply Chain Design & Optimization
Supply Chain Visibility & Control
Retail
Lifestyle
Technology
Industrial
Chemicals
Mining
Aid & Relief
Government & Defence
$2.74 B
USD net turnover
100+
Presence in
countries

7. Project overview 1 Business Needs 2 Solution 3 Business Results
Business model and costs
Remain a relevant and differentiated supply chain market player by being fast, innovative and agile
Reduce upfront costs by moving away from legacy apps to an agile cloud platform
Uncover new revenue streams by providing services through disruptive mobile apps
Customer centricity
Provide low cost offers to customers
Provide supply chain visibility to customers through the use of big data and analytics
A scalable and flexible Big Data cloud solution that helps Damco anticipate and act on potential supply chain disruptions, such as weather events.
Our solution ingests data from internal and external sources such as news and weather feeds, then uses data modeling to produce analytics and feed them into a visual dashboard.
Faster response to supply chain disruptions
Insights on what’s happening in trade lanes
Reduced manual workaround
Ability to proactively notify customers
Keys to Winning
Team of architecture, sales and consulting resources that were able to act fast and closely interact with the customer
Discovery workshops with key Damco stakeholders
High customer involvement to facilitate change management
Positioning of project in the context of the larger strategic relationship
12/4/2013
CRM ID 7-LD35IX23D

8. Engagement and business drivers

9. Innovation in Logistics?
The logistics industry is one that has seen little innovation since containers came on the scene in the 1950s.

10. Business Drivers Technology Drivers
Redundancies: Data replication and different applications supporting same domain or function
Data Integrity: Time lags resulting from data dispersed between systems and conflicting views of same measures
Gaps: Inconsistent support for systems and missing key data that create unnecessary dependencies
Vision: Be recognized as an innovative and relevant brand
Market: Secure a unique position in the supply chain market
Cost: Reduce the cost base and increase cash flows
Agility: Moving to the cloud

11. Delivering innovation and ROI… continuously
We wanted to deliver incremental value on a continuous basis 1 2 3 4
Continuous Engagement
Envisioning
Pilot
Production
CIO engagement:
Roundtable with CIO to understand the company’s aspirations
Envisioning session:
A 2-day discovery workshop with Damco to land concept for a pilot
Phase 1:
Build the supply chain disruption application on top of Azure Data Lake
Phase 2:
Onboard historical data sources
8 Weeks
Ongoing
3 Days
Conduct 8 week “proof of concept” based on goals established during the envisioning process.
Develop regular rhythm and cadence for engagement to identify new opportunities and prove commitment to customer

12. Governance Model: People, Processes, and Technology
Change Management
Ensuring solution adoption requires disruption in a company’s business and governance models
“As Is” Business Model
New Business Model
Existing Services
New Services
Disruptive Apps
Revenue Lift
Governance Model: People, Processes, and Technology
Legacy collection of well-intentioned core systems built for an older business model and resembling a mass of spaghetti
Architected, consistent, customer-aligned and cloud-enabled systems resembling a collection of building blocks

13. Solution Architecture
Solution Architecture and cover the "Supply Chain Disruption App" and "Reference Architecture" slides
Solution Architecture

14. Supply Chain Disruption App
A peek into our data logic:
Disruptions are related to trade lanes
Trade lanes are a combination of different pairports (e.g. Vessel 1 goes from Ho Chi Minh City to Singapore, Vessel 2 goes from Singapore to Rotterdam, and Vessel 3 goes from Rotterdam to Felixstowe).
A vessel does not always start from the port where the cargo is leaded, so events taking place prior to the vessel entering the port can also be relevant
Vessel leg data should be used on a multi- leg voyage to cover the relevant intermediate port calls.
Trade Lane view
App layout - functionality

15. Reference Architecture
Bing Spatial Data Services Geocode Dataflow API
Vessel GPS Service “Marine Traffic”
Azure
Vessel Location
Twitter
Curata
Geo Location
Vessel Location
Event Hubs 01 10
Functions
News
Weather
RSS
Onpremise MainFrame
Reference Data Keywords (Blob)
Storage Table
(Geocode Cache)
Keywords
IMO Codes
Ext
Disruptions
Disruptions
Disruptions
Customer Laptop
AzCopy
Ext App Host
Functions
Geo Location
Event Hubs
Cognitive Service LUIS
EDI
ESB
Disruptions
Stream Analytics
Data Lake
Customer DC Message Bridge
Locations Date/Time
SQL
DB z
DMZ
Ext Data Model
Disruptions
App Service
Rest API
API Mgmt
Ext Application
Internal News
Disruptions 01 10
Azure SQL Database
Batch Custom Activity
DB x
Disruption News (Windows Service)
Auth
Auth
Master Data
External Data
(Blob w. Encryption at Rest)
Account
Data Factory
MnA Data Streams
MNA Streams (CSV files)
Azure Active Directory
Customer.onmicrosoft.com
Auth
Data Lake Storage (Encryption at Rest)
Data Lake Analytics (Correlation)
Ext Workflow
Transfer Message
Azure Key Vault
Encryption Key
Azure Active Directory
Customer.com
M+A MQ MQ
Transfer Service (Java)
Storage Queue

16. Best practices and barriers to adoption

17. Best practices & learnings
Barriers to adoption
Executive sponsorship from the customer and their commitment to take on digital transformation
Customer had a clear and realizable vision based on frequent interaction and understanding of their own customers’ needs
We kept discussions forward-looking on business models, industry patterns and trends, rather than individual technology products
We drew parallels with other industries and areas, such as financial markets
Data onboarding from multiple legacy sources
Connecting with the equivalent of business architects and data scientists on the customer side
Change management governance process
Speed of cloud adoption
Talent and role changes during project
Need for a central team to act as a steward of continuous support for customer

18. Learn more about this project
Case study
Reference video Logistics firm enables big data and analytics to transform supply chain management 

19. 10/5/2017
© 2016 Microsoft Corporation. All rights reserved. Microsoft, HDInsight software, Microsoft Azure technology platform, and SQL Server software are trademarks of the Microsoft group of companies. Other products mentioned that are not trademarks include Microsoft Office and Power BI. The names of actual companies and products mentioned herein may be the trademarks of their respective owners. 
The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation.  Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation.  MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED, OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
© 2014 Microsoft Corporation. All rights reserved. Microsoft, Windows, and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.