2. Introduction Current : Global Director Business Processes at Vesuvius
Previous: Senior Director Purchasing at Vesuvius
Executive MBA (SGH Warsaw School of Economics)
Executive MBA (The University of Calgary)
ir., Business Engineering (University of Twente)
LinkedIn: Jorrit Meijerink

3. Agenda About Vesuvius Current Structure Introduction SCM Apps
(Business
Networks)
Solution
Needed
Conclusion

4. Vesuvius is a global leader in molten metal engineering
Vesuvius is a global leader in molten metal flow engineering, providing a full range of engineering services and solutions to its customers, principally serving the steel and foundry industries.

5. Vesuvius at a glance

6. Vesuvius at a glance

7. Vesuvius at a glance Revenue of £1,445 million
Trading profit of £143 million
Listed on the London Stock Exchange

8. Current Structure
1916
Creation of
Vesuvius in US
1973 Ostend factory
Today
full global Presence
Grown from a decentralized Organizational Structure (38 countries)
Multiple ERP systems (SAP Business One, JDE, MS Dynamics & others)
Shared services (direct spend via Tradeshift platform)

9. Need to change Business Model and Processes…
Pressures from the market
Internal challenges
Pressure from
shareholders to
perform
Meeting a host of regulatory requirements
& compliance
Globalization of customers &
markets
Providing accurate
Information for
decision making.
(Quality)
Increasing demands
of customers (Cost, Quality, ‘Agility’)
Reducing
Transaction costs. Reduce ‘Wastes’.
Consolidation of
Customers shift power balance
Address huge diversity in processes and systems
Margins under pressure by increasingly competitive markets
‘ New Requirements for Vesuvius ‘
Motivating and managing people
Dependency on suppliers, limited opportunity to pass pressure on to suppliers
Increased need for reliable Performance Measurements
drive down Cost
improve Quality of Information
increase Speed of delivery
design around (internal) Customer Needs

10. The Information age : Business model innovation
Consolidation
Optimisation
Business Value
Continuous improvement & processes integrated into business through innovative technologies
Process and Systems standardization
Transactional factories
80’s
millennium
today
Cost Reduction
Added Value
‘Big bang’
Continuous Improvement
Functional Silo’s
Process & business understanding
Automating processes
Disruptive new technologies giving totally new opportunities

11. The 3 drivers of Business Process Value
Standardization of processes
A common process and single best way of working to reduce re-work , error , effort with focus on customer needs (end to end)
Operational Excellence in Business Processes
Continuous Improvement
Elimination of all ‘waste’ or ‘non value added’ by streamlining and optimizing through Simplification and Continuous Improvement.
Value through Expert-Services to Customers
Efficient & Effective tools:
New technologies, Cloud Based solutions, Connected processes , Mobile solutions, Business process tools. Data driven -everything

12. Business Processes Re-design is about ….
Process design
Gap analysis
Implement changes
PROCESS
Optimise use of TECHNOLOGY
PEOPLE
Redesign to result in End to End process designs
Roles & responsibilities
Skill alignment / Training
Change management
ERP solutions
User-interfaces
New technologies: e-Invoicing, automated data exchanges, cloud based networks, mobile access.

13. To manage external Supply Chain – what solution needed
• To streamline and support the business with tools designed around the end to end business process – O2C , R2R , P2P ,…
• To implement new and massively scalable ways of communicating and connecting, for creating and sharing content with suppliers
• Manage by exception & automate standard processes
• End to end process solution / integrators as layers over the multi ERP environment
How can we effective share information with suppliers and get responses back, without people doing endless paper and communication on case by case basis
Manage by exception , automate standard process
Tool will allow end to end process integration over the multi ERP landscape (eliminating need for Integrated ERP)_

14. How Business Networks make the difference
Current state of supply chain models:
Platform based collaboration:
EAI
Division A
Division B
Quyntess Interchange
Services (QiS)
Supply Chain
Collaboration
Integration
ESB / EAI
Your Company
Subsidiaries
Building a collaborative workforce and then extending that collaborative framework out into partners and customers has long held promise, but in the past often failed to garner adoption. Today though, with new social technologies this is changing. With the Internet as the platform and new enterprise social networking software / services, companies are finally able to create broader collaborative networks. Alone though, those entreprise social networks aren’t enough. They must be accompanied by process, change management, organizational alignment (including incentive compensation and organizational structure and support), and finally the entreprise social network framework must be embedded inside the workflow. This “embedding” occurs by building business networks inside of all technology driven business processes.
Each company and/or division connects separately with each business partner
Each company and its divisions reaches every business partner with one single connection to Tradeshift

15. How Business Networks make the difference
Benefits using a platform based collaboration:
Platform based collaboration:
• Cloud computing model
• Increase business performance and reduce costs while creating competitive advantage
• Flexible & scalable project scope (add/remove apps & functionalities)
• Works in a decentralized organizational structure in multiple countries with different ERP systems
• Best of breed applications via one connection with open source communication
• Fast onboarding suppliers (quick & easy integration; no costs for the supplier)
EAI
Division A
Division B
Cloud computing is a revolution in delivery of computing resources and applications as services across the Internet. As computing power is made available across the Internet the consumption of those resources resembles that of any other utility. The platform services allow anyone to easily consume infrastructure services like storage, identity and security, integrate across clouds and also to on premises applications, and to build and deploy application services that are either constructed from a catalog of existing services to match a specific business process, or even purpose built for a specific use case. Once built and deployed these services are easily accessed from any connected device, and can have embedded shared services drawn from the platform like security, identity, social collaboration and data analytics.
Cloud computing is having a profound impact on businesses today. It is fast becoming the way that businesses access automation for executing business processes. It is providing a new level of support for the overall connected enterprise and is changing the way employees and partners work. In general it is easier to implement, easier to integrate and easier to consume from any device, dramatically increasing productivity while lowering costs and the resource investment required to run traditional on premises systems.
The online business networks is a major benefit of the connectivity delivered by the Internet. It has a broad set of business use cases and delivers significant value across many business functions and activities. A business network creates the distribution capability for providing critical business data and supporting business decision processes.
Disruption and change have a price of course, but the value of changing to leverage the business network far outweighs the costs.

16. SCM Apps on the Tradeshift Platform
Order Collaboration
e-Logistics
Order / Order Response Process
Shipment Collaboration process
Single Version of Truth
Inventory Collaboration
Forecast Collaboration
Vendor Rating & KPIs
Delivery Schedule & Forecast management
Order Collaboration, Forecast Collaboration, Inventory Collaboration & E-Logistics apps (Order Collaboration wordt op dit moment gebruikt door Vesuvius)
Vesuvius heeft Instant access tot de agile SCM apps van Quyntess (ze weten van het bestaan af van de andere apps, maar hebben de flexibiliteit om deze pas te activeren indien gewenst)
Hierdoor blijft overhead beperkt en kan de rest door de lokale werkmaatschappijen gedaan worden
The by-product of the Internet and the Information Age is data. In 2013 the International Data Corporation (IDC) found that the “digital universe” had reached 4.4 Zetabytes (ZB) and was growing at a rate of 40% per year (source 2014). At that rate it would be 10 times larger by only 2020, or 44 ZB. This massive increase in data holds great promise for businesses, but also creates many challenges. Big data as it is commonly referred to, has the potential to support a growing need to build and operate data-driven businesses. Unfortunately though, without a way to make data relevant, contextual and get it into the “right” hands at the “right” time, this data is virtually useless. Big data must be transformed into smart data - that is, data that is associated to a business process and need, at a specific time of need, and in a workflow that delivers it to the person or group of people that can use it to make a business decision / take some business action. The transformation of the data is a function of highly specialized analytics and the delivery is accomplished via the enterprise social network. The network plays a key role then, in transforming “big” to “smart”. Smart data is the fuel on which the modern data driven business operates.
Single Version of Process

17. Install SCM Apps using the App store
Order Collaboration
E-Logistics Collaboration
360° EDI
Not free
Not free
Not free
Collaborate on purchase order line level detail information with suppliers both ways on details, schedules etc.
Exchange detailed shipping specifications with customers and 3PL’s including shipping documents, barcodes
Link any supplier ERP system without TS integration app to execute any process on Tradeshift without going through UBL integration yourself
Niet gepland om in fase 1 een roll-out van Supply Chain apps te doen, maar achteraf toch besloten om deze in te bouwen (flexibele aanpak) -> in huidige SC waar je niet vooraf kan bepalen wat je in de toekomst nodig hebt is een agile platform die flexibel is de beste oplossing
Platte structuur maar wel deels global klanten en leveranciers die met verschillende landenorganisaties werken; ondanks de verschillende ERP systemen (toch overzicht via QT SCM Apps en Tradeshift platform)
Zonder hiërarchische oragnisatie kunnen ze direct via het Business Network de Supply Chain aansturen (klant- en leveranciersprocessen)

18. to finish…. • If your supply chain innovation challenges are:
Decentralized organizational structure with eventually different ERP systems
Difficulties finding a solution that covers all your requirements
Want to avoid joining a proprietary network
High risks in inflexible SC solution commitments in a fast moving environment
Integration with several hundred business partners in a short period
• A platform approach is revolutionizing supply chain management
• A Business Network solution is future proof
Een Business Network is van nature geschikt om een supply chain aan te sturen. Het klassieke SCM denken heeft zijn roots in verticale supply chain integratie en vertrouwt op een pyramidale organisatie en informatiesructuur. In de praktijk zijn supply chains alleen n og virtueel verticaal geïntegreerd. Door outsourcing, partnership, focus op core competence etc. opereren ondernemingen in een netwerk. De meeste IT en managementsystemen zijn hier echter nog steeds niet op aangepast.
Het voordeel van Business Netwoks: “als je maar genoeg vragen stelt en de RFQ zodanig insteekt dan kan je beste oplossing hebben voor dit moment. Met een Business Network heb je een oplossing die nu goed is en ook in de toekomst”
Business Network is the Building Block
Businesses are learning the inherent power of the network and starting to incorporate the concept into many parts of their operations. In the new business network there is a broad shift to incorporate other businesses and entities; the network consists of people as nodes, but is moving beyond even that to include connected things and devices as well. These online communities or networks form an essential new platform for business operations and activities, providing a vehicle for everything from customer-supplier interaction to executing transactions.

20. Thank You

21. Questions ?

22. IT strategy :Business Process Software
P2P Process Integrator software solutions
R2R Process Integrator software solutions
R2R Process Integrator software solutions
USERS HAS ONE SOLUTIONS
Non-shared business processes
Non-shared business processes
Non-shared business processes
Non-shared business processes
Non-shared business processes
(local) ERP
(local) ERP
(local) ERP
Site :
Business
Operations
Support
Site :
Business
Operations
Support
Site :
Business
Operations
Support

23. P2P automation through ‘Tradeshift’ platform
Vesuvius
Supplier
‘business rules’
1. Invoicing automation
OCR / format conversion
EDI invoice
Standard e-invoice
PDF invoice
Paper invoice
2. Supplier Portal communication
Purchase order
Forecast
Communication
Confirmation
Rescheduling
Shipment Notifications
Supply Chain Financing