Transform Business Process and Drive

Excellence at Coca-Cola Refreshments

Process Driven Approach

Jag Ramaswamy

Group Manager, Enterprise Integration

10/17/2012

October 24, 2012 | 2

• About us

• Business Case for Automation

• Architecture

• Visibility

• Lessons Learned

• Q & A

Agenda

October 24, 2012 | 3

• 140 Plants

• 550 Distribution centers

• 41,840 fleet vehicles

• ~100 Brands

• ~700 Products

• ~70,000 employees

• 1.7 Million vendors/coolers

• 642,466 Fountains

October 24, 2012 | 4

Strong Brand Portfolio

About Us

October 24, 2012 | 5

webMethods in CCR

Integration Platform

73 Coca-

Cola

Bottlers

Shipping HR Services Banking

CCR ECC

Boss

B2B Interfaces

2300+ A2A Interfaces

560 B2B transactions

264K/Day A2A Transactions

1.5M/ Day

October 24, 2012 | 6

Project Overview

Coca-Cola Refreshments owns and manages Coca-Cola branded

refrigerators (aka “coolers”) that are found in retail establishments or

other locations offering Coca-Cola beverages.

Our C&C (Customer and Commercial) business line manages customer

facing interactions, including the maintenance and repair of these

coolers.

Sometimes repair staff can be deployed to fix equipment on-site but

sometimes the equipment needs to be removed and taken to a repair

center – a “Make Ready Center” or MRC – for more comprehensive repair

or refurbishing and then redeployed. Of course, sometimes repairs are

unsuccessful and the equipment cannot be redeployed. In these cases,

the equipment must be tagged as JUNK and written off in our accounting

systems.

October 24, 2012 | 7

CCR Equipment Transfer: Problem Statement

• Moving of Equipment's from one warehouse location to another is

completely manual.

• On an average it was taking 20 minutes to transfer an Equipment from

Warehouse <-> MRC (Make Ready Center).

• Manual process results in data entry errors.

• Missing Equipment's and leaving Equipment's in-consistent state.

• Lack of visibility on amount of transfers and transfer status.

October 24, 2012 | 8

Current View

October 24, 2012 | 9

Our Approach

• Model –to-Execute approach.

• Focusing on the end-to-end process

• Provide total visibility.

• More opportunities for innovation, productivity advantages and

increased efficiency.

• Partner with Business and focused on an all inclusive approach.

• Relieve Manual burden and avoid human errors.

• No changes to the backend process.

• Provide Intuitive user interface for easy navigation.

October 24, 2012 | 10

Architecture

CompSee Connect

Broker Server

Wm PRT

JDBC Adapter

BASIS(AS/400)Multi Instances

WS P

rovid

er

Inte

rfaces W

S Co

nsu

me

r In

terface

s

SOAP/HTTP

Web Sevice Interfaces

webMethods Integration Server

Veristream Host Integrator

SOAP/HTTP

webMethods Database

Desktop PC

Data Validations

CCR

MRC

TruckEquipment

Scanner

October 24, 2012 | 11

Process Model

October 24, 2012 | 12

Compsee Connect

October 24, 2012 | 13

Visibility

October 24, 2012 | 14

Visibility

October 24, 2012 | 15

Business Impact

1) Before the automation it was taking approximately close to 8 hours

for 50 Equipment transfers. Now it takes less than 10 minutes to

transfer 50 Equipment’s.

2) Reduced Keying errors.

3) No More Duplicate or missing Equipment's.

4) Increased productivity of people in warehouses.

October 24, 2012 | 16

Challenges

Attachmate WRQ Version

We ran into several issues when we started the project with our 5.1

version of VHI( Vera stream Host Integrator). We upgraded VHI to 7.1 in

order to take advantage of web services capabilities.

Performance Tuning

We ran into few out of memory issues in VHI due to large amount of

concurrent threads from webMethods.

webMethods http Sessions

We used stateless webservice calls and also reduced idle timeout setting

to manage http sessions. We also had to create custom .net code

explicitly close http connections.

Custom web Service Client handler

We had to create a custom web service client in webMethods in order for

desktop client to follow a defined Request/Response type.

October 24, 2012 | 17

Next Steps

Expand Roll Out.

Minor Enhancement Requests.

Identify and Add KPI metrics

Business Dashboard

October 24, 2012 | 18

Summary / Take-Aways

The Obvious

• Customer Opinion drives adoption

The Often Overlooked

• Ensure you focus on initiatives which will provide the

maximum business benefits and allow simplification.

The Key

• Measure the business impact of your initiative: Revenue,

Volume, ROI, etc.

October 24, 2012 | 19

October 24, 2012 | 20

Classified - Internal use 20 20 20

Thank You