Cisco : PLM Journey & Value Delivered

Viral Patel – IT Manager

Jyothi Desai – IT Architect

January 27, 2016

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Cisco At-a-Glance

Revenue: $49.2B, $37.9B Products, $11.4B Services

$6.3 R&D (13.4% of Cisco revenue)

More than 71,000 employees

Nearly 70,000 channel partners

380 global sites doing business in 165+ countries

More than 19,000 patents

25,000 engineers (35% of our workforce)

#1 or #2 in most market segments we serve

More than 170 acquisitions since 1993

Broad portfolio of integrated products and solutions

FY15 Stats

Other Stats

Changing the Way We Work, Live, Play, and Learn.

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0

10

20

30

40

50

60

1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015

R

e

v

e

n

u

e

$

B

Year

Drivers for PLM transformation

PLM tools

developed

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Process Maturity Assessment

De

gre

e o

f In

teg

ratio

n

Breadth of Functional Coverage

Foundational

Intermediate

Advanced

Transformational

Automation, Closed-loop PLM processes

are defined, & standardized, measure and

monitor PLM process compliance, IT

supports PLM processes well

Inconsistent process, isolated

strengths, IT systems support parts

of PLM processes

Multiple data silos, manual

processes, high degree of reliance

on individual knowledge

End-to-end PLM process

automation, Process refined based

on continuous improvement and

benchmarking with other

organizations.

Source: Grote interviews, Insight Analysis

MATURITY AT START

OF PACE (2011-12)

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120,000+

Products

Migrated

9,000+

Users

2.5

Years

12,000+

Hours of

Training

1 Team

BIZ+IT+Partners

10

releases

12

Acquisitions

38B+

revenue

generating

products

managed

32+

Tools

replaced

5

2 5

1

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Business Value/Results

• Scalable architecture to meet increasing regulatory mandates and future acquisitions

• Replaced 32 legacy “mission critical” applications with unified industry standard PDM platform

• Eliminated data accuracy risk and complexity across multiple PLM platforms

Risk Reduction

Risk

• Decrease the cost of compliance capabilities

• Reduce acquisition integration costs

• Reduce IT costs

• Reduce time to capability enablement

• Program Payback period

~2 Years

Financial Benefits

• Mobile

• API based integration (internal and external)

• Partner Collaboration

Cost

• Rapidly add emergent compliance requirements

• Quickly enable new capabilities (eg. Component Re-use, Software Royalty)

• Scalable platform for acquisition integration

• Enabled Enterprise PLM to stay competitive

• Increased NPI volume at reduced cost per NPI

Alignment to Strategic Goals

Value

UE

IT cost

25%

IT cases

33%

Opportunities

Speed

50%

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 7

Today

Purge

Basic

Online

BOM (BOB)

LECO

CUP

PACT

EMARS

MCN

CORD

NPI Metrics

NPI

Publishing

BO/ESM DB

Risk

Reporting

BOM

Mismatch

DAS Tool

NPI Protolite BOM/ECO

Pkgs

InBiz

NY Loader

PID Repository

GECO

Vacation &

PRT

Class Code

Seach

FLB Reports

SAPOracle Agile Instance #1

Yesteryear’s Complexity

DB ERP

PRT

Doc Retrieval

DeviationISO Packaging Tool

eQual

BOM Manager (BMT)

B-FRU

BOMAR

Concord

Oracle ERPOracle Agile

Co

re C

isco

PL

M: P

LM

In

sta

nce

#5

Sc. Atlanta Tandberg

Linksys Oracle

Linksys

Oracle Agile Advantage Instance #4

Starent

Industry standard PLM foundation

for Cisco with State of the art

ERP platform

Oracle Agile Instance #3

Oracle Agile Instance #2

OPLA & Reports

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Q4

Time

Q1

Q2

Q3

Q4

Q1

Tandberg

(500+)

Capabilities

Business Migration

Foundation

(PC

Module)

Q2•Agile

Reporting

•Encompass

Integration

with Agile

PG&C

Foundation

Cisco

Commodity

(6000+)

Q3

Q4

Cisco

Non-Commodity

(2000+)

Cisco Core

on

PG&C

Q1

Reports &

PXes

SW

PDM

Q2

Retire

legacy

tools

PG&C

for

Acquisitio

ns

(2500+)

FY13 FY14FY12

• 2 Large $1B+ acquisition

Integrations and 12+ smaller ones

• 9K plus Users

• 15 + Years of data

• Implemented PC, PG&C, PPM

modules

•ERP &

•Agile

upgrade

OPLA

FY15

Sc. Atlanta

(2000+)

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RELEASE MGMT

PMOCapability

Requirements

based on

stakeholder

aligned

Business

Processes

ENGAGEMENT

&

ROADMAP MGMT

Q2FY14

RELEASE

MGMT

Q3FY14

RELEASE

MGMT

Q4FY14

RELEASE

MGMT

Requirements

Assessment

FUTURE STATE VISION

ALIGNMENT TO GUIDING PRINCIPAL

IMPLEMENTATION STRATGEIS

CROSS-ORGANIZATIONAL ALIGNMENT

H/W PLATFORM/ REPLICATION

INTERFACES/ ADAPTERS

SCALABILITY/ PERFORMANCE

USER MANAGEMENT

SYSTEM CONFIGURATION

CUSTOMIZATION (PX)

SYSTEM SW UPDATES

CAPABILITY

DOCUMENTATION

GOVERNANCE

CAPABILITY

TRACEBILITY

EXECUTION

STRATEGY

MIGRATION EXECUTION

MANAGEMENT

GOVERNANCE

STRATEGY

CAPABILITY

ORG. ADOPTION MGMT.

USER TRAINING

COMMUNCIATIONS

USER SUPPORT

METRICS

IT Lead:

Bus. Lead:

IT Lead:

Track Lead:

IT Lead:

Track Lead:,

Bus Lead:

Track Lead:

Bus Lead:

IT Lead:

Bus Lead:

IT Lead:

Bus Lead:

IT Lead:

Bus Lead:

Track Lead:

Bus Lead:

Track Lead:

FUTURE

STATE

VISION

RE

Q M

GM

T

IT & BUSINESS

ARCHITECTURE

SYSTEM &

INFRASTRUCTURE

CONFIGURATION &

CUSTOMIZATION

PROCESS

VALIDATION &TEST

DATA

REPORTING &

ANALYTICS

ORG. CHANGE

MANAGEMENT

SUPPORT /

ACQUISITIONS

QXFY15

RELEASE

MGMT

SOLUTIONS

DEVELOPMENT

AND

DEPLOYMENT

Concurrent Development

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Extract

Profile

Analyze

Clean

Transform

Load

Validate

Products

120K AVLMPNsItems BOM ECOs

Key Decisions

No History to be migrated

Retain acquisition’s Part Numbering

Scheme with prefixes

Set 100% Quality and Accuracy Targets

Data driven phased Migration

Product based data extraction

Data Migration Challenges

System Limitations (e.g. ref.

Designators 5k )

Part Numbering Scheme

Prior Configurations

Data Quality Challenges

Data/File Volume/Size

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Process Maturity Assessment

De

gre

e o

f In

teg

ratio

n

Breadth of Functional Coverage

Foundational

Intermediate

Advanced

Transformational

Automation, Closed-loop PLM processes

are defined, & standardized, measure and

monitor PLM process compliance, IT

supports PLM processes well

Inconsistent process, isolated

strengths, IT systems support parts

of PLM processes

Multiple data silos, manual

processes, high degree of reliance

on individual knowledge

End-to-end PLM process

automation, Process refined based

on continuous improvement and

benchmarking with other

organizations.

Source: Grote interviews, Insight Analysis

MATURITY AT START

OF PACE (2011-12)

MATURITY NOW

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• Build business case for full implementation but fund and deliver in small

releases

• Gain executive support and stakeholder alignment

• Build and retain (thru the project) experienced (one) team with diversity

• Dedicated team for change management depending on size/complexity

• Plan 3-5 iterations for data migration and set target for data quality and

accuracy

• Don’t give up ! 3rd time is the charm !!!

Product Data

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Product Data

2nd Tier

Supplier

CM

Component

Mfr

Engg

Digital Design Manufacturing

Rapid Part

Manufacturing

Smart

Labs

Automated

DFx

Proactive

Quality

Management

Energy

Management

Smart

Equipment

Maintenance

IoT/IoE3D

printing

Big

Data

Video

Analytic

s

Thus PLM Journey continues…..

Thank you.