Jag Ramaswamy, Senior Manager, Coca-Cola Enterprises

Dave Brooks, Sr. Director, Software AG

06/23/2010

The Value of Automating Order Management

Coca-Cola Enterprises Inc

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Sales Order Automation

Agenda

� About Us

� Business Case for Order Automation

� Architecture

� Visibility

� Lessons Learned

� Next Steps

� Q & A

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� $21 Billion Annual Revenue

� 74,000 Employees

� (over half are mobile)

� 440 Facilities

� 2 Billion Physical Cases

� 55,000 Vehicles

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The Coca-Cola Company’s total global volume

Largest nonalcoholic Largest nonalcoholic

bottler in the worldbottler in the world

Strong Brand PortfolioStrong Brand Portfolio

16%16%

About Us

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Coca Cola Enterprises Integration Center Of Excellence

� Project Funded

� Vertical Focused

�B2B

�Infrastructure/EIA

�SOA/BPM/EIA

� Total of 23 Full time Employees

� $11.6 billion in orders/month (across the entire Coke System)

� 1.8 Million B2B transactions / month

� 1.6 Million EAI transactions processed per day

� 900+ Trading Profiles

� webMethods v7.1.2

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Business Drivers

Opportunities to Improve the Current Process

� Customers currently order through Fax and Phone

� Avoid manual order errors

� Reduce Call Center cost

� Provide a unified order process for Legacy and SAP backend

Opportunities to Enhance the Customer Experience

� Provide ability for Customer to modify the existing orders

� Provide ability for Customers to Track & Trace their orders

� Reach out to Customers on new products and promotions

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Architecture

Web Application

Service Communications

Cisco

XML Gateway

Software AG

Enterprise Services SOA

SAP R3BASIS

(Legacy ERP – AS 400)

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Architecture Description

• Microsoft Silverlight UI for intutive user experience

• web 2.0 and AJAX

• Cisco WAF handles Layer 7 webServices Security

• User Authentication is handled in Cloud

• Authorization is handled in SAP Master Data

• webMethods ESB hosts enterprise services

• SAP ECC 6.0 provides ERP functionality

• Multi-Language support for Dutch customers

• webMethods Optimize for Infrastructure for real-time monitoring

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Quick Look at the Process

Get Authorized Articles

Customer Login

Get Customer Account

Determine Pricing

Submit Order

Get Authorized Articles

Get Customer Account

Get Pricing

Submit Order

Simulate Order

Customer Master Lookup

Get Materials based onCustomer Account

Sales Order Created

Delivery Creation

Shipment

BillingInvoice

UI webMethods ERP

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Can we make this bigger?

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Visibility through KPIs

Service Response Time.

Real time alerts on SLA Violation.

Predictive alerting.

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KPI Instance details

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Happy Customer ☺☺☺☺

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Real Impact

Project went Live on 04/26 with handful of Pilot Customers. Plans to ramp-up to triple digit customer base by end of June

�We are seeing a Positive impact on Revenue, Volume and Customer engagement

�We have changed the buying habit of the customer such that they haven’t used any other ordering method other than the Internet Ordering solution

�We have eliminated manual order entry/corrections plus the customers get to know about our new products and promotions

�We established Foundation to drive future strategy

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Lessons Learned

• Engage Customers early� Show functioning screen demos and collect feedback

� Focus on usability

� Add / remove functionality based on input

� 14 pilot customers were early adopters

• Pay attention to Branding especially when it is externaly facing

� Graphics and color scheme

� Match corporate branding and Customer expectations

• Don‘t forget about your non-functional requirements like Security, Performance considerations

•Match infrastructure with deployment size

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Next Steps

Capability

�Move towards e-commerce based platform

� Expand Real time analytics

� AD authentication from the Cloud

� Include more disconnected capabilities

Extensibility

� Extend to mobile devices (iPhone, iPad)

� Enhance to Equipment and Cooler Service

� Automatic IT Service Ticket Creation

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Summary / Take-Aways

The Obvious

• Customer Opinion drives adoption

The Often Overlooked

• Ensure Phase I has enough functionality to be relevant; don’t

save the valuable components for “Phase 2”

The Key

• Measure the business impact of your initiative: Revenue,

Volume, Customer buying habits, etc.

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Thank You