The Future Of Retail TAPaS - Oracle
The Future of Retail“TAPaS”Paul BoothGlobal Technology HeadTerminals Logistics
Vodafone and itsGlobal Reach 42,2BnRevenue 201572%4G EUCoverageSource: All numbers are from the Vodafone Group Annual Report, 2015446MCustomers17Countries withFixedBroadband
At the beginningof our journey For Demand & Supply ManagementFinancial KPIs Terminals Spend 6bn/year Stock on Hand 396m Business Benefit Target (0.01%)RetailStructure EU Warehouses 60m14 Owned/Franchised Retail Estate12,852Systems Landscape across Local MarketsFragmentedDeliveryRelease Cycle Release Management Life-cycleOver 9months Delivery ModelSource: All target numbers are from Vodafone Group Terminals Quarterly Report, July 2015Waterfall
How we appliedRPASTAPaS Transformation SolutionTransformation sequenceLocal Market Channels1RetailCOPS1Implemented a New planning engine acrossRetail, next is COPS & Online2Sales, Stock by Channel Out of SAP forthe respective OpCos3Receive Replenishment plan for stores indifferent OpCosE-Hub4Request item codes from SAP forTerminalsSupply Chain5Forecast to E-Hub and suppliercommitments back to the Stores6Replenishment plan/ allocation toLocal Legacy ERP OpCo SystemsOnlineSAP – Master Data4Integration layerForecasting & Planning(Oracle RPAS)TerminalsLocal Legacy3 Demand Forecasting Supply PlanningERP Portfolio Planning Top Down Planning Reporting2Stores6Source: Vodafone Group Technology, Strategy & Architecture, June 20155
Our 9-6-1Success StoryReducing the Delivery cycles from 9 to 6 to 1 month by applying a Dev Ops culture &Collaboration across the teamsDiscovery, Gap Analysis & SolutionDesignFocus AreaBuild & E2E Testing20%70%90%Speed ofDeliveryDefect DetectionEfficiencyBefore: 9 months/ releaseAfter: 4-5 weeks/ releaseBefore: 49.41%After: 84.62%EnvironmentDefect %Before: 15.48%After: 12.90%Optimised70%80%UAT, Business Simulation & Go LiveFocus AreaEntering the ‘new‘ approachGoing the “9-6-1” WaySource: Vodafone Group Technology, Terminals Logistics – Bi-weekly Delivery Report, June 2015DevOpsImplementation %Before: Not implementedAfter: 70%# of CRs perReleaseBefore: 20 (CR driven build)After: 4 (2 UK, 2 NL)
Where we aretodayAnd our targets for FY17FY15CoreFunctionsFY16 & 17Global RolloutDemand Forecasting live in UK, Greece, South Africa and Spain. Supply Planning live in UK (Full Capability) & GR and ZA (Partial Capability)On an average 37,000 handsets and accessories replenished to all stores all products in UK ona daily basisForecast Accuracy improved by 10% in Greece. Automated cleansing and forecasting – reduces user intervention for 75% of products Intelligence added to manage new products and new location - helps in product/ locationinduction process by 5 times Improved system accuracy with introduction of dynamic forecast - helps in improving the forecastby 10%Improved user interface - helps in reducing number of clicks by 4-5 times Roll-out solution across markets (NL, DE, IT, RO) with significant size of the terminal business Adopting the 9-6-1 strategy to accelerate TAPaS to marketsBoost current solution – add multichannel, fixed line and indirect channel supply featuresSource: Vodafone Group Technology , TAPaS Business Case Deep Dive, January 2015 60M 1.5M 111MGross SavingsFY15Simplification
Our Definition ofSuccess for FY16Applying TAPaS across Vodafone globally and 15%Reduction in inventorylevels across merchandisedepartments2-8%Reduction inInventory Levels inStore1%Expected salesboostEnhanced Promotion&Deal PricingcapabilitiesThe GoalSingleversion of merchandisefinancial planning &tracking“To develop TAPaS into a Leading Next Generation Supply Chain Solution that is deployed across all our Local Markets across the globe.Source: All target numbers are from Vodafone Group Terminals Quarterly Report, October 2015
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Improved user interface - helps in reducing number of clicks by 4-5 times FY15 Simplification 1.5M 111M s 60M Roll-out solution across markets (NL, DE, IT, RO) with significant size of the terminal business Adopting the 9-6-1 strategy to accelerate TAPaS to markets
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
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Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
