Capgemini helps analyze the business potential of an ERP system.
“Capgemini has helped in delivering a solid foundation for our improvement plans so we can meet the challenges of the future.”
— Jesper Bramming, CFO, SVITZER
SVITZER has pursued a strategy of both organic growth and growth via mergers and acquisitions, creating an increasing need for systems supporting and enabling seamless integration of new operations and high quality standard processes across the organization. The potential benefits of common processes and systems were becoming increasingly apparent. But whether costs and the practical challenges would exceed potential benefits was not clear.
Throughout a number of mergers and acquisitions, business units had traditionally been able to keep running their own systems, with the exception of few systems being rolled out globally for communication, reporting and consolidation purposes.
Previous initiatives analyzing the impact and effect of a common global system had primarily focused on finance and accounting modules.
In the organization, there was a widely held hypothesis that business processes across the group would be different and the use of a unified and integrated global ERP system might not be optimal due to complexity and price involved. However, due to the diverse landscape of IT systems and business processes, a potential for simplification and efficiency improvements was high on the agenda.
“SVITZER has over 10 years developed from a regional Scandinavian operator to a truly global company now operating more than 500 vessels at harbours around the world. We need to ensure quality and effectiveness around the group to keep our company ahead in the competition,” says CFO Jesper Bramming, SVITZER.
Capgemini was asked to perform a pre-analysis of the benefits and costs of implementing common processes where beneficial, potentially supported by standard company-wide financial, operational and purchasing systems.
The Capgemini approach was to analyze both business process and IT architecture issues to the SVITZER management. The analysis was conducted by a joint team comprising selected client employees and management consultants and IT architects from Capgemini. The insights were given as a result of a global analysis of all business processes in the SVITZER group, identifying manual processes which could be harmonized and potentially supported by IT across regions and departments.
At the same time, an evaluation of the current IT landscape and infrastructure was carried out, identifying potential burning platforms and challenges. Based on the process analysis, Capgemini generated SVITZER’s baseline and ensured generation of a solid business case with potential benefits of harmonizing selected processes– primarily in F&A processes.
The business case revealed significant potential for financial as well as intangible benefits. As an add-on, Capgemini facilitated SVITZER’s evaluation of potential future IT systems�suites, best of breed and the existing applications within the SVITZER Group.
To ensure necessary buy in and process facilitation, Capgemini visualized the potential implementation phase in a “Transformation Map.” The map included necessary phased splits taking into account the selected processes, potential barriers, and burning platforms identified.
“We now have a roadmap of company processes for the future work of improving and simplifying the way we work. SVITZER has been in this business for 175 years and our expansion is partly based on acquisitions. Therefore we are a diversified company with very strong local commitment. Capgemini has helped delivering a solid foundation for our improvement plans so we can meet the challenges of the future.” says Jesper Bramming.
“Capgemini showed an excellent understanding of our challenge. We operate in 35 countries around the world and Capgemini stood up to the task and collaborated with our people world wide so we today have a global roadmap of our processes enabling change and improvements.”
— Jesper Bramming, CFO, SVITZER