Strategy Realized: Getting Domino Foods’ House in Order

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Capgemini implemented a Central Master Data Management organization to reduce Domino Foods’ day-to-day level of low-value transactions.

“Escalating business expectations are forcing C-level executives to take a hard
look at business processes. But business process change is no longer about making
individual processes faster. It’s about creating opportunities for growth and
innovation that can lead to greater business value. At Domino, we turned our sights
to procurement transformation to find new ways to help the company build efficiencies
and create savings across the enterprise.”

Don Whittington, CIO, Domino Foods, Inc

The Situation

Before embarking on an enterprise-wide procurement transformation, Domino Foods
and Florida Crystals Corporation (FCC), which had acquired an interest in Domino,
needed to rethink the systems and processes managing their master data.

The Domino acquisition increased business process complexity at both companies.
Different levels of controls, inconsistent management procedures, and multiple
SAP databases thwarted their ability to execute corporate spend analysis and material
planning—a first step in realizing process innovation.

The Solution

Capgemini—a single-source solutions provider—was tasked with creating the infrastructure,
applying the technology and developing the organization that would manage all
corporate master data.

A separate organization called Central Master Data Management (CMDM) was created
at the corporate level. All databases, including SAP, AS400/DB2 legacy systems,
Excel and Access were consolidated and then scrubbed to remove duplicate records.

An integrated web-based application was developed to support all users in the
organization in the request process for new material and vendor master data records.
Presented through a portal, the corporate-wide solution provides considerable
reporting flexibility utilizing SAP Business Warehouse (BW).

The Result

Reliable, centralized data breeds confidence and creates the opportunity to strategically
source materials, now that spend and inventory reporting is consolidated across
the enterprise and its seven production facilities.

  • By extending the data outward and upward a Web Methods transaction brokering
    software allows collaboration with partner companies.
  • A majority of materials management processes have been streamlined and simplified.
  • A single version of the truth has led to procurement transformation and strategic
    sourcing programs.

To date 35% of the transactions coming in through SAP are going out as automatic
purchase orders, with that figure expected to continue climbing.  The technology
solutions used include:

  • SAP R/3 for automating the purchase orders
  • SAP Business Warehouse (BW) module for detailed spend analysis.

Procurement transformation and strategic sourcing programs—both of which are
ongoing at Domino Foods—have created significant business value as buyers have
shifted from location to commodity-based buying. “We’ve not only been able to drive operational savings across the enterprise,
but have created a sustainable centralized procurement organization. And the beauty
of having it in place means that the integration of new acquisitions such as C&H
Sugar (2004) and Chr Hansen (2006) are that much easier,”
notes Don Whittington, CIO, Domino Foods, Inc.