Terms of Reference Global Blueprint and Business Process ...€¦ · process with consideration of...
Transcript of Terms of Reference Global Blueprint and Business Process ...€¦ · process with consideration of...
All Rights Reserved. Shera PLC www.SHERA.com
Global Blueprint and
Business Process Transformation
Terms of Reference
TOR-IT-GBS-2018-07
22th May 2018
TOR
Contents
22/05/2018 2
01
02
03
04
05
06
Background Project background, objectives, and key expectations
Scope of Work Business areas & processes, requirements & pain-points
Project Deliverables Key deliverables, role & responsibilities, timeline, workplace
Bidder Qualification Qualification for suitable vendor to deliver project scopes
Bidding Instruction Instruction to submit proposal, proposed payment milestones
Attachments Historical event, solution landscape, IT application landscape
Background
22/05/2018 3
End-consumer Home Owner
Contractor Architecture
Designer Customer
TT/MPP, MT, PS Shera
Personalized Digital Communication and
Convenient to Purchase
Digital Community of Certified Contractor and
Convenient to Get Service
Digital Community of Architecture and
Influence to Buyer
Digital Collaboration from Information Sharing to Sales Out Integration
Digital Enterprise from Inside to Outside, both
locally and globally
• Inspired by Shera everywhere in digital landscape (web site, social media, digital marketing, influencer)
• Highly convenient and innovative experience to buy and get Shera products installed
• Established community of Shera certified contractor database
• Easily accessible by home owner anywhere conveniently (by geo-location, any device, from e-commerce channel, from digital database)
• Established community of designers who inspired to use Shera products in their works
• Promote regular communication with Shera
• Engaged and provide positive influence in digital media
• Promote higher level of collaboration between Shera and customers
• Promote sales out via traditional and digital channels (B2C2B collaboration)
• Established sharing of information digitally and create new insight
• Faster time to market using cloud technology
• Business decision base on both internal and external information
• Digitalize documents
• Automate and streamline processes
• Work effectively from anywhere, any device
OUTCOMES
As part of company strategic program on digital transformation, SHERA has a mission to incorporate digital technology to transform all aspects of the business to create higher business competitiveness, increased revenue, and higher operation efficiency. To achieve digital transformation program, SHERA developed 5 key transformation areas on End-consumer, Contractor, Architecture/Designer, Customers, and SHERA per summarized illustration below.
Background
22/05/2018 4
To complete SHERA digital transformation program, 21 projects are identified around these 5 stakeholders with consideration of digital, mobile, cloud, and big data technology in mind. These projects can be summarized per table below.
Key Stakeholders Digital
Transformation Theme
Projects
Glo
bal
Web
Sit
e
and
Co
mm
un
itie
s
Pro
ject
E-C
om
me
rce
(B2
B2
C)
Pro
ject
Inte
rnal
Dig
ital
Solu
tio
ns
(x2
pro
ject
s)
Glo
bal
Blu
epri
nt
and
SA
P
S/4
HA
NA
Pro
ject
Bu
sin
ess
Solu
tio
ns
(x6
pro
ject
s)
Bu
sin
ess
An
alyt
ics
(x2
pro
ject
s)
Tech
no
logy
,
Secu
rity
,
Co
mp
lian
ce
(x6
pro
ject
s)
End-Consumer Personalized Digital Communication
and Convenient to Purchase
Contractor Digital Community of Certified
Contractor and Convenient to Get
Service
Architect / Designer Digital Community of Architecture
and Influence to Buyer
Customer
(TT, MT, PS)
Digital Collaboration from
Information Sharing to Sales Out
Integration
SHERA Digital Enterprise from Inside to
Outside, both locally and globally
This Project Scope
Objectives
22/05/2018 5
Below are key objectives of Global Blueprint and Business Process Transformation project
Establish Global Blueprint and End-to-End Business Process Transformation
To perform through as-is business process review with all business process owners and establish to-be global business process with consideration of (1) industry best practices, (2) accumulated experience of business process owners, (3) digital transformation opportunity (e.g. Blockchain, AI, IoT, B2B2C, Marketplace), and (4) business growth strategy in global market (MNC structure, data & reporting, processes, segregation of duty, authorization & control).
Establish Change Impact Management and Technology Mapping with New Business Blueprint
Based on to-be business processes, to established change impact management approach and technology mapping which required to be implemented to enable defined business process transformation. While majority of business processes shall be fulfilled by SAP S/4HANA Enterprise Management, other technology and solutions can be recommended to ensure maximize business competitiveness and overall optimized TCO.
Establish Measurable Business Benefits for Business Process Transformation
Based on changes in business processes and associated technology, to establish measurable business benefits for each business process transformation (e.g. revenue increment by xx%, cost reduction by xx%, operation efficiency improvement by xx%), as well as details on how each KPI can be measured and calculated.
Proposed Approach
22/05/2018 6
Below are proposed high level approach for project execution, bidder may propose different approach per their proprietary methodology.
Deliverables • Business Blueprint • To-Be Business Process Flow • Authorization Matrix • Position Documents on Key Impacts • Change Impacts Report • Technology Recommendation Report • Measurable Business Benefits Summary
Internal • TOR document • As-is business process • Company policies • Standard operating procedures (SOP) • Training materials • Audit reports • Other supporting documents External • Digital technology trend
(Blockchain, Big Data, AI, IoT) • Latest industry best practices • Competitors trends
Outputs Inputs
• Executive Interview • Key Process Owners Interview • Brain Storm Workshops
Scope | Business Process Areas
22/05/2018 7
E2E Processes in scope Process Owner
1.1 Idea to Launch – Product Lifecycle Management R&D and Innovation
2.1 Plan to Execute - Sales & Operation Planning (S&OP) Sales (A1, A2, A3, A4), Supply Chain Management
2.2 Plan to Execute – Brand Planning & Management (BPM) Marketing & Corporate Communication
2.3 Plan to Execute – Customer Planning & Management (CPM) Sales (A1, A2, A3, A4)
2.4 Plan to Execute – Supply Chain Supply Chain Management
2.5 Plan to Execute – Manufacturing Industrial Operation, Maintenance, RDI
3.1 Order to Cash - Master Data Customer Service + Sales
3.2 Order to Cash - Order Processing Customer Service + Sales
3.3 Order to Cash - Claim, Return, Refusal Customer Service + Sales
3.4 Order to Cash - Call Center Customer Service
4.1 Source to Pay - Master Data & Sourcing Purchasing
4.2 Source to Pay - Requirement Processing Purchasing
4.3 Source to Pay - Goods/Service Receive Purchasing
4.4 Source to Pay – Supplier Evaluation Purchasing
5.1 Hire to Retire Human Resources
6.1 Record to Report - F&C Accounting Financial & Controlling
6.2 Record to Report - F&C Asset Financial & Controlling
6.3 Record to Report - F&C Cost Center Financial & Controlling
6.4 Record to Report - F&C Budgeting Financial & Controlling
6.5 Record to Report – Treasury & Financial Operations Financial & Controlling
6.6 Record to Report - Business Analytics Information Technology
The following business process areas (inconclusive list) are under global blueprint scope and are responsible by respective business functions as followings:
Idea to Launch
Scope | Business Processes
22/05/2018 8
Process ID E2E Processes
I2L-101 Research & Development Management
I2L-102 Innovation Management
Plan to Execute - Sales & Operation Planning
Process ID E2E Processes
P2E-SOP-101 Sales & Operation Planning (S&OP)
P2E-SOP-201 Sales Operation - Route Planning
P2E-SOP-202 Sales Operation - Visit Execution
Plan to Execute - Brand Planning & Management (BPM)
Process ID E2E Processes
P2E-BPM-101 Opportunity Management
P2E-BPM-102 Campaign Management
P2E-BPM-103 Marketing Activity Planning
P2E-BPM-104 Marketing Activity Execution
P2E-BPM-105 Marketing Activity Pre & Post-Evaluation
Plan to Execute - Customer Planning & Management (CPM)
Process ID E2E Processes
P2E-CPM-103 Trade Activity Planning
P2E-CPM-104 Trade Activity Execution
P2E-CPM-105 Trade Activity Pre & Post-Evaluation
Plan to Execute - Supply Chain
Process ID E2E Processes
P2E-SCM-201 Demand Planning
P2E-SCM-202 Inventory Management & Warehouse Management
P2E-SCM-203 Logistics & Transportation Management
Plan to Execute – Manufacturing
Process ID E2E Processes
P2E-PP-101 Manufacturing Engineering and Process Planning
P2E-PP-102 Manufacturing Planning
P2E-PP-103 Manufacturing Execution
P2E-PP-104 Outsourced Manufacturing
P2E-QM-101 Quality Management
P2E-PM-101 Regular Maintenance
P2E-PM-102 Breakdown Maintenance
P2E-PM-103 Internal Equipment's Refurbishment
The following business processes (inconclusive list) are under global blueprint scope and are responsible by respective business functions as followings:
Scope | Business Processes
22/05/2018 9
Order to Cash - Order Processing
Process ID E2E Processes
O2C-201 Domestic Sales Process Wholesales
O2C-202 Domestic Sales Process Wholesales - Order via Internet-Credit (CNF)
O2C-203 Domestic Sales Process Wholesales - Order via Internet-Cash (CNF)
O2C-204 Domestic Sales Process Wholesales - Order via Fax-Credit (CNF)
O2C-205 Domestic Sales Process Wholesales - Order via Fax-Cash (CNF)
O2C-206 Domestic Sales Process Telesales
O2C-207 Internet Sales
O2C-208 Sales Operation - Convert Sales Order
O2C-209 Internet Sales via B2C Channel
O2C-210 Export Sales Process
O2C-211 Credit Check Process – Domestic
O2C-212 ATP Check
Order to Cash - Call Center
Process ID E2E Processes
O2C-401 Call Center Management
Order to Cash - Master Data
Process ID E2E Processes
O2C-101 Domestic Customer Master Data
O2C-102 Export Customer Master Data
O2C-103 Normal Price Process
O2C-104 Discount Process
O2C-105 Normal Discount Process
O2C-106 Special Discount Process
O2C-107 Premium Discount Process
O2C-108 Maintain / Change Credit Limit
Order to Cash - Claim, Return, Refusal
Process ID E2E Processes
O2C-301 Claim & Compliant Process
O2C-302 Quality Process - Quality Claim
O2C-303 Quality Process - Damaged Claim
O2C-304 Quality Process - Damaged from Transportation
O2C-305 Credit/Debit Memo Request to fix Price
O2C-306 Domestic Customer - Rebate Management
The following business processes (inconclusive list) are under global blueprint scope and are responsible by respective business functions as followings:
Scope | Business Processes
22/05/2018 10
Source to Pay - Requirement Processing
Process ID E2E Processes
S2P-202 Process Purchase Requisition – Asset
S2P-203 Process Purchase Order – Asset
S2P-204 Process Purchase Requisition
S2P-205 Process Purchase Order
S2P-206 Process Purchase Requisition - Internal Order
S2P-207 Process Purchase Order - Internal Order
S2P-208 Process Purchase Requisition – Service
S2P-209 Process Purchase Order - Service
Source to Pay - Master Data & Sourcing
Process ID E2E Processes
S2P-101 Process Material Master Maintenance
S2P-102 Vendor Sourcing
Source to Pay - Goods/Service Receive
Process ID E2E Processes
S2P-301 Process Goods Receipt reference PO
S2P-302 Process Goods Receipt Entry Sheet (PO Service)
S2P-303 Process Return to Vendor
Source to Pay – Supplier Evaluation
Process ID E2E Processes
S2P-401 Supplier Evaluation
Hire to Retire
Process ID E2E Processes
H2R-101 Personnel Administration (PA)
H2R-201 Personnel Development (PD)
H2R-301 Organization Management (OM)
H2R-401 Time Management (TM) / Travel Management
H2R-501 Payroll (PY)
H2R-601 Training and Event Management (TEM)
H2R-701 Recruitment (RM)
H2R-801 Talent and Performance Management
H2R-901 Employee Central / Employee Self-Service
The following business processes (inconclusive list) are under global blueprint scope and are responsible by respective business functions as followings:
Scope | Business Processes
22/05/2018 11
Record to Report - F&C Asset
Process ID E2E Processes
R2R-AA-101 Asset Master Maintenance
R2R-AA-201 Transfer Asset within company
R2R-AA-202 Retirement (Sale)
R2R-AA-301 Depreciation Run
R2R-AA-302 Fiscal Year Change
R2R-AA-303 Year End Closing - Year End
Record to Report - F&C Cost Center
Process ID E2E Processes
R2R-CCA-101 Cost Center Master Maintenance
R2R-CCA-201 Planning Cost Center Expense
R2R-CCA-301 Period End Closing
Record to Report - F&C Budgeting
Process ID E2E Processes
R2R-IO-101 Budget Planning and Management
R2R-IO-101 Internal Order Master Data Maintenance
R2R-IO-301 Month-End Closing Internal Order
Record to Report - F&C Accounting
Process ID E2E Processes
R2R-GL-101 General Ledger Master Data Maintenance
R2R-GL-201 GL Account Posting
R2R-GL-202 Bank Reconciliation
R2R-GL-203 Accrued Expenses Entry
R2R-GL-204 Exchange Rate Revaluation
R2R-GL-301 Period End Closing & Consolidation
R2R-GL-302 Enterprise Performance Management
Record to Report – Treasury & Financial Operations
Process ID E2E Processes
R2R-AP-101 Invoice and Payables Management
R2R-AR-101 Receivables Management
R2R-TR-101 Cash and Liquidity Management
Record to Report - Business Analytics
Process ID E2E Processes
R2R-BI101 Business Analytics for Sales
R2R-BI102 Business Analytics for SCM and CSR
R2R-BI103 Business Analytics for Procurement
R2R-BI104 Business Analytics for Finance
R2R-BI105 Business Analytics for Industrial Operation
R2R-BI106 Customer and Consumer Analytics
The following business processes (inconclusive list) are under global blueprint scope and are responsible by respective business functions as followings:
Scope | Business Requirements and Pain Points
22/05/2018 12
Financial & Controlling Controlling - Profitability Analysis (CO-PA) • Managerial accounting has the requirement to segregate operating
performance between factory operation vs. commercial (sales & marketing) operation. Thus, business process and system need to be designed to allow internal analysis. If manufacturing cost increase, commercial performance is currently impacted. Under expected design, if manufacturing cost increase, commercial performance must remain un-impacted by using internal transfer price as baseline for commercial performance.
• Currently, each business functions (accounting, sales, international business, etc.) are using sale reports from different sources (e.g. CO-PA, FI-GL, LIS, SIS, etc.) resulting in some discrepancies in each report. Through review is required to understand business needs and to standardize sales reports across business functions.
• Expect to have profit and loss statement by customer and product level, to analyze which customer or product generates higher/lower return. Currently, there are certain SG&A expense (from PO process) and rebate allowance/expense that are posted without customer details, resulting in incomplete profit and loss statement at customer level in CO-PA.
• Sales organization structure (e.g. division, sales office, and sales group) should be revisited to reflect current business operation.
Controlling – Cost Center Accounting (CO-CCA) • There are many manual cost allocation during month-end process (e.g. for
international business area). Overall cost center cost allocation cycle and process should be revised and improved to reduce manual effort and shorten period-end closing process.
Controlling – Product Costing (CO-PC) • There is current difficulty to properly incorporate new manufacturing design
/ process into system while getting accurate product costing operation. Overall product costing process should be revisited and ensure proper sustainability is in place (i.e. there is a clear procedure on how to setup new production components such as work center, routing, cost center, while getting correct product costing result).
• There are many product costing reports to be provided to reduce manual effort being done by users. Self-service tool could be provided to allow costing user to perform self-analysis.
Shared Services • Shared service organization/model is to be properly established to
ensure FTE (Full-time-equivalent) cost of staff in shared service organization is allocated back to receiving entity appropriately on monthly or regular basis.
• System should be prepared to support share service operation model. • Share service staff authorization design to perform transaction of other
countries.
Financial & Controlling
The following are business requirements and pain points from interview with each business process owners that should be taken into further discussion
Scope | Business Requirements and Pain Points
22/05/2018 13
Financial & Controlling (Con’d) International Business • Currently, selling to affiliated company is being treated as normal export to
3rd party vendor (order to cash process) & import from 3rd party vendor (purchase to pay process). A proper stock transport order (STO) should be implemented with transfer pricing management.
• Transfer pricing between manufacturing company and oversea selling company must be implemented.
• Sales report for export sales has limitation due to CO-PA (KE30) is showing sales based on goods issue and billing date, while export sales is actually must be counted based on Bill of Lading (B/L) date. Business process or reports need to be adjusted to correctly reflect export sales in CO-PA report.
Period-end Closing • Currently, oversea entity financial statements are consolidated with
Thailand financial statement in Excel. Overall period-end closing process should be reviewed and complete most activities in the system.
• Affiliated sales should be designed and ensure consolidated financial statement can be generated properly.
Audit Requirements • To ensure stock valuation and stock ageing are appropriately managed with
accurate supporting reports. Legal Requirements • To ensure full compliance with new Thailand regulation on E-Tax Invoice &
E-Receipt.
Financial & Controlling
The following are business requirements and pain points from interview with each business process owners that should be taken into further discussion
Scope | Business Requirements and Pain Points
22/05/2018 14
The following are business requirements and pain points from interview with each business process owners that should be taken into further discussion
Financial & Controlling (Con’d) Treasury - Cash Management • Need to have proper process and system control to make sure realized,
unrealized, revaluation of monetary items (e.g. cash on hand, loan, open AR, open AR) in Thailand and oversea markets are correctly performed per internal control policy
• Interest rate calculation (intercompany, bank) is being performed in Excel and should be incorporated into SAP
• There is currently double work between bank transaction and SAP transaction (e.g. bank transfer). Expect a more automated or bank communication is in place (e.g. using SWIFT).
• Optional requirements: FX exposure report, cash flow forecast Treasury - Financial Operations
Credit Management • Expect improvement in how bank guarantee is managed on credit
management area. System to alert when bank guarantee is about to expire. • Letter of Credit (L/C) process should be revisited • Credit exposure design should be revisited to ensure only quality credit
block is triggered in order-to-cash process. For example, all advanced sales orders from customer are counted as part of credit exposure, resulting in high volume of credit blocked sales orders which are always released anyway. Credit horizon or other mechanics should be considered.
Accounts Receivable • Process for customer payment should be revisited to simplify and automates
this process between Financial Operations (IR) and Customer Service (CSR). • Credit note / debit note is currently support only price diff adjustment.
Other adjustment (e.g. supply chain or trade promotion) is not supported in current system.
• CN/DN should be able to process collectively, current system only allow one-on-one processing.
Accounts Payable • Process should ensure bank communication (e.g. text file) are encrypted and
secured to prevent file manipulation by unauthorized person. • Paper form (e.g. cash advance request form) should be digitized and
incorporated into SAP system. • Expect improvement in corporate credit card management process.
Currently, user needs to manually download from bank website by each card number individually.
Financial & Controlling
Scope | Business Requirements and Pain Points
22/05/2018 15
R&D and Innovation Project System (PS) related • R&D and Innovation projects should be managed in the system and provide
visibility to all related stakeholder to monitor project progress and expenses. • When budget consumption is too high than project progress, there should be
warning and/or alert to related stakeholders.
Procurement (MM-PO) related • Result from vendor evaluation should automatically trigger vendor master
block (blacklist). • Blocked vendor unblock should be performed only by authorized person.
Production Planning (PP) related • Bill of Material (BOM) lifecycle in current design has several constraints that
could be improved. For example, naming convention of BOM is insufficient to support long term operation, resulting in regular necessity to delete old BOMs.
• Old BOMs data are currently mixing with active BOMs, resulting in difficulties in the operations. Thus, needs to delete old BOMs to clean up data and keep only BOMs within the last 3 years.
Product Lifecycle Management • New product development process should be formalized and embed into the
business • Data confidentiality management should be embed into the operation
Industrial Operation, Maintenance (AS) Stock Reservation • Currently, stock reservation for plant maintenance and production execution
share common rule (i.e. allow actual consumption become higher than reservation). Overall reservation from different processes should be reviewed and setup with different rules.
Production Analytics • There are many requirements to extract data from SAP ERP to perform
report (e.g. for Total Productive Maintenance (TPM)). Thus, expecting all necessary data to be made available for self-analytics.
Internet of Things (IoT) • Currently, there are sensors that monitor production motors and send
information via Bluetooth signal to mobile devices (15 meter ranges). And the result is saved into Excel file. Expecting automatic integration of sensors to trigger alert and create PM order in SAP.
R&D and Innovation
Industrial Operation & Maintenance
The following are business requirements and pain points from interview with each business process owners that should be taken into further discussion
Scope | Business Requirements and Pain Points
22/05/2018 16
Industrial Operation, Maintenance (AR) Maintenance, Repair, and Overhaul (MRO) • Currently, refurbishment process is partially performed in SAP and manual
control externally. To validate if SAP MRO can fulfill and fit to business requirement.
• Example of control is taking photo of spare part before and after sending to vendor for repair/overhaul.
Material Requirements Planning (MRP) • Raw material purchasing is currently plan in Excel by production planning
team using historical data. The process should be reviewed to see how much SAP MRP should be implemented.
• MRP tool should be useful in the production process that has high fluctuation (e.g. seasonal products). Recommended process area could be painting color manufacturing area.
• Concern point is to avoid the situation where MRP generate unnecessary high inventory level.
Production Execution • Currently, process orders are completed manually at the end of shift (i.e.
production result is logged outside SAP first during the shift, and someone manually input product result again in SAP at the end of each shift). This current practice made it difficult to use backflush.
• Expect improvement in real-time data input in production line into SAP using new technology. For example, • Usage of tag and scanner in production line • Barcode scanner link to production order • PLC / SCADA interface
• There is a requirement to take picture to capture ex-factory condition of products before transportation to other locations or customers. This will be used to support during claim/dispute situation.
• Product traceability (as part of ISO) is currently performed manually using information from different processes. Expecting simpler approach to get information.
Industrial Operation & Maintenance
The following are business requirements and pain points from interview with each business process owners that should be taken into further discussion
Scope | Business Requirements and Pain Points
22/05/2018 17
Industrial Operation, Maintenance (AR) (Con’d) Quality Management • Current QM is designed with very high details and demanding high effort to
input data. Resulting in users change to input inspection result in Excel instead of SAP. In addition, there were some changes in lot size (larger); resulting in some functionalities become less useful.
• Expecting the review to re-define proper level of information to input that make it more practical to input data (e.g. sampling certain percentage instead of 100%).
• Expecting analytics can be really performed on inspection result data. As well as providing access to sales team to check inspection result conveniently (e.g. on mobile device) when visiting customer (using lot number as inquiry key).
• Usage of iPad/tablet device in QA process could be done in outgoing product sampling or production process audit. Currently, QA person take pictures of production process and input inspection result into computer in the form and e-mail to related stakeholder.
Outsource Manufacturing • There is no active outsource operation. But oversea manufacturing has
potential to use this process. It should be made available to support future business needs.
Plant Maintenance • Current PM is designed with too many preventive plan (i.e. all machines),
resulting in too much work orders. Expecting a review to put more appropriate level of preventive plan.
Production Analytics • Dashboard in production area can cover following contents
• Production yield • Productivity output • Cost
• Waste
Industrial Operation & Maintenance
The following are business requirements and pain points from interview with each business process owners that should be taken into further discussion
Scope | Business Requirements and Pain Points
22/05/2018 18
Sales & Marketing (Domestic A1) Trade & Campaign Management • End-to-end trade & campaign planning and management should be
formalized and embed into sales & marketing processes. • Pre/Post-evaluation process and tool should be implemented. • Overall rebate process should be reviewed. • Standard Rebate Management (SAP ECC6.0) or Condition Contract (SAP
S4/HANA) should be considered as a tool to replace existing customized ABAP rebate program.
Stock Availability • MRP tool should be improved (especially during seasonal period) to minimize
stock shortage issue that result in sales opportunity lose.
Sales Order Processing • Due to sales order can be captured by different channels (manual entry, B2B
solution, SFA solution, etc.), overall process should be reviewed and ensure clear process is defined between sales and customer service (CSR).
Sales Empowerment • Expect field sales team to have access to more information conveniently
(e.g. on mobile device) • Customer credit status • Customer order status • Quality inspection status (in case of product claim on specific batch/lot) • Other customer related information
Sales & Marketing (International Business A2-A4) Price Management • Export sell price structure should be reviewed and allow more details to be
captured into SAP (comparing to current design to put only final net price into sales order).
• Ex-work price (varies by country) approval should be performed within SAP and system should control to ensure final selling price could not be set below approved price.
Marketing Activity • While SAP CRM is not in current application landscape, should consider using
SAP Project System (PS) or other functionality to capture marketing activity, budget approval, and provide plan vs. actual monitoring report.
• Export forms are currently prepared manually. Should review to replace with SAP forms.
Business Analytics • Sales information should be able to query and perform self-service analytics
by sales team (e.g. list of customer store by size)
Marketing Sales
The following are business requirements and pain points from interview with each business process owners that should be taken into further discussion
Scope | Business Requirements and Pain Points
22/05/2018 19
Human Resources Human Resource Management (HRM) • HR operations in investment countries should be defined from business
process and reflect into system (e.g. payroll process in overseas country, expatriate management, reflection of solid line / dotted line in organization structure).
• Time recording process currently contains too many manual steps by HR personal before final data can be input into SAP.
• HR operations contain many paper works and should be managed digitally (e.g. leave request) while ensuring ability to use digital information as evidence legally.
Human Resource Development (HRD) • Expect improvements in career planning. For example, when an employee
salary falls near the upper limit of current position salary range, system should trigger alert to HR and line managers (and/or upper level) to plan mitigation action.
• Expect system to support in employee engagement survey and respondents analytics.
Human Resources (HR) and Financial Accounting (FI) related • Current welfare / reimbursement process does not provide sufficient control
and monitoring between HR and FI, resulting in manual control and risk of abusement.
• For example, overtime (OT) is mostly reimbursed after event and the approval is made subjectively based on authorized person without any system control. This could lead to too frequent OT approval to specific person due to personal relationship or other reasons.
• Control and monitoring should be in place to prevent and rectify the problem. Nonetheless, the control should be done as automated as possible.
Learning and Training Management • System should help to ensure all employees have all legal or mandatory
training as required by laws, stock exchange policy, etc. (e.g. corporate governance). Keep track of training progress for relevant employee and provide progress report.
Business Analytics for HR • Analytics tool could be deployed to analyze overtime (OT) (e.g. planned vs.
unplanned, root cause of OT in specific period and location) • Analytics tool could be deployed to analyze employee turnover (e.g. age,
service year, position, demographic; gen X, Y, ME) • Analytics tool could be deployed for career planning (e.g. remaining service
years until retirement, succession planning)
Human Resources
The following are business requirements and pain points from interview with each business process owners that should be taken into further discussion
Scope | Business Requirements and Pain Points
22/05/2018 20
Supply Chain Management & Customer Service Credit Management and Accounts Receivable • For credit management in sales order, there are some expected
improvement as following: • Advance sales orders from customer are currently consume available
credit. System should not take these sales orders value into credit calculation (e.g. by applying credit horizon concept). Currently, these advance orders are one of the main causes that generate high number of credit blocked sales orders and credit manager need to manually release them.
• Cash sales order currently needs to be approved twice at sales order and delivery order. The process and system should be reviewed and adjust to simplify operations.
• For customer AR collection and payment application • Treasury team is recording fund payment to company bank account in
SAP, and customer service need to record customer payment and clear open AR manually. Expecting process to be reviewed and AR to be paid and auto-cleared automatically.
• Check on hand is currently not increasing customer available credit until a check is settled completely. Expecting process to be reviewed and faster credit availability for customer.
Sales Order Processing • Customer service team is currently managing customer product allocation
(quota) manually in Excel and manually updates sales order in SAP. Expecting overall process review and use system to reduce manual effort in this area.
• Expecting payment terms review to resolve some irregular payment terms usage in modern trade (MT) and project sales (PS) customers.
• Expecting improvement in overall ATP to allow customer service team to suggest accurate planned delivery date within system. Currently, customer service team needs to check production plan manually to calculate and propose planned delivery date to customers.
• For sales order from B2B (SHERA direct), there are some expected improvements as following: • Duplicate orders which need to be manually cancelled by customer
service team • Manual update sales order to link with sales contract to trigger specific
discount condition (i.e. customer do not properly select contracts from B2B solution but insisting customer service representative to make sure discount relating to contract is applied)
• Expecting sales order processing screen to provide more insights relating to customer (e.g. customer master, AR information, credit information, historical transactions). Currently, customer services need to open multiple screens to check customer related information.
Customer Service
Supply Chain Management
The following are business requirements and pain points from interview with each business process owners that should be taken into further discussion
Scope | Business Requirements and Pain Points
22/05/2018 21
Supply Chain Management & Customer Service (Con’d) Sales & Operation Planning • Current demand and supply planning is performed in Forecast Pro
application (at SKU level). • Result of Forecast Pro should be interfaced into SAP to trigger production
process (e.g. as planned order)
Claim Process • Claim is currently input into Sage CRM system to manage necessary
collaboration. Once customer claim is concluded and credit note (CN) is to be issued, user needs to manually create in SAP. Expecting interface from Sage CRM to SAP to be implemented.
Rebate Management • Current rebate process is very flexible and mostly settled after event (i.e.
after invoice). Some annual rebate takes 45 days to close. Current customized rebate functionality and overall process should be reviewed and explore to use standard SAP functionality (i.e. SAP condition contract).
Customer Service Analytics • There are currently some customized reports to provide KPI and operation
improvement reports in customer service areas. Expecting analytics tool to support in analyzing back ordering, customer rejection, etc.
• Supply Chain Management Analytics • Current reports in SAP Business Objects 4.0 are mostly focus on operational
level. Existing BO reports should be reviewed and upgraded. • Inventory report should provide following information
• Stock Shortage • Production Planning • Transportation • Stock Aging / Slow Move
• Demand and supply planning should have following reports • Monitoring of information that interfaced from Forecast Pro application
• Out of stock (OOS) by storage location (due to international business has more specific stock control than domestics business)
Customer Service
Supply Chain Management
The following are business requirements and pain points from interview with each business process owners that should be taken into further discussion
Scope | Business Requirements and Pain Points
22/05/2018 22
Purchasing Sourcing and Purchasing Operation • Current process in SAP starts from purchase requisition. Expect
improvement to incorporate sourcing operation into SAP (e.g. inquiry, RFQ, quotation, comparison & selection, convert to PO).
• Contract should be managed in the system and alert should be triggered to review/renew expiring contract.
• Procurement process should be revisited per vendor classification • For preferred supplier list or contracted vendor, procurement process
should be simplified (e.g. automatic approval) to avoid unnecessary administration effort.
• For non-regular vendor, procurement process should be properly controlled while minimizing unnecessary approval.
• Procurement approval flow should be improved • Paper work should be minimized and use system workflow • PR/PO approval should be possible via desktop and mobile devices
• Overall release strategy and authorization design should be revisited • Ensure compliance with latest approved business policy and
authorization table • Ensure proper level of approval are required (i.e. decrease number of
total approval from all approvers)
Supplier Evaluation • Survey should be incorporated as part of normal procurement operation (e.g.
during goods receipt / service entry sheet) to collect input on vendor performance. • Goods receipt – collect vendor responsiveness • Service entry sheet – collect service quality
• Evaluation report should be available to analyze vendor on different criteria • Order fulfillment • Price survey, price status • Responsiveness • Quality & Collaboration
• Expect to use SAP S4HANA Supplier Evaluation tool to fulfill this requirement • Vendor should be automatically blocked from future transaction if it fails
certain criteria • Blocked vendor should be unblocked only by authorized person
Purchasing
The following are business requirements and pain points from interview with each business process owners that should be taken into further discussion
Technology Mapping • Business Process should be mapped with related technology that can
enabling business process improvement. • While SAP S/4HANA will be primary enabler for ERP area, other technology
should be considered as well (e.g. business planning area, trade & marketing campaign/promotion, digital marketing, customer engagement, etc.).
• Refer to attachment “SHERA IT Application Landscape” for more information Role & Authorization • Role & authorization shall be redesigned with comprehensive matrix based
on new business processes. It should at least contain following aspects: • Master data | transaction | historical | report • Create/modify | display-only • Normal | high-sensitive • Internal staff | 3rd party outsource staff • Segregation of Duty (SoD)
Data, Report, and Analytics • Data and information structure should be redesigned to support e-
commerce (B2B, B2C) and global entities structure. For example, sales and performance analytics by enterprise wide, country level, product category level, customer level, etc.
• Data governance process should be redesigned to ensure clear role & responsibility between global and local entities (e.g. a finished product is manufactured in TH and sold by various countries)
• Data retention policy under each area should be clearly documented and can be referred to determine data migration approach from SAP ECC 6.0 to SAP S/4HANA 1709.
Scope | Business Requirements and Pain Points
22/05/2018 23
Information Technology Paperless, Digital Workplace • All business process should revisit the need to use paper in their operation
and eliminate / replace with digital workflow as much as possible. For example • Approval should be done digitally instead of paperwork • Documents should be scanned and referred in the system
(e.g. in AR/AR process) instead of keeping very large pile of paper Business Blueprint • Business Blueprint, Business Process Design/Flow, and Authorization Matrix
are key essential deliverables of this project • To-be business process should be driven by business strategy and best
practice, not by software functionalities. At the same time, it should incorporate digital technology (e.g. AI, IoT, Business Analytics, etc.) into consideration.
• Business process must ensure audit points from external and internal audits are considered during design phase. For example, critical process monitoring & control, segregation of duty, etc.
• The design should ensure MNC concept is embed into every business processes (e.g. inter-company activity, share services model, transfer pricing, global/local demand/supply planning, global/local trade & marketing planning and management).
• Eliminate/reduce paperwork in business process (e.g. approval process) and digitize them as much as possible. Existing business policies can be challenged if needed.
Information Technology
The following are business requirements and pain points from interview with each business process owners that should be taken into further discussion
Project Deliverables | Responsibility and Key Deliverables
22/05/2018 24
To drive project achievement, service provider must have clear responsibility and liability to manage and control projects. These are responsibility and list of necessary deliverables are as follow:
Responsibilities List of Deliverables
Study all current business process, policies, standard operating procedures, training
materials, audit reports, and other existing support documents to understand current
business processes and area for improvements
Lead and facilitate interview and workshop with executives and key process owners to
understand in-depth business strategy and requirement on where the corporate is aiming
for in the future
Design comprehensive and integrated to-be business process that coheres with the industry
standard; while generating a uniform code for the company where all units and function of
company will be able to use both in Thailand and all investment countries accordingly
Business Blueprint
To-Be Business Process Flow
Design role and authorization matrix based on best practice of the industry, segregation of
duty (SoD), and concern points form previous audit reports
Lead and facilitate session with business process owners, internal control & compliance
representatives to get agreement on new role & authorization matrix
Authorization Matrix
Identify and prepare change impact repository on various aspects (SIPO; system,
information, process, organization), with recommendation on change management
approaches and sustainability plan
Position Documents on Key Impacts
Change Impacts Report
Perform mapping of new business process and technology that will effectively enable the
change based on existing landscape, optimized TCO, and long-term sustainability
Technology Recommendation Report
Define measurable business benefits for each business process improvements with details
on how each KPI can be measured and calculated
Measurable Business Benefits Summary
Sign-off on Measureable Business Benefits Report from Executives
Project Deliverables | Project Timeline & Management
22/05/2018 25
SHERA has taken overall digital transformation program and all 21 projects dependency into consideration in regards to strategizing the implementation timeline. Therefore, the expected implementation for this project will be as following
2018 2019
4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9
SAP S/4HANA Implementation
Global Blueprint and Business Process Transformation
SAP Blueprint (1.5 mo.)
Business Blueprint (3 months)
Realization (Vendor 4.5)
Final Prep (2 months)
Go-live Sup. (2 months)
Go-Live
Option 1
Project Deliverables | Project Timeline & Management
22/05/2018 26
SHERA has taken overall digital transformation program and all 21 projects dependency into consideration in regards to strategizing the implementation timeline. Therefore, the expected implementation for this project will be as following
2018 2019
4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9
SAP S/4HANA Implementation
Global Blueprint and Business Process Transformation
SAP Blueprint (1.5 mo.)
Business Blueprint (3 months)
Realization (Vendor 4.5)
Final Prep (2 months)
Go-live Sup. (2 months)
Go-Live
Option 2
Project Deliverables | Workplace
22/05/2018 27
BIDDER is expected to work at their own location or SHERA Public Company Limited headquarter located in Bangkok as needed.
• The implementer must be conditioned to work at SHERA Public Company Limited headquarter located in Bangkok and /or at factory sites or a site under SHERA’s discretion without any further expenses originated from the employed.
• The implementer must strictly abide to SHERA normal working hours. However, if an employed or outsourcing party obligation must extend beyond SHERA normal working hours, permission must be granted by SHERA authorize personnel only. In the case of failure of performance to any of the employed party obligation originating from not being permitted to work beyond SHERA normal working hours, the proposer or employed will not be able to use such argument and/or to recover any damages and/or compensation from SHERA.
• SHERA will procure the facilities under normal work practice to the employed as SHERA sees fit and SHERA will be responsible for these expenses as it might happen, such as, office desk expenses, photocopy machines, etc. However, procuring all facilities shall all be subjected under SHERA’s discretion.
• The implementer must be responsible for other expenses above, such as, telephone long distance bill to foreign countries and SHERA shall be duly entitled to reimburse any paid expenses that SHERA sees fit.
• Any damages or expenses originated with regard to the employed not strictly abiding to SHERA’s set of regulations or negligence or other malfeasance of the employed party, the employed party shall take full responsibility.
• The implementer must strictly abide by all announce standards and policies.
Bidder Qualifications
22/05/2018 28
BIDDER must possess following qualification:
• BIDDER is not a mutual beneficiary to the other bidder submitted to SHERA.
• BIDDER is the contractor who has been considered / approved by SHERA procurement department.
• BIDDER must be a limited company or partnership or juristic person registered in Thailand with at least 1 year experience in Business Consulting, Business Process Improvement to state enterprise or private company.
• BIDDER must possess the certificate and the copy of the service contract at least one completed Business Blueprint / Business Process Improvement contract, and the amount is not less than 5 million baht. SHERA reserves the right to review the facts until the tender submission.
• BIDDER must commit to provide qualified personnel who have the knowledge, expertise and experience as a working group in similar prior project with listed company in SET50 or well-known MNC in all majors areas (innovation and product development, marketing & sales, supply chain, manufacturing, financial & accounting, HR and share services transformation, digital and new technology).
• BIDDER must have stable financial performance and minimum revenue of 20 million baht in the most recent financial year.
• BIDDER must not be named on the company's or government's list of work abandonment.
• BIDDER must not be granted the privilege or immunity which may be refused to the Thai court. Unless the government of the bidder has ordered such waiver and immunity.
• BIDDER must comply with the security rules and strictly follow the instructions of SHERA safety department.
• BIDDER must comply with the various company rules. Any entry to company building must comply strictly with SHERA HR regulations.
Bidding Instruction
22/05/2018 29
1. This Terms of Reference (TOR) has been issued by Shera Public Company Limited ("OWNER") to invite bids from qualified vendors ("BIDDER") to carry out “Global Blueprint and Business Process Transformation Project” ("PROJECT")
2. BIDDER is responsible for examining with appropriate care the complete TOR document and is also responsible for informing itself with respect to all conditions which might in any way affect the cost or the performance of the work including their own assessment of the potential liability to Thai tax. Failure to do so will be at the sole risk of the BIDDER and no relief will be given for error or omission by the BIDDER.
3. All information in the document is believed by OWNER to be true and accurate as at the date of this document. However, OWNER makes no representation or warranty in this respect with regard to any information contained within this TOR. The information given by the TOR documents shall in no way limit the BIDDER's responsibility to quote, whether mentioned in the TOR documents or not, for all materials, services and works necessary to provide a complete and properly working installation in full compliance with this TOR.
4. The BIDDER shall make its own interpretation of any or all information given or otherwise included in TOR document.
5. BIDDER shall verify on its own responsibility, the laws and regulations of Thailand under which the work under the PROJECT is to be performed.
6. In order to assist BIDDERs to fully understand the requirements of TOR document, OWNER is prepared to clarify questions via e-mail or hold necessary meetings with BIDDER to discuss any specific commercial matters and technical matters.
7. As appropriate, the replies to questions will be distributed to all BIDDERs (without indicating the source of the question). Should the reply to any question, change or supplement the basis for bidding, the appropriate TOR document may be revised or an addendum issued.
8. Should the BIDDER find discrepancies in or omissions from TOR document, or should their intent or meaning appear unclear or ambiguous, or should any other questions arise relative to TOR document, the BIDDER should notify the OWNER of such finding in writing as soon as possible. No answers or clarifications will be given to questions on any matters received within the period of 3 days prior to BID Submission Date.
9. In addition to examination of TOR document, each BIDDER shall make whatever other arrangements it deems necessary to become fully informed regarding all existing and expected conditions and matters which might in any way affect the effective execution of the PROJECT. Any failure to fully investigate the foregoing conditions shall not relieve the BIDDER from responsibility for estimating properly the difficulty or cost of the work.
10. In addition to commercial proposal content, BIDDER shall provide details on project execution per next slide.
Bidding Instruction | Project Execution Details
22/05/2018 30
Project Execution Details
• Project execution should give a concise description of BIDDER's plans, and should only contain specifically relevant information. BIDDER should note that it is intended that BIDDER's PROJECT EXECUTION PROPOSALs as discussed, modified as necessary and agreed with OWNER shall be become part of the contract.
• A description of how the BIDDER plans to execute the various functions, (e.g. designing, engineering, etc.), the offices where the various portions of the work will be executed, and detailed description of how all the work will be coordinated and managed and how standardization between offices shall be achieved. The description shall contain sufficient detail to provide a comprehensive understanding of the proposed procedures and the relationships between the various disciplines.
• Organization charts showing the BIDDER's proposed project organization, both in his office and at worksite, showing lines of authority/responsibility and communication. This project organization should be constituted as a team comprised of compatible, highly motivated/qualified personnel, with the requisite overall skill balance. Key project positions shall be identified by title and brief job description.
• The name of the individual that the BIDDER proposes for each of the following key positions for the PROJECT. For each nomination, BIDDER shall provide a resume showing the candidate's position or grade within the company, ability with the English language (oral and written), age, nationality, qualifications and experience (indicating clearly the length of experience with BIDDER's company and the experience of relevance to this PROJECT) and the date of availability for this work. For each nomination, BIDDER shall give the name, address and telephone number of a recent client representative who may be referred to for a reference.
• BIDDER shall also provide a tabulation showing the anticipated length of assignment of all key personnel both in the home office and the field and shall confirm that such personnel are available to work on the PROJECT as required by the schedule and will be assigned on full time basis, and that key staff will not be removed without OWNER's written approval in accordance with the contract.
• The BIDDER shall advise its intended normal work hours per week during the contract period.
• The BIDDER shall advise the dates of all BIDDER's proposed holidays for the duration of Contract.
Bidding Instruction | Payment Milestone
22/05/2018 31
SHERA proposed below payment milestone based on earned value method (EVM) for the project:
Item Milestone % Payment Deliverables
1
Project Kick-off 10% Project Management Project Structure & Governance Work Planning & Scheduling Issue Management Scope Control Risk Management Define Project Standard
Requirement Traceability Document
2 Complete Blueprint 50% Business Blueprint To-Be Business Process Flow Role & Authorization Matrix
3 Project Sign-off 40% Position Documents on Key Impacts Change Impacts Report Technology Recommendation Report Measurable Business Benefits Summary Sign-off on Measureable Business Benefits Report from Executives
Attachments | SHERA Key Process and Technology Events
22/05/2018 32
Below are timeline of key business process and technology change at Shera.
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2015 2016 2017 2018 2019 2020
SAP R/3 HR
SAP HR has been implemented in 1999 by SAP Thailand
SAP R/3 HR Payroll
SAP HR Payroll has been implemented in 2001 by SAP Thailand
Shera Direct B2B
B2B solution has been implemented in 2003-2005 by Thomas Ideas
Microsoft SharePoint 2010
DMS has been implemented in 2012 by CDS Solutions
SAP Business Object – Supply Chain
SAP Business Object 4.0 has been implemneted for Supply Chain in 2013 by Sahasedsiri
Corporate Web Site and B2B2C
Global web site, community sites, B2B, B2C, mobile app are planned to be re-implemented in 2018
Sales & Operation Planning (S&OP)
Forecast Pro and MFO has been implemented in 2017-2018 by M-Focus
Business Analytics
Sales analytics journey started with Microsoft Azure, PowerBI, Tableau and SAP Business Objects in 2017-2018 by Shera IT & VWise IT
Non-SAP Data Center Cloud Hosting
Non-SAP data center is planned to be migrated to cloud hosting in 2018
SAP R/3 4.0
Mahaphant Group have implemented SAP R/3 4.0 in 1996 by SAP Thailand & HP Singapore
SAP Business Object – War Room
War Room System (SAP BO Edge BI) has been implemented with SAP Business Object 4.0 in 2011 by Sahasedsiri
SAP for Indonesia
SAP ECC 6.0 has been rollout to Shera Indonesia as 1st country outside Thailand in 2017-2018 by Shera IT
Sales Force Automation
Salesforce for Fields Sales will be implemented in 2018
Global Blueprint & SAP S4HANA 1709
Shera PCL will established global template and SAP S/4HANA for global expansion in 2018-2019
SAP ECC 6.0 & DB2 Upgrade
SAP has been upgraded to ECC 6.0 and IBM DB2 database in 2007-2008 by Netizen
SAP ECC 6.0 Private Cloud Hosting
SAP has been migrated to private cloud hosting in 2013 by TCC Technology
Microsoft Office 365 Public Cloud
Company has migrated from Zimbra/Lotus Note e-mail to O365 cloud in 2017 by TCC Technology
Non-SAP Data Center on VMWare On-Prem
Data Center has been modernized with VMWare technology in 2013 by G-Able
Attachments | SHERA Solution Landscape
SH
ERA
VEN
DO
R / C
USTO
MER
CO
NSU
MER
R&D and Innovation
Sales Supply Chain Management
Industrial Operation & Maintenance
Financial & Controlling
Information Technology
Marketing Customer Service
Purchasing Human Resources
Business Operation Excellence - Idea to Launch, Plan to Execute (S&OP, WMS), Order to Cash, Source to Pay, Hire to Retire, Record to Report SAP S/4 HANA | SAP ECC 6.0
Business Analytics & Big Data - Sales Analytics, Supply Chain Analytics, Financial Analytics SAP Business Object | Tableau | Microsoft Power BI
GLPI (ITSM)
Gogs GIT
SHERA HR eSlip
Forecast Pro
Master Fulfillment Optimizer (MFO)
SHERA Weight/Queuing
elastix (Call Center)
SHERA Live Better
Sage CRM
SHERA Own B2B / B2C E-Commerce Channel SHERA Direct | SHERA B2C Web Site
E-Commerce Channel BUILK.com, thaiwatsadu.com, megahome.co.th, homepro.co.th, dohome.co.th
Brick & Mortar Channel Modern Trade (MT), Traditional Trade (TT) / MPP, Professional Service (PS)
Government Revenue Dept.
Government Social Security
Bank (AP) 4 Banks
Bank (AR) 8 Banks
Bank (FX) Bank of Thailand
SHERA Corporate Website shera.com | sherasolution.com hahuang.co.th sheraply.com shera.in sheraeu.com sherabuildingsolution.com
SHERA SMS
Vendor Web Sites
Sales Force Automation
Customer ERP Systems SAP, Express Accounting, BC Account (บ้านเชียง), Business Plus, Customized ERP, etc.
Programmable Logic Controller (PLC)
Digital Transformed Current
Digital Enterprise Operation – Intranet, E-Mail, Unified Communication, Office Operation & Automation, Social Collaboration, Mobile Application, Artificial Intelligent (AI) Microsoft Office 365 | Microsoft Azure | Mail, Calendar, OneDrive, WEPO (Word/Excel/PowerPoint/OneNote), SharePoint, Skype/Teams, Yammer, Form, Flow, Planner, Stream, PowerApps
Last updated 2018.04.03
Microsoft Azure (SG) Microsoft Office 365 (SG)
Sh
ipm
en
t D
ata
Attachments | SHERA IT Application Landscape
Public Cloud
Private Cloud (TCCT)
On-Premise – HQ 2nd Floor
SAP ECC 6.0
SHERA HR eSlip
SHERA Weight System
Sage CRM
SAP Business Object
GLPI (ITSM)
SHERA Queuing System
elastix (Call Center/VOIP)
On-Premise – Factories
Microsoft Office 365
Business Solutions
Solution Delivery
Business Analytics
Technology Solutions
Digital Solutions
SHERA Internal
SHERA Direct (Web)
SHERA Direct (DB)
External Partner
shera.com sherasolution.com
hahuang.co.th
sheraply.com
sherabuildingsolution.com
shera.in / sheraeu.com
SHERA Live Better
mahaphant.com
Consumer
SHERA SMS, Gogs GIT
SHERA APP
Exchange Rate Customer Payment Data
Material Customer Billing
Order Proposal
Purchasing Data Inventory Data Accounts Receivables Data Employee Movement Data
Sh
ipm
en
t W
eig
ht
Slip Data
Employee SSF Data Personal Income Tax
Payroll Data Vendor Payment Instruction
Order Confirmation Purchase Order
Sales Data
SHERA Weight System Server Lopburi
Material Customer Sales Contract Billing
SHERA Weight System PC Sai 5
SHERA Weight System PC Nabon
SHERA Weight System PC Lopburi
Sunset Solutions
Sales Order
Government Departments RD, SSF
Bank Web Site BOT, BBL, Citi
Web EDI (MT) GH, TWS, MGH, HP, DH
SHERA File Server
Forecast Pro
Master Fulfillment Optimizer
SHERA Data Warehouse
Tableau | MS Power BI Desktop
SHERA Data Warehouse on Cloud
SHERA Distributor Data Integration (SDDI)
Sales Out (MT)
Sales In
Sales Out (TT)
Sales In
Remote Desktop Services
Microsoft Active Directory
ERP TT Customers
mobileOne Cloud (MY)
mForce SFA
AWN Data Center (TH)
Palo Alto Centralized Firewall
• Outlook • OneDrive • SharePoint • Word / Excel / PowerPoint / OneNote • Forms • Flow • PowerApps • Planner • Teams • Stream • Yammer
Last updated 2018.04.03