© Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev1 SAST Q4 Stockholm Omvärldens syn på test Test project.

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1 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev1 SAST Q4 Stockholm Omvärldens syn på test Test project

2 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev2 …Vi är vad vi gör……!!!

3 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev3 Agenda Introduction - Background Centralized Procurement Test project Challenges - Summary

4 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev4 Business model based on Outsourced production SupplierEMS Supplier EMS

5 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev5 Agenda Introduction - Background Centralized Procurement Test project Challenges - Summary

6 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev6 From this……………….

7 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev7 To this……………….. EMS Supplier Inbound Hub

8 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev8 Centralised procurement releases the negotiating power Supplier EMS Sellers price Supplier price No possibility of price masking

9 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev9 Inbound hub – a key concept in the supply chain Hub

10 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev10 100 partners was to be implemented globally within 12 months 10 partners 80 partners

11 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev11 Connecta roles & responsibilities Concept development Process development -Process mapping & design IS/IT implementation – project management -SAP R3 & APO development – roll out -Integration, B2B, RosettaNet, EDI development – roll out -Onboarding, process & technical -Sites/Suppliers -3PL Change management

12 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev12 Project Scope Physical and virtual consignment Buy & sell and Forecasting > 20 RosettaNet PIPs Initial on board of -20 manufacturers -80 suppliers -1 HUB-partner In ~ 18 months -6 months ramping up -6 months development -6 months roll out

13 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev13 We found some more inspiration…………and started to work “Sometimes it’s not enough to do your best – sometimes you have to do what’s required…”

14 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev14 IS/IT Project Organisation Buy & Sell Team On-Boarding Teams Integration team Forecasting Team Test Management Team Reference GroupSAP Basis IS/IT Project Lead Test Management Lead On-Boarding Project Lead Forecasting Concept Owner Buy & Sell Concept Owner Integration Concept Owner

15 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev15 Processes - Overview Hub EMS Supplier Outbound Shipment/ Order fulfillment Inbound Shipment/ Replenishment Forecast / Material Drive Hub Operations

16 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev16 Forecast Time Horizon – Threshold + Strategic 12 Month Rolling Forecast

17 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev17 Threshold Forecast – Min / Max Level

18 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev18 Process Overview Returns Returns From Hub to Supplier Overdue Order Processing Component Sales Returns From EMS to Hub Virtual Stock Fill up Spare parts Sales and Delivery from Hub Stock Sales and Delivery from Virtual Stock Transfer of Spare Parts from the Physical Hub DPY Sales Revenue Recognition Sales Exceptions Manage Stock Physical Inventory – Supplier Hub Stock Take Ownership of Supplier Hub Stock Supplier Hub Stock Fill up Cycle Counting – Supplier Hub Stock Hub Stock Fill up Cycle Counting – Hub StockPhysical Inventory – Hub Stock A4 B2 B3 A2 C1C2 B4 D1 E1 E2 Forecast A1 A3 A5 A11 A12 A13 A14 Accounts Payable B5 EMS Order Management B1 Transfer of Spare Parts from the Virtual Hub D2 Returns from HUZA to the Physical Hub D3 Period-end Activities A15 Reduce Virtual Stock Level A8 Sell Excess Hub Stock A9 Scrap Hub Stock Emergency Drop Shipment B6 A10

19 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev19 Back end system 2 different partner interfaces necessary Trading Partner (system) Classic Solution RosettaNet B2B Integration Automatic Light Solution RosettaNet via portal interface Manual at partner end Large, RN-mature enterprises Anticipated total of 20% Small to medium size enterprises, alternatively large RN-immature enterprise Anticipated total of 80%

20 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev20 RosettaNet Partner Client Overview  Two way process  One way process - Template  One way process - Wizard  One way process - Inbox

21 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev21 Process & Competence Development – Trial Run Phased Supplier Roll-out Wave 1 Virtual Pilot Wave 2Wave 3 Realisation  Agreement Negotiations  Organisation  Hub set-up Preparation Q3Q4Q1Q2Q3Q4Q1 Business Model Defined System Configuration and Implementation Partners are grouped according to component and onboarded in waves Physical Pilot 2005 20062007

22 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev22 Agenda Background Centralized Procurement project Challenges - Summary

23 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev23 Global aspects as time zones, languages and cultures Develop, test and go-live within 6 months (internal and external) Limited experience within RosettaNet development and test Find appropriate test strategy for more than 25 external world wide business partners Involvement from our 3rd party Hub partner Consider and align with our partners test experience and strategy Manage 25 partners of testing simultaneously Communicate and deliver a test strategy that will work with all partners Start criteria for system testing End criteria for go-live Tool to support our test process and the global aspects Background and challenges

24 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev24 No one has never done this huge RosettaNet implementation in such time frame.... Only to success with connectivity between our business partners can take weeks, even months...... Our 3rd party Hub partner, who has experience in RosettaNet, though that we were crazy.... The tight time-plans was questioned from many of our business partners..... Avsnitt 1 Comments from outside....

25 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev25 “This is complete madness” Executive from multibillion company - who wishes to be anonymous - reveals his inner thoughts from the early days of the project “You can’t get more than fired” An often quoted soothing phrase “We have trust in what we do” ………

26 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev26 Manage Hub Stock Forecast Returns Spareparts Sales SAP dev. 1. SAP Test Integration Center 2b. IC Test External EA Dev EMS/ODM 3. Integration Test (Internal and External) RAE RosettaNet EDI External Integration Center RAE RosettaNet EDI Process B Process A 5. User acceptance Test External Mapping TestExt. EA Test Test overview – Main phases RosettaNet PIP:s, RPC and EDI flows In scope Out of scope 4. End to End test Component Sales 2a. Connectivity Test

27 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev27  Our friends have different global backgrounds and cultures, USA, Asia and Europe, and they really have different way of Test approach.... -“Dear Per-san, why don´t we test directly in production”  “prod-test approach” -“We need daily telcos for several weeks and common testing covering all possible scenarios of that specific integration incl. 6-7 resources.....  “thorough test approach” -“Per, your so polite, the error was on our site all the time  ”diplomatic test approach” -“Now we see file, wait while we copy to USB and load our test environments...  “automatic end-to-end test” We managed to go-live with all our partners though different test strategies Our common and simple test package was important to find a way forward Avsnitt 1 Our ”Friends...”

28 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev28 TestNet as test tool

29 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev29 Agenda Background Centralized Procurement Test project Challenges - Summary

30 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev30 ONE test project within different competence centre ie. SAP, Integration Centre etc. ONE physical place as war room (all testing, telephone conferences etc.) TestNet as tool for handling all external defect handling Develop a compact and “simple” test package describing all necessary test phases before go- live Clear definitions and criteria's for the different test phases “Manual” filter before allow system-to-system testing Thorough status weekly follow-up by partner and by functionality Secure commitment from our 3rd party partner  verify testing Test team in Stockholm divided into Asia and America time zones Appoint a couple of “friends” to use for Proof of concept of our strategy Success factors

31 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev31 Our partners specially appreciated the TestNet tool and Test package send out Connectivity is extremely important to focus in early in RosettaNet test phases Confirmation of test strategy understanding  really important Patience, you need to have a diplomatic approach to keep up good working relation “Manual filter”, the calendar time of testing decreased dramatically Partners where transferred to the new solution according to plan Average total test time per partner – 5 weeks Our “Friends” is still our friends..... The total IT project was appointed as the most successful  Received CIO award Avsnitt 1 Result / Outcome

32 © Connecta Inte för rutinuppdrag. Men när det verkar omöjligt. Rev32 Förändringsmissionärerna