Orange County Convention Center

Orlando, Florida | May 15-18, 2011

Bombardier Aerospace Implements SCM EWM within their

Aftermarket Parts Distribution Operation

Troy Rochat Bombardier Aerospace

Julie Nesbitt Bombardier Aerospace
Jason Russo InfoLogix

[ Introductions

Jason Russo

Senior EWM Consultant with Infologix

10+ years SAP Supply Chain experience

Working with EWM since 2007

Troy Rochat

VP IT BCS & SAA, VP Distribution

20 years in Bombardier Aerospace

Certified SAP consultant (2002)

Julie Nesbitt

IT Program Director, BCS & SAA

22 years in Bombardier Aerospace

10 years SAP experience
Real Experience. Real Advantage.

Company Overviews

Real Experience. Real Advantage.

[ InfoLogix Overview

Total solution provider based in Hatboro, PA

Wholly owned subsidiary of Stanley Black & Decker
2,200 clients and growing
SAP supply chain specialists

Systems Integration

Hardware

Support
Strong SAP Credentials

SAP Services and Software Partner

SAP Consulting Partner

Pre-release Testing Partner
Leaders in Enterprise Mobility Services

Proprietary World Class Client Care Portal - over 150,000 assets
managed

Real Experience. Real Advantage.

[ Bombardier Aerospace Overview

Vision: Giving people wings, around the world, through innovation, pride and
setting the highest standard for excellence
With more than 30,300 employees and well-positioned in global markets,
Bombardier Aerospace ranks as the worlds third largest civil aircraft
manufacturer. Its high-performance aircraft and services set the standard of
excellence in several markets, including:

Business aircraft

Commercial aircraft

Amphibious aircraft

Specialized aircraft solutions

Customer Services

Bombardier Aerospace is dedicated to setting new standards of customer
care and aircraft availability worldwide.

Mission: Keep our Customers flying

Real Experience. Real Advantage.

[ Bombardier Aerospace Overview

Focusing on the Customer
Worldwide service and support through
a network of:

Parts logistics

Aircraft maintenance

Training solutions

Tailored per hour parts and services solutions

Field service personnel and 24/7 Customer Response Centres

Flexible airborne parts delivery service

Spare parts depots, service centres and authorized service facilities

Real Experience. Real Advantage.

[ Bombardier Aerospace Overview

Bombardier Parts Logistics provides a full spectrum of spares support to 29
Bombardier product lines, Commercial & Business, including new Aircraft
Programs entering into service.
3 Global Express Aircraft Product lines

6 Challenger Aircraft Product lines

4 CRJ Aircraft Product lines

28 Product Lines
with ~6,000
Aircrafts
12 Learjet Aircraft Product lines
4 Q Series Aircraft Product lines

Real Experience. Real Advantage.

The Case for change

Real Experience. Real Advantage.

[ Case for Change / Key Drivers

Parts Logistics requirements had changed over the previous several
years.

Our business has increased dramatically in the International market.

Our customers growing needs and expectations compelled us to:

Be more flexible

Offer more diverse services

Expand our capabilities

Improve distribution efficiency

A new Warehouse Management solution was required

Real Experience. Real Advantage.

[ Who was Impacted?

Chicago
Frankfurt
Montreal
Toronto
Wichita
Service Centres

Quality
Transportation
Customer Service
CRC
Material Logistics
Configuration Management
IT
Legal Services
Finance
Chicago Distribution
Frankfurt Distribution
Impacts : Approximately 300 employees

Real Experience. Real Advantage.

[ Who was Impacted?

Chicago Distribution Centre:

238,000 square feet (22,110 sq. m);

Stores over 120,000 unique parts at full capacity;

Operational since June 2005;

Supplies Bombardier network of parts depots and service locations;

Ships 1,700 Lines daily

Frankfurt Warehouse:

Direct shipments to Europe, Middle East, Asia & Africa;

50,000 square feet (4,650 sq. m);

Capable of storing approximately 40,000 parts at full capacity;

Operational since August 2005; 200 lines shipped per day

Real Experience. Real Advantage.

[ Vision
Existing
Bombardier
SAP

CLS

ERP

Interface
LIMS

SCM

A Warehouse Management Solution

that is consolidated into 1 System
New
Bombardier
SAP
ERP
SCM/
eWM
Real Experience. Real Advantage.

Project Overview

Real Experience. Real Advantage.

[Structuring the Main Project Team

Delivery team

Dedicated business and IT resources identified:

From the business:

Main Sponsor (VP or higher),

Project Sponsors (VPs or Directors),
Business Focal (Manager representation),
Data Management Focal (Manager representation),
Business Focals by function (Business leads),
Power Users (Business leads) and Super Users (End Users with
Training skills) by functional areas

From IT:

Qualified resources for Business Analysts, Application
Specialists and ABAP team members for all functional areas.

Subject matter experts (eWM) - Infologix

Real Experience. Real Advantage.

14

[Project Team Organizational Chart

A powerful
coalition of
leaders for
successful
project
delivery

STEERING COMMITTEE
IT CIO AND DIRECT REPORTS
EXECUTIVE SPONSORS

EXECUTIVE SPONSORS
BUSINESS PROJECT SPONSORS

STAKEHOLDERS TEAM (BUSINESS)

Directors / Focals:
Worldwide Distribution
Customer Services
Material Logistics
Configuration
Management

Project specific:
Main Project Owner
Project Manager
Data Management
Focal

Quality

Continuous
Improvement
Team

Business Planning &

Development

Power/ Super
Users

Pricing & Cost Control

Real Experience. Real Advantage.

DELIVERY TEAM (IT)

PM SAPCC
BA
AS
ETL
PSI

PM SITE
CM and Org
Alignment
IT site support
Legacy
Infrastructure

Dedicated,
multidisciplinary
teams

[ Key Changes

Improved processes for inbound, outbound and Inventory Control

Heightened visibility throughout the entire warehouse

100% inventory visibility

Every physical part movement will be captured in eWM with user ID, date and time

Eliminate Databases, interfaces and IDOCs

Radio Frequency Technology
Minimize Waste:

duplicate processes
manual data entries, (minimize errors)
duplicate auditing
reduce paperwork

Wave Management
Consolidation of customer orders allowing financial benefits for customers and
Bombardier
Reduce delays in processing
Reprint capabilities of key paperwork
Real time status improves accuracy

Real Experience. Real Advantage.

[Key eWM Integration Points

Synchronization & Communication between eWM & ERP.

Master data

Transactional Data between EWM and ERP (Sales orders, Purchase
Orders and Stock replenishment orders, etc)

Inventory Updates Inventory postings

Financial Integration Financial postings for Post Goods Issue (PGI) and
Post Goods Receipt (PGR)

Other communication to ERP or Legacy systems needed based on the

scope of EWM functionality such as Environmental Health and Safety
(EH&S), Billing systems, and Global Trade Services.

CIF (Core Interface) Communication exchange of data between
SAP ERP and SAP EWM ensuring Data Consistency and Integrity

17

Real Experience. Real Advantage.

[ 1System Overall Project Timeline

Phase 5 - Final Prep & Cutover

1 month

Phase 2 Solution Strategy

5 months

Phase 3 Prep & BluePrint

7 months

Phase 4 Realization
9 months
2010

2009
Feb

March

April

May

June

Project Evaluation,
Initiation &
Approval

July

Aug

Sept

Oct

Nov

Gap Workshops,
Data Discovery &
Strategy Preparation

Dec

Jan

Feb

March

April

May

June

July

Aug

Sept

Oct

Develop Solution
(eWM, SAP)
Solution Break/Fix.
Prototype
Development
Documentation
Integration Tests, Dry Runs, DIAL &
UATs
Training Preparation & delivery

Real Experience. Real Advantage.

Nov

Dec

Functionality Overview

Real Experience. Real Advantage.

[ EWM Functionality

Use of process oriented storage control to facilitate multi
step inbound, outbound and internal storage processes.

Quality inspection process using QIE (Quality Inspection
Engine) to integrate quality management with ERP QM.

Goal was to control inspections from EWM while continuing
to leverage ERP QM functionality.

Stock scenarios included batch management,

serialization, and split valuated products.

Real Experience. Real Advantage.

20

[ EWM Functionality (Continued)

Resource Management optimization and work assignment
efficiency.
RF system guided picking
Different WOCRs based on zone.
Queue determination by Activity Area
Resource groups to control queue assignment and facilitate
warehouse order assignment

Dynamic control of resource assignment to resource groups
based on workload.

Real Experience. Real Advantage.

21

[ EWM Functionality (Continued)

Kit to Stock process using EWM production supply
integration.

Use of PP integration to manage kitting process.

Separate EWM managed storage location for Production
Supply Area.

Wave Management

Different wave templates determined based on delivery
priority/ship to.

Warehouse requests automatically assigned to wave
template based on condition technique.

Use of wave monitor to facilitate wave release.

Real Experience. Real Advantage.

22

[ EWM Functionality (Continued)

Other topics

RF enhancements through the RF Framework

Enhancing standard functionality through BADIs

PPF (Post Processing Framework)

Automation of warehouse task creation

Output control

Real Experience. Real Advantage.

23

Key Lessons Learned

Real Experience. Real Advantage.

[ Key Lessons Learned

Utilize standard functionality as much as possible.

EWM offers comprehensive functionality to fit many complex processes,
its important to fully understand the depth of functionality.

Invest in design prototypes early on in project timeline

Demo functionality to key users to help drive key decisions.

Business and IT participation / ownership / engagement

Key decision makers must fully support project objectives

Power Users / Focals to be on boarded from blueprint onward

Business units outside of the Warehouse need to be integrated into
Blueprint

Post go-live on-site support can not be underestimated in terms of effort
or duration

An overall Business Change Lead to be assigned from the beginning.

Roles & responsibilities (Business and IT) must be clearly defined

within the project team

especially for post go-live support (who does what, when)

Real Experience. Real Advantage.

25

[ Key Lessons Learned (Continued)

Cutover plan can not be too detailed and must include contingency

Communication and planning for all areas can not be underestimated
(Business plan, IT plan)

Contingency planning is critical (what if scenarios)

Testing and dry-runs need to be comprehensive and long enough

Do not underestimate the number of business areas and business users that
are required for testing

Need to test with realistic volumes (data, transactions, users, etc)

Need to ensure the time to consolidate training & practice in the new system
with the new processes & tools

Day In The Life testing and simulation

Pay attention to the small stuff during dry-runs and go-live scenarios, the
impact of small variances will be magnified with go-live volumes

Dont assume the basics will be acceptable without validation.

Real Experience. Real Advantage.

Thank you for participating.

Please remember to complete and return your
evaluation form following this session.
For ongoing education in this area of focus, visit
www.asug.com.
SESSION CODE: 1104

Real Experience. Real Advantage.