Documente Academic
Documente Profesional
Documente Cultură
Madhuri
Shah
Principal
Product
Manager
EBS
Applica7ons
Development
October
01,
2014
Program
Agenda
1
ALM Overview
Customer Panel
Q & A
Business
Modeling
Decommission
Manage
Maintenance
Capital
Plan
Budget
Maintain
Operate
Install
Asset Tracking
Construct/
Procure
Install Base
Receiving
Purchasing
Inventory
Assets
&
Replacements
Transactions
Costs
Updates
MFG
Locations
Projects
Service
Product &
Project / Task,
Maint WC Asset
Service
Labor Costs
Request
Linked
Locations
to
Assets
Customers
Suppliers
Employees &
Skills
HR
ALM
PO Updates,
Catalogs
AP
Posting
Integration
Chart of
Accounts
GL
ONE
Set of
APIs
Orders
Depreciable
Assets
Discovery
Maintainable
Assets
FA
Property
Alton
Anderson
Senior
Director
Business
Process
Improvement,
Potash
Corpora7on
Hart
Levy
Director
Consul7ng
Services,
Hitachi
Consul7ng
Aligning Asset
Management Business
Processes
The PotashCorp Experience
Alton Anderson
Senior Director,
Business Process Improvement
Alton.Anderson@potashcorp.com
PotashCorp.com
Forward-looking statements
This document contains forward-looking statements or forward-looking information (forward-looking statements). These statements can be identified by
expressions of belief, expectation or intention, as well as those statements that are not historical fact. These statements are based on certain factors and
assumptions including with respect to: foreign exchange rates, expected growth, results of operations, performance, business prospects and opportunities
and effective tax rates. While the company considers these factors and assumptions to be reasonable based on information currently available, they may
prove to be incorrect. Several factors could cause actual results or events to differ materially from those expressed in forward-looking statements including,
but not limited to the following: variations from our assumptions with respect to foreign exchange rates, expected growth, results of operations,
performance, business prospects and opportunities, and effective tax rates; risks and uncertainties related to operating and workforce changes made in
response to our industry and the markets we serve; changes in competitive pressures, including pricing pressures; risks and uncertainties related to our
international operations and assets; fluctuations in supply and demand in the fertilizer, sulfur, transportation and petrochemical markets; costs and
availability of transportation and distribution for our raw materials and products, including railcars and ocean freight; adverse or uncertain economic
conditions and changes in credit and financial markets; the results of sales contract negotiations within major markets; unexpected geological or
environmental conditions, including water inflows; economic and political uncertainty around the world; risks associated with natural gas and other hedging
activities; changes in capital markets; unexpected or adverse weather conditions; changes in currency and exchange rates; imprecision in reserve
estimates; adverse developments in new and pending legal proceedings or government investigations; acquisitions we may undertake; increases in the
price or reduced availability of the raw materials that we use; strikes or other forms of work stoppage or slowdowns; timing and impact of capital
expenditures; rates of return on, and the risks associated with, our investments and capital expenditures; changes in, and the effects of, government
policies and regulations; security risks related to our information technology systems; risks related to reputational loss; and earnings, and the decisions of
taxing authorities, which could affect our effective tax rates. Additional risks and uncertainties can be found in our Form 10-K for the fiscal year ended
December 31, 2013 under the captions Forward-Looking Statements and Item 1A Risk Factors and in our filings with the US Securities and
Exchange Commission and the Canadian provincial securities commissions. Forward-looking statements are given only as at the date of this release, and
the company disclaims any obligation to update or revise any forward-looking statements, whether as a result of new information, future events or
otherwise, except as required by law.
Agenda
PotashCorp Overview
EAM Initiative
Process
Technology
People
PotashCorp Overview
PotashCorp: Highlights
Worlds largest fertilizer company by capacity, producing the three primary crop
nutrients potash (K), phosphate (P) and nitrogen (N)
Key products are fertilizers which help provide the nutrients plants need to
grow
Fertilizer is vital because it allows farmers to produce more crops on less land
Our products are sold throughout the world, including North American and
growing Asian and South American markets
Guided by our Core Values and led by our dedicated people
Strive to play a key role in the global food solution while building value for all
stakeholders
$140.0
$120.0
$100.0
$80.0
$60.0
$40.0
Source: Bloomberg
PotashCorp
Husky
GWL
Brookfield
Thomson
Reuters
BCE
CP Rail
Manulife
TransCanada
Corp
CIBC
Valeant Phara
Enbridge
Imperial Oil
BMO
Suncor
CN Railway
Bank of Nova
Scotia
TD Bank
$0.0
RBC
$20.0
PotashCorp Overview
EAM Initiative
Trained
Employees
Enabling
System
Continuous
Improvement!
EAM Initiative
- Process
System 1
System 2
System 3
System 4
Financials & HR
System 5
System 6
Financial and HR
EAM Initiative
- Technology
Overview - Integration
Accounts
Payable
iProcurement
Assets
OPM
Projects
Procurement
PR, PO,
receipts,
vendors, items
Capital Spares
Payroll
Journals
Item
Catalogue
Project Data,
Status
Time and
Employee
Data
Procurement
EAM
Time Entry
Time and Employee Data
Additions,
Retirements
Work Order Journals
Inventory
Overview - Integration
Payroll
Journals
General
Ledger
Accounts
Payable
iProcurement
Assets
OPM
Projects
Procurement
EAM
Inventory
Time and
Employee
Data
Overview - Integration
Payroll
Journals
General
Ledger
Accounts
Payable
iProcurement
Assets
OPM
Projects
Procurement
EAM
Inventory
Time and
Employee
Data
eAM
PA
PM
Viziya
Scheduler
Analytics
Mobile
Hitachi
Spare Parts
Workbench
BI Solutions
OBIEE/OBIA
EssBase
Primavera
People Soft
HR
Payroll
User Productivity
Kits
Partners
Viziya/Global PTM
STR
PwC
Impac
Hitachi
Terra Global
Oracle Consulting
EAM Initiative
- People
40%
59%
4 - Strongly Agree
98%
of
par-cipants
agree
3 - Agree
37%
60%
4 - Strongly Agree
97%
of
par-cipants
agree
3 - Agree
37%
58%
4 - Strongly Agree
95%
of
par-cipants
agree
3 - Agree
39%
60%
4 - Strongly Agree
99%
of
par-cipants
agree
3 - Agree
46%
54%
4 - Strongly Agree
99%
of
par-cipants
agree
3 - Agree
48% 52%
4 - Excellent
99%
of
par-cipants
agree
3 - Average
86%
of
par-cipants
agree
86%
3 - Too Long
2 - Appropriate
47%
52%
4 - Strongly Agree
99%
of
par-cipants
agree
3 - Agree
Continuous
Improvement
Tier 2
Alignment
Nutrient
Leads
Site Super
Users
Tier 1
Action
Site
Coaches
Self
Service
PCS
Intranet
Thank you
Theres more online:
PotashCorp.com
Visit us online
Facebook.com/PotashCorp
Find us on Facebook
Twitter.com/PotashCorp
Follow us on Twitter
Asset Management
Oracle Open World 2014
October 2014
Better
Better
33
34
35
Contractors not
available
Emergency work
interferes with
schedule
PM routines not
properly defined
Work
description not
clear
Work not
completed
Lack of
Preventive
Maintenance
Inadequate job
plans
Excessive
headcount
Repairs not
completed
Excessive
downtime
Excessive
contractor
spend
Overtime to
complete work
Excessive cost
Planner/scheduler constantly
reworking schedule, not
enough time to plan
Parts not
available
Parts
expedited
37
Maintenance Effectiveness
Schedule Attainment
Planning Efficiency
Process Safety, Integrity and Reliability
Asset Management
Maintenance and Reliability
Maintenance Effectiveness
Maintenance Efficiency
Reliability
Schedule Attainment
Maintenance MCRS
Planning Efficiency
39
Maintaining license and support for legacy or disparate systems that could be replaced
Maintaining license and support for legacy or disparate systems
Maintaining integration into ERP from CMMS
Maintaining integration into ERP from CMMS
Redundant Data Entry
Redundant Data Entry
In most cases we do observe that there is substantial data entry performed by admins to support maintenance.
In Charters case we did notice that there is substantial data entry performed by admins to support maintenance.
Entering Work Requests
Entering
Work
OrdersWork Requests
Work Orders
Creating
PMs
Creating
Requisitions PMs
Requisitions
Receipts
Receipts
Invoice Approval.
Invoice Approval.
Improve Maintenance Methodology to include procedure definition, parts planning, integration supply chain processes.
Improve Maintenance planning to include procedure definition, parts planning, integration supply chain processes.
Current Efficiency and targeted cost savings is unclear as it seems the numbers Charter provided (52 hours per
year) may not be entirely accurate.
40
41
42
www.pwc.com
Leon Curchack
leon.curchack@us.pwc.com
Executive Summary
IT asset management (ITAM) is the set of business processes that join financial, contractual
and inventory functions to support life cycle management and strategic decision making for
the IT environment.
ITAM life cycle covers contract, procurement, deployment, maintenance, decommissioning
and retirement of hardware and software.
Oracle Asset Tracking helps achieve a single source of truth for IT enterprise assets for
financial regulatory compliance (FFIEC audit, PCI guidelines and the like) while reducing the
total cost of ownership.
Learn how Fundtech was able to provide easy tracking, visibility and control of dispersed IT
assets and maximized asset utilization and return on investment by automating Acquire to
Retire process.
PwC
44
About Fundtech
Fundtech is a leading provider of financial technology to banks and corporations of
all sizes in the Americas, EMEA, and Asia-Pacific.
Fundtech offers cost effective, secure and reliable:
Payment solutions to manage cash, process payments and transfer funds for financial
institutions and their business customers.
Financial messaging that initiate, process and support electronic messaging across a wide
range of settlement systems.
Global cash management solutions- a complete set of cash management services
through the Internet and other delivery channels for large, mid-tier and small financial
institutions
Public-facing payments products for processing credit cards, checks and ACH payments
online or at the point of sale.
PwC
45
About PwC
PwC
PwC
47
Quote
to
Purchase
Enters
Quotes
Receiving
to
Tracking
Receive
Goods
Locate PO
Enter Receipt
Scan
Packing
Slip
Deployment
to
Retirement
Scan
Serial
Number
Locate
Item
Instance
Update
Asset
Attributes
Locator/
Subinventory
Transfer
Create
Asset
from
Receiving
Transaction
FA
Transaction
from
Inventory
Financial
Adjustment
Run
Depreciation
Select
Items
in
Store
Enter
Requisition
(Req)
Requisition
Gets
Approved
Creates PO
Print
PO
and
Send
to
Vendor
Get
Auto
Serial
Number
Print
and
Label
Goods
Inter-Org
Transfer
Retire Asset
FA
Period
Close
FA Reporting
PwC
49
Quote to Purchase
Quote to Purchase
Receiving to Tracking
Receiving to Tracking
Serial Device
Number Name
Deployment to Retirement
Purchasing
PO Receiving
Inventory
Transfers
Subinventory
Inter-Org
Misc. Issues/Receipts
EAM
Install/Remove
In-Service
Out-of-Service
Work Orders
Projects
Manage Costs
Interface to Assets
Track Location
Update Attributes
Assets
Depreciate Assets
Create Assets
Update Asset
Location
HRMS
Employees
Process Retirements
Adjust Asset
Cost
Payables
Invoice Price
Variances
Currently
implemented scope
for Asset Tracking
Acquire
Requisition
PO
Commission
Receipt
Invoice
Operate /
Maintain
Movements
Retire /
Dispose
Financial
Management
No.
Objective
Solution Results
OAT integrated tightly with Fixed Asset can link physical asset changes with
financial transactions, such as Addition, Transfer and Retirement.
Oracle Asset Tracking helps you implement your policies by requiring an asset tag/serial number and
providing a foundation so that the process of capitalizing as asset could be automated.
An asset instance is created for each quantity received on a Purchase Order line against an item that has
been flagged as track-able and will be capitalized in FA book. The buyer would no longer have to guess
whether an asset is to be capitalized or not.
As data is consolidated on a global scale, hold detailed design sessions on item numbers, attributes to be
tracked and standardized.
Location Mapping
-
Owning location can be different than the physical location for the same asset
The movement and disposal transactions are all logged in Oracle Asset Tracking and those changes are
synchronized with the Fixed Assets register.
The location level of the assets in Oracle Asset Tracking can be setup to be at a much lower level of detail
than in Fixed Assets.
Lessons Learned
Master Item Data
-
There are some key attributes on Item level to determine if this item is eligible for asset tracking.
However, some of the attributes are not updatable when there is on-hand quantity in Inventory. It would
be better to pre-set these attributes rather than re-do Master Item conversion in the implementation.
Inventory Organizations
-
Inventory Organization is the foundation of OAT. Take it into consideration and define the inventory
organizations well at the very beginning of the implementation is critical.
A scanner solution provides an easier front end solution for user to easily track IT assets without rekeying internal and manufacturing serial numbers.
A simple label generator can be used to label equipment for subsequent auditing and tracking
Questions?
PwC
59
PwC
60
Quote to Purchase
Or
Virtual Org
Receiving to Tracking
Deployment to Retirement
Deployment to Retirement
Inventory Transaction
OAT Program
Create Assets: Interface
Inventory Transactions to Oracle
Assets
FA Program
Post Mass Additions
Update FA Location
Automatically
Interface Move Transactions to
Oracle Assets
Subinventory Transfer
Inter-Org Transfer
67