“Know exactly what you want the system to do and learn what the system can do before you agree on a specific package. Involve all the sections in your organisation while you are scoping the project. Another suggestion is to dedicate the staff that you identify as the business process experts.”
and Peninsula Beverages (PenBev). Michael Payne explains, “My day-to-day role
entails two main aspects; firstly the project management of capital investments and secondly the maintenance of all the production lines at both the Witbank and Nigel sites. Some of the steps in capital investments are to obtain tenders, to purchase the equipment, to install it, and to evaluate its efficacy in terms of the equipment achieving the outcomes that we want it to achieve. On the maintenance side, the engineering team ensures the integrity and standards of the maintenance system in SAP, they supply full maintenance on all production equipment and they design and build changes to the physical production line.
We form an integrated partner with the other business sections and installations are done to meet business needs. Our sales and marketing division supply a sales forecast across all brands, flavours and pack-sizes. The engineering team assesses the existing equipment to determine if, with the correct maintenance and manufacturer specification, it is able to deliver the product demand.”
system at CCSB were numerous. Micheal elaborated on this, “Firstly, we had no operating system. We had a stand-alone accounting package, we were using Achiever Plus for our internal document control and we had no planned maintenance system. The results of this
64 Management Today | September 2011 The triggers for installing a unified operating
lack of unified system were that we could not see real-time expenditure – we only saw invoiced spending. Our reporting to Coca-Cola Atlanta was not visible to the other bottlers in the group and we could not plan the purchasing of parts to be used in the maintenance of the plant.”
Coca-Cola division Bottling Investment Group (BIG) and they, together with SAP, designed the Coke 1 system. It ran on the SAP platform, but it was customised to the bottling environment.
to plan around from ‘as is’ to ‘to be’, but because we had no operating system that we could cut and paste from, we decided to use the business process expert route. Business process experts were people from across the different business sections in CCSB. These staff members worked in partnership with members of the SAP team and customised Coke 1 to the South African landscape. Some of the legwork included documenting and mapping all processes in the organisation. We also had to reflect clearly how these processes linked in with each other,” shared Micheal on the installation process. Another step during installation was that information from their accounting package, Achiever Plus and many Excel spread sheets had to be accurately migrated to Coke 1.
has resulted in numerous changes in the business. Micheal explained, “Changes and
The implementation of Coke 1 at CCSB “A typical SAP installation methodology was CCSB worked through the Atlanta-based
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