CUSTOMER JOURNEY ROADMAP

Overview

“Since their establishment in 1932, East Canada Paper (ECP) has followed a tradi onal business
model. They’ve experienced a decline in their news and magazine paper milling business.
However, they’ve seen growth in heavy-duty paper industrial products. They expanded into
recycling services in 1990 and invested in recycling technology in 2017 to capitalise on the
demand for recycling. ECP maintains ve interna onal o ces where print paper is s ll widely
used. To capitalise on growth areas, ECP is moving away from tradi onal manufacturing and
toward providing addi onal services in recycling and thermal capture energy produc on”.

Immediate goals:

• Respond to shi ing product demands

• Increase recycling while reducing its cost
• Reduce oil and gas consump on
• Integrate data management across the en re company so there is a “single source of
truth”
• Provide a secure means for ECP to manage data

Long-term goals ( ve-year strategic plan) - to become a leading-edge services provider, by:

• Become a data-driven services rm

• Reduce waste and increase recycling services
• Con nue to grow the recycling business
• Develop a thermal capture energy produc on business
• Combine all 7 systems in use into a one
• Launch and grow a thermal capture energy produc on business using non-recyclable
materials as fuel

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 • “Integrate asset management, supply chain management (SCM), and logis cs, with a
focus on building a highly granular view of the en re end-to-end supplier, produc on,
outbound-logis cs, and waste management process
• Build an app for managing buying events with suppliers and customers to reduce the
total me taken for individual events
• Provide a fully mobile customer engagement app that enables customers to make
orders for products online, including customisa on op ons based on the customer’s
preferences for both cost and reducing environmental impact”.

Business and Technical Requirements

In the past, East Canada Paper used the following seven major systems (non-SAP):

• Sales system
• Supplier records (SRM) system
• Asset management system
• Financials (accoun ng) system
• Payroll system
• Plant Opera ons system (plant maintenance and produc on)
• Warehouse Management system

Project is focused on implementa on of SAP BTP with SAP S/4HANA for ECP. At this point, some
of the modules have been implemented. Situa on as-is (implemented SAP S/4HANA modules):

• Sales and Distribu on

• Supply Chain Management
• Materials Management
• Plant Maintenance
• SAP S/4HANA Finance

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 Situa on as-is (not-implemented SAP S/4HANA modules):

• Warehouse Management
• Payroll

Main focus for the Project team is to support implementa on of two missing modules. The aims
for that is to improve management of: Buying Events, Sales data, and Asset management.

1. Buying Events

“ECP calculates that there are over 2,000 ‘Buying Events’ during a typical year. Suppliers for the
buying events include:

• Wood suppliers for specialised woods that are needed for di erent papers
• Services and equipment suppliers for the mills and heavy machinery
• Maintenance and fuel suppliers for trucks and logging equipment opera ng in ECP’s
sustainably harvested forest in Quebec

These events are managed by ten people in the Montreal o ce. Buying events can take up to 20
hours to complete, resul ng in 40,000 person-hours of e ort. This e ort may be higher for
customised requests (for example a customer reques ng highly specialised papers involving
certain woods and machinery con gura ons)”.

2. Sales data

“There is no capacity for sales managers to visually analyse their own data or that of other Sales
O ces. They also cannot analyse individual customers, their historical data, or speci c customer
requirements”.

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 3. Asset management

“ECP would like to monitor water and pulp movement through the produc on process. The aim
is to reduce the volume of wastewater and determine water quality as it travels through the
process. The system also aims to reduce the amount of waste pulp by streamlining processes
and ensuring accurate analysis of pulp usage”.

Metrics
“ECP would like to measure their success and return on investment based on the following
parameters:

• Cost reduc on – Waste reduc on, assured quality of raw materials, intermediate goods,
and manufactured goods
• Opera onal e ciency – Equipment MTBF (Mean Time Between Failures) minimisa on,
reduc on of hours per Business Event (minimising redundant opera ons and
troubleshoo ng opera ons)
• Partner sa sfac on – Apps usability, refresh me for sta s cal data
• Employee sa sfac on – Apps usability, refresh me for sta s cal data relevant for
decision support

Ques ons to be answered by ECP:

1) Are the currently used metrics (KPI) su cient for analysing?

2) Which tasks are the most repe ve?
3) Has mapping of the processes been ever done?
4) What level of familiarity with SAP have the employees?

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 Stakeholders and Partners
“ECP has made a strategic decision to integrate many aspects of its business into a “single
source of truth”. This is a huge ini a ve that will take several years to come to frui on, and that
will consist of mul ple projects, many of which will have dependent projects that need to be
completed rst before others can be started.
In addi on, ECP has many di erent internal stakeholders. These stakeholders can vary in their
support for the ini a ve, their level of technical exper se, their comfort with exis ng processes,
their desire for change, and their belief that the changes that have been recommended are the
right ones. It would be safe to say that all of the stakeholders lie on a spectrum. The core
stakeholders for the ini a ve are:

Key
Strategic perspective
stakeholders
Francois is very keen to change the whole business model of
Francois LeClerc, ECP to one of providing services rather than products. His
ECP CEO ultimate goal is to build ECP to be the premier data-focused,
environmental paper producer.
Alison is focused on achieving the technology vision and has
particular interest in three aspects - transparency, flexibility and
cost control. Her main concern is that she has few internal
people, and her budget would need to stretch over 3-5 years to
complete the project as scoped.

Central IT management has historically also been keen on

Alison Wright, having a system that is locally installable and hasn’t until now
ECP CTO looked at cloud technologies. The main reason is they feel that
as all of the data is confidential, they are not sure if they should
export all of their data to a cloud system. However, they have
also spoken with SAPCom and discussed if the data provided to
customers on green credentials, tracking of transport services,
and others. would be best on a cloud system, particularly if
provided by an own-branded app. These conversations are
ongoing.

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 Penelope Ellison, Penelope wants to be able to offer products to customers as
Director, soon as possible and thinks priority should be given to
International international customers to reduce the reliance on / exposure to
Sales the north American paper market.
Gordon disagrees with Penelope and feels very strongly that the
best use of the projected system would be to give him a strong
local sales resource. He feels that local customers would be
better placed to make decisions based on data from the local
economy because local suppliers would be more willing to
provide environmental data.

Local sales management is happy with being able to potentially

Gordon Keene,
offer data to customers to prove the green credentials of ECP in
Director, Local
the marketplace. They wonder if that data would be presented
Sales and
as an app or through web access or similar. They are also very
Recycling
keen to be able to offer customers access to transport and
tracking data for their shipments and are also very keen indeed
to get access to cost data that would enable them to evaluate
the profitability of deals. However, they are concerned that will
all this new data and tools, they will have to have substantial
retraining and how technical that training would be. They also
wonder if they will be required to input data themselves on
customers.
Kelley is a big fan of focusing on creating a data repository first
Kelley Wooley, and feels that the Mill should be the first customer as it is the
Director, Paper part of ECP where data can have an immediate impact - on the
and Industrial planning of maintenance activities, the tracking of true asset
Products degradation and evaluating costs of production more
effectively.
Ellen believes that recycling is the future. But she is in two
Ellen Harvard, minds about whether to focus on ECP’s own recycling activities
Manager, ECP or to build a recycling business that includes taking materials
Recycling (reports from competitors. She feels ECP may be trying to bite off more
to Gordon Keene) than it can chew by also trying to enter the energy generation
industry when it is not yet completely established in recycling.
Joshua Trudeau,
Joshua is happy with the system proposal in general but feels
Manager, ECP
that it may be distracting from the core business of building the
Waste
waste management revenues.
Management

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 Adrian agrees completely with Kelley but is a little reluctant to
change all of the systems. He is nervous about the shift in focus
of the business from pure paper production to recycling and
energy production. He feels that he hasn’t been listened to and
that senior managers are trying to exclude him as part of ‘the
old guard.’

The Mill managers are concerned that the 2-3% increase in

Adrian Finchley,
margins will come by reducing the amount of investment in Mill
Manager, ECP
maintenance itself. They believe that at present there is already
Milling (reports to
plenty of data available in local Excel files tracking outages and
Kelley Wooley)
downtimes as well as maintenance schedules. They believe that
what is needed is a substantial investment in new machinery
rather than increasing the depth of information they have on
their existing operations. They are also keen on having an input
into how to format the data so that it is locally useful and
reflects the decisions that need to be taken locally and isn’t just
used to ‘punish’ the mill management for perceived
‘unnecessary’ or ‘lengthy’ downtimes.
Canadian mill workers union has members both within the Mill
Frederic Klein, and within the Waste Recycling Plant. The union has expressed
Local a concern that the increase in data will be used to identify
representative, inefficiencies that can be used to either reduce the number of
Plant workers ‘inefficient’ jobs at the plant, or to ask their members to
union increase their own workload or add new data input/
management tasks to existing jobs.

Other stakeholders:

• Project managers
• So ware developers
• Technical consultants
• Func onal consultants
• Network and system administrators (System architects)
• Business analysts
• UX designers
• Front- and back-users

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 • Testers
• IT support sta
• SAP Trainers
• ECP Execu ve Board
• Law Advisor (GDPR)

SAP Products and Solu ons

SAP Products and Solu ons to consider:

• SAP Roadmap Journey

• SAP Best Prac ces Explorer
• SAP S/4 HANA Cloud (S&D, SCM, MM, PM, Finance, WM)
• SAP BTP
• SAP Analy cs Cloud
• SAP Fiori
• SAP Cloud Applica on Life Management
• SAP Solu on Manager

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