how to successfully roll out and run sap f&r in 1
TRANSCRIPT
How to successfully roll out and run
SAP F&R in 1.100 ‘everything for the
home’ stores across 17 countries
07 July 2016Congress Center Rosengarten, Mannheim
Agenda
• JYSK and the JYSK F&R implementation
• 5 successful concepts in the JYSK F&R implementation:
1) SUI – Store User Interface
2) Super user
3) “Well filled” – Definition of presentation stock
4) Promotion DIF’s
5) Emergency plans
LARS LARSEN GROUP
LARS LARSEN RETAIL LARS LARSEN INVESTMENTS
NORDIC
DÄNISCHES BETTENLAGER
FRANCHISE
JYSK GROUP FURNITURE GROUP
JYSK NORDICDC Uldum, Denmark
DC Nässjö, Sweden
DC Radomsko, Poland
DC Shanghai, China
DÄNISCHES BETTENLAGER
Products across borders
DC Zarrentin, Germany
DC Homberg, Germany
DC Valencia, Spain
JYSK FRANCHISEDC Uldum, Denmark
JYSK NORDICJune 2016
Countries 19
Stores 1,061
Turnover 1.6 billion euro
Employees 9,980
Denmark 101
Norway 84
Sweden 134
Finland 71
Poland 198
Czech Republic 78
Hungary 73
Netherlands 84
Slovakia 36
United Kingdom 16
Slovenia 20
Croatia 40
Bosnia-Herz. 17
China 15
Serbia 25
Ukraine 30
Bulgaria 7
Romania 32
Greece 5
JYSK NORDIC – F&R implementation
Local direct suppliers
Live with F&R
Developing
Not yet in scope
Store User Interface
• SAO – Semi Automated Ordering
• We don’t have logistical experts in the stores
• We have chosen the “Semi” solution to keep responsibility in the stores
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SUI
• Our customized SUI only contains the most necessary information
• Acceptance rate has stabilized between 85% and 90%
One person per country
• Local F&R ambassadors
• First level support
• Education of retail organization prior to roll out, and launch of technical improvements
• Spread “Best practice” across countries
• Collect and filter information from the stores and pass on to Head Quarter
• Overcome language barriers
• Super Users are co-responsible for “Acceptance rate”
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Super User
Definition of presentation stock
• Retail and management should be involved in defining “Presentation stock”
• We define “Well filled” (presentation stock) as a percentage of the shelf capacity
• Stores can make corrections to the shelf capacity within specified boundaries
• We use “Well filled in stock” as an important KPI
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“Well filled”
Promotions
• Limit the amount of DIF types to ensure that each individual type is used relatively often and to avoid “first time DIF occurrences”
• Correct timing of the DIF’s is critical and something that we are continuously struggling to improve
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DIF
Discount Page DIF
-10% Front MED
-30% Front HIG
-50% Front HIG
-10% Back LOW
-30% Back MED
-50% Back HIG
-10% Normal LOW
-30% Normal LOW
-50% Normal MED
Principle of the JYSK DIF model:
Decide how to react - before disaster strikes
• If nightly data flows fails it is important not to loose time by discussing how to react.
• Involve all stakeholders in designing the emergency plans
• Test the emergency scenarios
• Keep emergency scenarios in mind when designing new processes
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Emergency plans
5 successful concepts - In the JYSK F&R implementation
SUI
Super user
“Well filled”Promotion
DIF’s
Emergency plans
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Questions
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