SEBASTIEN MASCLEF

Second wave of the Leroy Merlin Brazil backoffice transformation :

- We implemented the procurement, inbound, outbound, consignment, stock, customer order processes and reviewed the Master Data Management, Pricing and Fiscal processes and also the logistical/warehouse processes already running on SAP ECC and EWM/TMS.
- Choice to realize o big bang implementation in our 3 Brazilian Warehouses.
- Project team composed of around 80-100 full-time people from business and IT.
-… Mostrar más

Second wave of the Leroy Merlin Brazil backoffice transformation :

- We implemented the procurement, inbound, outbound, consignment, stock, customer order processes and reviewed the Master Data Management, Pricing and Fiscal processes and also the logistical/warehouse processes already running on SAP ECC and EWM/TMS.
- Choice to realize o big bang implementation in our 3 Brazilian Warehouses.
- Project team composed of around 80-100 full-time people from business and IT.
- Co-construction between IT and 2 Business Process Managers to lead the project
- Go-Live planned and realized on 27/08/2016 with 2 months post go-live until 31/10/2016. Mostrar menos

After 6 months study, benchmarking and customer visits we chose to implement the SAP PORTAL ESS/MSS on the Renewal 1 version to give to our collaborators to HR data an to enable improving the management of our workforce in our store decentralizing the HR management to each Manager.
- Start on November 2014 with 2 weeks planning
- 2 months of BBP
- 4,5 months of execution until end of unit tests
- 1 month of integrated tests planned.
- 6 weeks of final preparation… Mostrar más

After 6 months study, benchmarking and customer visits we chose to implement the SAP PORTAL ESS/MSS on the Renewal 1 version to give to our collaborators to HR data an to enable improving the management of our workforce in our store decentralizing the HR management to each Manager.
- Start on November 2014 with 2 weeks planning
- 2 months of BBP
- 4,5 months of execution until end of unit tests
- 1 month of integrated tests planned.
- 6 weeks of final preparation planned.
- Go Live planned and realized on 18 of August 2015 + 2 months post go-live Mostrar menos

First EHP upgrade at Leroy Merlin to from SAP EHP6 to the EHP7 :

- 3 months upgrade envolving Business (HCM, Retail (MasterData/Pricing), eWM and BI functional teams) and IT team (SAP ECC specialists and infra specialists) to homologate the new technical solution.
- Very few problems detected during non-regression tests. Main problems on Vistex solution.
- No problem after go-live implementation.
- Sucess Key of a good cut-over planning executed 3 times on DEV, QA e… Mostrar más

First EHP upgrade at Leroy Merlin to from SAP EHP6 to the EHP7 :

- 3 months upgrade envolving Business (HCM, Retail (MasterData/Pricing), eWM and BI functional teams) and IT team (SAP ECC specialists and infra specialists) to homologate the new technical solution.
- Very few problems detected during non-regression tests. Main problems on Vistex solution.
- No problem after go-live implementation.
- Sucess Key of a good cut-over planning executed 3 times on DEV, QA e PRD.
- Implementation of the last version of the SAP Portal ESS/MSS and to begin the back-office FICO and Supply Chain transformation with ECC Retail MM/SD. Mostrar menos

This project was the start and first wave of the Leroy Merlin Brazil stategy to transform its processes and solutions.
The project was also the first SAP implementation experience for the adeo French group.
It consisted in implementing SAP Retail for referencing (products and suppliers), pricing and fiscal part (brazilian loca taxes management).
The scope was :
Implement the infrastruture foundation for SAP ECC, BW, BO, PI, Portal and Adobe forms
Substitute the old legacies for… Mostrar más

This project was the start and first wave of the Leroy Merlin Brazil stategy to transform its processes and solutions.
The project was also the first SAP implementation experience for the adeo French group.
It consisted in implementing SAP Retail for referencing (products and suppliers), pricing and fiscal part (brazilian loca taxes management).
The scope was :
Implement the infrastruture foundation for SAP ECC, BW, BO, PI, Portal and Adobe forms
Substitute the old legacies for referencing and BI, realizing a complex data migration of more than 130.000 products, 2000 suppliers and millions of pricing and fiscal conditions, maintaining the integration with the present commercial solution Gemco. Also substitute the existing BI reports implementing the SAP BW and BO4.
Improve some business processes, improve the profiles management (SoD) and the integration solution and control
The project followed-up the Asap Methodology, and envolved more than 35 people from Business and IT team, as well as different SAP and legacys partners. It also envolved the integration of a new AMS partner for SAP.
The project began on 04 of June 2012, has its go-live on 27th of January 2014 and was closed on 31th of May 2014 after 4 months of post go-live .
The project team and the company encountered a lot of difficulties on this 1st path to this big transformation, that delayed the original planning, increase the costs, but the quality of the implementation reached the objectives. A lot of lessons learned to divide and improve the next waves... Mostrar menos

First wave of SAP implementation and processes transformation at Leroy Merlin Brazil and first SAP HCM project for the adeo French group.
The scope was :
- Implement SAP HCM and Vistex IE (istration of colaborators, Payroll, Time management, Benefits and Comissions/Bonus with Vistex solution and some reports through BO4 (BW/BO) substituying FPW and Forponto.
- The project followed-up the Asap Methodology, and envolved more than 30 people from Business and IT team, as well as… Mostrar más

First wave of SAP implementation and processes transformation at Leroy Merlin Brazil and first SAP HCM project for the adeo French group.
The scope was :
- Implement SAP HCM and Vistex IE (istration of colaborators, Payroll, Time management, Benefits and Comissions/Bonus with Vistex solution and some reports through BO4 (BW/BO) substituying FPW and Forponto.
- The project followed-up the Asap Methodology, and envolved more than 30 people from Business and IT team, as well as different SAP and legacys partners.
- It also envolved the integration of a new AMS partner for SAP.
- Start on 04th of June 2012, and had its go-live on 11st of October 2013 (16 months instead of 10).
- 4 months delays due to difficulties found on the Time module, our lack of experience on SAP HR for KU and IT, and few KUs to the project.
- The implementation brought acuracy of data, acelerated the payroll process and enabled to show processes problems we had until that time and helped to highlight its and work to solve its between IT and business. Mostrar menos

- Definition of the ERP sourcing strategy with the board,
- Partner sourcing & Management for ERP selection (PwC),
- Envolvment and management of more than 108 actors from all the departments of Leroy Merlin Brazil to participate of the selection (Offer, Financial, Marketing, Stores / commercial, Human Ressources, Real estate),
- More than 1200 requirements identified to match with our needs
- 5 ERP Players mapped envolving SAP & ORACLE and 2 ERP Integrators
ERP and Integrator… Mostrar más

- Definition of the ERP sourcing strategy with the board,
- Partner sourcing & Management for ERP selection (PwC),
- Envolvment and management of more than 108 actors from all the departments of Leroy Merlin Brazil to participate of the selection (Offer, Financial, Marketing, Stores / commercial, Human Ressources, Real estate),
- More than 1200 requirements identified to match with our needs
- 5 ERP Players mapped envolving SAP & ORACLE and 2 ERP Integrators
ERP and Integrator negotiation active participation and Contracts management
- ESB selection, negotiation & contract
- 5 years IT TCO plan definition
- The project began in Jan/11 and finished in Dez/11 with the Software contract finalization. Mostrar menos