tucon 2010 bpm localiza final

DISCOVER THE TECHNOLOGY OF NOW1

Automation and Visibility into the Location Maintenance Process

Mateus Morato Fantini

Architecture and IT Process Manager


Agenda

• Localiza - Overview• Business Issue• Technical Issue• Solution and Methodology

–Processes – as-is and to-be–Solution Architecture–Business Activity Monitoring and Trends

• Benefits and Value• Next Steps• Lessons Learnt• Team• Q&A


Localiza - Overview

Synergy:

Cost reduction

cross selling

Bargain power

8.791 cars 238 locations in 9 countries 167 location in Brazil

71 locations in South America 23 employees

34.519 used cars sold 78% sold to final customers 49 stores 588 employees

47.517 cars1,9 millions customers214 locations2.768 employees

22.778 cars 584 customers 225 employees


Localiza – Overview

98th Valuable Brand in Brazil(Brand Finance, March, 2010) Best company

in the transportation sector(Exame, maiores e melhores, July 2009)

28th most internationalized company in Brazil(Ranking FDC, August, 2009)


Business Issue

• Largest operator of rental cars in Latin America • Locations standardization (Customer experience!)

Area 8,547,403

km2

http://portal2.localiza.com/area/comunicacao/imagens/agencias/Agencias/BRASIL/BELO%20HORIZONTE/Confins/%C3%81rea%20externa/Ag%C3%AAncia%20%C3%A1rea%20externa%20Confins%2001.jpg


Business Issue

• Manual processes requested by email and managed through spreadsheets

• Requests and budget approval managed in the headquarters

• Maintenance carried out by third-parties• “If you can't measure it, you can't manage it!“ – Kaplan• Key issues

– Supplier Quality Management– Proactive maintenance – scale and growth

• Training more than 200 users across all locations –

new process and application


Technical Challenges

• Lack of BPM and SOA methodologies – Set up• IT selling BPM to business• TIBCO Product acquired months before

– After evaluating Oracle, IBM, RedHat, Intalio, Lombardi we choose TIBCO– Dev and Operation Team still learning technology– Lots of knowledge to be acquired:

• Technical: iProcess,BW, etc• Mindset: EDA, BPM, SOA, etc

• Integration with Legacy (Compuware Uniface)• Integration between many technologies

–User Interfaces .NET – UX–ECM – Sharepoint 2007–Sybase and SQL Server–TIBCO


Solution

Automated Location Maintenance Process, to foster the 250 rental locations adherence

to quality standards at all time, by using BPM, SOA and BAM.


Methodology

Business MonitoringBAM and BIProcess Improvement

Process Mapping (as-is)Map process KPI and GoalsKnowledge Management

Process Improvement (to-be)SimulationReview Process KPI and Goals

Technical DesignAnalysis

ImplementationSOA, Process AutomationUser Interface

Business Studio

Business Studio

Business Studio,BW

BS, BW, .NET, Spotfire

iProcess, BW, Sharepoint, IIS

Spotfire

ImplementationDeploy and monitoring

Management

IT

http://portal2.localiza.com/area/comunicacao/imagens/fotospub/ImagensPub/Veloc%C3%ADmetro_3.jpg

http://portal2.localiza.com/area/comunicacao/imagens/fotospub/ImagensPub/Veloc%C3%ADmetro_3.jpg


Process (as-is versus to-be)

• Managed by email and spreadsheets - process not supporting growth

• Many manual activities• Lack of KPI’s

As-is

To-be• Process fully automated• KPI’s exposed using Spotfire• SLA definition, Notification and

escalation


Solution Architecture• Event Driven Architecture – Beginning to expose events to the bus• Legacy integration – Adapters• ECM Integration – Sharepoint (invoices, pictures, etc)• Mix of technologies involved

(.net, tibco, sybase, etc)

Sybase

ECM Sharepoint

SQL ServerDWServices

.NET e BW

AdaptersESB - TIBCOProcess Layer

iProcess

Rules Decisions

UI - .Net + Wks Browser

BAMSpotfire


Business Activity Monitoring and Trends• Self Service Portal - User empowerment • User creates their own visions, dynamically• Historical analysis and real time• Predictability, trends and maintenance planning


Benefits and Value

1. Management and IT actively working together to build up solutions using BPM and Spotfire

2. User empowerment (Spotfire – users love it!)

3. Process KPI exposed by Spotfire fostering process improvement

4. Process auditing - compliance

Value to Business

Value to IT1. Develop cycles are faster - Service reuse and Model

Driven Development

2. The solution is highly adaptable and easier to change

3. Spotfire – Productive and very adaptable

4. The learning curve is low


Next Steps• Use the same process/solution in the selling division / + 42 points of

sale– Unique Corporate business process to maintain locations

• Pervasive BI Strategy • Currently evaluating new Processes as Automation Candidates• Provide a better UX to internal users – BPM, Application, BAM, BI in a

single portal - SPOC


Lessons Learnt• Use of Distance Education tools to provide access to learning new

process and application• Engage IT partners as soon as possible in case of outsourced software

factories• Lower the learning curve

– Create and share a TIBCO VM with the development team– Share books, articles and provide study material on SOA, BPM, TIBCO to

everyone – Foster KM strategies

• Create a TIBCO Library – Both books, articles, manuals and e-content• Storytelling• Cross-project learning• Best practices transfers• Experience

• Manage your processes and assets – Eclipse + TFS 2008 – Traceability from requirements to assets


The Team• Process Owner, Business Users, Key Users, Developers, Infrastructure,

Project Managers, DBA, Designers, Testers, Architectures and so on……..


Q&AThanks!

Contacts

Mateus Morato Fantini

[email protected]

http://www.linkedin.com/in/mateusmorato

Twitter: mateusmorato

Tibbr: Mateus Morato

mailto:[email protected]

http://www.linkedin.com/in/mateusmorato


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tucon 2010 bpm localiza final

Technology

used cars

millions customers

final customers

process manager

south america