Proje İçeriği

Nobel Pharmaceuticals (“Nobel”) is a long-standing, internationally active pharmaceutical company founded in 1964 in Turkey, decided, last year to build a new warehouse, which will be the largest in the industry, to enlarge its capacity to deliver more products to more regions and markets. Being one of the 100 companies with the highest growth rate in recent years, that is, %25 percent annually, for the last 4 successive years, logistics requirements of the company is growing accordingly and to achieve efficient and effective operations is always a must for healthy company financials. Our award candidate project is, “New warehouse of Nobel İlaç in Düzce, on SAP EWM", abbreviated as "New Warehouse" in this document. Nobel has been using SAP R/3 for more than 10 years, but it is the first time Nobel is implementing EWM (on HANA DB). This project is budgeted for 10 million Euros, including the construction. Information systems to be implemented is expected to cost more than half million Euros. New Warehouse has a capacity over 17.000 pallets and will be running “unmanned”, that is, there will not be any operators or any worker inside the storage area and goods movements are handled by some set of smart conveyors and automatic robotic cranes. Whole operation will be automatized to achieve fast, seamless, efficient operations, and so, bringing up the competitive advantage Nobel is craving in the market. Although SAP EWM is the key system for the new warehouse, there will be multiple systems interacting to achieve the lean and effective business processes both for domestic and foreign markets. Below you can see the whole landscape of applications. If requested, I can provide a context diagram to show relationships between these systems • Material flow control system (SAP EWM & Supplier’s Conveyor Management System) • Warehouse Management System (SAP EWM & Supplier’s Conveyor Management System) • Crane Management System (SAP EWM & Supplier’s MFS system ) • Programmable logic controllers (PLC’s) • ERP (SAP R/3) • Weighing systems for pharma raw materials before going into production • Serialization (2D barcode printing and packaging) hardware and software on the factory packaging lines • Pharmaceuticals Tracking System (“İlaç Takip Sistemi”) is a compulsory system by Turkish state laws to track pharmaceutical products unit by unit, starting with the production, shipment to “pharmaceutical wholesaler/reseller warehouses”, shipment to pharmacies and finally sold to patient. This whole process is digitized by the state; each and every individual box is traced from the source to the patient and any physical location in between) • Outsourced Warehouse’s warehouse management system, called AXATA. By the way, whole project has to comply with our Computerized System Validation rules, that is, Validating the any SAP systems involved according to the FDA(USA)’s GAMP5 and GMP principles to ensure that computerized system used for producing our medicines are well controlled and changes are made to ensure zero error in terms of human health risks.

Projenin Amacı

The are two major strategic business needs that led us to start this project 1. To meet current growing performance of the company and future plans to grow, 2. To increase efficiency of major logistics business processes

Proje içindeki en büyük inovasyon nedir? (yeni bir teknoloji veya var olan teknolojinin farklı kullanımı gibi. IOT, M2M, AI vb.)

On the innovation side, an “unmanned” business process for the majority of the goods movement operations in Düzce, is a clear eye-catcher. Additionally, with advanced sensors • Goods and performance can be monitored real time, • Size, shape and weight checks are automated to minimize structural safety risks, • Optimized goods receipt into warehouse and goods issue into production and sales delivery processes in terms of operation time and energy consumption Another significant process innovation, is to increase efficiency through lowering logistics costs while designing more complicated processes. Please note that seamless process re-design with given complicated landscape of software, hardware, vendors and state regulations will provide the biggest ROI. It is a big challenge and to be solved innovatively

Proje kurum içindeki hangi bölüme fayda sağlamıştır?(satış, pazarlama, finans, İK, IT, Üretim, Planlama, Satın alma, Lojistik Müşteri İlişkileri gibi)

Supply chain Sales Manufacturing IT Quality management

Projenin hayata geçirilmesi konusunda üst yönetimin desteğini tam olarak alabildiniz mi?

We went to live 2 months ago, and “capacity ramp-up” period has just ended, that is, it has been only one week that we are using the warehouse in %100 capacity.It started with %20with going live and, as planned, increased to %100 in two months. In these 2 monts and we have As a result, our system and warehouse is a little bit young for measuring KPI’s. But early signs are positive. Because, as of last weekend, we achieved o fulfill production department’s raw material requirements completely. This is a very important and positive sign. I guess, we will be able to measure our KPI’s in 3 months to be able to make solid comments.

Proje sonunda ortaya çıkan sonuçları analiz edebildiniz mi? Rakamsal verilerle ifade eder misiniz?(ROI, maliyetlerde yüzdesel azalma, üretim süresinde azalma, hata payının düşmesi vs.)

• Our major criteria for recruiting internal people was the experience, interest in the topic (motivation) and their sphere of influence. As a result, we mainly worked with our current SAP ERP key users and their managers. • Our major criteria for recruiting suppliers (consulting companies) was the reliability and expertise (not the money). Since SAP is the very core component of the company, we picked reliability and expertise of the consulting company over the extra cost of working with a competent consultancy company. • I think there was one major variable in our case-> It is to get the people’s support: It is getting the top management’s support. We get their support by working closely at the beginning, and since the project is the biggest project of the year for Nobel, they were genuinely part of the project. In addition, we were lucky that our colleagues (key users, functional managers and IT team) were hard working people and they were all “SAP believers”. Therefore, we ended up with a self-motivated and easy to motivate team. • Continuous communication with all parties and raising the red flag to the top management directly, whenever I thought it was required contributed too. This happened twice and both were related with under staffing. Even the subject of my e-mail was starting with “red-flag” • By the way, minor but continuous recognition of team in the eyes of top management and peer colleagues worked too. Briefly, people appreciated to be appreciated.

Projenizde şirket içinden kaç kişi aktif olarak görev almıştır? Ekip birimleri hakkında kısaca bilgi verir misiniz?

Key internal and external stakeholders and their involvement 1. Nobel’s IT team (Project management) 2. Nobel’s validation team (Validation) 3. Nobel’s related key users (Requirements and Testing) 4. Nobel’s management and steering committee (Project control and change management) 5. Major supplier and SAP consultancy->SSI-Schaefer (Implementing SAP EWM and building physical construction) 6. AGE (Pharmaceuticals Tracking System – “İlaç Takip Sistemi”) 7. Caretta (Weighing system implementation and integration) 8. Kura (Serialization hardware and software implementation and integration) 9. IMPROVA (SAP R/3 integration) 10. Disclosed vendor1 (Network hardware and implementation) 11. Disclosed vendor2 (Printer and handheld hardware and implementation)

Projenizde (varsa)işbirliği kurduğunuz veya destek aldığınız bilişim şirketlerini belirtiniz.

Key internal and external stakeholders and their involvement 1. Nobel’s IT team (Project management) 2. Nobel’s validation team (Validation) 3. Nobel’s related key users (Requirements and Testing) 4. Nobel’s management and steering committee (Project control and change management) 5. Major supplier and SAP consultancy->SSI-Schaefer (Implementing SAP EWM and building physical construction) 6. AGE (Pharmaceuticals Tracking System – “İlaç Takip Sistemi”) 7. Caretta (Weighing system implementation and integration) 8. Kura (Serialization hardware and software implementation and integration) 9. IMPROVA (SAP R/3 integration) 10. Disclosed vendor1 (Network hardware and implementation) 11. Disclosed vendor2 (Printer and handheld hardware and implementation)

Proje sırasında kullandığınız ve spesifik önemi olan markaları (varsa) belirtiniz. (Yazılım veya donanım markaları)

N/A