Shakey's Pizza streamlined its information systems by implementing SAP's ERP software. The old decentralized system of separate financial and inventory programs could not provide timely reports to management. After evaluating vendors, Shakey's selected SAP due to its flexibility, scalability and ability to support direct delivery of supplies to stores. The implementation took 6 months and cost more than budgeted due to additional functionalities added. The new centralized system allows for real-time reporting and analysis of store performance, streamlining operations and increasing productivity.
Shakey's Pizza streamlined its information systems by implementing SAP's ERP software. The old decentralized system of separate financial and inventory programs could not provide timely reports to management. After evaluating vendors, Shakey's selected SAP due to its flexibility, scalability and ability to support direct delivery of supplies to stores. The implementation took 6 months and cost more than budgeted due to additional functionalities added. The new centralized system allows for real-time reporting and analysis of store performance, streamlining operations and increasing productivity.
Shakey's Pizza streamlined its information systems by implementing SAP's ERP software. The old decentralized system of separate financial and inventory programs could not provide timely reports to management. After evaluating vendors, Shakey's selected SAP due to its flexibility, scalability and ability to support direct delivery of supplies to stores. The implementation took 6 months and cost more than budgeted due to additional functionalities added. The new centralized system allows for real-time reporting and analysis of store performance, streamlining operations and increasing productivity.
hakey`s or Pizza lut - undoubtedly a worthy subject o debate. Say what you will about the merits o their recipes, but it really boils down to this: thin, thick, or pan. A true pizza loer always goes or thin. Lxcess pizza dough only gets in the way o the laor. And lour crumbs go straight to the trash. Shakey`s, o course, is best known or its thin crust pizzas.
It`s only itting then that International lamily lood Serices, Inc. ,IllSI,, the holder o the exclusie territorial license o Shakey`s International in the Philippines, recently cut down the excess baggage in its work low and inormation process to get right to the meat o the matter: releant and timely inancial data.
Shakey`s in the Philippines has been around since 195, and anyone aboe twenty has ond memories o the dimly- lit, ye old pizza pubs that sered mouth- watering mojos and beer. 1he pizza chain has recently turned amily-wholesome while retaining the menu it`s well-loed or. \ith oer a hundred stores opened in a span o a quarter o a century, it has been a lilipino staple. Right now, it operates 48 company-owned stores and oersees 40 ranchisees.
Information as a competitive advantage n the local ast ood industry, Shakey`s is currently third in its category, ariably changing positions with rials Greenwich and Pizza lut. 1he industry has become a iercely competitie and highly crowded one, especially with the entry o newer pizza and pasta joints as well as theme restaurants. Italliani`s, Don lenrico`s, Piadinna, Napoli, 1GI lridays, and Chili`s are just some o the newer competitors. In such an enironment, the battle is no longer just about tasty recipes and special ingredients. Quick, accurate inormation also becomes a competitie adantage.
Knowing which stores are proitable and which ones are bombing, determining the cost o raw materials, analyzing the most eicient deliery routes, and keeping down stockable inentory costs are just some o the critical inancial inormation that aect management decision-making on sales, promotions, ranchising, and distribution.
Getting the wrong data or getting it too late can make or break a restaurant operator. In the ast ood business, ast inormation is required. Already, the key players in the industry are going into LRP systems.
Out with the old t is or this reason that the board o directors and upper management o IllSI decided near the end o 1999 to change the old inormation system that it has already outgrown. And the task o oerseeing the transition ell on the lap o Armina Andres, MIS Manager o IllSI, who came on board in 1998, and her lean sta o three.
IllSI management made it clear what they want: to speed up the reporting and to centralize all the inormation in one data depository center. 1hey wanted to hae the reports eery ith o the S I I ollowing month, or een earlier, or een haing them on their desks in real-time,` says Andres.
1he old setup proed to be inadequate or the task. 1he inancial and materials management system was decentralized, with a multi-user general ledger sotware package separate rom the stand-alone inentory management program, both deeloped in-house using loxpro and Clipper, respectiely.
Prior to the 1998 consolidation o seeral Shakey`s-related companies, when IllSI was just handling the ranchising operations, the company was using the home-grown Balmori sotware as its inancial system. 1hey adopted the loxpro proprietary program or the company-owned stores when they merged all the related companies.
On lebruary o 2000, IllSI began to seek out a real, honest-to-goodness enterprise resource planning system that can grow with the company. 1hey approached candidate LRP endors and went through a stringent screening process. 1he criteria were clear-cut: cost, lexibility, manageability, user-riendliness, conigurability, and scalability.
lrom ie endors, the shortlist came down to just two. By June 2000, they hae picked the winner: SAP. 1he R,3 package consisted o ie modules - lI or inancial reports, CO or cost control, SD or sales and distribution, MM or materials management, and PP or production planning - subsequently made to run on Compaq serers using \indows N1 with MS SQL as its database.
SAP was not a diicult sell, ater all, SAP is almost synonymous with LRP, the Germany-based sotware giant haing practically deined the category and remains the current market leader. But the clincher or IllSI was SAP`s capability o supporting purchase o third party materials, such as sot drinks ordered rom Coca-Cola that are deliered directly to the stores. 1he other endors are not able to adapt to this peculiar industry practice.
\hile IllSI maintains central control or ordering perishable raw materials, these are deliered directly to the stores. Stockable items such as marketing collaterals, pizza boxes, and the like are stored in IllSI`s warehouse.
1he costs of implementation AP Philippines tapped one o its implementation partners, Strategic Systems Inormation Proessionals ,SSIP,, to handle the consulting project. \ith extensie SAP experience working with clients such as Intel, Nokia, Paciic Bell, Lquitable PCI, Procter and Gamble, and Shell, SSIP already has a proen track record, with particular expertise in lR implementation, a global presence, and capability o extending SAP to the Internet.
1he SSIP was headed by one o its consulting managers, Jose Lorenzo Diaz. \ith a team o seen consultants, SSIP kicked o the project on August 2000. 1he irm ollows a ie-step process: project preparation, to orm and prepare the consulting team, business blueprint design, to study the inormation process and conduct business process reengineering, realization, which is the implementation proper, inal preparation, or the sta training, and go-lie, which marks the deployment o the R,3 system or normal operations.
Most LRP implementations are hardly smooth-sailing, but SSIP managed to proide its delierables on time. \ith the S AcceleratedSAP ,ASAP, rapid implementation solution introduced by SAP, consultants that hae adopted this standard methodology hae learned to optimize the entire implementation process. 1he project took six months, and a ew more months or migrating the data, a task that proed to be bloodiest part o the process.
Andres points out that the olume o transactions was just oerwhelming. Diaz adds, It`s like 48 companies that we`re implementing all in all.` And in the transer o data rom one system to another, there are the ineitable errors in data encoding that cause delays.
1he project also went slightly oer budget, which took a month to justiy to SllI`s board. 1his was primarily due to the unctionalities o SAP that were added to the system, which the SllI`s team subsequently discoered as useul as the project progressed.
SllI and SSIP declined to gie the total cost o the project but claimed it`s not as expensie as commonly perceied. 1he sotware cost is based on a per user license. And the hardware and consulting costs are directly proportional to the number o users. Diaz explains, I you hae more users, the system coniguration is more complex. 1he more complex, the more time, the more money.`
1he payoff pper management, howeer, is pleased, as they can get the reports they want and on time. Andres says, \e can present the inancial statements on the required date. \e can see the sales report o all our products or all the stores.` She adds, One major actor that management like is, because o SAP, we were able to streamline the work process.`
Diaz explains, \hen it comes to security and controls, the changes to the business practices were signiicant. lor example, in the warehouse, i you`re going to release some o the goods, where are the controls there in terms o monitoring the inentory SAP was able to capture most o the critical business processes or that, thus minimizing risks.`
SAP was also able to adapt to the intricacies o the industry and the business practices. Diaz adds, \e customized a lot o reports because the board is ery sensitie to inormation, because they need to analyze most o the data that you get, rom gross proit ratio, ood cost, etc. \ou hae to get the data real-time so you can adjust ariables like marketing promos.`
In some cases, current business practices that were quite suspect had to be changed to adapt to the SAP system. Andres recalls that in the old system, they had a customer that had around ie sales terms or IllSI`s accounts receiables. In any other business and in SAP, there should only be one term gien to a customer.` Accounting was orced to change that particular procedure to relect best practices.
1he MIS team and the 30 users rom the accounting and materials management departments hae become more productie. Beore, there were redundant procedures and een glaring ineiciencies. Now, SAP can just handle it in one transaction and one user can do it. lor instance, the stand-alone inentory management system was not connected to the general ledger, and so data rom the ormer had to be manually encoded to the latter. Andres recounts, Beore, when we were using the old system, we tend to work oertime.` Diaz quips, Now, vagbo U bortivg va .ita.,they can already play bowling,`
Qualitatie and indirect beneits make it diicult to quantiy the exact return on inestment or an LRP project, in terms o cost saings and additional reenues that can be attributed to better management decisions drien partly by better and quicker inormation.
Neertheless, SllI is already enjoying the beneits o a streamlined work process, an integrated management inormation system, timely and accurate reports, and a more eicient and productie head oice workorce.
Andres explains that the ability to orecast demand is one o the critical success actors in the ast ood industry. \e sere our customers. All our products should be aailable to them during business hours, meaning raw materials should be gien to them as orecasted, not only with our company-owned stores but also our ranchisees, with whom we hae to maintain good relationships in terms o deliering raw materials on time ad as requested.`
Already, the company is getting ready or phase two o the project, with SSIP working on the B2B aspect o linking the stores to the head oice R,3 system, urther cutting down on the time it takes to grab data and analyze costs and trends.
Its \eb site, deeloped also by SllI, allows online ordering o pizzas, which are routed to their call center or telephone eriication. \ith an adanced and lexible LRP system in place, expanding into online procurement and Internet- based transactions using mySAP.com becomes easier. Indeed, there`s a whole lotta shakin going on.
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