Odfjell Quarterly October 2012

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BriefingsODFJELL QUARTERLY magazineShipping ERP on trackAs we learn more about the capabilities of the IMOS system, we alsodevelop 'best practices' for each type of activityBy Einar Øye, ICT Business Process Architect, Bergen20OK, so we have bought the best shippingsoftware available in the market. What dowe do now?In the autumn of 2007, before the decision wasmade to start the Shipping ERP project, JanA. Hammer who was head of Odfjell Tankersat the time, was very clear on one thing;‘Odfjell Tankers needs to use the best ICTtools available. However, if we start this initiative,we need to make sure that we use theopportunity to improve our work processes,not just replace our existing ICT tools’.This clear vision meant that, during the firstyear of the project, Business Process Owners(BPOs) were appointed, and we started mappingand documenting the main processesat Odfjell Tankers. The process mappingactivity provided the project team with a goodoverview of the roles involved as well as howthe processes would interact with each other.Since then, we have created ‘To-be’ processdiagrams to document how we see we canimprove the workflows and do the workmore efficiently using the new stack of toolsavailable in our chosen software platform,IMOS. Using this approach, the different role’sinteraction with the system is explicitly statedfor each activity. From the diagrams, it’s easyto identify the activities which need to besupported by IMOS; hence the project can usethis in order to list the required deliverablesto the organisation.Most recently, the project team has been busydiscussing and detailing how the differentactivities within chartering/operations canbest be performed using IMOS. The appointedkey users have started to do test-runs toverify and sign off the activities which areadequately supported and which activitiesare not. Issues which need further ‘follow-up’are documented, and when solved, anothertest-run is performed. The remaining functionalitywe require to go live with IMOS willbe delivered by Veson within the end of thisyear. Also, we are currently in the processof developing the interface to our accountssystem, Agresso. The configuration and testingof IMOS will continue throughout thisyear and into 2013.As we learn more about the capabilities of theIMOS system, we also develop ‘best practices’for each type of activity. Hopefully, the workflowdiagrams and best practice documentswill give valuable guidance to new users ofthe system. These documents can provideadditional context to the activities which canbe performed in IMOS, potentially improvingthe quality of training as well as getting usersup to speed and becoming more efficient withtheir daily tasks.The implementation of new ICT tools iscommonly used as a catalyst to introducechanges to process and organisation of work.Inherent in process improvement initiativeslays the wish to address our inefficiencies, andthus to change some of the current workinghabits, routines and even responsibilities. Forinstance, one of the objectives for the ShippingERP project is to facilitate improved decisionsupport at all levels in the organisation.Another objective is to provide easy access torelevant, accurate and timely information toall the participants in a process. This is crucialin order to have efficient work processes, aswell as to support decision making.It should also be highlighted at this stage thatwithout us all taking a joint responsibilityfor keeping the new system regularly andcorrectly updated during normal workingroutines, it will greatly reduce the Company’sability to leverage and trust the new ICT toolsfor contributing to best in class service andoperational efficiency to our customers. Trustis something which needs to be built overtime. In the context of trusting information inan ICT system this means that it’s crucial thatall users contribute continuously in keepingthe information up to date at all times. This isreally one of the key success factors to achievingthe objectives for this project, and it isimportant to realise that this is somethingwe can all succeed in together.The IMOS system will be introduced graduallyon a ship-by-ship, voyage-by-voyage basis.One challenge, is that we need to make surethat we can complete the voyages in theOTIS system, and at the same time start theplanning of consecutive voyages in IMOS.Thus, in the transition phase, the old tools willbe used in parallel to the new ones. Accordingto current plans, we will deploy IMOS forthe first 4-5 vessels during second quarterof 2013. Our aim is to deploy the new Veslinkon board solution simultaneously in orderto facilitate an efficient and automatic flowof information between the vessels and ourshore based organisation.www.odfjell.com
New software platform for Odfjell Terminal (Houston)By Tor Jürgensen, Senior Project Manager, BergenOne of the long term objectives of OdfjellTerminals BV is to serve Odfjell managedterminals by one common integratedsoftware application platform supportingmain business processes like terminalmanagement (from contract/order toinvoice), finance and controlling, maintenancemanagement, purchasing and humanresource management. The new softwareplatform will be based on the SAP BusinessSuite portfolio.Main business objectives to be achieved byimplementing the new integrated softwareapplication platform are:• increased customer service level• cost reductions• improve quality of work• operational safety• enhanced asset utilizationThe implementation process of the new softwareplatform has been executed through severalsub projects (TMS – Terminal ManagementSystem, CMMS – Computer based MaintenanceManagement System including purchasing,FICO – Finance and Controlling and HR –Human Recourse Management) supportingthe various business areas.The Terminal Management System (TMS -contract/order to invoice) has been in operationat Odfjell Terminals (Houston) (OTH)since September 2008 and at Odfjell Terminals(Rotterdam) (OTR) since March 2010.The Maintenance Management System(maintenance management and purchasing)has been in operation at OTR since 2 April2011 and will be implemented at OTH inparallel with implementation of SAP Finance.A mini version of the Human ResourceManagement System has been implementedat both OTR and OTH in 2012.Since the beginning of 2012 two projects havebeen under execution at OTH in order toimplement SAP Finance/Controlling (FICO)and SAP Maintenance Management (CMMS).The projects have been staffed with keypersonnel from OTH, one consultant fromCorporate ICT and external consultants withspecial SAP skills. The project teams haveworked very hard and dedicated in order tohave FICO and CMMS operational from thebeginning of September.The SAP Finance and Controlling (FICO)solution which will support the followingmain financial business processes:• Business Planning andPerformance Management• Treasury and Financial Risk Management• Operative Accounting, Controllingand Procurement• Financial Accounting, Closing andReporting will replace the currentfinance/accounting solution andcontribute to improvements withinthe area of finance and accounting.The Maintenance Management solutionwhich will be the main tool for planing andscheduling of maintenance tasks will supportthe following business processes:• Corrective Maintenance• Preventive Maintenance• Refurbishment• Work Request Processing• Purchasing• Maintenance BudgetingThe project team at OTHThe new maintenance solution will alsoinclude an integrated Reliability BasedMechanical Integrity (RBMI) program fromLloyd’s Register Capstone. Planning andscheduling of maintenance inspections willbe based on risk evaluations generated by theRBMI tool. This will assist the maintenancedepartment in having main focus on criticalequipment at the terminal and avoid/reducedown time of the equipment.By completion of the FICO and CMMSprojects OTH will be the first terminal whichhave implemented the complete integratedapplication platform. It will contribute to safeoperations, improved cost control, improvedreporting within all main business areas andimproved management information relatedto operation of the terminal. Summarized thenew software platform will be an importanttool for operation and management of OTH.The outstanding effort and dedication fromkey users of OTH is one of the main reasonsfor ‘going live’ with the new systems on timeand budget.We congratulate management and employeesat OTH with the new solution.NR.03/ 1221odfjell quarterly magazine
Page 1 and 2: ODFJELLOCTOBER 2012www.odfjell.com
Page 3 and 4: ODFJELLQUARTERLYmagazineJan A. Hamm
Page 5 and 6: LPG marketsBy Christian Stensaker,
Page 7 and 8: The OdfjellGas unitBy Margrethe Gud
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Page 11 and 12: QHSEODFJELL QUARTERLY magazineSafet
Page 13 and 14: stainable performanceNR.03/ 1213HSE
Page 15 and 16: New ideas for Energy Saving Campaig
Page 17 and 18: ‘Always On’ statusBy Gunnar Eid
Page 19: Odfjell Nangang Terminals(Tianjin)
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Page 30 and 31: FLEET & TERMINALSODFJELL QUARTERLY
Page 32: MAIN OFFICE ODFJELLOdfjell SE - Odf

Odfjell Quarterly October 2012

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