This article will talk about a large-scale SAP implementation project in our company. After the merger of the M.Video and Eldorado companies, the technical departments were given a non-trivial task - to transfer business processes into a single backend based on SAP.
Before the start, we had a duplicated IT infrastructure of two store chains, consisting of 955 retail outlets, 30 employees and three hundred thousand checks a day.
Now that everything is successfully up and running, we want to share the story of how we managed to make this project.
In this publication (the first of two, what the hell is not joking, maybe three) we will present you some data on the work carried out, more details about which can be found at the SAP ME meetup in Moscow.
Six months of design, six months of coding, six months of optimization and testing. AND 12 hoursto start the general system in 1 stores throughout Russia (from Vladivostok to Kaliningrad).
It may sound unrealistic, but we did it! Details under the cut.
In the process of merging the M.Video and Eldorado companies, we faced the task of optimizing costs and bringing the business processes of two different companies to a single backend.
Perhaps it can be called luck or coincidence - both retailers used SAP systems to organize processes. We had to deal only with optimization, and not a complete restructuring of the internal systems of the Eldorado network.
Functionally, the task was divided into three (actually four) stages:
- Design "on paper" and approval our business analysts and SAP consultants for new processes (as well as the modernization of old ones) within existing systems.
After analyzing a number of indicators of the already working backend of the two companies, the M.Video backend was taken as the basis for developing a single system. One of the main criteria by which the choice was made was the efficiency of the company as a whole, greater revenue and profit at lower costs for a business operation.
The analysis and design phase took about six months, billions of nerve cells of department heads and technical specialists, and very, very many liters of coffee were drunk.
- Implementation in code. Here are some figures from the results of the project:
- 2 routes per day, planned using the logistics module.
- 38 front and back end users.
- 270 goods in the warehouses of the combined enterprise.
Approximately 300 checks processed per day by the system, which are subsequently stored for up to five years for customer assurance and market research purposes.
Calculation of salaries, advances and bonuses for 30 employees every month.
The project involved a team of 300 technical specialists who worked for ten months. By simple arithmetic calculations, we get two numbers that clearly reflect the scale of the work done: 90 man/days and⦠000 hours of work.
Next - the optimization of individual subroutines of SAP modules, about a hundred subroutines were accelerated by five to six times by optimizing the code and queries in the database.For individual cases, we managed to reduce the program execution time from six hours to ten minutes by optimizing queries to the DBMS
- The third step is perhaps the most difficult testing. It consisted of several cycles. To conduct them, we assembled a team of 200 employees, they were involved in a functional, integration and regression test.
We will describe the load tests in a separate paragraph, they consisted of 15 cycles for each of the SAP modules: ERP, POS, DM, PI.
Based on the results of each test, the code and parameters of the DBMS were optimized, as well as database indexes (they work for us on SAP HANA, partly on Oracle).
After all the load tests, another 20% percent was added to the calculated computing power, and a reserve of approximately the same (20%) volume was also formed.
In addition, after the above cycles, the analysis of the 100 most resource-intensive programs began, as a result of which we refactored the code and accelerated their work by an average of five times (which once again confirms the importance of refactoring and code optimization).The last of the tests was "cut over". A separate test zone was created for it, which copied our productive data center. We did βCut overβ twice, each time it took about two weeks, during which we measured the speed of performing operations such as transferring program settings from the test zone to the productive zone, loading open positions for stocks of goods and periods of unavailability of operations.
- And the fourth stage immediate launch after passing the tests. The task was, frankly, difficult: in 12 hours, switch about 955 stores across the country, and at the same time not stop sales.
On the night of February 24-25, a team of ten of the best specialists of our company took over the "watch" in the data center, and the magic of the transition began. We will talk about it in detail at our meetup, and after that we will devote the second article to the technical details of our SAP magic.
Results.
So, the result of the work was an increase in such indicators as:
- The load on the backend has approximately doubled.
- The number of checks per day increased by 50% from 200 to 300.
- The number of front-end users has increased from 10 thousand to 20 thousand.
- According to the payroll module, the number of employees increased from 15 to 30 people.
We will talk about all the technical details at our SAP meetup in Moscow, which will take place on June 6 at the M.Video-Eldorado office. Experts will share their implementation experience. Based on the results of the meeting, young specialists will be able to get paid internships at the company with the prospect of further employment.
For details and registration, please visit
Source: habr.com