E2E Case Studies
Model Driven Integration in action
The best way to inderstand the impact of E2E's Model Driven Integration on enterprise agility is to read what other customers have already achieved using the E2E Bridge in mission critical situations.
Here is a selection of E2E lighthouse projects:
Nearly 10 years ago, Intrum had started developing its ReCash application to better address cash flow related operations, key processes within the company. Today the application is a competitive differentiator. It was developed in PL/SQL and Oracle Forms, mostly with external resources. Over time, local process modifications added to the complexity, leading to a large monolithic legacy where data access and business logic were mixed up, documentation was always out of date, and where the dependency on external resources increased Intrum’s risk and maintenance cost. Hence, the company decided the complete rewrite of ReCash. The challenge was twofold: firstly, simplifying access to data in a central Oracle database and, secondly, making modifications to the business logic, necessary due to country-specific process requirements, easier to carry out. This had to be implemented, however, without manually extending the PL/SQL code.
For its SME business, which covers DSL, VPN and other products, Swisscom uses the custom built eDASECO application, which was never integrated with the central data warehouse. As a result, only rudimentary reporting mechanisms were available, denying Swisscom employees to proactively address issues which affected service quality. To remedy the situation, ARIS PPM from IDS Scheer was installed as the monitoring solution. But the PPM integration proved to be challenging: the traditional integration approach required middleware changes to be scheduled six months in advance, and apart from the implementation, most of the time was consumed by manual testing and writing up-to-date documentation. Each modification of the backend, changes to the process or any updates to the KPIs caused considerable effort.
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DKSH’s heterogeneous IT infrastructure is spread over 35 countries. Knowledge about thousands of B2B interfaces is locked away in code that is understood only by individuals. The classic, people dependent way of integrating businesses is not only a threat to further growth, but also to maintaining operational excellence, a risk DKSH cannot afford. Being one of the largest distributors of pharmaceuticals in Asia, life-saving drugs could not be supplied in time, and being responsible for sourcing and controlling a large portion of fast moving consumer goods, shelves in half of Asia’s supermarkets would quickly run out of goods.
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During the 1998 merger of the Swiss Bank Corporation with the Union Bank of Switzerland, which formed the UBS we know today, it was a key priority to integrate the heterogeneous IT landscapes of both banks, both functionally and from a customer data perspective, in less than 12 months. Parallel to this large scale IT project, the new UBS branch network needed a con-sulting and operational platform for its retail business which had to be capable of automating back-office procedures based on direct integration with the new, central banking solutions. The target was to reduce operational cost by 30%. The Swiss-wide roll-out of the core business services had to be guaranteed within 9 month, and the complete functionality within the following 15 months.
As management and communications tasks become increasingly complex, the Basel City Cantonal Police Department required a management system based on key performance indicators (KPIs) to consolidate relevant and necessary information from the many existing source systems, and make this data efficiently available to senior police officials. Until now, certain information was managed redundantly in various systems – a practice which led to discrepancies in KPIs and poor overall data quality. The main challenge was the technical data integration, which had first to be extracted and consolidated from over 80 different applications. The spectrum ranged from Access databases and Oracle-based Police Force Deployment data, right up to financial data in an SAP environment.
COMPUDATA has started to offer a range of managed services since mid-2005. B2Bnet allows clients to easily convert, sign, archive and forward cross-company electronic business processes such as billing or ordering. For 2006, COMPUDATA intended to extend its B2Bnet offering with respect to process support. This required, among other things, reliable conversion of data according to widely differing standards and proprietary data formats, for example SAP IDocs. To this end COMPUDATA needed a solution that could provide a permanent overview of all individual processes. At the same time the solution should make the execution of customer requests as simple as possible and leave no room for misunderstandings in the imple-mentation phase.
To coordinate the logistics of moving goods between Oetker production and the Agrano store, a batch oriented B2B approach was used to connect Agrano's logistics software with the SAP system of Oetker. The lack of transparency in the SAP interface resulted in high cost for change requests, and transaction quality was hard to maintain.