Fact is, Bell Canada actually doesn't have just one supply chain; it runs four very different supply channels today, each with its own distinct customer requirements, fulfillment processes and systems. Network orders, for example, are highly configured. Service provisioning, on the other hand, typically calls for standard product offerings. Bell also runs a retail business with its own distinct product set. Finally, to support its service and repair activities, the company maintains a spare parts operation with inventory distributed across work centers for speedy delivery to the field.

Back in 1995, many companies with complex supply chains like Bell Canada's had not yet started to integrate their systems. Nick Addante, now Bell Canada's Senior Director, Supply Chain, worked on the logistics team in the warehousing systems area at the time. He recalls there were dozens of "one-off" applications in place to support Bell Canada's unique inventory assets.

New parts were tracked in a different system than the one for refurbished parts, for example; telephone sets were tracked in a different system than cable, which had to be counted down to the exact number of meters on each roll. More important, the company didn't have the integrated, end-to-end view it needed to optimize its operations.

"When you have multiple systems tracking narrow views of inventory across different businesses, you can lose sight of what's happening," says Addante. "With Progistix's assistance, we were able to bring all that together by leveraging an integrated, end-to-end SAPSAP solution. By having it all visible, you can get into discussions on 'How can I optimize inventories across my distribution network? How can I better plan, so I can improve my pricing?" Alles zu SAP auf CIO.de

Seeing the results

It sounds good in theory, but has it paid off in measurable results? The answer for Bell Canada is a resounding 'yes'. The company has achieved a number of important gains to date, including: