According to the original requirements presented by the client, BlueSoft’s task was to create more efficient ways of communicating between existing systems. The transformation was supposed to involve minimal changes to existing systems and to maximize business and budget benefits.
Due to Zoetis’ scale of operations – it is a leader in animal health care on more than 100 markets – it was necessary to scale each and every aspect of the project in terms of:
– differences between particular markets and possible standardization, both in terms of operations and IT architecture
– operating in a multicultural environment and in most time zones
– adjusting the means of communication to the scope of responsibility on the part of the client’s staff assigned to the project
Another element arising from the complexity of the project was the number of systems used both on a global, regional and local scale and the number of maintenance models, oftentimes based on vendors from all over the world.
reducing costs of integrating further systems by approximately 50%
reducing maintenance team workload by approximately 25%
implementing integration layer translated into reconfiguration index of 60%
introducing cohesive data management request servicing processes (SPOC – single point of contact for the entire organization)
The process began from decomposing the task at hand, understanding our client’s business needs and establishing priorities.
The defined assumptions of the transformation phase included:
– standardizing the manufacturing process (governance)
– creating clear assumptions for communication among systems (guidelines)
– creating a universal-access knowledge repository containing information regarding existing architecture and planned alterations using the phase approach (integration repository)
– implementing tools responsible for development automation and monitoring (continuous integration).
Taking into consideration the fact that the schedule was very tight and the work environment much dispersed (planned coverage of more than 50 markets), what posed a yet another challenge was appropriate team scaling and task planning.
Due to close cooperation of business analysts and architects working on creating the integration strategy with best practices and design patterns in mind, we were able to create the project phasing guidelines in a timely fashion and commence development work (enterprise integration strategy).
Our objective was to see the first effects, visible on the part of the business side, as soon as possible and to implement processes allowing to iterate within the clients’ technical departments.
Technologies we used
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Creating a common glossary of terms to be used freely by both the business and technical sides, as well as appropriate hardware support, made it possible to complete the target manufacturing process building stage, specify the necessary products within each project and commence implementation in just three months.
During 9 months’ intense cooperation with the client we managed to alter the perception of integration needs at the management board level and launch the manufacturing of the first interface group for the US market – the biggest one in terms of retail.
The next 20 months marked 7 simultaneous projects expanding the global integration standards and implementing the necessary regional and local requirements. During this time, more than 600 interfaces were delivered. They operated on more than 50 markets, integrating more than 100 applications. Through the standardization process, supported by implementing the integration layer, we achieved a reconfiguration ration of 60%.
Based on our observations and opinions of those responsible on the part of the client, the solution architecture meets world-class standards of integration patterns, ensures a significant quality improvement and standardizes the approach to data management and processing.
Taking into account the operations, providing information from source systems in a timely fashion and ensuring coherence between the systems, implementing the integration layer has translated into measurable benefits by reducing the workload of maintenance teams and that of field staff.
The worked out manufacturing process has made it possible to complete the program within its timeframe, while a high reusability index allowed optimizing work intensity and completion costs.
Once particular phases have been deployed, the platform has been transferred to a dedicated maintenance team on the part of BlueSoft.
- 50+ countries
- 25 people worked on the project
- 100+ application instances
David VazquezSenior Director, Business Technology at Zoetis
BlueSoft’s quality of services, flexibility and experience in providing valuable solutions to big international clients has contributed to it’s growing success. (…)
Given the success I have achieved with BlueSoft over the years, I would strongly encourage Senior IT leaders to evaluate them as a strategic partner.