Sadada
Heineken Netherlands B.V.: Reengineering IS/IT To Enable Customer – Oriented Supply Chain Management
In June 1993, Jan Janssen, financial manager of Heineken Nether lands B.V. and the person responsible for Information Systems (IS) and Information Technology (IT), and his IS manager, Rob Pietersen, faced the challenge of developing an IS/IT configuration that would add value to the business and support the ongoing transformation of Heineken's supply chain management system. This system was extensive, not only supplying the Dutch home market, but also providing a significant part of the supply to more than 100 export countries served by the Heineken Group. Supply chain management central to enterprise-wide transformation. Management was committed to a process-driven organization, customer service partnerships, 24-hour delivery lead time, major innovations in the transport system, and resulting changes in the way people worked. And Janssen knew that all of these-and more-required fundamental changes in the way this new work was to be supported by information systems and technology. Janssen was convinced that the effective management of information as well as a more appropriate IT infrastructure were critical to achieving Heineken's goals of increased flexibility, greater coordination, and a sharper focus on customer needs. In his mind, the change program initiated in 1990 in the IS/IT area had just been the beginning. Now, he and Pietersen needed to design an information systems and technology backbone that would be flexible enough to evolve with the changing business needs and adapt to continuous changes in technology.
HEINEKEN NETHERLANDS B.V.
Heineken Netherlands B.V. was the principal operating company responsible for operations in Heineken's home market. It also accounted for a significant part of Heineken N.V.'s worldwide exports. Of the 60.4 million hectoliters' of beer produced worldwide under the supervision of the Heineken Group in 1994, a
In June 1993, Jan Janssen, financial manager of Heineken Nether lands B.V. and the person responsible for Information Systems (IS) and Information Technology (IT), and his IS manager, Rob Pietersen, faced the challenge of developing an IS/IT configuration that would add value to the business and support the ongoing transformation of Heineken's supply chain management system. This system was extensive, not only supplying the Dutch home market, but also providing a significant part of the supply to more than 100 export countries served by the Heineken Group. Supply chain management central to enterprise-wide transformation. Management was committed to a process-driven organization, customer service partnerships, 24-hour delivery lead time, major innovations in the transport system, and resulting changes in the way people worked. And Janssen knew that all of these-and more-required fundamental changes in the way this new work was to be supported by information systems and technology. Janssen was convinced that the effective management of information as well as a more appropriate IT infrastructure were critical to achieving Heineken's goals of increased flexibility, greater coordination, and a sharper focus on customer needs. In his mind, the change program initiated in 1990 in the IS/IT area had just been the beginning. Now, he and Pietersen needed to design an information systems and technology backbone that would be flexible enough to evolve with the changing business needs and adapt to continuous changes in technology.
HEINEKEN NETHERLANDS B.V.
Heineken Netherlands B.V. was the principal operating company responsible for operations in Heineken's home market. It also accounted for a significant part of Heineken N.V.'s worldwide exports. Of the 60.4 million hectoliters' of beer produced worldwide under the supervision of the Heineken Group in 1994, a