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Logistics Finland integrated into IT landscape

As we reported earlier, we started work to integrate the offices of Freeco Logistics (now DFDS Finland), in Turku, Vantaa and Tallinn into the main DFDS IT landscape towards the end of 2019. And as planned, all users were migrated to the DFDS Active Directory and domain during the first quarter of 2020, whilst Velocity, Visma and CapNordic went live on 1 May.

“A vital part of all integrations is to visit the sites, evaluate the business processes, make gap analysis, IT security checks, and on-site application training. And particularly important is the onsite go-live support to help all the new users with the daily challenges of adapting to the new applications. Even though the COVID-19 situation prevented people from travelling, we completed the integration of Freeco Logistics into the DFDS family as planned. The mantra was ‘If we see a problem, we fix it’. In fact, all DFDS behaviours were encapsulated in this integration,” says Chris Coughlin on behalf of the implementation team.

Online training
By using MS Teams and having new users with a very positive mindset, it has been possible to conduct online training sessions in Velocity, CapNordic and Visma, and the Freeco users are now all using the applications.

Support
Daily operations are currently being supported virtually via MS teams, with Velocity being supported by Susanne Eriksen, Emelie Crofts, Simon Brambley and Chris Coughlin.

For the financial tasks, both Visma and CapNordic are supported by Jeppe Vestrup Skivild, Mattia Mariani, Alec Skat Larsen, Dennis Kyhl-Nielsen, Jennie Thorbjörnsson, Annika Ennok and Lene Frydenberg.

IT and infrastructure support has been provided by Paulius Kryzevicius.

“In addition to the system integration, we are also migrating most of the financial tasks to the Financial Shared Service Centre (FSC) in Poznań. Why not kill two birds with one stone?” Jeppe says. “Now, one week into the virtual go-live, everything has gone as planned. The main DFDS applications are in use, and all users and application supporters are in constant virtual dialogue via MS teams or Skype. It is not the same as being on site with face-to-face communication, but it is working.”

Learning process
“Sure, it has been learning process for everyone, but the targets have been achieved, and the DFDS IT-systems are successfully implemented in two different countries remotely. Really proud of all teams involved and perhaps some parts of the process will be taken as new routines in DFDS future implementations” says Timo Ruusunen, MD DFDS Logistics Finland.

A success of co-operation
Valdemar Warburg, VP of BU Nordic says: “I’d like to express a big thank you to everyone involved. It is a new and very challenging task to do a go-live fully remotely, but the excellent co-operation between the business, IT, Finance and other support functions demonstrated what DFDS is capable of. Without your positive attitudes and your determination to make this work, despite the circumstances, this would not have been possible.”

A special thank you goes to the teams in Poznań, such as Joanna Borucka (AR), Weronika Branicka (Cash Management), Halina Sobczak-Kempara (GL), Dawid Strozak (GL), Angelika Knapinska (AP), Joanna Adamczyk (AP) and others. Thank you also to the local finance staff – Marianne Peltola, Aili Metsamaa and Liina Kalam, who are learning these new finance applications whilst migrating tasks to FSC. And to Mikko Viholainen in Turku, for his help in the location co-ordination for all the operational tasks.

The integration team
From DFDS Logistics Turku: Mikko Viholainen, (implementation coordinator), Timo, Henri, Kristian Vihanto, Ulrike Rautarinta, Sami Uotinen, Tuomas Tuominen, Marko Rantanen, Mirka Loimakoski, Tuukka Pulliainen.

From: DFDS Logistics Vantaa: Jukka Jurvela, Ville Kalsta, Teemu Korpinen.

DFDS Logistics Tallinn: Marko Sokk, Asko Lepiksaar, Deniss Vassiljev, Lilian Kaasik, Rainer Kuusemets, Signet Kruger, Kersten Loppe, Liina Kalam, Merlin Anton.

Phoenix implemented in BU Med

The implementation of Phoenix and MyFreight are now completed in all former U.N. Ro-Ro locations

As we shared in February, the Ferry IT team supported by workstreams from Digital, BI and the local business have been busy with one of its largest projects ever – to implement DFDS systems in BU Med. Locations were added to the systems network on a bi-weekly basis in the first quarter of 2020. We are now happy to announce that the first implementation phase is completed slightly ahead of schedule.

The project workstreams, the implementation team and the local business have all done a fantastic job to deliver the project on time. This means that all former U.N. Ro-Ro locations now have Phoenix (our core IT system for the freight business) and MyFreight (online booking portal for freight customers) systems as well as subsequent capabilities such as BI reporting.  

Please see below overview of the project status:

Lars Hoffman, VP and Head of BU Mediterranean says: “It is vital to align with the rest of DFDS, so we are glad to finally have Phoenix on most of our locations. It provides better business overview and enables us to use Tableau.

“Thanks to especially Sara Ryden and her Phoenix team, who spent many weeks in Turkey working on the implementation. We now have to implement Phoenix in Trieste and Tunis as soon as we can travel again completing the first stage and significantly improve our communication and data quality as well as standardise the processes on the routes just like it did at the previously implemented routes.”

In addition, it is planned to expand the initial implementation of the intermodal routes by integrating with train providers as well as offering booking and Track & Trace capabilities to our customers.

Rune Keldsen, EVP and CTO, says: “This big project is a milestone related to collaboration across the DFDS group. Business located in various countries have worked closely together with our IT teams placed in Istanbul, Grimsby, Gothenburg, Vlaardingen and Copenhagen. The success of this implementation shows how beneficial it is when we unite the different skills and cultures that we have in the group no matter the location.”

Michael Herbæk, Freight Ferry DIO, says, “This is the biggest Phoenix implementation ever, and even though our colleagues in BU Med were really willing to adapt to the DFDS Ferry processes supported by our systems, a lot of development for supporting legal and local ‘must have’ tasks was needed. For example, 42 new EDI (electronic data interchange) links was built to communicate with banks, authorities and other stakeholders. On top of that, a separate module for handling customs clearance between Turkey and Europe was developed making it possible to adapt to customs demands from other countries. Where relevant, MyFreight and the underlying API’s were also further developed for supporting BU Med.

“Last but not least, a lot of hours were spent at the different locations to support the go live, and here a special thanks to those of the business areas outside BU Med that allocated some of their local core staff members to help out during the many go live periods. A big thanks to all involved, you can all be proud of having participated in this successfully implementation of Phoenix”.

The implementation project is now officially closed, and future development requests will be handled together with requests coming from other parts of the business.

Phoenix implemented on Sète-Yalova

Our colleagues working on the IT and Digital integration of our Mediterranean offices into the DFDS network

Following months of dedicated work both from the development teams as well as the local offices learning the new ways of working, Phoenix, our core IT system for the freight business, went live on the Sète-Yalova route and reverse route on 22 and 23 January. This is the first ex-UN Ro-Ro route to switch to the new booking system in BU Mediterranean. More routes will follow in the next couple of months.

This marks an important milestone in the IT and Digital integration of our Mediterranean offices into the DFDS network as well as a contribution to Pillar B of the Win23 strategy. The successful go-live required a great effort in preparation by the Phoenix, EDI, MyFreight, BI, Website, and Marketing teams as well as the valuable input of our offices in Sète, Yalova and Istanbul in order to come up with smart solutions under the coordination of Michael Herbaek and Attila Gulyas as project leads.

“As with any project like this, the implementation process was not without challenges, however these have been efficiently managed through proactive coordination efforts and quick solutions by the team.” says Daniel Capes, FM Team Lead.

“Our teams of superusers, system analysts and developers were deployed across three locations in close coordination through the day, working together with our colleagues in Sète, Yalova and Istanbul to get everything ready for the sailings. We are thankful for the hard work of everyone involved.”  explains Sara Ryden – Product Owner Phoenix, BU MED.

Phoenix to be implemented on other routes 
This first go-live is just the start of the Digital and IT implementation roadmap in BU Mediterranean. Phoenix will be introduced on almost a bi-weekly basis to new routes and the entire process is expected to be completed at the end of March.

“We are pleased that the first go-live has been successful and look forward to providing our customers and colleagues in the Mediterranean with an improved Digital experience.” says Lars Hoffman, Vice President & Head of Business Unit Mediterranean.

Aligning with the rest of DFDS
“Some of the positive effects of the new system are already starting to show, while it is still early days, we can definitely tell that there will be significant efficiency benefits in aligning systems processes with the rest of DFDS” says Alihan Murat Tutuncu, Phoenix Superuser in Istanbul.

“We have put an enormous effort in implementing Phoenix in BU Med. This was a team effort so I would like to thank everyone who involved in the development phase. Once the users are fully up to speed with using Phoenix in these weeks, MyFreight will be introduced gradually to the customers as the new way of making bookings with DFDS” says Aslihan Tur – Software Supervisor.

Besides the mentioned systems, GTMS will also be soon implemented for gate operations in Pendik Terminal.


Our colleagues from the office in Yalova


Our colleagues from the office in Sète

New customer care system to be implemented in Passenger and IT Support

Jan Svane, Thomas Møller, Peter Hoogendoorn, Paolo Selvatico and Martin Lange

Great news: In a few weeks’ time, a new omnichannel customer care system will be implemented in Passenger and IT Support. Omnichannel means that instead of having different systems to handle customer requests – for instance one for phone, one for email and one for chat – all requests will be handled in one system that can even be programmed to prioritise the requests according to the set-up the team wants.

Thomas Møller, Head of Customer Interaction at BU Short Routes & Passenger, says: “It is a huge benefit for our customers and us that we now don’t have to switch between different systems. The new system prevents customers having to wait to be served longer than necessary, and in general it shortens the waiting time considerably as we save time on manual work.”

The new system, Puzzel, also makes it possible for the customer care centres to cooperate globally as customer requests can be answered and forwarded by all locations.

Thomas says: “Norwegian customers will still be served by Norwegian-speaking travel consultants but if the waiting time exceeds a certain period of time, the customer will be asked if he or she wants instead to be served by an English-speaking consultant, who physically could be located anywhere. This also means that our travel consultants will get the opportunity to upscale their competencies, both in regard to language skills and knowledge about our different routes.”

The project has been a very smooth and successful cooperation between Thomas Møller, Paolo Selvatico from Procurement, Peter Hoogendoorn from Business Development & Strategy, plus Martin Lange and Jan Svane from IT.

The Passenger organisation will have the full package while IT Support only needs a light version. But the system is very flexible and can be scaled according to needs.

Casper Puggaard, Global Sales & Customer Care Director, says: “We feel confident that this is the best system for DFDS, and the price is fair. For a start, Passenger and IT support will use the system but it can be customised to other departments across DFDS that work with customer care. So if anyone is interested in implementing the system or just wants to know more, please contact me.”

“A big thank you to Thomas, Paolo, Peter, Martin and Jan for great work and great cooperation!”

Omnichannel means that instead of having different systems to handle customer requests, all requests will be handled in one system.

 

Microsoft D365 to be evaluated as system for new ERP platform

Mikkel Groth-Andersen

As we have previously announced, DFDS is about to introduce a so-called ERP platform, which will replace major systems such as Visma and CapNordic in Finance. It will also be our new HR platform and our new indirect procurement platform – and is probably our largest IT project so far, affecting just about everyone at DFDS.

In April, the ERP project group announced that the new solution for an ERP platform, Microsoft D365, had finally been chosen after more than a year’s hard work.

Clarification phase
The clarification phase began right after the new system had been chosen. “We are now well into the clarification phase of the project. The purpose of this phase has been to understand if D365 can meet all our business and IT requirements – more than 500 in total,” says Mikkel Groth-Andersen, CIO Office Manager CISO.

You will soon be heard
“Business will be thoroughly heard in the design phase, but we have not settled on any particular way to form our data model or dimensioning of the system yet. Although we are all very eager to proceed to the design phase, we have to be very patient, so that we are certain that we understand the new system and its capabilities and possibilities so that we can stick to the overall strategy of standard solutions for the absolute majority of functionalities.”

27 June
“On 27 June, we will decide If we still believe that D365 is the best choice for a future ERP platform. If we decide that it is, we will sign the Microsoft license agreement and confirm the contract that we have previously signed with Columbus, which is the consultancy company that shall assist us with the implementation,” says Mikkel.

Insights and design sessions
In the autumn, all business areas will be invited for insights and design wishes sessions.
“We want to make sure that we are all on the same page regarding what we plan to build so Visma and CapNordic are successfully replaced. We also need to prepare for future ways of doing business when we design processes and data modelling. After the first implementation phase, there will be a phase 2 in which we will focus more on creating new processes and supporting functionalities.”

Future communications initiatives
There has been a strong wish to get more information.
Mikkel says: “We will address this wish by having quarterly townhall meetings in both Poznan and Copenhagen where we will give a general update on the progress. We will also create a new meeting format for VP and Directors, where we will discuss strategy and functional areas in addition to updates on plans and progress areas.”

For questions about the ERP – Microsoft D365 project please contact Mikkel Groth-Andersen.

DFDS to kick-off game changing ERP platform

Major IT initiative:  DFDS is implementing a so-called ERP platform that will replace systems such as Visma and Capnordic and be our new HR and indirect procurement platform. It will  be integrated with all major systems,  automate and improve quality in processes and help most of us increase efficiency in our work. The project will be kicked off in Copenhagen on 29 April.

The solution chosen is the new Microsoft D365 cloud system.

DFDS is on the brink of launching one of its biggest IT initiatives ever, and if your work involves a computer, it will most likely also affect you and your daily work.

The initiative concerns the purchase and implementation of the so-called ERP Platform. And as innocent as this may sound, the ERP platform will not only replace major systems such as Visma and Capnordic in Finance and other places, but it will also be our new HR platform and new indirect procurement platform. It will replace legacy systems and automate, digitise and improve quality in processes in those areas. It will also enable DFDS to be much better and faster at meeting demands from colleagues using the system and customers and partners working with us through integrated systems. It will therefore also need to be integrated with our fundamental sales and operating systems like Phoenix and Seabook, for example.

In short, it will be key to DFDS’ future ability to increase efficiency as well as our ability to respond to changes and new requirements.

Clarification phase begins
Therefore, it is a major project that in its first stage involves 30 dedicated experts from Finance, IT and business who have been working on the selection of the best system for the platform for more than a year. Now the team has reached a critical milepost and found its implementation partner by signing a contract with Danish-based international consultancy company Columbus just before Easter.

This means we can enter the long-awaited project clarification phase, which we began this week with Columbus. After the Clarification Phase, the ERP project can deliver its recommendation on a detailed programme scope on 28 June.

We will then have the opportunity to finally purchase the licenses for our future ERP platform, which will be Microsoft Dynamics 365. We have already negotiated and agreed on license prices, terms and conditions with Microsoft, but will only sign the agreement provided the Clarification Phase is successful.

On 29 April, DFDS and Columbus will arrange a kick-off in Copenhagen for the core programme participants and various stakeholders and follow it up with town hall meetings in other locations such as in Poznan, where our Polish colleagues have waited more than patiently for this programme to commence.

On behalf of the entire programme team,

Rene, Mona, Luisa, Mikkel and Jesper

Digital door locks installed on doors for crew and staff areas on Pearl Seaways

Jacob Grønnegaard, Chief Officer on board Pearl Seaways, left, and Martin Lange, Business Analyst in IT Pax, right

During her recent stay in dock, new digital door locks were installed in the crew and staff areas on Pearl Seaways. Pearl is thus the first vessel in the DFDS passenger fleet to use RFID (radio-frequency identification) technology.

The new door lock system will be rolled out to all future passenger newbuildings and door lock replacements, and our new ro-pax vessels being built at the GSI Shipyard will have the new RFID technology and system installed. The system is also being considered for passenger cabins on board Crown Seaways and Pearl Seaways, but that relies on developing a mobile solution for opening doors and adding prepaid catering.

The staff on Pearl Seaways have now had their first experiences with the new Visionline system and they report that many procedures are now a lot easier to handle, and it is easier to gain an overview and get reports on the locks.

Martin Lange, Business Analyst in IT Pax, says: “This technology is a step in the direction towards even more digital interactions with our guests. Looking to the near future, we will be able to support our guests with a fully-digital boarding flow, where key cards can be provided in a mobile application.”

The project is carried out in close collaboration between IT Pax, Technical Organisation and staff on Crown Seaways and Pearl Seaways.

Jacob Grønnegaard, Chief Officer on board Pearl Seaways, says: “The current door lock system on Crown and Pearl is coming towards the end of its life, and is difficult to support and maintain. A new door lock system is much needed, as the reliability of the old system is very poor, causing many issues and resulting in wasted resources. This new technology allows a modern way of handling of keys on board, and provides a more intelligent management of access conditions. Additionally, it is a giant step speaking ISPS (International Ship and Port Facility Security).”

The new digital door locks

LS Retail upgrade improves on-board sales management on Baltic ships

Ineta Nausėdaitė, Vladimiras Olšanskis and Irena Kryževičiutė enjoy an upgraded LS Retail system to manage sales on board our Baltic vessels

In just six weeks, our colleagues in the Baltic have succeeded in upgrading the LS Retail system, which is used to manage sales in shops, bars and restaurants and the stock on board. “With the new version, we can even manage the amounts of cash in the safe,” says Linas Lesauskas, Project Manager on BU Baltic routes.

The old system that was installed five years ago had become slow, and did not meet new security standards. So the need for an upgrade was obvious. All six BU Baltic vessels now have new hardware and an updated version of the software, and on-board staff have received the necessary training in using the system.

“This significantly reduces the time required for support and the system is automated, faster and secure. It also gives us a number of new exciting options, such as new mobile stock-counting devices which will decrease the amount of manual work required for stock management. At the moment, we are also investigating the possibility of implementing electronic shelf labels that are integrated with LS Retail,” says Linas.

The next upgrade is expected to be at the end of 2019, and will include a chip-and-pin integrated payment feature and the ability to issue paper meal vouchers.

Thank you
“We are pleased to have a smoother, more automated on-board sales management system. However, a new system also always brings changes to IT and business processes. So our thanks to the POS Team, Michael Bergmann, Torben Odegaard, Niclas Madsen, Jean Aarup, for always being there to support us. Special thanks also go to our catering crews on board for their patience and dedication to making things work; and thanks too to Rokas Budrevičius, who took care of a large number of implementation tasks and the aftercare, and who will continue to drive LS Retail in BU Baltics forward,” says Linas.

My DFDS Freight teams create synergies in Immingham

Even though the B2B Digital team and the Phoenix team in Immingham are based far from each other on either side of the North Sea, the two teams have been working closely together for quite a while. Earlier this year, they finally met in face to face when the B2B Digital team visited Immingham for four days.

The B2B Digital team mainly develops and maintains our two freight booking systems, My DFDS Logistics and My DFDS Freight. Together with the Phoenix team in Immingham, which is responsible for the core IT system of the freight business, the B2B Digital team makes sure that My DFDS Freight performs in the most optimal manner. The Phoenix team manages the back end (databases and servers), while B2B Digital manages the front end (user interface and user experience).

Throughout the four days, the teams established a long-term working plan for the back end and front end, and they also identified challenges of cross-country collaboration and action points to improve future work.

Getting customers on board for digitization

During the visit one of the main focuses to discuss and expand upon was the three objectives laid down by Sean Potter, Divisional Head of Digital & Systems.

“We plan to finalise the transfer of all remaining customers still using the Phoenix Customer Web & InfoBridge to My DFDS Freight by the end of October and early November, whilst implementing additional feature requests that have come additionally from business over the past months.

Furthermore, we seek to reduce the manual bookings on all routes. We plan to achieve this by targeting all small and medium-sized customers across each route and get them to use the online booking solution. Currently 79% of our bookings are digital (incl EDI), and our objective is to reach 85%. The remaining 15% consist of small and medium-sized customers who email etc,” says Sean.

“Finally, we plan to optimise the access management, specifically by improving brand preference and engagement with a consistent way of identifying the connected users,” Sean adds.

“Meeting our colleagues in Immingham and comparing expectations for the future of My DFDS Freight was excellent. We had four informative, interesting and busy days in Immingham with a tour of the terminal and the customer service centre as well as kick-off meetings with the Phoenix team. I am confident that the visit will open up for an even better cross-border collaboration and impact positively on the customer experience on the My DFDS Freight system. Our aim is to visit our colleagues in UK with a higher frequency, so we can follow up on action points and strengthen our collaboration going forward” says Laus Ravnsted, Scrum Master.

Master Data Management: They ensure we collect, store and share data correctly

Michael Heiland (in the center of the picture) is new Head of our Master Data Team. The team ensures, that the huge amount of collected data is correct and handled correctly such that our colleagues throughout DFDS can use it for a great variety of purposes, including reports, analyses, offers, invoices, and development of automatic functions.

When Charles Darwin circumnavigated the globe on HMS Beagle, he carefully noted everything he observed accurately down on paper. Several years after he came home, he used the detailed information he had gathered to develop his theory about the origin of species that changed the way we see the world.

He could do so, because the information – or data – he had written down was accurate.

As most companies, DFDS also gathers information – millions of times more than Darwin did.

“We store data in our systems every time we engage with a customer – from contact over booking to payment – every time we handle goods, collect or deliver a shipment or do something in operations, finance, HR and administration. And we still rely on the accuracy of the information just as Darwin did.   We would not be able to develop reliable analyses or automatic and reliable communication or services, if data are incorrect or missing.

As a simple example, we need correct contact data to send an invoice or offer to a customer. We will not be able to do it, if we, for example, have an old address or if the name is spelled wrongly.  Or if we do not have the correct information about the customers’ existing or previous business and interaction with us.

It is our team’s job to ensure that the contact details and the other data needed for making an offer or an invoice, are registered correctly so it can be used for these and a variety of other purposes,” says Michael Heiland, head of Master Data. Michael started at DFDS on 1 March and comes from a similar role at Hempel A/S. Michael reports to Valdemar Warburg, Group Transformation Officer.

The right ways
In DFDS, we collect data in various systems such as Phenix, CRM, Visma, Velocity, Seabook and Sertica. And as a company can be both supplier and customer, or customer in both Shipping and Logistics, we may often draw on data stored in several or all of those systems to make a report or analyses – or a new automated function.

Therefore, it is important that we handle the data in the same standardized way in all those systems. And developing and maintaining this standardized way of collecting, storing, sharing and verifying data across all our systems is a main task for the Master Data team of 14 in Poznan.

Various kinds of data
There are two kinds of master data: dynamic data and static data.

Dynamic data are data that change on a regular basis, such as contact persons and details, addresses, emails, telephone numbers that may change if a person or company is moving, if a contact gets a new job or is replaced or for other reasons.

Static data are data that are less likely to change, such as customer segment definitions, currency codes such as DKK, EUR, USD GPB that will always stay the same.  Customer and supplier VAT numbers, IMO numbers of ships, certification codes and a lot more.

Valdemar Warburg says: “As part of our ambition to digitize our core processes and use data for better decision making, it is fundamental that we have high quality master data. Many companies are struggling with this, and DFDS is no exception. With Michael Heiland’s experience and our very capable team in Poznan, I am confident that we are on the track to getting this right.


The Master Data Team gathered recently for a team event 80 kilometers north of Poznan (Rogozno) to a kayak resort, including camp fires and grilled food, teambuilding with different tasks, some good lessons to learn, and last but not least a lot of fun and mingling across the team(s). And then of course also a demanding kayaking tour of 8 kilometer down the river Welna, which took most of four hours and left everybody with wet clothes and blisters on their thumbs. And a good deal of laughing and helping hands.

Finance, Procurement and HR go digital

The project group is investigating the market and is in dialogue with some of the major providers. From left, selected members of the project group: Lotte Hagedorf:Joachim Tidemann; Luisa Bech Lund; René Thomsen; and Alec Skat Larsen

New project to replace financial system Visma

Our current financial system, Visma, was implemented in 2003 and fulfilled our needs and current legislation at that time. Since then, DFDS’ business has grown significantly in revenue and geographic footprint, and the number of employees has almost doubled to 8,000.

“Visma has not followed the technological development, which for instance also implies that the system does not automatically support the constantly increasing legal requirements introduced by the authorities. We have simply outgrown the system, both from a process perspective and geographically. Therefore, the time has come for us to replace Visma,” says CFO Torben Carlsen.

Finding the right system

To find the right system for the DFDS Group, an Enterprise Resource Planning (ERP) Steering Committee has been established. It consists of CFO and project sponsor Torben Carlsen, Project Manager Joachim Tidemann, Digital IT Officer Finance René Thomsen, VP and Head of Group Finance Jesper Mikkelsen Heilbuth, Head of DFDS Polska Radek Mierzejewski, VP in Group HR Lotte Hagedorf, VP in Group Transformation and Procurement Valdemar Warburg, and CIO Gert Møller.

“We are looking for a system that will create the foundation for the automation and digitisation of our business processes, and which will be amongst the absolute technological front runners – also in the future,” says Jesper Mikkelsen Heilbuth. He adds that a new system will be a significant help, for example, for our colleagues in Poznan in their ongoing optimisation efforts.

The system has to contain an HR module

“When we started the project in 2017, it was an isolated finance project. Since then, it has been concluded that a new system should include an HR module – something the business is greatly lacking today. We want to create opportunities that can make the whole business grow and develop,” says Joachim Tidemann.

Lotte Hagedorf also sees good development opportunities. She says: “For years, we have been ready to acquire an HR system that can meet our needs, so we are really looking forward to this opportunity.”

The project group with members from Group Finance, IT, DFDS Polska, Group Procurement, HR etc is now investigating the market and has initially shortlisted the potential providers to SAP, Microsoft, Oracle and Workday, all of whom are global providers and interesting possibilities. In April and May two-day workshops with each of the four potential providers will be conducted. The aim of the project is to select the provider before the summer and start the implementation phase in the autumn.

Phoenix Build Team visits Gothenburg

Knowing the business is one of the core components of any successful build team. And therefore, the Phoenix Build Team recently headed to Gothenburg to learn how the end-users use and have evolved Phoenix to fit the terminal’s needs.

The team had a tour of all business areas of Gothenburg. “We expect that this tour and the knowledge we gain will help us make Phoenix much more efficient and easier to use,” says John Smith, Phoenix developer.

“I wanted to get a deeper understanding of how Phoenix is used in conjunction with other systems, especially in terms of operations, and to understand the differences between each of the ports,” says David Whitehand, also developer of the Phoenix team.

The team also visited warehouses at the port and saw how the cassettes are taken from the ship to shed and then back onto the ship to be reused.

“Learning about how warehouses have to deal with the endless amount of cargo that gets shipped to Gothenburg was very interesting. And we ended the visit with a trip onto the bridge of Petunia Seaways where we met with Captain Anders Hall, which was also a great experience,” adds David.

“We would like to thank all the staff in Gothenburg including terminal, warehouse and Petunia Seaways, for making this rewarding trip a possibility. Being able to put yourself in the users’ shoes more accurately can only lead to better design decisions and help you provide a better experience for the users”, says Scott Smith, Phoenix developer.

 

Phoenix Build Team in Gothenburg

Phoenix Build Team in Gothenburg