Session - 77100

Peter Burns CIO High Liner Foods Inc

Pam MacKinnon Applications Manager

 High Liner Foods Manufacture, Market and

Distribute Frozen Seafood
Corporate Head Office is in Lunenburg, Nova
Scotia
We service all of North America
Worldwide Procurement
$680 Million in Sales
In business for 111 years

JD Edwards World since 1992

A9.1 on IBM i Series
Lotus Notes for email and collaboration
Q4Bis - Business Intelligence Tool
Reporting
Web Based Procurement
Lansa is the development tool for any
interfaces / bolt on applications

 Financials

General Ledger
Accounts Receivable
Accounts Payable
Fixed Assets
Budgeting
Multi currency

Purchasing
Procurement
MPS/MRP/DRP
Advanced Warehousing

 Manufacturing
Product Costing
Shop Floor
Manufacturing Accounting

Inventory
Lot/Location control
EDI

Sales Order processing

Sales Order entry
EDI
Advanced pricing

 Invoicing Program for cosmetic reasons

Two bug fixes that will be removed when JDE
issues fix.

 Strategy! Stop what we were doing Re-develop our

processes to adapt to the new software that already
had best practices built in.
We wanted to use the best practices in the software
Every modification costs $ and time to do the first
time, and again each time we upgrade the software
Focus our activities on transacting business not
modifying software. (IT and process owners)
Maintainability Easier, quicker and higher quality
support available from JDE
Lower cost of ownership maintenance and issue
resolution
Reduce risk

 Support and buy in from our CEO, then from

the executive.
Demonstrated faster, less risky and cheaper
implementation
Management wanted to simplify the way we
did business. We used this as a platform
Any modifications had to have the blessing of
the CEO and his executive. A complete
business case for any change had to be
presented. (None were)

 JDE is so flexible
Lots of Education
Followed and have adopted the JDE
implementation strategy
Strong Business Analysts
Lots of assistance from JDE Support to help
with work arounds to any issues!
Culture was to simplify the business process,
reduce complexity
Make the cost of modification very visible

 Our upgrade process is defined and takes a minimal

effort.
Maintenance effort reduced
Reduced Risk (upgrades, change impact)
Our Audit requirements have been reduced
We upgrade regularly to take advantage of new
features and patches.
Have been able to re focus IT staff to be business
partners rather than programmers
In 2008 acquired another company and more than
doubled in size

Focus is on strategic initiatives.

IT well respected
IT cost to business is less than 1% GS
Customer requirements are met