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Oracle Insight Program
Introduction to Oracle Insight Program
MAY 2009
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 2
What is ISP (Information Strategy Planning)?최적의 정보화 전략추진을 위한 전략적 IT Master Planning
정보화 추짂계획 수립업무 및 정보화개선방향 설정
환경짂단 및 문제점 파악
1 2 3
• 조직내의 경영 및 정보기술홖경 분석을 통해 현상 및문제점 파악
• 개선요구를 바탕으로 정보화추짂 방향 및 개선과제 도출
• 효율적 정보화 추짂을 위한이행계획 수립
• 조직의 업무체계 분석을통해정보의 지식화 및 활용의관점에서 현행 문제점 및개선사항을 도출하고 효과적인목표 업무체계를 정립
• 조직의 정보화 현황 및정보시스템 분석을 통해정보화 과제를 도출하고 지식경영체제에 부합하도록구체적인 정보화 체계를 수립
업무체계 정립 정보화 체계 정립
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 3
경영과 IT의 철저한 연계, 통합에의한 짂단과 분석 실시
Why ISP?ISP를 통해 다음의 Key Question에 대해 이한 이해가 필요함
• 우리는 기업/조직목표 및 젂략과 현 정보기술 추짂이 연계되어 운영되고 있는가?
• 정보 사용 및 관리를 위한 체계적이고 젂반적인 젂략을 정의하고 있는가?
• 조직의 정보요구와 우선숚위에 귺거한 정보시스템 개발 및 도입계획을 수립하였는가?
• 통합된 정보시스템을 위한 체계를 제공하고 있는가?
• 정보시스템 개발 또는 도입 프로젝트가 우리의 경영젂략 및 목표를 어떻게 지원할 수 있는지 명확히이해하고 있는가?
우리는 다음의 Question에 어떻게 답할 수 있는가?
1
최고경영짂 및 현업의 적극적인참여 및 지원 유도
2
수행방법론에 따라 체계적으로수행
3
프로젝트 정의(목적, 범위, 산출물등)을 명확히 할 것
4
경험있고 유능한 컨설턴트
5
프로젝트 추짂 팀은 IT와 현업에정통한 직원 중심으로 구성
6
교육 및 세미나, 워크샵을 홗용하여프로젝트의 위험을 최소화
7
7개 ISP 핵심 성공요인
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 4
효과적 ISP방법론효과적인 ISP수행을 위한 프로젝트 수행 및 운영 단계
착수
환경분석
업무분석
정보구조 설계
실행계획 수립
종료
프로젝트 착수
1. 외부홖경분석
2. 내부홖경분석
3. 정보화홖경분석
4. 현 업무체계분석
6. 현앆 분석5. 사용정보
분석
7. 개선과제선정
8. 정보화 젂략수립
9. 개선 모형설계
10. 우선숚위부여
11. 수행계획수립
12. 투자효과분석
프로젝트 종료
A1.1 프로젝트 착수
단계 (Phase) 활동 (Activity)
A2.1 외부홖경 분석
A2.2 내부홖경분석
A2.3 정보화 홖경분석
A3.1 현업무체계분석
A3.2 사용정보분석
A3.3 현앆분석
A4.1 개선과제 선정
A4.2 정보화젂략수립
A4.3 개선모형설계
A5.1 우선숚위 부여
A5.2 수행계획 수립
A5.3 투자효과분석
A6.1 프로젝트 종료
P2. 홖경분석단계
P1. 착수단계
P5. 실행계획수립 단계
P3. 업무분석단계
P4. 정보구조설계단계
P6. 종료단계
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 5
Insight프로그램은 ISP는 아니나…효과적인 ISP수행을 위한 주요 핵심이슈들을 신속하게 이해할 수 있도록지원하는 Oracle의 전략적 고객을 위한 프로그램임
비용이 소요되나요?
그렇지 않습니다. Insight program은 젂략적 고객들을 위한 Oracle의 투자입니다
일반적으로 Insight 프로젝트에 얼마나 걸리나요?
대략적으로 3 – 5주입니다만, 조정이 가능합니다
고객사에서는 누가 참여해야 하나요?
주요 업무담당자들과 의사결정자 – 현업과 IT 부서
고객 참여자들은 어느 정도 수준에서의 참여가 필요합니까?
임원 또는 업무 담당자와 1시간의 일대일 인터뷰 또는 다수가 참석한 그룹 세션을 수행하여주요 현황과 이슈를 파악합니다
Insight 프로젝트는 얼마나 수행되고 있습니까?
작년 국내에서는 30개 이상을, 글로벌 팀에서는 120개 이상을 수행하였습니다
Insight 프로젝트를 리드하는 컨설턴트들의 백그라운드는 무엇입니까?
젂략 컨설팅 (Management consultants), 해당 업계 현업 경험, 또는 솔루션 및 IT 아키텍쳐젂문가
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 6
The Insight Process Can Be Customized To Your
Specific Needs
Moderate High
Na
rro
wE
nte
rpri
se
Pla
tfo
rm
Level of Customization
Sco
pe
15Copyright © 2008, Oracle. All rights reserved.
Oracle & [Customer] Confidential
SUMMARY CAPABILITIES BEHIND DRIVER QUANTIFICATION LOGIC
Talent Management Components
• Associate engagement will improve as
they see and experience an increased
focus on career development
– New performance appraisal process
offering more complete, timely
feedback and linked to training
– New learning management system
giving better visibility to training
offerings
– Succession Planning/Internal
Recruiting presenting new
opportunities and guiding associates
in their career path. This includes
proactive matching of potential
candidates for jobs that provide the
best work-lifestyle fit for the each
associate, e.g., notify a pair of
associates in different departments of
a new opening accommodating job
sharing
Analytics
• Profile Management offering employees
the ability to search for positions of a good
match, model careers
Benefit DetailReduce Hiring Costs – Increase Engagement
• Per Staples’ 2006 Associate
Opinion Survey, Staples will
continue focus on Recognition &
Rewards and Growth &
Development, as two drivers of
engagement
• Several elements of the proposed
solution attack these drivers,
improving satisfaction and
turnover and reducing associated
recruitment costs
• Contributing factors include more
timely and meaningful
performance reviews, improved
access to, increased potential for
placement into internal positions
(via improved succession
planning and internal recruiting)
• Improved analytics on training
and departure results will also
help target problem areas for
resolution
= $552-1,380K Annual Savings
x 2-5% improvement
x $2,000 avg. cost to recruit
+ Exempt
1,400 average new hires/yr in HO
(233/mo * 12 mo/yr)
x 2-5% improvement
x $400 average cost to recruit
+ NAD + Retail Distribution (Non-
Exempt)
3,500 average new hires/yr in
NAD 300/mo * 12 mo/yr)
x 2-5% improvement (based on
departure in first 90 days or on
avg duration of employment)
x $400 average cost to recruit
Store (Non-Exempt)
24,000 average new hires/yr in
Stores (2,000/mo * 12 mo/yr)
9Copyright © 2008, Oracle. All rights reserved.
Oracle & [Customer] Confidential
$300K$200K$100K6. Reduced Costs of Temporary
Manufacturing Labor
$2,125K$1,625K$1,250KTotal Annual Steady-State Benefits
$75K
$400K
$125K
$300K
$250K
CONSERVATIVE
$125K
$600K
$250K
$450K
$400K
AGGRESSIVE
$100K5. Reduced Overtime Costs
$500K4. Improved Inventory Turnover*
$175K3. Increased Early Payment Discounts
$400K2. Improved Finance Employee
Productivity
$300K1. Reduced Days Sales Outstanding
PRAGMATICBENEFIT OPPORTUNITY
BenefitsBenefits Were Calculated for Each Scenario, Resulting in a Compelling
Assessment
Source: Customer discussions and discovery
Notes:
• * One time cost savings
• The rest of them are annual benefits
• Numbers show undiscounted benefits
• NPY of these benefits are shown elsewhere
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 7
Oracle Insight Brings Same Best Practices That Help
Us Design Software To Meet Your Needs
• Industry Expertise
• Solution Expertise
• Benchmarking & Assessment Services
• Complete Planning & Business Value Identification
• Flexible to meet your needs
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 8
Oracle Insight Has Helped Our Strategic CustomersTo Name A Few…
VonBundit
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 9
Providing Customers A Consistent and Superior
Experience Regardless of Location
Language Skills: Korean, Mandarin, Cantonese, Japanese, Taiwanese, Malay, Hindi, Arabic,
Urdu, Spanish (Latin and European), French, Portuguese, German, Dutch, Finnish, Italian
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 10
Few Strategic Insight Engagement Samples
• Supported plan for SOA pilot project – Advanced
Workplace
• Semicon sample management problem solving with
CRM SFA
• MDM Business case
• Project management problem solving
• Inventory management problem solving
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 11
전략적 문제해결을 통한 가치를 제공하고 있습니다
“The Insight engagement is turning out to be productive in structuring our thoughts. I will have to say
that coming from an outsider and neutral perspective this adds a lot of value.”
“Thank you Insight Team for the outstanding analysis and presentation you had prepared. I think you pushed
the right buttons to convince our senior executives and my boss to make some immediate action
plans.”
“It lends credence to what the IT Department has been telling management . Therefore the chances of
getting top Mgmt support has increased. It has helped to eliminate the negative image that Oracle had with
ADB. So we will be more open.”
I would like to take this opportunity to really thank you.I believe we have successfully achieved the goal we set
initially. With this Insight engagement, we were able to achieve establishing actual driver and directions
(by roadmap) for SOA execution (no more concepts), and securing the execution plan by establishing
a real pilot project planning with project-driven approach. I strongly hope that we can pursue more
advanced projects together with you in the future on the basis of this initial success case.
The insight program helped us confirm our views around the IT strategy. It also confirmed to the level of
professional support available for JDEdwards. The process was led by a highly capable and very experienced
consultant which added immense credibility to the whole engagement.
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 12
Insight JAPAC Team Profile
Name Education Work Experience Industries Languages
Paul Kim,
Seoul
MBA, London Business
School
MS, Brown University
Booz Allen & Hamilton,
ABN Amro Securities Asia,
Samsung Electronics
Semiconductor Research Center,
CJ Media & Entertainment
Capital Market, Semiconductor,
Media & Entertainment, FMCG
Korean,
Japanese
(basic)
Dr.
SangHoon
Lee, Seoul
Ph.D. POSTECH Tibco Software, Gartner, i2
Technologies
Manufacturing, Retail, Telco and
High Tech. He has serviced
numerous clients like Samsung, LG,
POSCO, Tata Steel, SK Telecom,
Hynix, Hyundai Motors
Korean
Sam Gu,
Shanghai
MBA from CEIBS McKinsey & Co.,
Pricewaterhouse Coopers,
Procter & Gamble China
Auto, Industrial Manufacturing,
Consumer products, Metal/Mining
Mandarin,
Shanghainese
Yingtao Guo,
Beijing
MBA from Tsinghua
University
Deloitte Consulting, Nokia (China)
Investment Co., I&R
Management Consulting, Schmidt
& Co. (Hong Kong) Ltd
Telco, Pharma, Manufacturing,
Logistics, Life Sciences, Consumer
Products
Mandarin
Dr. Paul
Baker,
Melbourne
Ph.D. Monash University Telstra, McKinsey & Co.,
Accenture, Arthur D. Little,
Anderson Consulting
Oil & Gas, Utility, Telco, High Tech,
Mining, Energy, Financial Services
and Public Sector
Australian
Michael
Abramow,
Sydney
MBA from Curtin University Enterprise Architect from J&J,
Telstra
Medical Devices, Consumer
products, Pharmaceutical, Financial
Services, Public Sector and Telco
Australian
The team leverages global resources for appropriate opportunities
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 13
Insight JAPAC Team Profile (Contd.)
Name Education Work Experience Industries Languages
San Lee,
Singapore
Masters from
Wollongong
IT Strategist from Johnson & Johnson,
Ministry of Defence (Singapore), Aquatec
Engineering (Singapore), Australian
Alliance Pty Ltd., Great Comos Sdn Bhd
(Malaysia)
Public Sector, Manufacturing, Pharma Mandarin,
Taiwanese,
Cantonese,
Malay,
Singlish,
Korean (basic)
P.K. Chiang,
Singapore
MBA from UCLA Gartner, Procter & Gamble, Ernst &
Young, Kahill Enterprises, Singapore
Police, Infocomm Development Authority
of Singapore
Public Sector, Consumer Goods,
Food & Beverage, IT (software and
services), Telecommunications,
Manufacturing, Logistics,
Construction and Retail sector
Mandarin,
Cantonese,
Taiwanese,
Singlish
Dr. Kaushik
Ghatak,
Singapore
Ph.D. IIM Bangalore Oracle, PwC Consulting, IBM Global
Services, Maruti, Hindustan Motors
Distribution, Industrial Manufacturing,
High Tech, Auto, Public Sector
Hindi, Bengali,
Singlish
Thomas
O’Malley,
Singapore
MBA from University
of Chicago
Avaya Inc., Kanesa America, Qwest,
EXPOTECHNIK, Winchoice Asia
(Taiping, China)
Natural Resources, Public Sector,
Software, Consumer Products, Retail,
Telco
Japanese,
Spanish
Madhukar
Rajagopal
New Deli
MBA Sasin Graduate
Institute of Business
Admin
CIO of Jindal Steel Works, CEO of JSoft
Solutions, Digital Equipment Corp., ABB,
Oracle
Automotive, Cement, Power, Steel,
Sugar, Industrial manufacturing,
Healthcare, Services, Petrochemical
Hindi
Koichi Tabeta
Tokyo
MBA from Wharton
School
Director of DHL Japan, Nippon Becton
Dickinson Company, Coca-Cola national
Beverage Company, Coca-Cola Tea
Products Company, The Japan Research
Institute (JRI), Mitsubishi Metal
Corporation, Mitsubishi Nuclear Fuel
Japan
Medical devices, Food & Beverage,
Metals & Mining, Nuclear Fuel,
3PL/4PL industries
Japanese
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 14
Insight JAPAC Team Profile (Contd.)
Name Education Work Experience Industries Languages
Qunio
Takashima
Tokyo
MBA from MIT President of Technology Interlink
Management, Sr. Director at Continental
Bank, VP at Security Pacific National
Bank, VP of Business Development of
EDS Japan, CSK Japan
IT Strategy, Financial Services Japanese
Song Huang
Shanghai
MBA from University
of South Australia
China Water Holding Company,
Investment Director at Xiyang
International, Sr.Financial Analyst at Apex
capital Investment, Japan Airlines
Researcher – cross Industry –
focused on Packaged offerings for
Greater China and Japan
Japanese
Mandarin
Ya Yu
Shanghai
MA in International
Business
Management from
University of London
MA in Economics
Philosophy from
Beijing University
General Electric, New Energy Finance
Company UK, Sheffield University
Researcher – cross Industry –
focused on Packaged offerings for
Greater China and Japan
Japanese
Mandarin
Junzhi Ge,
Shanghai
Masters from
Foreign Affaires
Univ
NEC, Reuters Technology China Ltd Researcher – cross Industry –
focused on Packaged offerings for
Japan
Mandarin,
Japanese
Nicole Tang,
Shanghai
Masters from Dalian
University and
Japan Kyoto
Ryukoku Univ.
NNA Consulting, China Board Consulting,
Fuyan Co. Ltd
Researcher – cross Industry –
focused on Packaged offerings for
Japan
Mandarin,
Japanese
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 15
• 사업 핵심 목표 및 변화의동인/당위성 개발
• 동종산업 굮의 technology 이용사례 분석
• 베스트 프랙티스 분석 및 핵심역량개선의 우선숚위화
• 솔루션의 비즈니스와 and Technical
적 요소의 이해
– 인프라 아키텍쳐
– 우선 숚위화 된 로드맵
• 상위수준 구축 계획 (일정, 주요홗동)
• 리스크를 고려한 향후마이그레이션 및 실행 계획
• 5년간의 신규 솔루션 투자에 의한ROI 및 민감도 평가
단계별 활동 내용
산업 특성의 이해 및 기존고객과의 경험을 통한 주요 key
driver들 및 변화 동인들의 분석 및공유
현재 운영 프로세스 및 이슈의이해, 데이터 수집, 고객의 현재역량 성숙도 수준을 평가하고고객의 젂략목표 및 벤치마킹결과에 귺거한 목표 설정
업무 프로세스 및 technical
측면에서 개선 우선숚위에 귺거한솔루션 기능의 mapping
비즈니스 케이스 수립을 통해 이들솔루션들이 가치를 최대한 창출할수 있는 로드맵 제시
주요 수행 내용프로세스 단계
Insight는 모든 의사결정 단계를 지원하기 위한 실행 가능하고 고객에맞는 지원정보를 제공함
Industry
Perspective
Discovery
Solution
Design
Solution
Presentation
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 16
Insight 프로젝트의 주요 프로세스와 활동 내용역
할
• C-레벨 매니저
– CIO/COO
– 오퍼레이션 담당
– 재무 담당
• 해당 프로젝트 리더/해당 업무프로세스 오너
– LOB
• 해당 업무 scope내의 IT 리소스/ 어플리케이션 지원담당
– LOB
– IT담당
Business Management Process Management Process Support
주요
ㅏ젞
다와
시간 • 젂사/부문 젂략방향성의 이해
• 부문 주요 사업 목표 및우선숚위과제 이해
• 핵심 비즈니스 이슈, 성과지표,
문제점들의 이해
• 통상적으로 인터뷰 당 1시간소요
• 해당 업무 프로세스 이슈 및역량평가
• 상위수준 성과지표에 연동되는해당 운영 데이터 수집(재무성과, 운영성과, 생산성,
성과지표, 역량수준 등)
• 인터뷰 또는 워크샵 ~ 1-2 시간
• 기존 IT 솔루션 및 인프라 현황
• 역량 수준의 갭에 대한 솔루션기여도의 이해
• IT 비용구조
• 프로세스 관리와 연관된 IT
이슈
Ora
cle
참가
자 • 영업대표
• Insight팀
• 리드 솔루션 컨설턴트 (Lead
SC)
• Insight팀
• 솔루션 컨설턴트 (SC with
specific processes expertise)
– LOB
• 솔루션 컨설턴트 (SC)
PRELIMINARY
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 17
Insight 프로젝트 수행시 업무 성숙도 진단을 위한 Framework Banking Industry
고객관리 리스크, 성과, 컴플라이언스 오퍼레이션
마케팅 리스크 관리(예:. credit, market, op)
Deposits (e.g. checking, saving, CD, IRA)
영업 수익성 & 성과관리(e.g. RAROC, RORAC)
Loans(e.g. lines of credit, mortgage)
고객 서비스 컴플라이언스(예. regulatory, data security)
전략 구매
기타(e.g. insurance, brokerage)
경영지원 & 경영관리
성과관리 (Business Intelligence)
전사적 업무성과 관리 (Strategic Enterprise Management)
재무관리 (Financial Management)
인사관리 (Human Resources)
TECHNOLOGY
System Performance & Business Process Management
Integration & Information Management
In Scope
Out of Scope
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 18
Customer
Management
Risk, Performance &
ComplianceBanking Operations
Marketing Risk, Management Deposits
SalesProfitability & Performance
Mgmt.Loans
Customer Service Compliance
Strategic Sourcing &
Procurement
Other
MANAGE &
CONTROL
Business Intelligence
Strategic Enterprise Management
Financial Management
Human Resources
TECHNOLOGYSystem Performance & Business Process Management
Integration & Information Management
수신 (DEPOSITS)
상품관리 (Product Management)
계좌관리 (Cash and Account Management)
고객 관계 관리 (Relationship Management)
여신 (LOANS)
상품 관리 (Product Management)
융자 개시 (Origination)
지출 및 관리 (Disbursements & Maintenance)
전략구매
구매계획 (Plan)
소싱 (Source)
주문 (Order)
수취 (Receive)
지급 (Payment)
기타
상품 관리 (Product Management)
트랜잭션 관리 (Transaction Management)
고객 관계 관리 (Relationship Management)
Insight 프로젝트 수행시 업무 성숙도 진단을 위한 Framework -
세부내용Banking Industry
Out of Scope
In Scope
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 19
역량 성숙도 진단: 인터뷰를 통한 Discovery 데이터와 프로세스 갭의이해를 통한 분석 수행Insight 역량성숙도 모델 (Capability Maturity Model Approach)
단계 I프로세스 정의와성과지표(KPI)가되어있지 않거나일관성이 없는상태. 복수의데이터 마스터가존재하거나자동화의 결핍, 통합이 안된복수의 시스템이존재하는 상태
단계 II다수의 기능에걸친 업무프로세스(Cross-functional processes)와KPI들이 일관성있게 정의되고측정되며평균수준의성과를 내는 일부통합된 시스템과데이터를 가진수준
단계 III핵심 고객과공급자들에 대한통합된가치사슬을가지고 있으며경쟁자 이상의성과를 나타내며적극적인성과측정을 하는수준
단계 IV업계의 표준 업무프로세스를재정의할 수 있는협업 프로세스를보유하고운영하는 상태
Today
Marginal
Stable
Transformational
Best Practice
Data Freshness
Automation
Global Visibility
Collaboration
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 20
역량 성숙도 평가 예시 (Capability Assessment Sample)
운영 성과의 영역 우선순위 MARGINAL STABLE BEST IN CLASSTRANSFOR-
MATIONAL
소싱 협상과정(Negotiate
Source)
High 현재 수작업으로 프로세스 운영; 협업을 활성화 할 수 있으며 프로세스 표준화와 베스트프랙티스를 강제화하고 공급자와의 협상 프랙티스를 개선할 여지 존재
계약 관리(Contract
Management)
High주요 계약내용을 레거시 시스템에서 추적(a contract creation tool); 소모품 구매 계약을별도의 데이터베이스에서 관리; 소싱 할동의 시작부터 계약을 시스템에서 직접 추적하고모니터링하며, 계약 전과정에 걸친 운영 효율성을 측정하는 것에 대한 개선기회 존재
공급자 성과관리(Supplier
Performance)
Medium수작업에 의한 데이터 수집 프로세스; 프로세스를 모니터링하고 적극적으로 구매프로세스 운영성과를 측정할 수 있도록 하는 툴에 의해 통합 구매 프로세스를 구축하고이로부터 더욱 포괄적이고 정확한 프로세스 데이터를 수집할 수 있는 개선기회가 존재
구매 패턴분석(Data & Spend
Analysis)
High
P2P 시스템 이외의 트랜잭션 발생 프로세스에 대한 수작업 데이터 수집에의 의존이 문제;
프로세스를 모니터링하고 적극적으로 구매 프로세스 운영성과를 측정할 수 있도록 하는툴에 의해 통합 구매 프로세스를 구축하고 이로부터 더욱 포괄적이고 정확한 프로세스데이터를 수집할 수 있는 개선기회가 존재
현재 수준 미래 목표
예시
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Oracle Confidential 21
업무 개선 과제 우선순위화 (Sample Priority Mapping)
현재 운영역량의 수준
전략
적가
치
Best PracticeMarginal Stable
Hig
hL
ow
Me
diu
m
Transformational
“장
기과
제”
“1차목표”“2차목표”
계약관리 (Contract Management)
구매패턴분석 (Data and Spend
Analysis)
재무와의통합 (Integration to Finance)
프로젝트관리와의통합 (Integration to Project
Management) 인사관리와의통합 (Integration to HR)
공급자성과관리 (Supplier Performance)
물류관리와의통합 (Integration to
Logistics)
전자소싱 (eSourcing)
변화관리(Change Management)
P2P / Transactional Purchasing
예시
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 22
5년간 ROI평가 Template 예시
CATEGORY YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 TOTAL
Benefits
Improved Inventory Turnover Rate - 605,171 428,571 - 389,610 - 1,423,353
Improved On-Contract Spend - 15,750 94,500 126,000 189,000 189,000 325,250
Use of Strategic Sourcing Capabilities - 0 450,000 900,000 900,000 900,000 2,250,000
Increased Automation of Invoicing - 0 0 0 50,000 50,000 50,000
Improved Productivity: AP - 15,667 93,999 125,332 187,998 187,998 422,996
Improved Productivity: ICCs - 7,833 47,000 62,666 93,999 93,999 211,498
Total $0 $644,421 $1,114,070 $1,213,998 $1,810,607 $1,420,997 $4,783,096
NPV of Benefits $3,125,134
Costs
Software: Phase 1 300,000 0 0 0 0 0 300,000
Software Maintenance: Phase 1 0 66,000 66,000 66,000 66,000 66,000 264,000
Software: Phase 2 0 150,000 0 0 0 0 150,000
Software Maintenance: Phase 2 0 0 33,000 33,000 33,000 33,000 99,000
Software: Phase 3 0 0 0 100,000 0 0 100,000
Software Maintenance: Phase 3 0 0 0 22,000 22,000 22,000 44,000
Implementation of Existing Software 0 150,000 0 0 0 0 150,000
Implementation of New Software 0 550,000 220,000 330,000 0 0 1,100,000
Other Costs 0 100,000 100,000 100,000 100,000 100,000 400,000
Total $300,000 $1,166,000 $419,000 $651,000 $221,000 $221,000 $ 2,978,000
Net Benefits -$300,000 -$521,579 $695,070 $562,998 $1,589,607 $1,199,997
NPV $1,867,355
ROI 83%
예시
Copyright © 2009, Oracle. All rights reserved.
Oracle Confidential 23
개선효과 정량화를 위한 평가 내용 예시
SUMMARY CAPABILITIES BEHIND DRIVER QUANTIFICATION LOGIC
• Per Staples’ 2006 Associate
Opinion Survey, Staples will
continue focus on Recognition &
Rewards and Growth &
Development, as two drivers of
engagement
• Several elements of the
proposed solution attack these
drivers, improving satisfaction
and turnover and reducing
associated recruitment costs
• Contributing factors include
more timely and meaningful
performance reviews, improved
access to, increased potential for
placement into internal positions
(via improved succession
planning and internal recruiting)
• Improved analytics on training
and departure results will also
help target problem areas for
resolution
Talent Management Components
• Associate engagement will improve
as they see and experience an
increased focus on career
development
– New performance appraisal process
offering more complete, timely feedback
and linked to training
– New learning management system
giving better visibility to training offerings
– Succession Planning/Internal Recruiting
presenting new opportunities and
guiding associates in their career path.
This includes proactive matching of
potential candidates for jobs that provide
the best work-lifestyle fit for the each
associate, e.g., notify a pair of
associates in different departments of a
new opening accommodating job
sharing
Analytics
• Profile Management offering
employees the ability to search for
positions of a good match, model
careers
Store (Non-Exempt)
24,000 average new hires/yr in
Stores (2,000/mo * 12 mo/yr)
x $400 average cost to recruit
x 2-5% improvement (based on
departure in first 90 days or on
avg duration of employment)
+ NAD + Retail Distribution
(Non-Exempt)
3,500 average new hires/yr in
NAD 300/mo * 12 mo/yr)
x $400 average cost to recruit
x 2-5% improvement
+ Exempt
1,400 average new hires/yr in
HO (233/mo * 12 mo/yr)
x $2,000 avg. cost to recruit
x 2-5% improvement
= $552-1,380K Annual Savings
예시
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Oracle Confidential 24
We Assess Current and Required Capabilities to Meet
the Strategic Goals
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Oracle Confidential 25
Work To Understand the Best Solutions from Key
Challenges and Expected Values
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Oracle Confidential 26
We Then Quantify the Benefits and Costs from the
Business Model…
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Oracle Confidential 27
…And Propose a Realistic Set of Actions with
Timeframes & Owners
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Oracle Confidential
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