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IBM Romania
© 2007 IBM Corporation2
Primul pas: ERP?
1. Aliniere a IT-ului cu strategiile si obiectivele de business ale clientului – Express Value Creation
2. Identificare / prioritizare a proceselor care trebuiesc reproiectate – Component Business Modeling
3. Reproiectare procese – Business Process Re-engineering
4. Identificare, documentare, simulare a proceselor actuale – WebSphere Business Process Modeler
5. Implementare aplicatie de gestiune a resurselor intrepriderii - ERP
IBM Romania
© 2007 IBM Corporation3
Implementare aplicatie de gestiune a resurselor intreprinderii - ERP
Beneficiile implementarii unui sistem ERP:1. Functionalitati complete2. Integrare3. Trasabilitate4. Automatizare5. Expertiză consistentă pe domenii de
afaceri.
Adaptare la specificul clientului:1. Structura organizationala2. Roluri si responsabilitati, utilizatori3. Nomenclatoare4. Procese
Procese:1. Actuale?2. Sunt definite, documentate?3. Ale aplicatiei, daca exista?4. Este posibila adoptarea lor?5. Procese reproiectate?
Date Operative
Utilizator
Utilizator
Utilizator
Sistem de gestiune a inteprinderii (ERP)
IBM Romania
© 2007 IBM Corporation4
Pasul -1?
1. Aliniere a IT-ului cu strategiile si obiectivele de business ale clientului – Express Value Creation
2. Identificare / prioritizare a proceselor care trebuiesc reproiectate – Component Business Modeling
3. Reproiectare procese – Business Process Re-engineering
4. Identificare, documentare, simulare a proceselor actuale – WebSphere Business Process Modeler
5. Implementare aplicatie de gestiune a resurselor intrepriderii - ERP
IBM Romania
© 2007 IBM Corporation5
Identificare, documentare, simulare a proceselor actuale – WebSphere Business Process ModelerCe face acest produs?1. Utilizatorii (non-IT) inteleg si-si transforma
procesele prin modelare, simulari, analiza, raportare si colaborare: Intelegerea modelelor de business favorizeaza
amortizarea investitiilor
Adaugarea de masuratori permite definirea principalilor indicatori de performanta (KPIs)
Adaugarea de metrici permite masurarea performantei proceselor de business
Integrarea cu WebSphere Business Monitor asigura stocarea valorilor masuratorilor si metricilor in vederea crearii de rapoarte relative la performantele proceselor de business – fara programare!
2. Utilizatorii IT sunt cei care exporta aceste modele in mediile de dezvoltare aplicatii (aplicatii ERP)
Procese:1. Ce procese exportam?
IBM Romania
© 2007 IBM Corporation6
What next?
1. Aliniere a IT-ului cu strategiile si obiectivele de business ale clientului – Express Value Creation
2. Identificare / prioritizare a proceselor care trebuiesc reproiectate – Component Business Modeling
3. Reproiectare procese – Business Process Re-engineering
4. Identificare, documentare, simulare a proceselor actuale – WebSphere Business Process Modeler
5. Implementare aplicatie de gestiune a resurselor intrepriderii - ERP
IBM Romania
© 2007 IBM Corporation7
IBM Strategy & Change
Una din cele mai mari echipe de consultanta strategica pe plan mondial
3,000 de consultanti in strategie in 25 de tari
Expertiza in mai mult de 17 industrii
Business Strategy
Focus pe problemele strategice, la intersectia dintre busines, clienti, si IT
Operations Strategy
Imbunatatire a eficientei modelului actual de operare, a proceselor actuale, proiectare si implementare de noi procese care sa sprijine inovarea business-ului
Organization Change Strategy
Reproiectare si aliniere a organizatiilor in vederea asigurarii transformarii business-ului si a noilor forme de conducere
Technology Strategy
Examinare a modurilor in care IT-ul poate contribui la reducerea costurilor, mari productivitatea, si asigura eficienta pentru strategiile activitatilor de baza
Operations Strategy; IBM Strategy and Change
IBM Romania
© 2007 IBM Corporation8
Portofoliul IBM de solutii de imbunatatire a operarii
Top-Down, Cost Driven Change(Strategic Profit Improvement)
Focus resources on critical activities Top-down analysis of revenues, costs, &
operational efficiency End-to-end approach to process review &
operational improvement Positions for future growth (strategic) Requires top executive mandate / support
due to the magnitude of change
Long Term, Continuous Process Improvement (Lean Sigma)
Focus on reduction of process variance (sigma) Prepare for on-going improvement Top-down cultural shift Links operational improvements to financial drivers Data driven change Long-term strategic review of revenues, costs and
value chain Requires long-term commitment of executive mgmt
Issue Driven, Process-Based Change(Rapid Process Change) Focus on achieving tangible operating improvement
results in accelerated timeframe Encourages continuous improvement by providing
training for internal resources Drives speed-to-benefit of actual change vs. theoretical
recommendation Efficient approach to identify broken or missing processes and analyze Provides front-to-back evaluation module to estimate value creation Requires strong sponsor support and dedicated team
Strategic, Process Driven Change(Operational Transformation Method)
Integrates improvements across people, process, and technology components
Links strategic direction and core capabilities to process design and technology improvements
Longer term implementations of new technologies, organizational structures and skill sets
Incorporates change management throughout effort to increase likelihood of success
Requires long-term commitment and support of executive management
IBM offers four different operational improvement approaches that each deliver value to clients in different situations. Although one of our existing solutions may meet most of a client’s needs, our
philosophy is to tailor the approach to meet the specific program objectives and client culture
OTM
LeanSigm
a
RPC
SPI
IBMOperational
Improvement Solutions
IBM Romania
© 2007 IBM Corporation9
RPC asigura beneficii clientilor nostri: cash, venituri, reducere a costurilor
Client Investment/fees Annual Savings Revenue One Time Cash
Virgin Entertainment ~ $0.3 million $ 3.5 million $ 2.6 million incremental sales
Warner Home Video $0.6 million $ 15.0 million
12 projects @Technology Co
~$2.3 million $17.3 million $16.0 million incremental sales
2 projects @ Consumer Goods Co
~$0.8 million $ 4.0 million $1.0 million 1st year; growing thereafter
$2.0 millionworking capital
Technicolor/Thomson ~$0.3 million $50-100 million lost sales avoided
Nestle/ICP ~$0.8 million $10.2 million $5.7 million working capital
Veba Electronics ~$0.5 million $ 2.1 million $8.0+ million working capital
Deluxe Labs $0.3 million $ 4.6 million
Union Pacific ~$0.75 million $38.0 million
Abgenix ~$0.5 million $ 2.5 million
Pioneer Electronics $0.3 million $ .5 million
Genentech ~$0.5 million $ 2.2 million $5 million
Totals ~$ 8.0 million $99.9 million $70-120 million + $20.7 million +
For each $1
invested in RPC
our clients have
realized > $11 of
annualized savings
Sample Project Results
IBM Romania
© 2007 IBM Corporation10
1. Care sunt procesele care trebuiesc reproiectate? 2. Toate?3. Care da, care nu?4. Cum stabilim acest lucru?5. Prioritati?
IBM Romania
© 2007 IBM Corporation11
CBM!
1. Aliniere a IT-ului cu strategiile si obiectivele de business ale clientului – Express Value Creation
2. Identificare / prioritizare a proceselor care trebuiesc reproiectate – Component Business Modeling
3. Reproiectare procese – Business Process Re-engineering
4. Identificare, documentare, simulare a proceselor actuale – WebSphere Business Process Modeler
5. Implementare aplicatie de gestiune a resurselor intrepriderii - ERP
IBM Romania
© 2007 IBM Corporation12
Production Administration
Product FulfillmentSales
Marketing Campaigns
Product Directory
Credit Administration
Customer Accounts
General
Ledger
Document Management
Customer Dialogue
Contact Routing
Staff
Administration
Business
Administration
New Business
Development
Relationship Management
Servicing& Sales
Product Fulfillment
Financial Control and Accounting
Business Planning
Sector Planning
Portfolio Planning
Account Planning
Sales Planning Fulfillment Planning
Business Unit Tracking Sales
ManagementCredit
AssessmentReconciliation
Compliance
Staff Appraisals
Relationship Management
Sector Management
Product Management
Fulfillment Planning
Component Business Model este o reprezentare tabelara a business-ului unei companii
Direct
Control
Execute
An Operational Level characterizes the scope of decision making.
The three levels used in CBM are:
Direct (about strategy, overall direction and policy)
Control (about monitoring, managing exceptions and tactical decision making)
Execute (about doing the work)
An Operational Level characterizes the scope of decision making.
The three levels used in CBM are:
Direct (about strategy, overall direction and policy)
Control (about monitoring, managing exceptions and tactical decision making)
Execute (about doing the work)
A Business Component is a part of an enterprise that has the potential to operate autonomously, for example, as a separate company, or as part of another company.
A Business Component is a part of an enterprise that has the potential to operate autonomously, for example, as a separate company, or as part of another company.
Business Competencies, defined as large business areas with characteristic skills and capabilities, for example, product development or supply chain.
Business Competencies, defined as large business areas with characteristic skills and capabilities, for example, product development or supply chain.
IBM Romania
© 2007 IBM Corporation13
Communications Sector: Available CBMs
Telco Media & Entertainment
Feature production and theatrical distribution
Television production and distribution
Home video/DVD distribution
TV and cable broadcasting networks
Consumer trade publishing (books)
Video game publishing
Internet services
Common components Energy & Utilities
Network revitalization
Operations transformation
IBM Romania
© 2007 IBM Corporation14
Financial Services Sector: Available CBMs
Financial Markets Credit Card Retail Banking
Activity Based Retail Bank Component Map
Competency Based Retail Bank Component Map
Combined Retail Bank Component Map Private Banking Family Office Transaction Banking Insurance
Property & Casual
Life
Group
ReInsurance
IBM Romania
© 2007 IBM Corporation15
Industrial Sector: Available CBMs
Metals Steel Fashion Automotive Trucking Suppliers Automotive Dealers Electronics
Semiconductors
LCD PCP
Capital Equipment
Contract Manufacturing
Consumer Electronics
Video Games
Industrial Automation
Medical Equipment
Personal Communications
Photography
White Goods Chemicals & Petroleum Aerospace & Defense
IBM Romania
© 2007 IBM Corporation16
Public Sector: Available CBMs
GovernmentTrade, Border Protection, and Transportation Security
Road User Charging
Social Services
Social Services Organization
Tax Administration
Defense Education Healthcare
Healthcare Payer
Healthcare Provider Pharmaceutical Industry Map
IBM Romania
© 2007 IBM Corporation17
Distribution Sector: Available CBMs
Consumer Products Retail Travel & Transportation
Airlines
Trucking
Hotel
Rail
Container Shipping Lines
IBM Romania
© 2007 IBM Corporation18
Other CBMs
IT Component Business Model IT Service Provider Accounts Payable CBM Universal Map – Version 1.1
IBM Romania
© 2007 IBM Corporation19
Rezultatul Workshop-ului CBM: necesitati prioritizate de transformare a core business-ului companiei
BOM dimensions of Component X
Process Business Process 1 Business Process 2 Business Process 6 Business Process 8
IT infrastructure Technical architecture Information Architecture Technology Infrastructure
People
Assets
Governance
Alliances
Base level
Competi- tive level
Differen-tiated level
Current and required competitive level
Cost Savings
Revenue Constraint
Reputational Impact
H / M / LH / M / LH / M / LH / M / L
H / M / LH / M / LH / M / LH / M / L
H / M / LH / M / LH / M / LH / M / L
H / M / LH / M / LH / M / L
H / M / LH / M / LH / M / L
H / M / LH / M / LH / M / L
H / M / L H / M / L H / M / L
H / M / L H / M / L H / M / L
H / M / L H / M / L H / M / L
H / M / L H / M / L H / M / L
Business Impact
Quantitative and qualitative financial impact evaluations (scenario based)
Text descriptions for competitive levels may be available (step 6.1)
Ce legatura exista intre aceste procese, componente, care vor suferi transformari, si strategiile si obiectivele de business ale companiei?
IBM Romania
© 2007 IBM Corporation20
EVC – First step!!
1. Aliniere a IT-ului cu strategiile si obiectivele de business ale clientului – Express Value Creation
2. Identificare / prioritizare a proceselor care trebuiesc reproiectate – Component Business Modeling
3. Reproiectare procese – Business Process Re-engineering
4. Identificare, documentare, simulare a proceselor actuale – WebSphere Business Process Modeler
5. Implementare aplicatie de gestiune a resurselor intrepriderii - ERP
IBM Romania
© 2007 IBM Corporation21
Inovarea in afaceri!
1. Aliniere a IT-ului cu strategiile si obiectivele de business ale clientului – Express Value Creation
2. Identificare / prioritizare a proceselor care trebuiesc reproiectate – Component Business Modeling
3. Reproiectare procese – Business Process Re-engineering
4. Identificare, documentare, simulare a proceselor actuale – WebSphere Business Process Modeler
5. Implementare aplicatie de gestiune a resurselor intrepriderii - ERP
IBM Romania
© 2007 IBM Corporation22
Industry Sectors Service Lines
Strategy & Change
Supply Chain Management
Human Capital Management
Customer Relationship Management
Financial Management
Business Transformation Outsourcing
Application Services
Fin
an
cia
l S
erv
ice
s
Co
mm
un
ica
tio
ns
Dis
trib
uti
on
Ind
us
tria
l
Pu
bli
c
Verticale, Servicii
IBM Romania
© 2007 IBM Corporation23
Aveti Intrebari?