【正文】 and Beijing Futian ? Reconfiguration involves primarily changes to enterprise anization structure in ERP. ? Incremental benefits vs. time ? Business processes and functions will only involve a degree of change mensurate with the degree of standardization amongst the SBUs . Investment 23 EDS Confidential Potential benefits and implications in Yr 20xx from Operations and Information Technology perspective… Potential Benefits Yr 20xx 11 SBUs to 9 SBUs ? Expert team to facilitate skill transfer from Beijing to regional sites ? Contained operations and business risks of implementation by limiting Logistics/Distribution to HQ and Beijing Futian ? Allows sufficient time for problems and issues impacting Materials Management, Distribution, and Production to be addressed before system goes live ? Accelerate and facilitate the transformation from 11 SBUs to 9 SBUs Operations Information Technology ? Reduced the need to develop costly system interfaces in the interim period ? Avoid duplicate entry of information leading to a more productive workforce to focus on mission critical and high value added activities 24 EDS Confidential Potential benefits and implications in Yr 20xx from Human Resources and Training perspective… Potential Benefits Yr 20xx 11 SBUs to 9 SBUs ? Steeper learning curve for Logistics/Distribution workforce ? More plicated business processes related to Logistics/Distribution/Production ? Allows sufficient time for indepth user training ? Allows more time for Human Resources to adapt to the newly reanized structure Human Resources and Training 25 EDS Confidential Potential benefits and implications in Yr 20xx… Potential Benefits Yr 20xx 9 SBUs to 5 SBUs ? Minimize IT reinvestment costs in reconfiguration (additional estimated 5% in reconfiguration) necessary for Financials and Logistics. ? Reconfiguration involves primarily changes to the enterprise anization structure in ERP. ? IT deployment pleted by 20xx. Minimal retraining is necessary. ? Business processes and functions will only involve minimal changes as a high level of standardization and consistency has been achieved by 20xx. ? Accelerate and facilitate the transformation from 9 SBUs to 5 SBUs Investment Operations Human Resources and Training Information Technology 26 EDS Confidential After evaluating the impact of the Operation Model on the IT Roadmap, we concluded that even though some level of rework is necessary, the reconfiguration effort can be mitigated. Pros ? PLM Phase 1 – Since BOM sharing is related to the Logistics and Production functions and only Financials will be implemented in the first 9 months from Jan 20xx, no rework is necessary. By the time ERP Logistics/Distribution implementation starts in 20xx, the initial PLM Phase One CAD/BOM Sharing project is pleted. ? ERP Phase 2 – Since the initial PLM Phase 1 CAD/BOM Sharing will be pleted by July 20xx (estimated), Logistics/Distribution Mass Rollout to other regional sites will already reflect the new anization. No rework is necessary. Cons ? ERP Phase 1b – With the assumption that the Financials modules will be implemented in the first 9 months from Jan 20xx, the operation model changes in 20xx will involve some level of rework and reconfiguration for the Financials modules. However, these changes required are not deemed significant from the implementation perspective and could be applied without incurring a great deal of effort. ? ERP Phase 2 – The Logistics and Production Planning configuration for the headquarters and Beijing Futian needs a level of rework but the changes are not significant. 實施影響估計 27 EDS Confidential To ensure potential resource wastage in the presence of reconfiguration is kept to a minimum, we remend the mitigation strategies below. Mitigation Strategies ? Functional requirements to be prioritized into onetime or recurrent ? Any interim interfaces kept to minimum ? Any Authorizations for SBUs to be simplified ? Initial configuration to take into consideration anization changes to reduce rework and reconfiguration (. dummy configuration for future changes ? Impact analysis and munication plan ? Enhancements and customized reports kept to minimum 28 EDS Confidential Furthermore, the IT initiatives will enable and increase the speed of adoption of the industry transformation from Operations focused to… 此分析為從總部的角度來看所得的結(jié)果。 。 EDS Confidential Futian Executive Review on IT Roadmap and Operation Model 16th December 20xx 2 EDS Confidential In the face of rapid industry transformation, Futian needs to reinvent its operations and anization to increase efficiency and productivity of its workforce. ? 適當(dāng)壓縮管理層級 , 增大管理的幅度 ? 提高組織效率 部分業(yè)務(wù)的運作效率不高 ? 總部下屬事業(yè)部迅速增加，如何進行有效的分類管理、評估和考核，同時使總部的負擔(dān)減輕成為問題 ? 多元化程度還將擴大，總部按現(xiàn)在的管理深度和跨度進行管控的工作負擔(dān)和壓力將會增加 公司治理結(jié)構(gòu) 業(yè)務(wù) /事業(yè)部分類 管理幅度 /深度 調(diào)整運營模式應(yīng)從以下方面著手進行： ? No mon IT collaboration platform to support business growth ? Disintegrated and fragmented systems and processes ? Disparate and non streamlined operation procedures 3 EDS Confidential To solve these business problems, we remend a mon IT collaboration platform solution to support the rapid deployment of anization vision, objectives, and new business processes. 需要的能力 目標(biāo) 關(guān)注的領(lǐng)域 企業(yè)資源管理 IT應(yīng)用 協(xié)同 EDS給福田公司建議的信息化架構(gòu) 來源： EDS福田公司信息化規(guī)劃報告 4 EDS Confidential Without this IT collaboration platform as an enabling tool for future Operation Model, Futian may face even more challenges and obstacles down its road in its reanization effort. 戰(zhàn)略定位 公司經(jīng)營指標(biāo) 戰(zhàn)略合作及 價值定位 是專注于成為中國最大的卡車及農(nóng)業(yè)裝備制造商還是多元化經(jīng)營的投資控股公司 是繼續(xù)追求目前累加的輝煌效應(yīng)還是重新設(shè)定集團公司綜合經(jīng)營指標(biāo) 如何在全球和中國汽車行業(yè)整合的浪潮中形成福田獨特的價值定位 品牌戰(zhàn)略 是否要延伸福田的自有品牌至其他主 營業(yè)務(wù) IT技術(shù)和平臺應(yīng)如何支持福田的戰(zhàn)略發(fā)展？ 6 EDS