it企業(yè)戰(zhàn)略與策略規(guī)劃(存儲(chǔ)版)
【正文】 ity built into an automated processes ? Humans manage the relationship not transactions ? Integrated supply chain work (SOP process) across multiple enterprises ? Inventory mitment using production, sales and balances ? Ability to reach customers globally without a local presence Growth / Agility Strategic Imperative Cost Improvement Customer Service Retention eBusiness NewCo’s business strategy will place additional demands on the entire anization . Kearney 1/8510Color/10 Company IT Overview . Kearney 1/8510Color/11 Finance/ Back Office Demand Planning Supply Chain Customer Service Human Resources Client/Server (Windows NT or Unix) Highlevel Processes Integrator SAPIS General Ledger Order History (Focus DB) Transportation Management Railmax Manufacturing Planning Transport Safety Ordering Teserac (HR) Infinium HR Financial Reporting Other HR/Payroll Systems Manufacturing Quality Systems Current transactional systems are plex, reside on multiple platforms and are integrated through a work of interfaces AS/400 Mainframe . Kearney 1/8510Color/12 Intrinsic manual processes result in a high cost effort that cannot support the speed of today’s ebusiness environment Growth / Agility Strategic Imperative ? Lack of automation prohibits additional workforce leverage ? Systems are running out of physical capacity ? Incremental improvement mindset limits strategic development Observed Key Theme Cost Improvement Customer Service and Retention eBusiness ? Focus is on reconciling balances and correcting errors and not root cause error prevention ? Processes (especially billing) are manually intensive ? Global processes are desirable but difficult to implement consistently ? Transaction systems are being increasingly difficult to maintain ? Special customer requirements and services () are implemented but at a relatively high cost ? Inspection of errors protects/ masks the customer from errors inherent in the system ? Manual intervention presents a barrier ? Business information is not easily assimilated ? Quality of global customer information is suspect . Kearney 1/8510Color/13 Roughly 72% of the IT budget is spent on maintaining current service levels and infrastructure To maximize business value, we need to shift the spending from maintenance to business development and long term IT support and infrastructure Percent of IT Spending by Category IT Support Infrastructure 2% Maintenance 72% Business Development 19% Nondiscretionary 7% . Kearney 1/8510Color/14 Functions Current Limited Point Source Solutions Point Source Best of Breed Suite or Legacy Systems Proposed A future vision of the enterprise architecture must seamlessly and efficiently integrate core business processes in an ebusiness environment Evolving Strategy: AIM, Microsoft IBM AS/400, NT, ??? Compaq Compaq Digital, IP, Exchange SAP JDE PeopleSoft Standardized, Low Cost, Mixed after merger Oracle Processes of Strategic Value and Competitive Advantage Operations and Transaction Processes (Low Cost) Infrastructure Data, Middleware Planning ISM Optimization CRM HR / Payroll Mainframe Midrange, Client/Server Desktops Laptops Voice/Data, Networks, Email App. Interface Data Mgmt Customer Facing eBusiness Solutions PRISM / Supply Chain Systems Procurement Logistics Manufacturing Operations ? Order ? Billing ? A/R ? A/P ? G/L ? Reporting Middleware . Kearney 1/8510Color/15 Cause for Action . Kearney 1/8510Color/16 Information Technology Strategy ? Exploitation of current product customer base through geographic expansion, new services cross selling ? Extension of the traditional supply chain beyond current customer and supplier base ? Formation of partnerships and alliances ? Adoption of new value chain models exploiting today’s technology ? Global management and measurement processes ? Continuous cost improvement Possible Business Unit Response Acquisitions Shared Services Globalization eBusiness Continued industry consolidation Supply Chain Value Nets Business Model Revolution Pace of Technology Change Key Business Change Drivers Information technology must reinvent itself to develop capabilities that deliver substantial business value at the pace of today’s business environment Align and Support An updated IT strategy is necessary to align the anization and its service offerings to business unit requirements and operating models . Kearney 1/8510Color/17 Corporate Agenda IT Strategy Alignment 6–8% Revenue Growth 11% Return on Net Assets ? Assume leadership role in design implementation of customer enabled processes to promote scalability ? Leverage ebusiness technologies ? Develop data mining techniques to leverage customer information leading to increased sales ? Institute a program management approach Profitable Sustainable Growth Operational Excellence PostMerger Integration ? Continuous design of new processes and service offerings to promote customer intimacy and service excellence ? Implement low cost high availability infrastructure ? Simplify pany and customer pliance with regulations ? Continue migration to Company A’s applications ? Rapid deployment of new processes and technologies to enable cost initiatives ? Rapid application development and deployment Ebusiness strategy Corporate Objectives Linking the strategy to the CEO agenda reinforces IT’s mitment to be a high value service partner . Kearney 1/8510Color/18 Business Strategy IT Strate
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