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【導(dǎo)讀】113628v7CT. CONSULTING. 1. Situation. Challenge. Procter&Gamble. 113628v7CT. CONSULTING. 2. Solution. Benefits. Procter&Gamble(cont.). 113628v7CT. CONSULTING. 3
【正文】 ion of multiple data sources to ensure the accuracy and integrity of data used in internal and external reporting. Significant multimillion dollar recurrent cost savings have been identified across processes and are expected to begin materializing by the end of the 1998. Additional benefits are to be realized by way of more meaningful and relevant information used in everyday business decisions. JCPenney also engaged KPMG to assist with selection of new G/L, budgeting, HR, payroll, store scheduling and time amp。 attendance systems. JCPenney selected PeopleSoft for G/L, HR and payroll systems, Hyperion for budgeting, and TimeCorp39。s Laborday system for store scheduling and time amp。 attendance systems. Following the selection of these systems, KPMG assisted JCPenney with the implementation of the PeopleSoft HR payroll and TimeCorp39。s Laborday systems. The deployment of these systems utilizes an employee/applicant selfservice concept enabled through the JCPenney intra. The new systems are being implemented in 1300 store locations resulting in multimillion dollar labor savings. JCPenney 113628v7 CT C O N S U L T I N G 10 Shared Service Implementation Ryder System, a $ billion truck leasing and services pany, began a reengineering effort to significantly reduce its Finance and Administration costs. KPMG performed a reengineering assessment and, as part of the “to be” vision, remended that Ryder consolidate its Finance amp。 Admin anization from more than 80 processing locations throughout the US and Canada to a Shared Services Center. The KPMG team also identified a number of key technological enablers for the consolidation, one of the most significant being the replacement of Ryder’s 30yearold, inhouse financial systems with a new suite of integrated financial applications. The Shared Services Center located in Aplpharetta, GA was opened with a staff of 600 people. The center has enabled Ryder’s frontline management to focus on core business activities while the “back office” is being operated efficiently and effectively. KPMG’s assessment led to followon work in implementing Ryder’s reengineering vision. Specifically, KPMG’s World Class Shared Services Practice has focused on several key initiatives, including: Design of Ryder’s migration path to Admin Center. ? Simplification of work processes to eliminate unnecessary controls and redundant activities. ? Evaluation and selection of a new suite of financial application (GL, AP, AR, FA). ? Restructuring of Ryder’s char t of accounts to provide information by product line while maintaining parability with prior periods/years. ? Implementation of the selected financial applications (Phase 1: GL and AP。 Phase 2: AR and FA). ? Acceleration of Ryder’s month end close process. ? Assessment and implementation of EIS/DSS systems. Ryder System, Inc. 113628v7 CT C O N S U L T I N G 11 Significant multimillion dollar cost savings have been achieved as a result of the creation of shared services. Additional benefits are expected from providing online access to more meaningful and relevant information with the capability to access transaction details. Ryder System, Inc. (cont.
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