【正文】 ltant。 Consultant (Subject Matter Expert in Product Distribution)。and Associate ConsultantTCTeam C prising: Lead Consultant。 Consultant (Subject Matter in Expert Inventory Management)。 and Associate ConsultantTDTeam D prising: Lead Consultant。 Consultant (Subject Matter in Expert Sales amp。 Operations Planning)。 and Associate ConsultantTETeam E prising: Lead Consultant。 Consultant (Subject Matter Expert in Manufacturing)。 and Associate ConsultantAppendix: Detailed Activities by Phase1 FOCUS Initiate Project Agree Project Approach [TK004] Develop Work Plan amp。 Procedures [TT111] Arrange Project Logistics Acquire and Assign Resources and Assets [TT004] Orient Project Team [TT697] Confirm Strategy and Business Environment for Manufacturing Operations Review Business and Environment [TK015]This activity should be performed for Huawei and its subsidiaries. This includes: Huawei Technologies, Huawei Electronics。 New Huawei。 Huawei Hong Kong。 Huawei GT。 Huawei Integrated Circuits Design。 BetoHuawei (Russia)。 Sichuan Huawei。 Shentong Huawei。 and Shenyang Huawei. Map overall supply chain process for each business within Huawei and identify key characteristics (Note: This should be done at an overview level only to understand current operations. The Supply Chain Overview Process Map for each business should fit on one page). Identify products produced. Identify cost collection points (Note: These are the points in the overall supply chain process at which cost information is collected and subsequently recorded). Determine the current dominant position of manufacturing operations on the product / process change matrix for each business. Identify Overall MRPII Strategy with across Huawei Group of Companies [TK016] Define the overall future position on the product / process change matrix for each process. Define key success factors for MRPII. Rationalise key success factors for each MRPII process. Identify need for standardisation (versus autonomy) of MRPII operations across panies. Define characteristics of standardisation for each process (Note: This activity is performed for each set of panies requiring mon MRPII operations). Document and agree strategy for MRPII processes Document the rationalised operating environment, position on the product / process change matrix and CSF’s for MRPII. Agree MPRII process strategy with management. Determine Oracle Deployment StrategyThis activity uses the agreed strategy for MRPII operations developed in the Confirm Strategy and Business Environment for Manufacturing Operations activity. Confirm Existing Organisation Structures Document existing business structures. Document existing Oracle organisation structures. Establish Vision for future Huawei Business Structure Using workshops/interviews establish vision of how to manage: external financial reporting across all the operating businesses. internal management reporting across all the operating businesses. operational planning across all the operating businesses cross. Determine Target Version for Oracle Application Software Identify impact of Version 11 Oracle software on existing operations. Determine implications of remaining on Oracle software. Identify key considerations for migration to a new version of Oracle. Determine target version for Oracle applications Provide Oracle MultiOrganisation Overview Training Conduct Oracle MultiOrganisation overview training (for relevant Huawei IT staff and consultants as required). Design Oracle MultiOrganisation StructureThis activity will need to answer the following questions: Which Huawei panies, if any, will need to maintain their autonomy from other panies in the group particularly with regard to shared systems and infrastructure? Is a consolidated view of all panies required (eg for financial reporting, management information)? Which units can use a standard MRPII set of capabilities and which one required those capabilities to be uniquely defined for their specific needs? Does Huawei need to run a consolidated supply chain across all businesses? Design Oracle Organisation Structure to meet Huawei Vision. Identify gaps (if any) between Oracle structure and Vision Identify opportunities to close gaps. Remend most appropriate Oracle Organisation structure. Develop HighLevel Deployment Plan for Oracle MultiOrganisation Identify gaps between existing Oracle organisation structure and new structure. Produce highlevel plan for Oracle MultiOrganisation deployment (Note: At the end of the Focus phase, this will be integrated into the plan for the Invent phase). Agree Remended Oracle MultiOrganisation Structure and Deployment Plan Assess Business Processes Identify Current Business Process and Subprocesses [TK026] Depose current MRPII activities into subprocesses for each location the process is performed. Identify operating rules, policies and procedures governing operations at each location. Understand process variations, work arounds and activity triggers. Map Relevant Business Process at Detailed Level [TK029] Complete LOVEM process maps for each MRPII subprocess at each location the process is performed. Map IT and systems support for each activity. Identify transaction volumes associated with each activity. Conduct walkthroughs at each location to confirm process flows. Identify Current Organisational Structure and Staffing for Process [TK034] Identify responsibilities and roles for each activity. Inventory process participants and develop skill and experience profile for each. Identify Current Internal Objectives and Measures Relating to each Process [TK035] Document performance targets for each role. Document performance measures for each role. Document purpose and objective of each measure.