【正文】 ial bottom line benefits while enabling the pany to achieve its strategic imperatives ? Lower incremental cost to serve the next customer ? Product releases will increase scalability and technical innovation Intangible Benefits ? Implement Class A MRP II practices more rapidly and with reduced infrastructure costs ? Access to global customer information for more effective pricing ? Support an integrated Customer Relationship Management strategy ? Provide an infrastructure for deploying the pany’s ebusiness strategy ? Improve access to emunities and global customers Growth/Agility Cost Improvement Customer Service and Retention Ebusiness . Kearney 1/8510Color/40 靜夜四無鄰，荒居舊業(yè)貧。s IT strategy Cost Saving Opportunities ? Details cost savings in IT infrastructure costs and defines the impact on the structure of IT Infrastructure and Support Key Issues . Kearney 1/8510Color/30 Establish the IT Program Office . Kearney 1/8510Color/31 Objective Areas of Focus Components Program and Project Management Communication ? Involve business representatives ? Perform daytoday resource allocation ? Program and project management ? Integrate with capital planning and annual budgeting ? Develop Vision Statement Develop critical rules of engagement with roles and responsibilities to govern IT Define munication audiences and what they need to know ? Determine audiences, munication vehicles, timing ? Develop a plan ? Develop a program to expand executive awareness of IT initiatives and issues ? Communicate to all areas and geographies Create a framework for managing and allocating funds and resources ? Define and deploy a mon portfolio management framework ? Develop metrics for the IT portfolio ? Develop a procedure for funds and resource allocation ? Integrate project approval procedures with Governance ? Revise 2023 budget Create ―workbooks‖ that outline Project and Program management processes ? Define metrics ? Review and adopt tools ? Establish quality reviews ? Manage risk, scope and budget ? Manage issues ? Track benefits ? Develop frameworks and checklists Governance Portfolio Management The program office workstream will establish processes for portfolio management, governance, munications and program/project management . Kearney 1/8510Color/32 The portfolio management process starts with the overall corporate goals translating into portfolios of programs Corporate Goals ? Revenue Growth ? RONA ? Lower Operating Rate ? Highlevel IT spend target (CFO) Unit1 Goals Unit2 Goals Unit3 Goals Goals (Targets) Corporate Strategies ? Unit1 Strategies ? Unit2 Strategies ? Unit3 Strategies Strategies (Initiatives) Portfolios of Programs Executive Council / CFO。 Remote Procedure Calls。IT Strategy February 24, 2023 Case Study of a Recent Client Experience Rob Trollinger, Principal, Dallas Chris Wisler, Manager, Alexandria Kimberly Brown, Associate, Alexandria . Kearney 1/8510Color/2 Today’s discussion… ? Background of Company ? Company IT Overview ? Cause for Action ? IT Strategy Approach ? Application Architecture ? Technical Architecture ? Establish the IT Program Office ? Organizational Effectiveness and IT Alignment ? Summary . Kearney 1/8510Color/3 Background of pany . Kearney 1/8510Color/4 ? Began in 1909 as a partnership between an innovative chemist and a businessman ? Pioneering work in leather tanning ? Best known for expertise in acrylic chemistry ? Essential ponent to detergents, diapers, cell phones, industrial coatings, and more ? 50 manufacturing, research, and technical facilities worldwide ? Sales in 100 countries, totaling $4 billion annually Company A Company B Company A announced their intended merger with Company B in 1999 ? 1848, founding ? Largest and most recognized business for a particular consumer product ? Major supplier of basic inanic chemicals derived from salt ? Essential ingredients in CDs, newspapers, magic tapes, sports equipment, and more ? 36 mining and processing facilities, 68 chemical manufacturing, research, and technical facilities worldwide ? Sales total $ billion annually . Kearney 1/8510Color/5 ? Drive the shortterm value ? Exceed the market’s expectations Integrate the Organizations as Seamlessly as Possible ? Develop and municate a shared strategic agenda ? Define anization structures, key business processes and technology platform/architecture ? Select leaders and staff positions ? Develop metrics and budgets ? Integrate the business ? Integrate daytoday operations ? Position for the future growth Achieve Business Value Goals as Quickly as Possible ? Achieve $200 million of savings within 1218 months (running rate by 2023) — Ensure customer retention — Corporate Center rationalization — Administrative overhead reduction — Sourcing/Procurement savings — Product line and operations rationalization — Manufacturing productivity and supply chain improvements — Reduction in technology costs The focus of the integration was to quickly achieve operational synergies while bining the anizations to support top line revenue growth . Kearney was asked to structure, drive and manage the entire integration process for what would bee one of the largest specialty chemical panies . Kearney 1/8510Color/6 Latin America and AsiaPacific Region Operations: 10% of sales 20 manufacturing facilities 10 distribution sites North American Region Operations 60% of sales 60 manufacturing facilities 230 distribution sites(1) While the potential source of the synergies were