華新HMP-慧眼工程

HMP–HuaxinManagementPlatform

–ProjectInsight

TeamKick-offHOLCIM/HUAXINCEMENT28thDecember20062CONTENTSe,objectivesfortoday,agendaIntroductionofallteammembersOverview:華新HMP-慧眼工程ProjectorganizationandadministrationThewaywewillworkasateamWhathappensinthenext2weeks?Wrap-up,B’sandC’s,NextSteps3TodaywewanttoensureasuccessfulstartasateamObjectivesfortodayCreateacommonunderstandingof華新HMP-慧眼工程

objectivesandapproachCreateacommonbasisforworkingasateamClarifyquestionsandcriticalissuesHaveafaststartasateam,startworkingTeamkick-off

HMP4#TimeTopicWho15mine,objectivesfortoday,agenda01IanTeamkick-off/coreteamtraining

28thDecember2006from14:00–18:0045minIntroductionofallteammembers02All60minOverview:HMP–HuaxinManagementPlatformObjectivesandapproachOverallprogrammeAnalysis&DesignPhase03MarcusBreak(15min)30min0430minProjectorganizationandadministration05Marcus60minThewaywewillworkasateamRolesandresponsibilitiesTeamrulesTeamcommunicationExpectationsforthisproject06Marcus15minWhathappensinthenext2weeks?07Ronald0815minWrap-up,B’sandC’s,NextSteps09AllBreak(15min)Trainingafterthekickoffiftimeallows5CONTENTSe,objectivesfortoday,agendaIntroductionofallteammembersOverview:華新HMP-慧眼工程ProjectorganizationandadministrationThewaywewillworkasateamWhathappensinthenext2weeks?Wrap-up,B’sandC’s,NextSteps6IntroductionofallteammembersJobBackgroundwithinHuaxin/Holcim/CapgeminiProvinceEducation/ProfessionalexperienceCurrentroleinthecompanyNon-JobSomethingnoteveryonemightknowaboutmee.g.HobbyYourexpectationsfromtoday’skick-offYourexpectationsfromthisproject7經(jīng)過近40年的發(fā)展歷程，凱捷已成為歐洲最大，全球三大管理咨詢公司之一全球61000名員工，在北美、亞太、歐洲、中東及非洲等地區(qū)，36個(gè)國(guó)家擁有超過300個(gè)辦事處2004年追蹤4140多個(gè)項(xiàng)目的完成情況，達(dá)到98％的高客戶滿意度2005年度收入約為84億美元世界500強(qiáng)中的64%是我們的客戶巴黎證券交易所上市公司(位列CAC40與道瓊斯歐洲指數(shù))公司創(chuàng)立19671975CapSogeti1997CAPGemini(并購(gòu)歐洲首屈一指的戰(zhàn)略咨詢公司GeminiConsulting)2000CapGeminiErnst&Young(凱捷安永，并購(gòu)“五大”之一的安永咨詢)

2004Capgemini(凱捷，在中國(guó)并購(gòu)本土最大的咨詢公司遠(yuǎn)卓咨詢)2005成立凱捷中國(guó)軟件快速開發(fā)中心ADC和凱捷中國(guó)大學(xué)1992CAPdebis8戰(zhàn)略轉(zhuǎn)型咨詢TC

(

TransformationConsulting)商務(wù)戰(zhàn)略BusinessStrategy技術(shù)戰(zhàn)略TechnologyStrategy高效運(yùn)營(yíng)OperationalEffectiveness戰(zhàn)略變革Transformation客戶關(guān)系管理CRM(Customer

RelationshipManagement)貿(mào)易融資和促銷優(yōu)化TradeFunds&PromotionOptimisation渠道客戶績(jī)效ChannelCustomerProfitability銷售&服務(wù)優(yōu)化Sales&ServiceEffectiveness市場(chǎng)營(yíng)銷績(jī)效MarketingEffectivenessCRM系統(tǒng)實(shí)施PackageImplementation供應(yīng)鏈管理SCM(SupplyChainManagement)供應(yīng)鏈變革SupplyChainTransformation架構(gòu)和收入優(yōu)化PriceandRevenueOptimisation供應(yīng)鏈計(jì)劃SupplyChainPlanning物流和配送LogisticsandDistribution采購(gòu)轉(zhuǎn)型SourcingTransformation供應(yīng)商關(guān)系管理SupplierRelationshipManagement技術(shù)服務(wù)TechnologyServices系統(tǒng)架構(gòu)ArchitectureServices系統(tǒng)集成SystemsIntegration系統(tǒng)網(wǎng)絡(luò)InfrastructureServices外包服務(wù)OutsourcingServices應(yīng)用系統(tǒng)管理ApplicationsManagement系統(tǒng)網(wǎng)絡(luò)維護(hù)InfrastructureManagement業(yè)務(wù)流程外包BusinessProcessOutsourcing財(cái)務(wù)和員工轉(zhuǎn)型FET

(

FinanceandEmployeeTransformation)職能部門變革Back-officeTransformation員工關(guān)系管理EmployeeRelationshipManagement/Portals財(cái)務(wù)&人事共享服務(wù)Finance&HRSharedServices財(cái)務(wù)&人事優(yōu)化Finance&HREffectiveness企業(yè)績(jī)效管理CorporatePerformanceManagement我們的服務(wù)：咨詢、技術(shù)和外包

---為你提供完善的一站式整體解決方案9凱捷作為唯一總部在歐洲的國(guó)際咨詢公司，獨(dú)有的歐洲聯(lián)邦文化體制具有能夠海納百川的特點(diǎn)，獨(dú)有的協(xié)同文化孕育了發(fā)掘和引發(fā)合作伙伴潛能的能力。在多個(gè)項(xiàng)目上凱捷內(nèi)部以這種協(xié)同文化完成任務(wù)，它涵蓋了明確目標(biāo)，規(guī)避風(fēng)險(xiǎn)，發(fā)掘彼此能力和企業(yè)發(fā)展同步，四大原則。我們期望與您分享這種工作文化！凱捷獨(dú)有的協(xié)同文化10CONTENTSe,objectivesfortoday,agendaIntroductionofallteammembersOverview:華新HMP-慧眼工程ProjectorganizationandadministrationThewaywewillworkasateamWhathappensinthenext2weeks?Wrap-up,B’sandC’s,NextSteps11HOLCIMiscurrentlyacquiringamajoritystakeofformerlyStateOwnedEnterpriseHUAXINCementtoquicklyincreasemarketshareinthebiggestcementproductionmarketoftheworld

(stillwaitingforfinalCSRCapproval)WhilecementmarkethasbeenboominginthepastyearsinChina(bothdomesticandexport),cementexportfromChinawillfacesignificantchallenges(lessdemandintheUS,UStoswitchtoMexicoimportsduetoremovedtariffs,importcountriesturnintoexportcountries(e.g.MiddleEast,Vietnam),newexportcountries,newlegislationslikepotentialCO2taxbyEU,etc)–allthisdrivesaneedforconsolidation,globaloptimizationandcompetitivenessHUAXINCementtodayhasaheterogeneousprofilewithabout20localproductionsites,

20salesofficesandotherlocations,and38legalentitiesBusinessprocessesatHUAXINareheterogeneousandthereisagenerallackoftransparency,bothinternally(managementinformation)andexternally(IFRS,fastclose,riskmanagement,etc.)fromaHOLCIMpointofviewHOLCIMthereforeintendstoimplementtheirAsianSAPtemplate“Connect”inHUAXINCement,startingin2007,andtousethisimplementationasadriverforbothacomprehensiveBusinessTransformationProgramatHUAXINCementandtogenerateaplatformforcomplianceandsynergieswiththeHOLCIMGroupHowever,duetothehighworkloadforimplementationprojectsalloverAsia(especiallyIndia),theinvolvementofexpertsfromBangkokforChinaisexpectedtobefairlylimitedin2007HUAXINseniormanagementteamwantstoemphasizethatthisprojectisagreatopportunitytoenhanceHUAXIN’scapabilities,andtofulfillthechallengingstrategicobjectiveoffastgrowthMeaningoftheprojectname….3messagesHMP–HuaxinManagementPlatformwilldriveanoverallBusinessTransformationatHUAXINCementProjectbackground12HMP–HuaxinManagementPlatform–hastobeaBusiness-drivenprojectfromtheverybeginning,startingwithanAnalysis&DesignPhaseProjectapproach–overviewImplementationofbenefits(whereSAP

isnotthebottleneck)Blueprintingfor

HMP(templateenhancement)Definedetailedbusinessprocessandpolicychanges(detailedexpertconcepts,specialcasescenarios)ITarchitectureandinfrastructureStartmasterdataupgradingBusinessITAnalysis&DesignRealisation&Go-LivePost-Go-LiveBusinessBlueprintingTemplate

adaptationDevelopment

ofinterfaces,reports,etc.Development

oftestingplansPlanningofendusertrainingsDefinitionofsystemadminprocessesExecutebusinessprocesschangesContinuemasterdataupgradingPilotimple-mentationRigoroustestingEndusertrainingsDetailedpreparationforGo-LiveGo-LiveRollouts

PostGo-LiveSupportFinetuneEnsurecontinuousimprovementmechanismHighlevelas-isanalysisHighlevelto-beconceptsSAPConnectstrategyHighlevelFit-Gapassessmentvs.ConnectHighleveltechnology

to-bedesignSAPRolloutstrategyandtrainingconceptBusinesscaseSAP-independentSAP-dependentCreatealignment,mobilizationandsupportDevelopdetailedapproachfortheSAPimplementationsimplifiedHOLCIMPMAPhase1ProjectDefinitionPhase3ProjectRealisation

Phase4ProjectCompletionPhase5ProjectEval.&TransferPhase2ProjectPlanning13TheAnalysis&Designwillbecompletedin11+1weeksand

followsafast,“time-boxed”processandaprovenmethodologyTeamkick-off/

coreteamtrainingFocusInterviewsReviewofexistinginitiatives,define“plug-and-play”mechanismsReviewofexistingtemplateSet-upofHUAXINprocessmapDetailedanalysisplanningHighlevelas-isanalysisof

processesandorganisationSelecteddetailedanalyses/

drilldownsReviewofinternalandexternalbestpracticesSkillsassessmentSummaryofoptimisationleversDraftSAPRolloutstrategyandtrainingconceptDraftaroadmapfortheoverallprogramProduceadetailedapproachforSAPimplementationDefineneedsforskilldevelopmentandchangemanagementDetermineKPIstomeasuresuccessChangeMgmt.:Alignment,MobilisationandSupport(HUAXINmanagementteam,employees)Top-DownFinancialAnalysis Bottom-UpBusinessCase QuickWins(“JustDoIt”)OSG=OperationalSteeringGroupBenefitsRealisation&SAPImplementationSmooth

transition1)LimitedtoSAPArchitectureandApplicationViewHighlevelto-beconcepts(“targetimages”)Highlevel

Fit-Gapassessmentvs.ConnectHighleveltechnologyto-bedesign1Quantificationofbenefits($net)Prioritisation(strategy

workshop)IdentifyquickwinsSC=SteeringCommitteeAs-IsAssessmentTo-BeDesignWayForwardFocusOSG1OSG2OSG3OSG4SC1OSG4Analysis&DesignRealisation&Go-LivePost-Go-LiveBusinessBlueprinting14FocustopicsWedividetheworkintoworkstreamsWorkstreamsProjectscope–workstreamsandtopicsWorkstream

SalesandAfter-SalesWorkstreamProduction

andLogisticsCross-functionaltopicsAccountManagement/MarketPenetrationDemandPlanning/SalesForecastRequesttoContractAfter-SalesServiceandSupportOrdertoCash(incl.InventoryManagement)ProductionPlanningtoProduct(incl.QualityManagement)PhysicalProduction/MaterialsFlow(incl.OutboundLogistics)BusinessCaseBusinessRiskManagementMobilisation&CommunicationProcurementand

MaintenanceWorkstream

SAPConnectandITPurchasetoPay(incl.Sourcing/SupplierRelationshipManagement)PlantMaintenance(incl.SparePartsSupply)HighlevelFit-Gapassessmentvs.ConnectHighleveltechnologyto-bedesignSAPRolloutstrategyandtrainingconceptIT(Function)FinanceProcessesFinance/Accounting/ControllingMasterDataMaintenanceStrategic/ManagementprocessesConsolidationandReportingHRProcessesHRprocesses(onlyregardingprocessimprovements/potentialITsupport)Environmental/Health/Safety(t.b.d.)15Highlevelto-beWhereshouldwego?DetailedplanHowdowegetthere?PathforwardforimplementationOverallroadmapDetailedapproachforSAPimplementationProjectworkstreamsandeventsBizRiskManagementActivities,timing,milestonesVisionanddefinitionoffuturedirection“Targetimages”asvehiclesforhighlevelto-bedesignPrioritisationHighlevelas-is

Wherearewetoday?BusinesscaseWhatisitworth?QuantificationofbenefitsSAP-independentbenefitsSAP-dependentbenefitsITcost/investmentforConnectKPIstomeasuresuccessAlignment,mobilizationandsupportforHMP–Howdowegeteveryoneonboard?Topandmiddlemanagementare“onboard”andfullysupport

theHMPprogram(buy-inandcommitment)Widelyandcomprehensivelyinformedorganisation;employeesare

preparedforthechanges“downtheroad”;parallelprojectsare“plug-and-play”KeypeoplefortheimplementationprojectareidentifiedCommitmentEngagementMotivationImprovementhypotheses,data-drivenvalidationAnalysisofprocessesandorganizationSelecteddetailedanalyses(drilldowns)SkillsassessmentOverall,therewillbesixmaindeliverablesfromtheAnalysis&DesignSAPConnectstrategyHowtoimplement?BusinesscontextforSAPConnectHighlevelFit-Gapassessmentvs.ConnectHighleveltechnologyto-bedesignSAPRolloutstrategyandtrainingconcept0708091016CONTENTSe,objectivesfortoday,agendaIntroductionofallteammembersOverview:華新HMP-慧眼工程ProjectorganizationandadministrationThewaywewillworkasateamWhathappensinthenext2weeks?Wrap-up,B’sandC’s,NextSteps17GovernanceStructurefortheHMP

Analysis&DesignPhaseProjectManagementWorkstream

Salesand

After-SalesHUAXIN:ES:PengQingyuJingChangXi(WL) 100%2-3part-timeCapgemini:HelenWangZhuYongjunBusinessCaseBusinessRiskMgmt.WorkstreamProductionandLogisticsWorkstream

ProcurementandMaintenanceHUAXIN:ES:FengDongguangLiZhongShi(WL) 100%1-2part-timeCapgemini:ChenFeiWorkstream

FinanceProcessesHUAXIN:ES:KongLinglingCons.&ReportingRachelLei(WL) 10%2-3part-timeFinanceProcessesNN(WL) 100%2-3part-timeCapgemini:DengShiyiHUAXIN:ES:WinsonWongCaoTingYa(WL) 100%1-2part-timeCapgemini:QuHaoBoHUAXIN:NN(50%)Capgemini:KaiWingShiu/CindyHUAXIN

(team)Capgemini:DannyDai(4days)Workstream

SAPConnect

andIT1HUAXIN:ES:IanRileyMrLiu(WL) 60%2-3part-timeCapgemini:RonaldPanHuaFeng(SD)LiuShan(PP,MM)JennyXu(FI,CO)JeffDongStevenMengMobilisation&CommunicationHUAXIN:MrJi(25%),NN(100%)Capgemini:AnneFricke(25%),

ZhongYe(100%)SMEsupportHOLCIM:ondemandCapgemini:BerndZanner(30days)ChenBo+other(6days)SteeringCommitteeHOLCIM:TomClough,RolandKoehler,UrsBleisch,

DanielBach,LiYeqingHUAXIN:,GeorgSchulz,IanRileyCapgemini:ZhuNongfei(7days)OperationalSteeringGroupChinaES=ExecutiveSponsor,WL=WorkstreamLead;

Note:Capgeminiconsultantsstaffingstrawmodelsubjecttofinalapprovalfrombothsides1)doesnotincludeprocess–templatealignment(thiswillbedoneinfunctionalworkstreams);doesincludebuildingupHUAXINITfunction

Workstream

HR

ProcessesHUAXIN:ES:WangXimingNN(WL) 1-2part-timeCapgemini:TaoKuan 50%HUAXIN:IanRiley(60-80%)Capgemini:MarcusPang(90%)PMOSupport:Huaxin(1),Capgemini(1)3,018TheOSGisastrongdriverandsupporterduringthe

Analysis&Designphase:togetthemengagedTheOSG’srole:Approves/ensuresdeliverablesSupportstoeobstaclesSecurescommitmentfrommanagementTakesdecisionsProposedOSGdates:10Jan–Kick-offprogressreport08Feb–As-isdiagnostic28Feb–Interimreport(to-be)16Mar–FinalreportTomeetthesponsorsregularlyWhethertomeetwiththeteamorseparately1-119CONTENTSe,objectivesfortoday,agendaIntroductionofallteammembersOverview:華新HMP-慧眼工程ProjectorganizationandadministrationThewaywewillworkasateamWhathappensinthenext2weeks?Wrap-up,B’sandC’s,NextSteps20AccountablefortheoverallsuccessofHMPtotheOSGandtheSCGeneralprojectmanagement,achievingtargetbudgetandmilestonesoftheprojectplanEnsuringproperscopingoftheprojectSelection/definitionofthemajorprojectmethodologiesandapproachesResponsibleforsteeringandcoordinatingtheworkstreams,Facilitate/Coachingtheworkstreaminachivingtheirduties.Ensuringacross-functionalperspectiveoncross-functionaltopics(e.g.end-to-endprocesses)PreparationofthenecessarydecisionsattheOSGandtheSCArrangement,preparationandensuringproperdocumentationoftherelevantmeetingswiththesupportofPMO(OSG,SC,projectteammeetings,etc.)SigningoffthecontentofthemajorprojectcommunicationcampaignsSigningoffthecontentofthedeliverablesandreportsRoleoftheProjectManager(Ian&Marcus)TheprojectmanagerisaccountableforachievingtheoverallprojectobjectivesRONALDasthedeputyprojectmanager21Deliverworkstreamresults,accountabilityforcontentandqualityoftheresultsGeneralprojectmanagement,achievingthemilestonesoftheworkstream

(especiallywithrespecttoOSGpresentations)Responsibleforsteeringandcoordinatingtheteam,includingpart-timemembersArrangement,preparationandensuringproperdocumentationoftherelevantmeetings

(workstreammeetings,workshops,…)SupportingprojectmanagementinpreparingOSGupdates,workshops,…EnsuringthetimelyinvolvementofrelevantlinemanagersandotherkeyHuaxinpeople,

ensuringalignmentaroundresults,getsupportandvalidationfortheresultsFacilitationandFeasibility/Buy-inDevelopingideasandinnovativeconcepts;“soundingboard”forpossiblesolutionsContributingknow-howwhenevaluatingbenefitopportunitiesandcreatingimplementationplansPreparationofOSGupdatestogetherwithproject(workstream)leadRoleoftheWorkstreamLeadsWorkstreamLeadsareaccountableforthesuccessoftheirrespectiveworkstream22Administrative,personal&Logisticsmatters(CindyXie,PMO)Template,format,versionnumbering,standards(ZhongYePMO)Issueslogging/resolution,escalationprocedures,(Ronald,Marcus)Accident&Emergency(Ronald,Marcus)MeetinggroundrulesHSE?Clarificationofadministrativeissues23WeeklytemperaturecheckPurpose:toquicklyshareveryrecentinformationinahalf-formalwayWeeklyat<e.g.Monday08:30,Thursday08:30

>.30minutesParticipants:projectmanagersandworkstreamleadsCIndyMilestonemeetingPurpose:todiscussandshareprojectissuesinastructuredwayOnceeverythreeweeksfor1-2hours:<e.g.Thursday1500>Participants:Projectmanagers,workstreamteamsZhongYeRegularteamcommunicationiscriticalforustoworkasateam24Analysis&DesignPhaseAlldocumentsrelevantfortheOSG/SCwillbebilingual(onefile)WorkingdocumentscanbeinChineseAlltranslationistobedonebyPMO(translatorsneeded)withthesupportofteamleads.Allofficialdocuments/emailsaretobesignedoffbyPMbeforerelease.Documentationrules25CONTENTSe,objectivesfortoday,agendaIntroductionofallteammembersOverview:華新HMP-慧眼工程Pro