LEGEND

GROUP聯(lián)想執(zhí)委會(huì)交流會(huì)—九九八年八月十三日中國(guó)，北京第一頁(yè)，共四十六頁(yè)。LEGEND

GROUP集團(tuán)管理的方式能適合子公司的要求嗎？能把目標(biāo)細(xì)化嗎？能把效益量化嗎？?現(xiàn)在做ERP是不是時(shí)候呢？與國(guó)外的差距怎么樣的依據(jù)呢？做BPR時(shí)我們?cè)鯓幽鼙ＷC各

子公司的需求得到充分考慮？SAP

與聯(lián)想的戰(zhàn)略是什么的關(guān)系?如何保證統(tǒng)一？既然有差距，怎樣控制風(fēng)險(xiǎn)?實(shí)施策略與范圍的依據(jù)是什么？如何才是最有效的決策流程？我們能對(duì)咨詢(xún)隊(duì)伍的資源承諾能信任嗎？近來(lái)聯(lián)想對(duì)我們提出了一些問(wèn)題:第二頁(yè)，共四十六頁(yè)。LEGEND

GROUP會(huì)議目的:Meeting

Goal我們期望通過(guò)這次討論式的會(huì)議來(lái)分享我們的經(jīng)驗(yàn)和增進(jìn)了解。我們相信不少問(wèn)題的答案將能從我們的討論中找到，或有助于討論其余下的問(wèn)題。We

would

like

to

use

this

meeting

as

a

forum

to

share

our

experiences,increase

mutual

understanding,

and

help

address

remaining

concerns.第三頁(yè)，共四十六頁(yè)。LEGEND

GROUP我們以這個(gè)目標(biāo)為主導(dǎo)設(shè)計(jì)了以下的議題:聯(lián)想SAP實(shí)施戰(zhàn)略與方法Legend

SAP

Implementation

Approach

and

Methodology實(shí)施戰(zhàn)略實(shí)施工作方法SAP

Enabled

BPR概念與工作過(guò)程湛立泉保持項(xiàng)目與企業(yè)目標(biāo)的一致Change

Imperative

and

Business

Case保持目標(biāo)的一致效益量化效益量化的工具：ValuePrint我們的推薦湛立泉/劉建第四頁(yè)，共四十六頁(yè)。LEGEND

GROUPCont.3.在全球市場(chǎng)中計(jì)算機(jī)企業(yè)面對(duì)的挑戰(zhàn)和機(jī)會(huì)Steve

Allen/Ron

ChapmanChallenges

and

Opportunities

Facing

Computer

Manufactures

in

the

GlobalMarketplace實(shí)施隊(duì)伍背景

湛立泉/劉建Deloitte/SAP

Implementation

Team

Qualifications

and

Profile其他議題/QA 湛立泉/劉建Selective

Issues

and

Topics第五頁(yè)，共四十六頁(yè)。LEGEND

GROUP1.聯(lián)想SAP實(shí)施工作戰(zhàn)略與方法第六頁(yè)，共四十六頁(yè)。LEGEND

GROUP1.1聯(lián)想SAP實(shí)施工作戰(zhàn)略第七頁(yè)，共四十六頁(yè)。The

FastTrack

4SAP

methodology

can

accommodate

all

levels

of

reengineering

effort.

There

are

three

primary

reengineering

possibilities

in

an

SAP

R/3implementation

project.Major

Business

Transformationemphasizes

dramatic,

breakthrough

improvements

withthe

SAP

R/3

application

as

the

technologyenabler.

This

type

ofreengineering

typicallyaffects

an

organization

across

functions

and

departments.Incremental

Process

Improvement

focuses

on

proactively

redesigning

individual

business

processes

to

improve

their

performance

with

SAP

R/3

as

thetechnology

enabler.System

Replacement

simply

replaces

SAP

R/3

withan

organization抯legacy

systems.In

this

case,the

onlybusiness

redesign

issues

addressed

are

thoserequired

to

implement

SAP

R/3.No

two

projects

will

be

alike

because

each

enterprise抯business

requirements

are

unique,however

every

project

will

be

based

on

at

least

one

of

thesescenarios.The

methodology

is

builtto

be

flexible

and

can

accommodate

the

special

needs

of

any

organization.LEGEND

GROUP我

們

所

推

薦

聯(lián)

想

采

用

流

程

循

序

改進(jìn)

的

實(shí)

施

方

式

：–方

案

一

-

主

要

業(yè)

務(wù)

轉(zhuǎn)

變-

流

程

循

序

改

進(jìn)–方

案

三-

系

統(tǒng)

更

換聯(lián)

想

–方

案

二第八頁(yè)，共四十六頁(yè)。LEGEND

GROUPERP實(shí)施的現(xiàn)實(shí)模型：項(xiàng)目管理實(shí)施工作方法教育和培訓(xùn)變革管理流程和系統(tǒng)的整體化戰(zhàn)略流程技術(shù)技術(shù)基礎(chǔ)業(yè)務(wù)專(zhuān)長(zhǎng)第九頁(yè)，共四十六頁(yè)。Strategy

Transformation:ICS

conducts

a

business

case

analysis

to

review

client抯current

strategies

and

define

new

ones

that

maximize

SAP

software抯functionality.Business

Strategy

Assessment

and

DevelopmentIndustry

and

Competitive

Benchmarking

IT

strategy

alignment

anddevelopmentEconomic

business

case

analysisProcess

Transformation:ICS

provides

business

process

reengineeringservices

for

implementing

business

process

change

inclient

organizations.

ICS

helpsclients

explore

the

issues

critical

to

the

success

of

such

an

effort.Use

our

SAP

implementation

and

business

process

reengineering

expertise

to

redesign

and

improve

business

processes

concurrently

with

SAP

implementation,develop

new

management

systems,

and

streamline

your

organizationAccess

our

knowledge

of

industry

and

SAP

benchmarks

to

ensurecompetitivenessTechnology

Transformation:The

cornerstone

of

technologytransformationis

SAP.ICS

can

work

withclients

to

be

sure

that

the

client抯technical

environmentexploits

the

power

of

SAP

software

and

addresses

all

aspects

necessary

for

success.Ensure

client抯technicalenvironment

exploits

power

of

SAP

and

supports

the

client抯transformationplans.Use

these

services:Process

and

systemconfiguration,Legacy

system

transformation,Hardware/software/network

architecture

development,SAP

benchmarking

and

best

practices

expertise,ICS?EndUser

Training

services

for

rapid

knowledge

transfer

and

quick

self-sufficiency.LEGEND

GROUP策略轉(zhuǎn)變,如公

司

的

策

略 能

更

有

效

地

建

立

在

客戶(hù)

的

要

求 業(yè)

務(wù)

焦點(diǎn)/強(qiáng)

處，和

外

部

因素的基礎(chǔ)之上。能在眾競(jìng)爭(zhēng)者區(qū)別開(kāi)來(lái)。提高對(duì)市場(chǎng)變化作出迅即反應(yīng)的能力。對(duì)流程變革提出要求和方向。增強(qiáng)控制和計(jì)劃的能力增進(jìn)崗位責(zé)任制和隊(duì)伍專(zhuān)業(yè)化最佳管理模式減少庫(kù)存技術(shù)轉(zhuǎn)變，如更低成本的維護(hù)技術(shù)基礎(chǔ)設(shè)施能更靈活支持業(yè)務(wù)正增長(zhǎng)與業(yè)務(wù)需求改變的應(yīng)用程序和硬件降低應(yīng)用程序的開(kāi)發(fā)和集成成本ERP帶動(dòng)的轉(zhuǎn)變

:流程轉(zhuǎn)變，如增加客戶(hù)滿(mǎn)意程度。?1996

Deloitte

&

Touche

Consulting

Group/ICS

All

rights

reserved.第十頁(yè)，共四十六頁(yè)。戰(zhàn)略流程技術(shù)時(shí)間“大R”大型流程改組“小r”流程改進(jìn)系統(tǒng)替代LEGEND

GROUP我們相信“小r”方式是聯(lián)想的最佳選擇$第十一頁(yè)，共四十六頁(yè)。LEGEND

GROUP“流程改進(jìn)”的循序漸進(jìn)的SAPEnabledBPR方式在綜合流程的穩(wěn)固基礎(chǔ)上建立更新的效能:Integrated

processBasic

best

practicesImproved

integrated

processFurther

best

practicesSAP

advanced

features流程SAPCompetitive

edge

practiceSAP

centric

integrated

solutions相對(duì)于現(xiàn)狀的變革程度Non-integrated

processSAP

module

basic

process第十二頁(yè)，共四十六頁(yè)。LEGEND

GROUP揜允許一步一步地消化改變TheThe"Vision"

defines

the

long-term

destination"Release"TimeAdditional

elements

offunctionalitytobedesignedandimplementedintosecond"wave"

ofimplementationElementsof

SAPandnon-SAPfunctionalitywewilldesignandimplementinthefirst"wave"

ofimplementationFunctionalityRelease

Adefines

the

wave

and

timing

of

implementationRelease

BBeyond第十三頁(yè)，共四十六頁(yè)。LEGEND

GROUP我們推薦的依據(jù)：風(fēng)險(xiǎn)控制缺少集成數(shù)據(jù)MIS系統(tǒng)的基礎(chǔ)與國(guó)際大高科技企業(yè)管理有一定的差距Change

Readiness較低：缺少使用大規(guī)模的系統(tǒng)經(jīng)驗(yàn)流程方面的觀念較薄弱基層領(lǐng)導(dǎo)需要相當(dāng)?shù)恼J(rèn)識(shí)統(tǒng)一和教育策略和組織靈活多變這是一個(gè)得到驗(yàn)證的有效途徑效果比較快出現(xiàn):提高信心第十四頁(yè)，共四十六頁(yè)。LEGEND

GROUP推廣順序:我們推薦核心系統(tǒng)/推廣的方式...第十五頁(yè)，共四十六頁(yè)。LEGEND

GROUP流程重組策略主

流

程

/ 流

程

的

范

圍流程標(biāo)準(zhǔn)化的程度實(shí)施的復(fù)雜程度技術(shù)上的策略技術(shù)解決方案(SAP,Legacy,Bolt-on)SAP

模塊和子模塊的選擇現(xiàn)有系統(tǒng)及可能界面的數(shù)目和復(fù)雜性組織機(jī)構(gòu)的范圍地理位置生產(chǎn)銷(xiāo)售渠道產(chǎn)品我

們

考

慮

了...第十六頁(yè)，共四十六頁(yè)。LEGEND

GROUP核心系統(tǒng)/推廣是一個(gè)廣泛應(yīng)用的有效方法同聯(lián)想的路線(xiàn)相一致北京是顯而易見(jiàn)的項(xiàng)目選擇地及最初推廣平臺(tái)LCS

PP的復(fù)雜性要求額外的時(shí)間(LCS具有PlanningWithout

Final

Assembly

MRP模式，同時(shí)需與SD

AssemblyProcessing集成)第二階段推廣到香港和深圳，因?yàn)橄愀凼亲鳛橐粋€(gè)供應(yīng)和管理的中心。深圳的地理位置鄰近香港，業(yè)務(wù)上相關(guān)聯(lián)，并便于善用項(xiàng)目資源。其他關(guān)鍵依據(jù)...第十七頁(yè)，共四十六頁(yè)。LEGEND

GROUP1.2聯(lián)想SAP實(shí)施工作方法第十八頁(yè)，共四十六頁(yè)。Describe

the

Phase/Thread

concept,

list

ThemesDescribe

Module

MapLEGEND

GROUP信息技術(shù)流程與系統(tǒng)集成領(lǐng)導(dǎo)改革培訓(xùn)和文檔項(xiàng)目管理評(píng)估范圍期望測(cè)試和計(jì)劃和確定指標(biāo)流程重組系統(tǒng)設(shè)置和交付Testing

andDeliveryConfigurationRedesign流

程

重

組

和

SAP聯(lián)

想

核

心

系

統(tǒng)

項(xiàng)

目

分

為

5

個(gè)

階

段和

6

個(gè)

線(xiàn)

索

:第十九頁(yè)，共四十六頁(yè)。LEGEND

GROUPDataa

Design

aanddStakeholder

and

End-User

PreparationEn5dEdE-UnUn8sededr

Training

and

DocumentationAnalysis

and

DesignProgram

Planning

and

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Management

and

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StrategyInitiative

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tionImplement

Processes

for

PackageSAP

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Organizational

ModelInternal

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Scope

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for

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and

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for

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and

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TestDataManagementDDesiggnn

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ationPerformance

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plementation

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TeaPrmojecTcTtrTeaamiTrnrnaiiiinininnggggDevDvDeleleopvpvmeeeentltlaondpDememlieievenenrt

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Development

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Software

Development

Software

Implementatio我們的方法論是以應(yīng)付工作推動(dòng)進(jìn)展(DeliverableOriented):第二十頁(yè)，共四十六頁(yè)。LEGEND

GROUP評(píng)

估

范

圍

和

計(jì)

劃

的

報(bào)

告–細(xì)化項(xiàng)目范圍–項(xiàng)目的組織結(jié)構(gòu)–細(xì)化項(xiàng)目計(jì)劃–改變管理評(píng)估–培訓(xùn)策略及計(jì)劃–宣傳溝通策略及 計(jì)劃項(xiàng)

目

小

組

培

訓(xùn)Scoping

and

Planning

Deliverables:TaskProject

PlanStartFinisRhResource評(píng)估范圍和計(jì)劃的報(bào)告第二十一頁(yè)，共四十六頁(yè)。LEGEND

GROUP內(nèi)部評(píng)估集成管理和QA流程評(píng)估范圍和計(jì)劃階段的核準(zhǔn)與批準(zhǔn)繼續(xù)下一階段Scoping

and

Planning

Deliverables

(cont.)TaskProject

PlanStartFinishRhResource評(píng)估范圍和計(jì)劃的報(bào)告第二十二頁(yè)，共四十六頁(yè)。LEGEND

GROUP內(nèi)

部

分

析

及

As-Is

Model外部評(píng)估流

程

期

望流程指標(biāo)高層次的SAP

Gap解決評(píng)估培訓(xùn)和教育分析與計(jì)劃SAP組織結(jié)構(gòu)設(shè)計(jì)期望及目標(biāo)階段的核準(zhǔn)Visioning

and

Targeting第二十三頁(yè)，共四十六頁(yè)。LEGEND

GROUPTo-Be

Model組織結(jié)構(gòu)的調(diào)整的分析SAP

Fit/Gap分析和解決方案數(shù)據(jù)轉(zhuǎn)換策略基層管理教育準(zhǔn)備新流程過(guò)渡計(jì)劃軟件開(kāi)發(fā)計(jì)劃與設(shè)計(jì)SAP安全性和授權(quán)方案最終用戶(hù)培訓(xùn)To-Be工作/職責(zé)分析流

程

再

設(shè)

計(jì)

階

段

的

批

準(zhǔn)Redesign

Deliverables第二十四頁(yè)，共四十六頁(yè)。LEGEND

GROUPSAP

系

統(tǒng)

配

置

和

單

元

測(cè)

試軟件的開(kāi)發(fā)集成測(cè)試計(jì)劃數(shù)

據(jù)

實(shí)

施

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系

統(tǒng)

IT

支

持

的

程

序基

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育SAP授權(quán)Profile最終用戶(hù)課程及文檔準(zhǔn)備系統(tǒng)配置階段核準(zhǔn)Configuration

Deliverables第二十五頁(yè)，共四十六頁(yè)。LEGEND

GROUPTesting

and

DeliverySAP

集

成

測(cè)

試最

終

用

戶(hù)

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訓(xùn)完

成

數(shù)

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換實(shí)施業(yè)務(wù)組織結(jié)構(gòu)和流程Pre-Implementation

QA啟用SAP

R/3正式系統(tǒng)初

啟

用

的

支

持實(shí)施完畢后的審核項(xiàng)

目

核

準(zhǔn)第二十六頁(yè)，共四十六頁(yè)。LEGEND

GROUP測(cè)試及交付系統(tǒng)設(shè)置流程再設(shè)計(jì)期望和確定指標(biāo)評(píng)估范圍和計(jì)劃測(cè)度，管理，監(jiān)督和報(bào)告狀況計(jì)劃和準(zhǔn)備建立流程開(kāi)發(fā)和執(zhí)行工作計(jì)劃項(xiàng)

目

管

理

軌

道第二十七頁(yè)，共四十六頁(yè)。LEGEND

GROUP測(cè)試及交付系統(tǒng)設(shè)置流程再設(shè)計(jì)期望和確定指標(biāo)評(píng)估范圍和計(jì)劃鑒別要求非生產(chǎn)環(huán)境的建立生產(chǎn)環(huán)境的準(zhǔn)備測(cè)試和實(shí)施IT

軌道第二十八頁(yè)，共四十六頁(yè)。LEGEND

GROUP測(cè)試及交付系統(tǒng)設(shè)置流程再設(shè)計(jì)期望和確定指標(biāo)評(píng)估范圍和計(jì)劃評(píng)估和確定范圍分析和設(shè)計(jì)開(kāi)發(fā)實(shí)施Process

and

Systems

Integrity

軌道第二十九頁(yè)，共四十六頁(yè)。LEGEND

GROUPChange

Management

軌道期望和確定指標(biāo)評(píng)估范圍和計(jì)劃系統(tǒng)設(shè)置測(cè)試及交付流程再設(shè)計(jì)Stage

IStage

IIStage

IIIEducation

programdeliveryLeadershipPreparationCommunicationEducationInfrastructureSupportLeadership

CommitmentMobilizing

theOrganizationSustainedCommitmentStrategy

and

PlanStakeholderEnrollmentOwnership

TransferAssess

organizational

impactIdentify

realignmentneedsStrategy

and

PlanEducation

programdesignStage

I:Setting

a

Climate

forChangeStage

II:Engaging

&

Enablingthe

Whole

OrganizationStage

III:Implementing

&

Sustaining

NewWaysOrganizational

InfrastructureAdjustmentDelivered第三十頁(yè)，共四十六頁(yè)。LEGEND

GROUP測(cè)試及交付系統(tǒng)設(shè)置流程再設(shè)計(jì)期望和確定指標(biāo)評(píng)估范圍和計(jì)劃需要的評(píng)估分析設(shè)計(jì)開(kāi)發(fā)實(shí)施評(píng)估培

訓(xùn)

和

文

檔 軌道第三十一頁(yè)，共四十六頁(yè)。LEGEND

GROUP教育/培訓(xùn)針對(duì)不同對(duì)象：基層管理項(xiàng)目功能小組IT技術(shù)人員核心用戶(hù)最終用戶(hù)功能支持和Helpdesk第三十二頁(yè)，共四十六頁(yè)。LEGEND

GROUP業(yè)務(wù)流程最終用戶(hù)的作業(yè)培訓(xùn)針對(duì)業(yè)務(wù)的每一作業(yè)程序和系統(tǒng)操作?

Production

Orders最

終

用

戶(hù)

培

訓(xùn)

課

程為什么需要變革課程概觀和SAP的基本原理業(yè)務(wù)流程概觀第三十三頁(yè)，共四十六頁(yè)。LEGEND

GROUP訓(xùn)練有素的教員訓(xùn)練有素的現(xiàn)場(chǎng)小組主管和現(xiàn)場(chǎng)用戶(hù)Deloitte/SAPConsultantKnowledgeFormal

TrainingSystem

TestingDoing

&

LearningKnowledgeAcquired

By:Team

Structureand

Knowledge知識(shí)轉(zhuǎn)移并非偶然事故地而發(fā)生， 而是因?yàn)樗俏覀児ぷ鞣绞降囊徊糠?/p>

。項(xiàng)目工作和培訓(xùn)第三十四頁(yè)，共四十六頁(yè)。LEGEND

GROUP1.2

SAP

Enabled

BPR概念與工作過(guò)程第三十五頁(yè)，共四十六頁(yè)。LEGEND

GROUP集成測(cè)試業(yè)務(wù)和系統(tǒng)的實(shí)現(xiàn)與交付測(cè)試及交付Con系fig統(tǒng)g統(tǒng)ur設(shè)ati置on流程再設(shè)計(jì)期望和確定目標(biāo)評(píng)估范圍和計(jì)劃系統(tǒng)設(shè)置實(shí)施計(jì)劃集成測(cè)試計(jì)劃評(píng)估范圍和計(jì)劃強(qiáng)制性的變革?期望和確定目標(biāo)As-Is模型To-Be

流程To-BeOrganization(Adjustment)業(yè)

務(wù)

流

程

重

組

和

SAP

軌

道第三十六頁(yè)，共四十六頁(yè)。LEGEND

GROUP戰(zhàn)略上的計(jì)劃和決策戰(zhàn)術(shù)上的計(jì)劃和決策操作上的計(jì)劃和決策業(yè)務(wù)展望)SAP及其有關(guān)業(yè)務(wù)流程主要在操作層次上；有些流程在戰(zhàn)術(shù)上。99DRoeeqsuRierqeuAipspirtoivoanl?1100PerformRequisitionApprovalProcesstoSupplier

Appr?ovedP50.3

Assi11gn22RequisitYieson

IsR11eq11uisitionNotifyAppropriatePartiesContract?Yes

P50.2M-30.14

22RIedqeunitriefmyeMnRtPsCreat66eRequisitionNoYesYesNo1133

NoReoprodretr/(tRDeeqmuaensdt)P30.10Calculation

44Iden11tifyNon-MRP

IsMa33terialonPlantI-sMaterialona

55

Was77Therea

Conver88tFromPlannedIndependent

Requirements

to-pl?ntTranNferosa

SAchedmlinoLaneoNirgtneuerg

IRequerialanMRYesP?tnemeitaMs

ReqAlready?CreateOrdertoRequisitiondoNnoitisiuYes

P50.1

P50.4第三十七頁(yè)，共四十六頁(yè)。IndustryPrint

helps

integrate

Reengineering

&

technology

in

one

toolwhile

still

takinginto

account

the

unique

views

of

Industry,

Business

Process,

and

ERPPackage.We

ensure

the

client

gets

the

most

for

the

money

by

not

spending

the

first

couple

months

deciding

what

to

call

things,

etc.The

map

to

SAP

helps

bridge

betweenBPR

(process-centric)

work

into

SAP

functionalmodule

work.The

common

language

helps

our

practitioners

fromdifferent

disciplines

work

from

the

same

understanding-i.e.,whenBPR

is

over

&

we

are

ready

to

move

intoimplementing,we

won抰revisit

half

of

the

deliverables.LEGEND

GROUPTO-BE

Model

的開(kāi)發(fā)來(lái)源于:AS-IS模型流程目標(biāo)用戶(hù)需求最佳模式ProcessOperationalActivitiesSServices

Services

SupportPrDeovoelcocpeNeewsseMearskset

&

PerformOrder

Procure

Manufacture

Manage

ProvideProducts

SellProducts/

Management

Materials&

Products

Logistics

Customeronstrateg

Perform

ts

for

Purcha

Service

Service

Materialy

Evaluati

Quotati

se

s

s

sSub-ProcessPlan/M

Maintai

Manage

Create

Purcha

Receiv

Disposi

Enable

aintain

n

Contrac

&

se

e

tion

Paymen

Procur

Supplie

ts

&

Maintai

MaterialMateria

Inboun

t

ement

rs

&

Reques

n

s

&

ls&

dPer11fo00rmRequisitionApprovalProcess?P50.3

Ass11ig22nRequisitIsi11Roen11quisitiontoSupplYiers

ApprovedPartiesM-30.14

IRdeeqnutiirfeymMeRnPts?No

YesNot11if33yAppropriaNtoeReRoerpdoerrt/Calculation

44oPo3n0n.s1s0

Requisi

Cre66ateRequisitiontions

NoIndependeRnetquirementtos-p?lantTranAsCgforenertermaecntt?orRaequirement?RAelqrueiasidtyi?oOnrCdrerateodRequisition

t(DRemqaunedst)Yes

99Ide11ntifyNonI-sM33aRtPeriNalooSnIPcslheMaadntuel-riinNagolLoiInsaeM55aterialYaesnMRWPa77sTherNeaoConv88ertFromPlanned22

YeP50.1s

YesP50.42

DRequireApprovalnoitisiuqeRseoIndustryPrintSub-ProcessActivitiesPlan/Maintain

Procurement

StrategyProvide

Customer

SupportManufacture

ManageProducts

LogisticsProcure

Materials&

ServicesPerformOrder

ManagementMarket

&

SellProducts/

ServicesDevelopNew

ProductsMaintain

Suppliers

&

Perform

EvaluationsManage

Contracts

&

Requests

for

QuotationsCreate

&

Purchase

Receive

Disposition

Enable

Maintain

Materials

&

Materials

&

Inbound

Payment

Purchase

Services

Services

MaterialsRequisitionstoSupplier991100PerformRequisition

ApprovalProcessP50.3Assi11gn22RequisitiYoens

IsR1e1q1u1isition1133NotifyAppropriatePartiesContract?22M-30.14

IRdeeqnutiirfeymMeRnPts66CreateRequisitionNoYesRDeoqeusiRreqAupipsriotviaoln?YesNoApp?rovedNoReorderReport/Calculation

11IndependenttDemand(Request)P30.1033

44

77

88IdentifyNon-MRP

IsMaterialonPlant-

IsMaterialona

55

WasTherea

ConvertFromPlannedRequirements

to-pla?ntTransNfoer

SAgcrheedumlenitnogLrianeNo

IsRMeaqtuiereimaelnatn?MRYPes

RequAilsrietaidoyn?CrNeoatedOrdertoRequisitionYes

P50.1

Yes

P50.24TO-BE

MODEL

LegendPrintProcessOperational

Processes環(huán)境因素SAP產(chǎn)品知識(shí)第三十八頁(yè)，共四十六頁(yè)。LEGEND

GROUP我們利用Iterative的Redesign工作方式，以保證SAP中的流程再設(shè)計(jì)是有效的第三十九頁(yè)，共四十六頁(yè)。IndustryPrint

helps

integrate

Reengineering

&

technology

in

one

toolwhile

still

takinginto

account

the

unique

views

of

Industry,

Business

Process,

and

ERPPackage.We

ensure

the

client

gets

the

most

for

the

money

by

not

spending

the

first

couple

months

deciding

what

to

call

things,

etc.The

map

to

SAP

helps

bridge

betweenBPR

(process-centric)

work

into

SAP

functionalmodule

work.The

common

language

helps

our

practitioners

fromdifferent

disciplines

work

from

the

same

understanding-i.e.,whenBPR

is

over

&

we

are

ready

to

move

intoimplementing,we

won抰revisit

half

of

the

deliverables.LEGEND

GROUP具有創(chuàng)造性的人.熟悉現(xiàn)狀但不固守于現(xiàn)狀的人.來(lái)自公司各個(gè)管理層次的人.具有行業(yè)經(jīng)驗(yàn)的人.具有SAP知識(shí)的人.成功的BPR需要以下人員參與:第四十頁(yè)，共四十六頁(yè)。LEGEND

GROUPBPR

是相互合作的成果:Deloitte/SAP咨詢(xún)顧問(wèn)各業(yè)務(wù)部門(mén)代表IT分析員核心小組核心用戶(hù)核心功能小組組長(zhǎng)第四十一頁(yè)，共四十六頁(yè)。We

need

to

update

this

slide

at

the

last

possible

momentto

reflect

what

we

are

actually

showing.Note

-

fromhere

I

assume

we

will

Hot

Key

to

the

LiveModel

Explorer.LEGEND

GROUP航天&國(guó)防汽車(chē)高新技術(shù)化學(xué)工業(yè)制藥業(yè)IndustryPrint?將被廣泛應(yīng)用于聯(lián)想項(xiàng)目中IndustryPrint

TM消費(fèi)品零售業(yè)公用事業(yè)通訊業(yè)金融服務(wù)公共事業(yè)第四十二頁(yè)，共四十六頁(yè)。I

don抰knowhowuseful

this

is

but

mythought

was

that

some

folks

won抰hang

around

for

the

detailed

display

and

atleast

this

way

they

see

the

scope

of

theIndustry

Print.I

think

we

can

use

this

as

a

touch

point

of

-

this

is

Industry

Print

but

I

think

it

will

be

more

valuable

to

you

to

see

an

actual

print.The

process

models

provideavisual

description

of

the

business

environment

-

it

helps

get

to

acommon

language

across

the

entire

enterprise.The

industry

issues

are

based

on

project

experience

and

provide

a

reusable

repository

of

solutions(including

system

independent

which

might

enable

換uickHits?The

Templates

provide

sample

solutions

to

the

issues

we

feel

are

most

complex

-

note

these

are

really

onlygoing

to

be

developed

in

FY98.LEGEND

GROUPIndustryPrintIndustryPrint

包括:PPrroocceessssSub-ProcessOOppeerraattiioonnaallPPrroocceesssseessActivitiesProvide

Customer

SupportManage

LogisticsManufacture

ProductsProcure

Materials&

ServicesPerformOrder

ManagementMarket

&

SellProducts/

ServicesDevelopNew

ProductsEEvvaalluuaattiioonnss&&PPeerrffoorrmm

IInnbboouunnddMMaatteerriiaallssPPllaann//MMaaiinnttaaiinnPPrrooccuurreemmeennttSSttrraatteegMgMyyaaiinnttaaiinnSSuupppplliieeMrMraansnsaaggeeCCoQoQnunutotortrtaaaactcttitisoso&n&nRsRseeqquueessttssffoorr

CCrreeaatteeR&R&eMeqMaquauiiininststiaiatitiininoPoPnunusrsrcchhaassee

PPuurrcchhaasseeMMaatteerriiaallss&&SSeerrvviicceesRRseecceeiivveeMMaatteerriiaallss&&SSeerrvviicceess

DDiissppoossiittiioonn

EEnnaabblleePPaayymmeennttDoesR99equisitionRequireApproval11001111P50.3

1122AssignRequisitYieosn

IsRequisition1133NotiPfayrAtpipersopriate4422M-30.14

IRdeeqnutiirfeymMeRnPts77

88Creat66eRequisitionNo?YesPAeprpfrorvmaRlePqruoicseisstionNotoSupplier

Appr?oved

NoReorderCRaelpcourlta/tion11Independentt(DRemqaunedst)P30.1033IdeRnetqiufiyrNeomne-nMtRsP

tIsoM-aplteanrtiTarlaonPNsolfeanrt-SIscMhaetduerlianlgLonianeNo

IsMa55terialanMRYPes

ReqWuaissThietrieoanCrNeoateCOdonrvdertForRoemqPuliasninteidon?

AgrCeoenmternatcotr?a

Requirement?

Already?YesYes

P50.1

Yes

P50.42業(yè)務(wù)分解和流程方案集99DRoeeqsuRier?1100PerformRequisitionApprovalProcesstoSupplier

Appr?ovedP50.3

Assi11gn22RequisitYieson

IsR11eq11uisitionNotifyAppropriatePartiesContract?Yes

P50.4P50.2M-30.14

22IRdeeqnutiirfeymMeRnPts77

88Creat66eRequisitionNoYesFromPlanned

oRequisitionqeuAipspirtoivoanl

YesNo1133

NoReoprodretr/t(DRemqaunedst)P30.10Calculation

11

33

IsMaterialona44

55IdentifyNon-MRP

IsMaterialonPNontSchedulingLinNoe-al

IsMaterialanMRPesY

WasTherea

No

Convert

Independent

Requirements

to-pl?antTransfer

Agreementora

Requirement?

ReqAulirseiatidoyn?CreateOdrdertYes

P50.1業(yè)務(wù)流程在SAP系統(tǒng)的映射In

order

tominimize

delays

in

the

purchase

requisition

process,

companies

need

to

automatetherouting

of

approval

forms,

including

a