ATK Presentation Samples.pdf

7/27/2019 ATK Presentation Samples.pdf

1/11

A.T. Kearney 82/11.2011/25821 1

HRO process transformation will strive to develop a flexible andstrategically aligned HRO solution

Drive downCost

Create a more flexible solutionaligned with firm strategy

Improve service deliveryEfficiency & Quality

As is situation To be situation after acomprehensive HRO

Strategy & planning Make HR Strategic

Services Improve quality & efficiency

Administration Reduce cost

10%

30%

60% Selfservice

Service

Center

Auto-

mate

Situation and Objectives

Source: A.T. Kearney


2/11

2

What is Data Quality?

Data Quality is accurate, reliableand timely information throughoutSABIC and its Affiliates

Why is Data Quality important?

Data Quality drives faster andsmarter decisions to navigateSABIC through a complexbusiness environment

What can we do to ensure highData Quality?

Data Quality requires us to takeresponsibility for the data wecreate and manage. We must all:

Monitor our data Know the common errors Resolve issues quickly Know when and where to get

help

High level Awareness Plasma Displays1

1

2 3

Can You Trust Your Data?Data Quality Matters.

SABIC Data Qua l i t y

Improvement Initiative

4



3/11

A.T. Kearney xx/mm.yyyy/00000 3

The global automotive market will grow at ~3% annuallydriven largely by the Asian demand

-13%

+3.3%

2020e

100

42

20

16

7

7

7

2018e

95

39

20

16

7

7

2010

5

54

14

16

30

74

2011e

6

54

15

18

32

80

2012e

6

5

5

16

19

84

2013e

6

33

5

6

16

20

35

88

2014e

66

6

16

20

36

90

69

28

14

14

34

5

2009

61

22

12

15

2015e

44

2008

66

20

16

15

6

45

2007

70

20

19

17

545

2006

66

18

19

17

43

3

2005

64

17

20

16

43

4

6

6

6

16

20

37

926

2016e

6

6

7

16

20

38

94

2017e

4

Global Car Sales (millions)

Source: IHS Automotive; International Organization of Motor Vehicle Manufacturers 2009; A.T. Kearney analysis

Asia

North

America

West

Europe

East

Europe

South

America

RoW

Global Automotive Industry Trends


4/11


Going forward, number of major trends are shaping theglobal automotive industry


Sustainability Reduction of emissions/electric power-

train Environment friendly products, e.g.

non-solvent based coatings Importance of recyclability

Innovation Increasing amount of electronics Miniaturization of components New materials to reduce cost & weight Increased crash resistance and

additional safety features

Growth in emerging markets Shift of R&D and production capacities

to Asia Smaller cars/ultra low cost cars Reduction of other segments (SUV, )

Increasing consumer diversity Increasing number of models Shorter development cycles

Largely tailored cars

Cost reduction & integratedProcurement

Cost element optimization along chain

Weight reduction of materials Localization of spend

Comprehensive total cost reduction

Commoditization

Deployment of advanced sourcingmethodology and techniques

Increased cross-functionalcollaboration

OEM industry realignment

Redistribution of ownership amongestablished OEMs

New players redefining industrydynamics

Shift of value creation to suppliers Ongoing consolidation among

established players

Competition from local suppliers

Major Trends in the Automotive Industry

Global Automotive Industry Trends
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5/11

5A.T. Kearney /January 2010/KACST

XXXX and KSA will reap numerous benefits from theimplementation of TAISIR, fundamentally transforming both

Benefits of TAISIR to KACST and Saudi Arabia

Investing in a national STI infrastructure (Project TAISIR) will contribute toXXXXs growth and diversify Saudi Arabias economy and boost its GDP

Benefits to XXXX Benefits to Saudi Arabia

Revenuegeneration

Costreduction

Imageenhancement

Efficiencyimprovement

Infrastructureupgrade

GDP growth

CommercializationRevenue generatedthrough TAISIRapplications

Costs reducedthroughefficiencyimprovements

Imageenhancementattracts greaterfunding

GDP growththrough start-upincubation andSME support

Efficiencyimprovementsthroughstreamlinedprocesses

Infrastructureupgrade lays thefoundation fore-Government

GDP Growth



6/11


A new idea assessment process has been developed toassist in the process of commercialization

Steps

Collect ideaform fromresearchinstitutes

This process will aid XXXX in promoting innovation and advancing thetechnological capabilities of KSA

Idea assessment process

Collect data

1

Populate data

2

Prioritizeideas

3

Detailed in thenext pages

Assessprioritized

ideas

4Make

fundingdecision

5

Description

Lead

Populate missing

data, evaluate

ideas based on

initial screening

criteria

Prioritize

ideas/

products and

compile

short-list

Complete

deep-dive

assessment

of short-

listed ideas

Funding

decision on

short list of

ideas

Researchers ATK/Researchers

ATK ATK/Researchers

XXXX



7/11

7A.T. Kearney /January 2010/KACST

Shared Services can either be delivered internally orthrough partnering with a 3rd party

Overview of Shared Service Delivery Options

Description Rationale Requirements Benefits

Establish whollyowned andoperated facilities

Maintain culture andprocess expertise

Lower security risk todata and intellectualcapital

Allows high costsavings

Strategic intent to keepF&A functions in-house

Robust internalprocesses andmanagement

Management patienceto achieve maturity and

generate savings Highest investment and

exit costs Existing evidence of

success cases

Strong labor arbitragein a low cost location

Continuous processimprovement andstandardization

Potential for Build/Operate/Transfer of aregional center orfunctions

Select a primary,3rd party offshoreshared serviceprovider

Take several forms(e.g. degrees of

control)

Limited investmentrequired

Lower business riskdue to vendorsprocess experience

Easier to implement a

global/ multi-countrysolution

Partners familiarity andexpertise withfunctional specifics

Strong commitment forsupplier managementand work migration

Fast benefits realization Operations can start

with few functions inselect regions and thenroll-out globally

Large volume could

enable the client tobecome top priority forthe vendor

Create dedicatedfacilities in alliancewith established 3rdparty operators orprimary provider

Proven track record inoffshore locations

Deep process migrationexpertise

Partial risk transfer

Limited competitiveissues

High reliance onexpatriate expertise aswell as local supportand process maturity

Operational control forstrategic functions

Leverage vendorefficiency for skilltransfer

Medium investmentswith fast payback

Captive

Operation

Hybrid

Solution

Outsource

Modules

Model Options

Choice of

Model

Depends on:

Degree of

Control

desired

Appetite for

Cost

Savings

Available

Vendor/

Client

Process

Capabilities



8/11A.T. Kearney xx/mm.yyyy/00000 8

During transformation journey the right change agentssupport project initiatives to successfully achieve target

Change agent selection and duties


Professional and personalcharacteristics

Professional Must have an adequate level ofauthority

to influence their team (middlemanagement/team leads) while still beingclose to direct changes taking place

Should be knowledgeable andexperienced in their own area as well asto changes that will take place

Personal

- Must have excellent relationships within

KACST and be well regarded

- Should be enthusiastic about change

- Should be committed to learning and

communicating learnings to entire

organization

- Must persevere in face of opposition and

be vested in success of project

Potential roles and expectedtasks

Managing

Coordinate and align staff with new

changes in policies, processes and

systems Identify and address any resistance to

change

Act as focal points for change activities in

their area throughout project Educating

Act as first point of reference for staffwhen they have questions or concernsabout the new changes

Assist in training and educating staff Reporting

Monitor and track project progress,identify issues and consolidate stafffeedback

A.T. Kearney can assist in identifying and preparing change agents for theirrole through workshops and training sessions


9/119

A RACI matrix was developed to ensure correctassignment of responsibilities

SalesOrder

Incoterms

OpenSTO

(DirectSales)

OpenSTO

(Warehouse)

STR

Inaccurate

STOs/POs

OBDs

Shipments

Leadtimes

(Routes/S.

Pt)

System

Related

Issues

SalesOrder

Incoterms

OpenSTO

(DirectSales)

OpenSTO

(Warehouse)

STR

Inaccurate

STOs/POs

OBDs

Shipments

Leadtimes

(Routes/S.

Pt)

System

Related

Issues

Sales R R R C C C

Warehousing(if applicable)

R C

Planning R R C C

Logistics R R R C C C

Sales A A A R A A A C


A R A C

Planning A A R A A C

Logistics A A A R A A A C

Sales I I I R R R


I R

Planning I I R R

Logistics I I I R R

BP & DQ Gov.Center

I C C I

ITS (ERP

P&DQ)

I I R AR

Dat

aMonitor

DataSteward

User

Outside

SBU

SBU

Data

Process Steps CorrectCommunicate



10/1110

BP & DQ roles have been aligned with different parts ofthe business and will be grouped into jobs

Executive Champion

BP/DQ Steering Committee

Strategic LeadershipCorporate Control Business and IT

Business Ownership & Advisory

Master DataMaintenance

Process Owner

Data Monitors

Business Process

Owners

User Groups/

Advisors

PolicyAdherence

Process/MasterData

ChangeRequests

SBUs / Corporate

Functions

Data Stewards

Local Business

Process Monitors

Local Process

Improvement

Team

BP & DQ Governance Center

Data Quality

Controller(s)

Master Data

Lead(s)

General Manager - BusinessProcess and Data Quality

Governance Center

DQ System

Administrator

Policies &Guidelines

Monitoring&

Reporting

SSIT

Business Process

Controller(s)

Business Process

Custodian(s) 2)

Business Process

Manager1)

Data Quality

Manager

1) A Business Process Manager role was created in line with the Data Quality Manager

Local Master Data

Business Lead

Data Owners



11/11A T Kearney 82/11 2011/25821 11

Developing a holistic HRO approach will position XXX for aneffective HR contract transformation

Service and HR IT solutions

Self service, automation,optimization opportunities

Business case, benefits,ROI, NPV

Stakeholder buy-in

Retained org structure

Internal vendor / change

management resources

Stakeholder involvement

Adherence to deadlines

Contract level details sign off

Vendor and ClientScope Demarcation

Standardized

processes and tools Multiple vendors

participation

Situation and Objectives

All in vs. Staggered execution

Timeline overlap with contractrenewal / extension

Governance

HolisticHRO Solution


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