IBM Romania 2007 Presentation subtitle: 20pt Arial Regular, teal R045 | G182 | B179 Recommended...

IBM Romania

2007

IBM si Inovarea in afaceri

Timisoara, 28 Iunie [email protected]@ro.ibm.com

IBM Romania

© 2007 IBM Corporation2

Primul pas: ERP?

1. Aliniere a IT-ului cu strategiile si obiectivele de business ale clientului – Express Value Creation

2. Identificare / prioritizare a proceselor care trebuiesc reproiectate – Component Business Modeling

3. Reproiectare procese – Business Process Re-engineering

4. Identificare, documentare, simulare a proceselor actuale – WebSphere Business Process Modeler

5. Implementare aplicatie de gestiune a resurselor intrepriderii - ERP

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Implementare aplicatie de gestiune a resurselor intreprinderii - ERP

Beneficiile implementarii unui sistem ERP:1. Functionalitati complete2. Integrare3. Trasabilitate4. Automatizare5. Expertiză consistentă pe domenii de

afaceri.

Adaptare la specificul clientului:1. Structura organizationala2. Roluri si responsabilitati, utilizatori3. Nomenclatoare4. Procese

Procese:1. Actuale?2. Sunt definite, documentate?3. Ale aplicatiei, daca exista?4. Este posibila adoptarea lor?5. Procese reproiectate?

Date Operative

Utilizator

Utilizator

Utilizator

Sistem de gestiune a inteprinderii (ERP)

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Pasul -1?






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Identificare, documentare, simulare a proceselor actuale – WebSphere Business Process ModelerCe face acest produs?1. Utilizatorii (non-IT) inteleg si-si transforma

procesele prin modelare, simulari, analiza, raportare si colaborare: Intelegerea modelelor de business favorizeaza

amortizarea investitiilor

Adaugarea de masuratori permite definirea principalilor indicatori de performanta (KPIs)

Adaugarea de metrici permite masurarea performantei proceselor de business

Integrarea cu WebSphere Business Monitor asigura stocarea valorilor masuratorilor si metricilor in vederea crearii de rapoarte relative la performantele proceselor de business – fara programare!

2. Utilizatorii IT sunt cei care exporta aceste modele in mediile de dezvoltare aplicatii (aplicatii ERP)

Procese:1. Ce procese exportam?

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What next?






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IBM Strategy & Change

Una din cele mai mari echipe de consultanta strategica pe plan mondial

3,000 de consultanti in strategie in 25 de tari

Expertiza in mai mult de 17 industrii

Business Strategy

Focus pe problemele strategice, la intersectia dintre busines, clienti, si IT

Operations Strategy

Imbunatatire a eficientei modelului actual de operare, a proceselor actuale, proiectare si implementare de noi procese care sa sprijine inovarea business-ului

Organization Change Strategy

Reproiectare si aliniere a organizatiilor in vederea asigurarii transformarii business-ului si a noilor forme de conducere

Technology Strategy

Examinare a modurilor in care IT-ul poate contribui la reducerea costurilor, mari productivitatea, si asigura eficienta pentru strategiile activitatilor de baza

Operations Strategy; IBM Strategy and Change

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Portofoliul IBM de solutii de imbunatatire a operarii

Top-Down, Cost Driven Change(Strategic Profit Improvement)

Focus resources on critical activities Top-down analysis of revenues, costs, &

operational efficiency End-to-end approach to process review &

operational improvement Positions for future growth (strategic) Requires top executive mandate / support

due to the magnitude of change

Long Term, Continuous Process Improvement (Lean Sigma)

Focus on reduction of process variance (sigma) Prepare for on-going improvement Top-down cultural shift Links operational improvements to financial drivers Data driven change Long-term strategic review of revenues, costs and

value chain Requires long-term commitment of executive mgmt

Issue Driven, Process-Based Change(Rapid Process Change) Focus on achieving tangible operating improvement

results in accelerated timeframe Encourages continuous improvement by providing

training for internal resources Drives speed-to-benefit of actual change vs. theoretical

recommendation Efficient approach to identify broken or missing processes and analyze Provides front-to-back evaluation module to estimate value creation Requires strong sponsor support and dedicated team

Strategic, Process Driven Change(Operational Transformation Method)

Integrates improvements across people, process, and technology components

Links strategic direction and core capabilities to process design and technology improvements

Longer term implementations of new technologies, organizational structures and skill sets

Incorporates change management throughout effort to increase likelihood of success

Requires long-term commitment and support of executive management

IBM offers four different operational improvement approaches that each deliver value to clients in different situations. Although one of our existing solutions may meet most of a client’s needs, our

philosophy is to tailor the approach to meet the specific program objectives and client culture

OTM

LeanSigm

a

RPC

SPI

IBMOperational

Improvement Solutions

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RPC asigura beneficii clientilor nostri: cash, venituri, reducere a costurilor

Client Investment/fees Annual Savings Revenue One Time Cash

Virgin Entertainment ~ $0.3 million $ 3.5 million $ 2.6 million incremental sales

Warner Home Video $0.6 million $ 15.0 million

12 projects @Technology Co

~$2.3 million $17.3 million $16.0 million incremental sales

2 projects @ Consumer Goods Co

~$0.8 million $ 4.0 million $1.0 million 1st year; growing thereafter

$2.0 millionworking capital

Technicolor/Thomson ~$0.3 million $50-100 million lost sales avoided

Nestle/ICP ~$0.8 million $10.2 million $5.7 million working capital

Veba Electronics ~$0.5 million $ 2.1 million $8.0+ million working capital

Deluxe Labs $0.3 million $ 4.6 million

Union Pacific ~$0.75 million $38.0 million

Abgenix ~$0.5 million $ 2.5 million

Pioneer Electronics $0.3 million $ .5 million

Genentech ~$0.5 million $ 2.2 million $5 million

Totals ~$ 8.0 million $99.9 million $70-120 million + $20.7 million +

For each $1

invested in RPC

our clients have

realized > $11 of

annualized savings

Sample Project Results

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1. Care sunt procesele care trebuiesc reproiectate? 2. Toate?3. Care da, care nu?4. Cum stabilim acest lucru?5. Prioritati?

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CBM!






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Production Administration

Product FulfillmentSales

Marketing Campaigns

Product Directory

Credit Administration

Customer Accounts

General

Ledger

Document Management

Customer Dialogue

Contact Routing

Staff

Administration

Business

Administration

New Business

Development

Relationship Management

Servicing& Sales

Product Fulfillment

Financial Control and Accounting

Business Planning

Sector Planning

Portfolio Planning

Account Planning

Sales Planning Fulfillment Planning

Business Unit Tracking Sales

ManagementCredit

AssessmentReconciliation

Compliance

Staff Appraisals

Relationship Management

Sector Management

Product Management

Fulfillment Planning

Component Business Model este o reprezentare tabelara a business-ului unei companii

Direct

Control

Execute

An Operational Level characterizes the scope of decision making.

The three levels used in CBM are:

Direct (about strategy, overall direction and policy)

Control (about monitoring, managing exceptions and tactical decision making)

Execute (about doing the work)

An Operational Level characterizes the scope of decision making.

The three levels used in CBM are:

Direct (about strategy, overall direction and policy)

Control (about monitoring, managing exceptions and tactical decision making)

Execute (about doing the work)

A Business Component is a part of an enterprise that has the potential to operate autonomously, for example, as a separate company, or as part of another company.

A Business Component is a part of an enterprise that has the potential to operate autonomously, for example, as a separate company, or as part of another company.

Business Competencies, defined as large business areas with characteristic skills and capabilities, for example, product development or supply chain.

Business Competencies, defined as large business areas with characteristic skills and capabilities, for example, product development or supply chain.

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Communications Sector: Available CBMs

Telco Media & Entertainment

Feature production and theatrical distribution

Television production and distribution

Home video/DVD distribution

TV and cable broadcasting networks

Consumer trade publishing (books)

Video game publishing

Internet services

Common components Energy & Utilities

Network revitalization

Operations transformation

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Financial Services Sector: Available CBMs

Financial Markets Credit Card Retail Banking

Activity Based Retail Bank Component Map

Competency Based Retail Bank Component Map

Combined Retail Bank Component Map Private Banking Family Office Transaction Banking Insurance

Property & Casual

Life

Group

ReInsurance

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Industrial Sector: Available CBMs

Metals Steel Fashion Automotive Trucking Suppliers Automotive Dealers Electronics

Semiconductors

LCD PCP

Capital Equipment

Contract Manufacturing

Consumer Electronics

Video Games

Industrial Automation

Medical Equipment

Personal Communications

Photography

White Goods Chemicals & Petroleum Aerospace & Defense

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Public Sector: Available CBMs

GovernmentTrade, Border Protection, and Transportation Security

Road User Charging

Social Services

Social Services Organization

Tax Administration

Defense Education Healthcare

Healthcare Payer

Healthcare Provider Pharmaceutical Industry Map

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Distribution Sector: Available CBMs

Consumer Products Retail Travel & Transportation

Airlines

Trucking

Hotel

Rail

Container Shipping Lines

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Other CBMs

IT Component Business Model IT Service Provider Accounts Payable CBM Universal Map – Version 1.1

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Rezultatul Workshop-ului CBM: necesitati prioritizate de transformare a core business-ului companiei

BOM dimensions of Component X

Process Business Process 1 Business Process 2 Business Process 6 Business Process 8

IT infrastructure Technical architecture Information Architecture Technology Infrastructure

People

Assets

Governance

Alliances

Base level

Competi- tive level

Differen-tiated level

Current and required competitive level

Cost Savings

Revenue Constraint

Reputational Impact

H / M / LH / M / LH / M / LH / M / L

H / M / LH / M / LH / M / LH / M / L

H / M / LH / M / LH / M / LH / M / L

H / M / LH / M / LH / M / L

H / M / LH / M / LH / M / L

H / M / LH / M / LH / M / L

H / M / L H / M / L H / M / L

H / M / L H / M / L H / M / L

H / M / L H / M / L H / M / L

H / M / L H / M / L H / M / L

Business Impact

Quantitative and qualitative financial impact evaluations (scenario based)

Text descriptions for competitive levels may be available (step 6.1)

Ce legatura exista intre aceste procese, componente, care vor suferi transformari, si strategiile si obiectivele de business ale companiei?

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EVC – First step!!






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Inovarea in afaceri!






IBM Romania


Industry Sectors Service Lines

Strategy & Change

Supply Chain Management

Human Capital Management

Customer Relationship Management

Financial Management

Business Transformation Outsourcing

Application Services

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Verticale, Servicii

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