最新安达信—某软件公司的咨询方案PPT课件 28页

'安达信—某软件公司的咨询方案 OurUnderstandingofYourNeedsPlaskolite’soverallgoalistoevaluateandselectanintegratedcustomerservice,distribution,manufacturingandfinancialsoftwarepackagethatbestsupportsyourbusinessinformationneeds.Tohelpachievethisgoal,PlaskolitewouldlikeaArthurAndersentoassistwiththeevaluationandselectionofanewsoftwarepackage.Thespecificobjectivesofthisprojectwillbeto:DefineandprioritizebusinessandinformationrequirementsIdentifyprocessimprovementopportunitiesResearchandidentifyviablesoftwarecandidatesObjectivelyfacilitatetheevaluationofthemostappropriatesoftwarealternativesDefineappropriatetechnicalarchitectureAssistwithvendornegotiationsPlanthesoftwareimplementationatahighlevelGoalProjectObjectivesSection1:Introduction ProjectApproach-EvaluationComponentsDuringthesoftwareevaluationprocess,thefieldofpotentialsoftwaresolutionsisquicklynarrowedtotwo.Thesetwovendorsdemonstratetheirproductsandareevaluatedbytheselectionteam.Thefinalproductisselectedbasedonthedemonstrationresults,contractconsiderations,andfurtheranalysisasdescribedbelow.AllSoftwareCandidates15+Candidates2FinalistsIndustryInsightMarketResearchVendorViabilityArthurAndersenFirm-wideKnowledge3-5CandidatesFunctionalFitVendorViabilityFinalSelectionTechnologyUse&VisionReferences&SiteVisitsImplementationCostsPricing&NegotiationsRFIresponses,screeninginterviewsDetailedKnock-outCriteria,Companysize,MarketPresence,AAInsight(PlaskoliteandArthurAndersen)HighLevelKnock-outCriteria&PreliminaryScreening(ArthurAndersen)Softwaredemonstrations,referencechecks,negotiations,andCost/BenefitAnalysis(Plaskolite&ArthurAndersen)Thevendorsexecutethescriptsduringtheirdemonstrations;theselectionteamscoreseachareabasedonhowwellthepackagemettheneedsofPlaskolite.Immediatelyafterthedemonstrations,thescoresaretallied.ArthurAndersenfacilitatesadiscussiontosharethescoringresultsandreachaconsensusonstrengthsandweaknesses.Thedemonstrationresultsareonlyonecomponent(althoughthemostimportantcomponent)ofthefinalselectioncriteria.Section2:ProjectOverview SoftwareEvaluation-LessonsLearnedOurapproachworkstocomplementthebusinessknowledgeofPlaskolitewiththeindustryknowledge,technicalexpertise,and“bestpractice”workofArthurAndersen.ApackagewillnotbeembracedbyPlaskoliteifitischosensolelybyArthurAndersen.WewillfacilitatePlaskolitethroughourmethodologytoensureapartneringendeavorbasedonyouragenda.Communicatethatnopackagewillmeeteveryperceivedneedandthatperceptionsmustchange.Selltheideathatnothingwillimproveunlessitchanges.Ensurethedemonstrationaudienceunderstandsthatvendorswanttoshowtheirstrengths,notnecessarilywhatisbestforPlaskolite.Facilitatethedemonstrationsaccordingly.Ensurereferencesareinsimilarindustrieswithsimilarvolumesandareusingtheproduct(nottestingorreadytorollout).Ensuretheorganizationunderstandsthatpackagesoftwareimplementationprojectsaremoreexpensiveandprovidelessrelativebenefitthanstrategic,competitiveinitiatives;however,theseprojectsarecriticaltoestablishingasolidfoundationtosupportfuturestrategicinitiatives.Somegapswillbeidentifiedduringtheselectionprocess,butitisn’tuntiltheBusinessProcessSimulation(BPS)phaseoftheprojectthatallgapsareknown.Packagedsoftwarevendorsincorporateindustry-widebestpracticesfromtheircustomerbaseintotheirsoftware.DuringBPS,eachPlaskolitebusinessscenarioisexecutedinthesoftware.TheteamwillbeabletoidentifyhowPlaskolitewillfurtherchangeitsbusinessprocessestoalignwiththesoftwarevendor’sapproach.Werecommenda“no-mod”policy,thisisachievedbyexecutingthesenewlyalignedbusinessprocessesinthesoftware.ButunlessPlaskolitemanagementiswillingtosupportthisapproach,thisgoalwillnotbeachievedandmodificationswillberequired.Use“knock-out”criteriatoquicklygettoashortlistofvendors.Thiswillallowdeepfocusonahandfulofviablecontendersandallowmoretimeforvalue-addedactivitieslikeidentifyingareasforimprovement.FacilitativeApproachManageExpectationsTheShortListGapsBetweenBusinessRequirementsandSoftwareCapabilitiesSection2:ProjectOverview On-goingProjectScope&ApproachArthurAndersen’spackagedsoftwaremethodologyframeworkconsistsof6majorphaseswhileemphasizinganaggressiveprogramofprojectmanagementandchangeenablement.Thisproposaladdressesthefirst3phasesofwork.Atthecompletionofthesephases,wewilltakeacheckpointwithPlaskolite’smanagementtodetermineArthurAndersen’sinvolvementwithfuturephasesofwork.“Wheredowewanttobe?”“Whattoolswillweuse?”“Howwillweusethetools?”“Constructandroll-outthesolution.”“Howwillwegetthere?”PeopleProcessesTechnologyStrategyRequirementsDefinitionSoftwareEvaluation&SelectionDesign&BusinessProcessSimulationImplementationSupport&ContinuousImprovementImplementationPlanning“Stabilizeandprioritize.”CheckpointCheckpointCheckpoint5-6weeks3-4months5-8monthsProjectManagementandChangeEnablement=withinscopeofthisproposal=futurephasesCheckpoint3-4weeks2weeksCheckpointSoftwareSelectionandImplementationSoftwareSelectionSoftwareImplementationSection3:ProjectApproachThescopeofthisprojectwillbelimitedtotheevaluationandselectionofasingleintegratedsoftwarepackage. DesignTechnicalArchitectureSoftwareSelectionOverviewWehaveaprovenmethodologyandapproachtosoftwareevaluationandselection.Throughoutthisapproach,businessrequirementsarebalancedwithsystemfunctionalitytomaximizebusinessopportunitiesandbenefits.FunctionalTechnicalVendorIdentifyProcessImprovementOpportunitiesIdentifyRequirements&“Knock-out“CriteriaResearchSoftwareAlternativesStrategyProcessesOrganizationTechnologyREQUIREMENTSDEFINITIONSOFTWAREEVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointPlantheImplementationReviewCurrentStateDevelopPreliminaryCostEstimateFinalize&ObtainApprovalDefineBusinessScenarios&ConductS/WDemosNegotiateandCompleteCostEstimateEvaluateVendorsandChooseFinalistSection3:ProjectApproach ProjectApproach-RequirementsDefinitionThepurposeofthisphaseistogatherbusinessrequirementsanddocumentbusinessprocesses.Thisisaccomplishedthroughourfacilitativeconsultingstyle.WeworkwiththeselectionteamtoensureanappropriateunderstandingofthecurrentstateandcooperativelycraftPlaskolite’s“to-be”businessprocessvision.Plantheprojectandmobilizethe“core”selectionteamFacilitategroupdiscussionsandinterviewswithexecutivesandkeyusersIdentifyandmapkeybusinessprocessesIdentifykeycustomerandvendorbusinessrequirements,aswellasfunctionalandtechnicalsoftwarerequirementsReviewArthurAndersen’sGlobalBestPracticeSMKnowledgebase,examplesofbestpractices,bestcompanies,andperformancemeasuresbybusinessprocessIdentifyprocessimprovementopportunitiesPrioritizethelistofsystemsrequirementsfromtheinterviewsandprocessreviewsResearchsoftwarecandidatesDevelopsoftwareselection“knock-out”criteria(functional,technical,vendor)toshortenthelisttoamanageablenumberofcontendersBegindiscussionswiththesoftwarefinalistsregardingproposedconfigurationandresourcerequirementsDevelophighlevelsystemsarchitectureDeveloppreliminaryestimateofhardware,software,training,andimplementationcostsandoptionsKeyTasksHighlevelprocessmapsGlobalBestPracticeSMKnowledgebaseexamplesListofprocessimprovementopportunitiesPrioritizedsoftwareselection“knock-out”criteriaInitiallistofsoftwarecandidatesthroughmarketresearch,industryinsight,vendorviability,ArthurAndersenfirm-wideknowledgeResponsestosoftwareselection“knock-out”criteria(RequestforInformation-RFI)ShortlistofsoftwarefinalistsListofassumptionsimpactingcostestimatePreliminarycostestimateKeyDeliverablesSection3:ProjectApproachREQUIREMENTSDEFINITIONSOFTWARE&HARDWAREEVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpoint PreparedemonstrationscriptsincorporatingPlaskolite’s“knock-out”criteriaSchedulevendordemonstrations,reviewexpectationsandprovidescriptsFacilitatevendordemonstrationsIdentifyperceivedgapsbetweensoftwarecapabilitiesandbusinessrequirementsEvaluatequantitativeandqualitativestrengthsandweaknessesofthedemonstrations,bygatheringindividualscript“scorecards”fromthePlaskoliteparticipantsandfacilitatingre-capdiscussionstogainconsensusCheckvendorreferencesandperformsitevisitsasnecessaryIdentifycontractnegotiationobjectivesandstrategyConfirminitialassumptionsregardingpreliminarycostestimateUnderstandotherpotentialcostcomponents(onetimeandon-goingcosts)NegotiatewiththefinalistsGatherfinalquotesfromsoftwarevendorsFinalizecostestimatebasedonhardware,software,training,implementationSeniormanagementtoselectthefinalvendorbasedon:FunctionalfitTechnologyuseandvisionVendorviabilityProjectApproach-EvaluationandSelectionThepurposeofthisphaseistoensureafairandeffectiveselection.Itinvolvesdevelopingdemonstrationscriptsandfacilitatingthesoftwaredemostoensureadherencetothosescriptssoaconsistentcomparisoncanbemade.Initialgapsbetweenrequirementsandsoftwarecapabilitiesareidentifiedandaddressed.Thisphaseenablesthefinalselectionoftheintegratedpackagesolution.KeyTasksDemonstrationscriptsSoftwarefinalistevaluationcriteriaVendordemonstrationsDemonstrationevaluationsReviewofvendorreferencesInventoryofidentifiedsoftware“gaps”NegotiationobjectivesandstrategyFinalcostestimateContractsignedandsoftwareprocuredKeyDeliverablesREQUIREMENTSDEFINITIONSOFTWAREEVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointReferencesandsitevisitsPricingnegotiationsEstimatedimplementationcostsSection3:ProjectApproach ProjectApproach-ImplementationPlanningOncethefinalselectionismade,theplanningfortheimplementationmayoccur.Thisinvolvesdesigning,indetail,thetechnicalarchitecture,planningtheimplementationtasks,andestimatingtheimplementationeffort.Oncetheseplansarefirmedup,expectationsmaybesetandapprovaltoproceedmayoccur.REQUIREMENTSDEFINITIONSOFTWAREEVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointFinalizethetechnicalarchitecturedesignPlantheBusinessProcessSimulationandImplementationIdentifytheoverallimplementationapproachDevelophigh-levelimplementationplanwithaproposedtimelineandidentifiedresourcesAssessorganizationalimpactMeetwithmanagementtoobtainapprovaltoproceedKeyTasksHigh-levelplanfortheBusinessProcessSimulationandImplementationOrganizationalImpactAssessmentApprovaltomoveforwardwiththeimplementationKeyDeliverablesSection3:ProjectApproach ProjectTeamOrganizationThefollowingisoursuggestedjointPlaskolite/Andersenprojectteamstructure.PlaskoliteExecutiveTeamPlaskoliteProjectSponsorAAEngagementPartner-ToddFisherAAProjectManager-ChrisWenzkeProjectLeadershipSteeringCommitteeResearch&Support-AAConsultantPlaskoliteTeamLeadAA-DougHoodOrderManagement/CustomerServiceTeamFinanceTeamManufacturingTeamPlaskoliteTeamLeadAA-TBDPlaskoliteTeamLeadAA-TBDPlaskoliteTeamLeadAA-ChrisWenzkeAA-TBDSection4:ProjectTeamTechnologyTeamSteeringcommitteemeetingswillbeheldonamonthlybasis,andwilllast1to2hours.Plaskoliteteamleadparticipationwillaverage1to2daysperweekonaverage.AdditionalrepresentativesfromPlaskolite’sfunctionaldepartmentswillparticipateineachteamonanasneededbasis.Plaskolitewillneedtoidentifya“coreevaluationteam”whowillparticipateinthesoftwaredemonstrations.Softwaredemonstrationswillrequire2consecutivefulldaysforeachvendor.WarehouseManagementTeamPlaskoliteTeamLeadAA-R.J.Nicolosi Roles&ResponsibilitiesWebelieveajointprojectteamisessentialtotheultimatesuccessoftheproject.PlaskoliteArthurAndersenProjectLeadershipTeamActivitiesSponsortheprojectattheexecutivemanagementlevelProvideoverallprojectleadershipanddirectionEvaluatefindingsandrecommendationsLiasonwithexecutivemanagementLiasonwiththeorganizationtocoordinateprojectactivitiesbetweenPlaskoliteandAndersenProvideprojectmanagementguidancebasedonexperiencewithsimilarclientsandprovenmethodologiesProvideaccesstofirmwideexpertiseandknowledgecapitalasappropriateLeadthedevelopmentofprojectdeliverablesAssistinthecommunicationprocesswithexecutivemanagementProvidetoolsandmethodologyframeworkstoconductactivitiestomeettheprojectobjectivesProvideinternalperspectiveoninformationopportunitiesProvideinternalbusinessandfunctionalexpertiseAssistinaccessingPlaskoliteinformationasrequiredduringtheprojectAssistinthecreationofdeliverablesandhelpverifyaccuracy,thoroughnessLeadteamactivitiesProvideindustryfunctionalandanalyticalskillsProvideexternalperspectivebasedonknowledgeofindustrytrendsandbestpracticesEnsureprojectdeadlinesaremetanddeliverablesexceedqualityexpectationsSection4:ProjectTeam EstimatedProjectTimelineTheestimatedtimeframeforthisprojectis10-12weeks.Theactualtimeframeisdependentuponseveralfactors,includingtheavailabilityofPlaskoliteresourcesandsoftwarevendorresponsiveness.Thistimelineisbasedonourunderstandingofyourneedsandourexperiencewithprojectsofthisnature.SelectionStepWeek1Week2Week3Week4Week5Week6Week7Week8Week9Week101.0ReviewCurrentState2.0IdentifyProcessImprovementOpportunities3.0IdentifyRequirements&“Knock-Out”Criteria4.0ResearchSoftwareAlternatives5.0DevelopPreliminaryCostEstimate6.0DefineBusinessScenarios/ConductSWDemos7.0NegotiateandCompleteCostEstimate8.0EvaluateVendorsandChooseFinalist9.0ImplementationPlanningCheckpointCheckpointSection5:ProjectTiming ProjectAssumptions&FeeEstimateOurfeesforthisprojectwillbe$135,000,plusoutofpocketexpenses.Wewillbillyouinthreeequalinstallments.Wehavemadethefollowingassumptionsindevelopingourfeeestimate.Ifanyoftheseassumptionsdonotholdtrue,ourfeeestimatecouldbeimpacted.AseniorexecutivewithinPlaskolitewillsponsortheprojectandhasoverallresponsibilityfortheproject’ssuccess.Aprojectsteeringcommittee,consistingofPlaskoliteexecutivemanagement,willstayactivelyinvolvedinmonitoringanddirectingtheproject.Plaskolitewillcommittoprovidingprojectresourcesasdescribedintheprojectorganizationchart.Two(1.5-2daysforeach)softwaredemonstrationswillbeconducted.ProjectcompletionaccordingtotheprovidedscheduleisdependentupontheabilitytoscheduletimewithbothPlaskolitepersonnelandthesoftwarevendors.OurfeeestimatedoesnotincludeArthurAndersenparticipationinvendor/referencesitevisits.Section6:ProjectCosts TheArthurAndersenDifferenceOurExperiencedTeamWehaveproposedateamwithvastexperienceinfacilitatingclientsthroughpackagesoftwareselectionsandimplementationsinthemanufacturingindustry.Integratedsoftwareisthecoreofourconsultingservices.Ourbroadexperienceshaveenabledustoworkwithmanydifferentproductsinavarietyofdifferentmanufacturingenvironments.FacilitativeApproachWetakeyouragendaasourownandworkwithyourrepresentativestohelparticulateyourrequirementswithourindustryexpertisetoensuremutualownershipandselectionofapackagebasedontheseobjectivefacts.Webelieveweareuniquelyqualifiedtohelpyouinthisimportantinitiative.MiddleMarketFocusIntegratedBusinessSolutionsOurconsultingapproachfocusesonimplementingintegratedbusinesssolutionsthataddressallaspectsofPlaskolite:strategy,process,people,andtechnology.Objectivity/IndependenceWehaveavestedinterestinprovidingtherightsolutionsforourclients,notsolutionsthatarelimitedbyourrelationshipsoragreements.Weprovideaprovenmethodologythathelpsclientsleverageenablingtechnologiesthatfittheirrequirements,notours.LocalResourcesWehaveover50consultantsinourColumbusofficeandover140inthestateofOhio.Beinglocalpositionsustobemoreresponsiveandprovidehighqualityserviceatamorereasonablecost.GlobalKnowledgeWehaveaglobalinfrastructurefromwhichweleverage.Wehaveapackagesoftwarecompetencycenterthatperformsworkextensivelywithapplicationselectionsandimplementations.Wehaveallianceswithindustryresearchgroupsandmarketanalysisfirms.WeuseourKnowledgeSpaceandGlobalBestPracticestoshareinsightinternallyandwithourclients.Wefocusonthemiddlemarket.Weoperateinsmall,nimbleteamsthatcollaboratewithyourteamtodeliverrealistic,practicalsolutionsthatworkinacompanyyoursize.Section7:ArthurAndersen ResumesToddFisherBackgroundToddisthePartnerwholeadsArthurAndersen"sBusinessConsultingpracticeinColumbus.Toddhasover13yearsofconsultingexperiencewiththefirmworkingwithclientsinthedistributionandmanufacturingindustries.Heprovidesconsultingservicestoclientsonprocessreengineeringandoperationalimprovement,aswellas,informationsystemsplanning,design,andimplementation.ToddreceivedhisBAinMathematicsandComputerSciencefromCapitalUniversity.Heiscertifiedinproductionandinventorymanagement(CPIM)byTheAmericanProductionandInventoryControlSociety(APICS).RepresentativeClients:RossLabsAshlandChemicalAdvancedDrainageSystemsBeldenWire&CableSafeliteGlassDrugEmporiumCardinalHealthTheButlerCo.AnomaticCorporationStanleyElectricPioneerIndustrialComponentsIndustryExpertise:ProcessManufacturingConsumerProductsElectricalProductsIndustrialProductsAutomotiveWholesale-DistributionRelevantExperienceProfile:CurrentlyleadingtwoERPimplementations,anautomotivesupplier(PeopleSoft)andapackagingproductsmanufacturer(Symix).EngagementpartnerforanERPimplementationfortier1automotivesupplier(J.D.Edwards).DirectedtheERPimplementationfora$750millionwireandcablemanufacturer(SSA-BPCS).Thescopeoftheprojectincluded4manufacturingsitesand1distributioncenter.Projectmanagerforthesoftwareselection,designandimplementationofanERPsoftwarepackage(SSA-BPCS)foramulti-plantspecialtyplasticsmanufacturer.Thescopeoftheprojectincluded19manufacturingplants.EngagementpartnerforanERPimplementationforawholesaledistributorofveterinaryproducts(JBA).ProjectmanagerforthedevelopmentofanITstrategyfora$300millionwholesaledistributor.TheITstrategycoveredathreeyearspanoftime.Ledfinancialprocessdesignandimplementationprojectforalargepharmaceuticalwholesaledistributor.Ledfinancialprocessdesignandimplementationprojectforconsumerproductsmanufacturerofnutritionalproducts.ManufacturingandCostAccountingteamleaderforERPimplementation(MAC-PAC)forchemicalmanufacturer.Section8:ProjectResources ResumesChrisWenzkeBackgroundChrisisamanagerintheColumbusofficeofArthurAndersen"sBusinessConsultingpractice.Hehasoverfiveyearsofconsultingexperiencewiththefirmworkinginmanufacturinganddistribution.Asamanager,heprovidesconsultingservicestoclientsoninformationsystemsplanning,design,andimplementation,aswellasprocessreengineeringandoperationalimprovement.ChrisreceivedhisBachelorofSciencedegreeinMechanicalEngineeringfromtheUniversityofMichiganandaMasterofBusinessAdministrationdegreefromTheOhioStateUniversity.HisgraduateconcentrationfocusedonOperationsandLogisticsManagement.ChrisisanactivememberoftheAmericanProductionandInventoryControlSociety(APICS)andisCertifiedinIntegratedResourceManagement(CIRM).RelevantExperienceProfile:Foraconsumerpackagedgoodsmanufacturer,ChrisledatechnologyassessmentandplanningprojectforintegratingtheacquisitionofanotherCPGmanufacturer.Fora$300millionspecialtyplasticsmanufacturer,ChrismanagedaYear2000ERPUpgradeproject.Histeamwasresponsibleforfacilitatingadetailedsystemtestofthenewsoftwareandplanningthemigrationprocesstocutovertothenewsystem.Fora$750millionmanufactureranddistributorofwireandcable,Chrisledthemanufacturingteaminthedesignandimplementationofanintegratedmanufacturingsoftwarepackage.Hewasresponsibleforfacilitatingthemanufacturingteamthroughaconferenceroomdesign,executingadetailedsystemtestofthenewsoftwareandprocedures,andplanningtheconversionandcutovertothenewsystem.Fora$160millionpackagedfoodsmanufacturer,Chrisledthedistributionteaminthetestingandimplementationofanintegratedmanufacturingsoftwarepackage.ChrisledtheplanningandexecutionoftheDistributionTrainingWorkplan,wasresponsiblefortestingallofthedistribution-relatedsoftwaremodifications,andsupportedconversionactivitiesduringamultiplephasedconversion.Foran$85millionautomotivecomponentssupplier,Chrisledthemanufacturingteaminthedesignandimplementationofanintegratedmanufacturingsoftwarepackage.Hesupervisedtheconversionofmanufacturingdatatothenewsystem.IndustryExpertise:IndustrialProductsConsumerProductsWholesaleDistributionThirdPartyLogisticsRepresentativeClients:AdvancedDrainageSystemsShowaAluminumOrvalKentBeldenWire&CableBlueCoral/MEDOSection8:ProjectResources ResumesRonZeschBackgroundRonisamanagerinArthurAndersen’sColumbusBusinessConsultingpractice.Hehasover9yearsofconsultingexperience.Ronhasservedclientsinthemanufacturing,wholesaledistribution,utilities,stategovernment,andinsuranceindustries.Hisprojectroleshavefocusedonintegratingtechnologyandbusinessfrommanydifferentperspectivesincludingsoftwaredesign,development,andimplementation;changemanagement;andbusinessprocessimprovement.RonreceivedhisBSinIndustrialandSystemsEngineeringfromtheOhioStateUniversity.HeisanAmericanProductionandInventoryControlSociety(APICS)memberandhashisCIRMcertification.RepresentativeClients:PioneerIndustrialComponentsStanleyElectricTheButlerCompanyBeldenWireandCableAdvancedDrainageSystemsShowaAluminumAshlandChemicalReltecIndustryExpertise:IndustrialProductsAutomotiveElectricalProductsWholesaleDistributionRelevantExperienceProfile:CurrentlymanagingaPeoplesoftimplementationprojectforatier1automotivesupplier.ManagedaJ.D.EdwardsERPimplementationforaJapanese-ownedtieroneautomotivesupplier.Theprojectscopeincludedallcorefinance,salesordermanagement,andmanufacturingfunctionsforasingleplantoperation.LedthefinanceteamonaBPCSERPsoftwareimplementationforalargemulti-plantwiremanufacturer.Thefinancialscopeincludedcostaccounting,AR,AP,GL,financialreporting,budgeting,andfixedassets.ImplementedprocessimprovementsinsupportoftheinstallationofBPCSforaJapaneseownedautomotivepartssupplier.Thefunctionalscopeincludedcostaccounting,accountspayable,accountsreceivable,financialreporting,andshopfloordatacollection.Programmedtheinventorycontrol,receiptofmaterialsapplicationwithinawidelydistributedintegratedmanufacturingsoftwareproductduringadevelopmentprojectforachemicalprocessingcompany.Designedcustomermaintenanceandfinancial/billingparameteradjustmentapplicationswhileworkingwithamulti-serviceutilitytoreplacelegacysoftwaresystems.Thesystem’schiefrequirementwastheabilitytomanage(customermaintenance,billing,...)700ofthemostcomplexindustrialaccounts(Approximately25%oftotalrevenues).Section8:ProjectResources ResumesPeteBeckwithBackgroundPeteisaManagerinArthurAndersen’sBusinessConsultingPracticeinColumbus.Hehasover6yearsconsultingexperiencewiththefirmandservesManufacturingandWholesaleDistributionclients.Peteprovidesconsultingservicestoclientsinplanning,design,andimplementationofinformationsystems,aswellasprocessreengineering.PetereceivedhisBachelorofScienceinManufacturingEngineeringfromMiamiUniversity.HeisanAmericanProductionandInventoryControlSociety(APICS)memberandispursuinghisCIRMcertification.RepresentativeClients:TheButlerCo.Wayne-DaltonEvereadyBatteryCo.EnergizerPowerSystemsMontgomeryWardIndustryExpertise:ConsumerProductsWholesale-DistributionRetailRelevantExperienceProfile:PeteledanERPsoftwareimplementationforthenation’slargestdistributorofveterinarypharmaceuticals.PetemanagedandfacilitatedtheareasofSalesandMarketing,WarehouseOperations,Purchasing,Finance,andInformationSystems.Peteledapackagedsoftwareselectionprojectforawholesaledistributor.Hefacilitatedarticulationofallbusinessandtechnicalrequirements,andidentificationofprocessimprovementsbyleveragingBestPractices.Hefacilitatedtheresearchactivities,vendordemonstrations,evaluationdiscussions,andsitevisitswithclientteammembers.Peteworkedwithanationalmanufacturer-distributorofconsumerproductstomapas-isprocessesandidentifyareasofriskandareasforprocessimprovementinwarehousingoperations.Peteworkedwithabillion-dollarmanufacturerofconsumerbatteriestoimplementpackagedSAPR/3software,aspartofaglobalstandardizationinitiative.Peteworkedwithanationalretailerthroughitsacquisitionandmergerofaneast-coastretailer.Peteledtheintegrationeffortsofthedistributionsystemsarea.Section8:ProjectResources BackgroundMr.HoodisanexperiencedconsultantintheColumbusofficeofArthurAndersen’sBusinessConsultingpractice.Hehasover6yearsoffinancialaccountingandconsultingexperience.Hisexperiencesfocusontechnicalandanalyticalprojectimplementationsforthemanufacturingandfinancialservicesindustries.EducationalBackground.DougholdsaBAfromAndersonUniversity,withamajorinAccountingandaminorinBusinessAdministration.HeisaCertifiedPublicAccountantintheStateofIndianaandisamemberoftheAmericanInstituteofCertifiedPublicAccountants.RepresentativeClients:StanleyElectricTigerpolyArvinIndustriesHancorIndustryExpertise:AutomotiveIndustrialProductsFabricatedProductsWholesaleDistributionRelevantExperienceProfile:Currently,leadingthefinanceteamonaJ.D.EdwardsimplementationforamanufacturingcompanyLedthefinanceandsalesordermanagementteamsonaJ.D.EdwardsERPimplementationforaJapanesetieroneautomotivesupplier.Theprojectscopeincludedallcorefinance,salesordermanagement,andmanufacturingfunctionsforasingleplantoperation.Responsibilitiesincludeddefiningbusinessrequirements,testingandimplementation.Facilitatedfinancialteamrequirementsdefinitiononasoftwareselectionprojectforatier1automotivesupplier.QADMFG/PROwasultimatelyselectedbytheclient.ManagedanSAPimplementationprojectforacaptivefinancecompany.Responsibilitiesincludedfacilitatingteammeetings,reportingprojectstatustocompanymanagement,providingprocessdescriptions,developingtheconceptualdesignandconfiguringtheFinancialAccounting(FI)andControlling(CO)modulesofSAP.Managedseveralauditandprofessionalservicesengagementsvarietyofindustries,includingWholesaleDistribution,SavingsandLoanandFabricatedProductsManufacturing.Responsibilitiesincludedcoaching,directing,andevaluatingtheengagementteam;draftingfinancialstatements,independentauditreport,SECandregulatoryfilings;engagementbudgetingexplanationofvariances.Section8:ProjectResourcesResumesDouglasS.Hood BackgroundHeatherisanexperiencedconsultantintheColumbusofficeofArthurAndersen’sBusinessConsultingpractice.Shehas5yearsofindustryexperiencefocusedinmaterials,logistics,advancedplanning,andproductionandoperationsmanagement.HeatherholdsaBSinBusinessAdministrationwithadoublemajorinTransportation&LogisticsandProduction&OperationsManagementfromTheOhioStateUniversity,Columbus,Ohio.SheholdsanMBAfromCapitalUniversityinColumbus,Ohio.HeatherisaCertifiedImplementorofI2’sFactoryPlanner,CertifiedPurchasingManager(C.P.M.)withtheNationalAssociationofPurchasingManagement(NAPM)andamemberoftheAmericanProduction&InventoryControlSociety(APICS).FunctionalExpertise:BusinessProcessReengineeringMaterials&PurchasingLogistics&DistributionInventory/WarehousingProductionPlanning/SchedulingCostManagement(ABC/ABM)IndustryExpertise:ManufacturingTelecommunicationsRetailDistributionAerospaceRelevantExperienceProfile:FacilitatedaReportManagementsoftwareselectionprocesswiththeMISdepartmentofa$300millionplasticdrainagepipemanufacturingcompany.Identifiedkeybusinessandtechnicalrequirements,developedcriteriamatrixtoevaluatepotentialvendors,andrecommendedanefficientsoftwarepackagethatmettheidentifiedrequirementsandclientexpectations.Leadconsultantonaninformationsystemproject.OperationsProjectManagerforEntekIRDInternational,a$50millionsystemsmanufacturingcompany.Performedandmanagedthefollowingfunctions;inventorycontrol,domesticandinternationalpurchasing,productionplanning,shopfloorscheduling,capacityrequirementsplanning,andwarehouseoperations.ProjectManagerofasupplychainreengineeringinitiativeforSprint/UnitedTelephonecompany,targetingthelogistics,ordering,purchasing,tracking,andreceivingprocessesacross3states,resultinginanannualsavingsof$2million.Designedandimplementedsolutionsforpurchasing,distributionandwarehousingprocessesonacontinuousbasis.Fora$300millionmanufacturer,facilitatedthesystemtestandconversionphasesofayear2000ERPupgradeproject.Developedtestingconditionsandscripts,andfacilitatedadetailedsystemtestofthenewsoftware.Managedtheconversionplanningactivitiesresultinginanexecutableworkplanforconversiontothenewsystem.Section8:ProjectResourcesResumesHeatherM.Yakes,C.P.M. Plaskolite,Inc.RequirementsDefinitionandSoftwareEvaluationProposalApril1999 '