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1、highlowdegrees of moderationFullEmpty3 oclock9 oclock6 oclockTip302 Great Client WorkPOSCO changed C&C investment processConducted best practices gap analysesSM assessment & analysis also has some opportunitypractices gap analysesPOSCO changed C&C investmysis also has some& analysis

2、also has some opportunityBest of Best第1页/共46页第一页，共46页。第2页/共46页第二页，共46页。第3页/共46页第三页，共46页。第4页/共46页第四页，共46页。Company Major BrandsProductsCommentsBalanced approachComprehensionCommitmentCapability第5页/共46页第五页，共46页。Business ProcessABM View of Business Process$ Total$ Total$Z$ Y$X= Nonvalue addedPhase IPhas

3、e IIPhase IIIBusiness Value Index ModelingBusiness Portfolio Strategy DevelopmentISM ModelingPOSCOISMFrameworkDevelopmentPOSCOISMFrameworkValidationPOSCOISMImplementation Planning第6页/共46页第六页，共46页。?OrganizationManagementResource?SolidLeadershipClearMissionSelfLearning / Feedback Review / / / 第7页/共46页

4、第七页，共46页。 /Calling card/ Best PriceEvaluationRelationshipRestructuringVolumeConcentrationProductSpecificationImprovementJoint ProcessImprovementGlobalSourcingStrategicSourcing第8页/共46页第八页，共46页。 System/Networking TimenessTimeness Lead time CS InterfaceInterface 第9页/共46页第九页，共46页。 . . .第10页/共46页第十页，共46页

5、。OperationPlanningNetworkmanagementStructureHardwareSoftwareNetworkTechnology第11页/共46页第十一页，共46页。Stages of Excellence: QualitativeManufacturingData bases第12页/共46页第十二页，共46页。第13页/共46页第十三页，共46页。ResultEconomic and business environmentPolitical and economic risksOrganization and management systemsCompetit

6、orsCustomers and distributionChannels and infrastructureIndiaBrazilABC.Small carLarge carMinivanJeepTruckSell 1, Replenish 1第14页/共46页第十四页，共46页。Implementation Phase II Phase IIIDevelop actionable plans for target markets/options Phase ICorporate and businessunit strategy developmentDetermine OptionsF

7、orkliftExcavatorMachine ToolHelicopterRailProject Benefits RealisationExpected DeliverablesActual DeliverablesVarianceCause of VarianceImpact on Overall BevefitsProject AProject BProject C第15页/共46页第十五页，共46页。FinancialDistributionSales & MarketingOrganizationOperationsServicesCapacity PlanningNetw

8、ork PlanningTechnology StrategyRegulatory StrategyInternationalDomestic TollLocal ServiceWirelessBroadband/MMVideoTraditional TelephonyBusiness planBusiness domain第16页/共46页第十六页，共46页。 issues/ N/W / 第17页/共46页第十七页，共46页。Reconcile difference between budget and actualCharge back cost to business unitMake

9、system management contractBudget for software developmentBusiness requirementsAnalyze business EnvironmentSet directionDevelop entry strategyBusiness planBusiness strategyCreateTransportDeliverLong-Haul transportLocal transportInterface managementEnd-user terminalCustomerProgram creationValue-added

10、service1 1 3 34 47 7 8 81010111112126 6 5 5 2 29 9 第18页/共46页第十八页，共46页。BusinessinfrastructureTechnicalinfrastructure. then can you haveOptimal organizational structureStreamlined IT management practiceLow costHigh client satisfactionAppropriate applications & data in support of businessCost effec

11、tive data center Optimal networkEffective client server directionEmpowered End-user computing and office automationAligned IT strategy. then you can expectBusinessinfrastructureTechnicalinfrastructureSub-optimal organizational structureDisjointed IT management practiceHigher costLow client satisfact

12、ionInappropriate applications & dataCostly data centersSub-optimal networkIslands of ineffective client server computingInflexible End-user computing and office automationMisaligned IT strategy第19页/共46页第十九页，共46页。 1 121215 52 21 11 1 1 11 11 12 21 18 82 26 61 1TV TV /Video/VideoOverloaded Overloa

13、ded EngineersEngineers第20页/共46页第二十页，共46页。第21页/共46页第二十一页，共46页。第22页/共46页第二十二页，共46页。RecyclingBest of BestUpdated after meetingwith LG on July 1第23页/共46页第二十三页，共46页。第24页/共46页第二十四页，共46页。 Analyze MRO inventory profile at a high levelDetermine if inventory levels are excessiveDetermine adequacy of inventory

14、 management proceduresActivity 1Activity 2Activity 3Call (202) 337-5550Call (202) 337-5550Ending Inventory (As of June 30, 1996)?HighLowKeyProcurementManufacturingSalesOrder ManagementDistribution 第25页/共46页第二十五页，共46页。Market forceFactorsSpecific Issues For POSCOSupply Market ComplexitySuccessfulImple

15、mentationDefine high level business processValidatewithusersDevelop down to detail levelValidate withusers againWritecodePrototypeValidate withusersPIT should.PITTest Phase IIDevelop actionable plans for target markets/optionsEDS/A.T. KearneyEDS/A.T. KearneyIndustry is changing from being production

16、 driven to moremarket drivenFocus on customer satisfactionImproved marketing and sales skillsNew products with speed to marketCloser relationship with customers and suppliersMore sensitivity to environmental issuesHansol Paper第26页/共46页第二十六页，共46页。OrganizationInformation TechnologyStrategySales &

17、MarketingProductionLogisticsPurchasingInfrastructureVisionStrategyOrganizationOperationsStrategyAre we positioned properly in the marketplace?Are we building the right resources and competencies?Are we doing the things right?ValueOwnership ValueEfficiency Value第27页/共46页第二十七页，共46页。Process driven solu

18、tionWe want changeValueProcess + people driven solutionPeoples natural tendency to resist changeSuccessful projectsUnsuccessful projectsFocusWinning solution, resulting第28页/共46页第二十八页，共46页。OperationPlanningNetworkmanagementStructureHardwareSoftwareNetworkTechnology第29页/共46页第二十九页，共46页。ResultEconomic a

19、nd business environmentPolitical and economic risksOrganization and management systemsCompetitorsCustomers and distributionChannels and infrastructureIndiaBrazilABC.Small carLarge carMinivanJeepTruckSell 1, Replenish 1第30页/共46页第三十页，共46页。FinancialDistributionSales & MarketingOrganizationOperation

20、sServicesCapacity PlanningNetwork PlanningTechnology StrategyRegulatory StrategyInternationalDomestic TollLocal ServiceWirelessBroadband/MMVideoTraditional TelephonyBusiness planBusiness domain第31页/共46页第三十一页，共46页。第32页/共46页第三十二页，共46页。海量(hiling)PPT模板免费下载第33页/共46页第三十三页，共46页。R&DR&D 第34页/共46页第三十四页，共46页。 第35页/共46页第三十五页，共46页。 Needs 4P Volume ConcentrationProduct Specification ImprovementGlobal SourcingRelationship RestructuringBe