重庆康明斯ERP实施项目Storyline-v0.9-Leo

DeloitteConsultingChina

ChongqingCumminsDiscussionsDeloitteConsulting

04.03.2013HaoZhuAssociateDirectorArthurLiAssociateDirectorBaoChengWuAssociateDirectorTeamIntroductionAgenda1.DeloitteConsultingChinaOverview2.OurUnderstandingofCCECRequirements3.OurConsiderations4.CaseStudyDeloitteIntroductionDeloitteGlobal193,400professionalsinnearly150countries$31.3billionUSDglobalrevenuesNo.1ManagementconsultancyNo.1SystemIntegrationconsultancyNo.1OracleSystemIntegrationconsultancyNo.1RiskManagementconsultancyGlobalPresenceAsiaPacificAmericaEurope,MiddleEast,AfricaDeloitteChina13,500professionalsin21cities1,500practitionersinconsulting1000technology(SAP/Oracle/TI)consultantsNo.1OracleSystemIntegrationconsultancyNo.1RiskManagementconsultancyStrategy&Operations(S&O)Strategy&GovernanceCustomer&ChannelManagementSupplyChainManagementM&AIntegrationHumanCapitalAdvisoryService(HCAS)TotalRewardsTalentManagement&LeadershipOrganizationalPerformance&CultureHRTransformationEnterpriseApplication(EA)OracleImplementationSAPImplementationFinanceManagement(FM)FinancialStrategy&GovernanceFinancialOperationFinancialServiceIndustry–S&O(FSI-S&O)BaselIIOperationExcellenceRetailBankingandWealthManagementTechnologyIntegration(TI)EnterpriseInformationManagementITStrategy&ManagementSystemDevelopmentStrategyOperationsInformationTechnologyGlobalDevelopmentCentreOffshoreERPImplementationApplicationMaintenanceServiceCustomDevelopment(Oracle,SAP,Java)SystemIntegrationDeloitteConsultingChinaServiceOfferings“DeloitteispositionedintheLeadersQuadrant…Deloitte'semphasisonbusiness-led

solutionsmakesitagoodfitforenterprisesthatseekinnovativeandcomprehensivesolutionstobusinessissuesrequiringautomationortechnologysupport…ItsrangeofcapabilitiesisbroadyetlocalisedfortheChinesemarket...“Deloitte’sleaderpositionWithin17mainERPconsultingandimplementationserviceprovidersinChina,GartnerstatedDeloitteChinaConsultingPracticeisinLeaderposition.Quotedfrom“MagicQuadrantforERPServiceProviders,China”ByGartnerResearchPublicationDate:August,2013TheLeaderPositionofERPServiceProviderinChinaSkillsBreak-upHeadcountWehaveover1500consultantsinChinawithmorethan400whichareOraclepractitionersandwehavesuccessfulimplementationwithclientslikeMcDonald’s,EsteeLauder,Rovi,Cisco,Eaton,SHANTUI,NorthElectro-opticsGroupetcEndtoendOracleEBSservice,Hyperion/BI,Peoplesoft,SiebelCRM,JDEFastgrowthprojectionof100%inthenext3yearsDeloitteChinaConsultingcontinuestoinvestheavilyintheChinamarketplacewithtargetedgrowthprojectionsof35%annuallyforthecomingyearsOurfinanceandHRtransformationrelatedsharedservicescenterclientsincludesWal-Mart,Shangri-La,Pfizer,AstraZenecaetcDeloitteConsultingChinaOraclePracticeWeuseGlobalDevelopmentCenterinChinatodeliverhighqualityandcostefficiency,whichhavemanyOracleimplementationqualifications.QuickFactsOver30OracleinstallbasesServingdomesticChinamarket,MNCs,andothermemberfirmsincludingUS,JapanResourceswithexperienceonremotedevelopmentandsupportengagementsMethodsandToolsITILbasedapplicationmanagementprocessesApplicationManagementMethod（AMM）usedforconsistentdeliveryLeveragingfirm’sglobaldeliverytoolsApplicationManagement（AM）-Workbench,

AM-EstimationModel（EM）andAM-ProjectManagement（PM）SkillSetSkillscoveringallOraclemodulesKnowledgeofindustrysolutionsTelecom,MFG,Mining,etcGoodbusinessprocessknowledgeLanguagecoveringEnglish,Japanese,traditionalandsimplifiedChineseBusinessCaseOracleimplementationandRolloutOracleApplicationManagementServicesFocusonlongtermstrategicclientrelationshipsSupportingmemberfirmsinleveragingChinaofficecapabilitiesandinfrastructureEngagementModelDedicatedcapacitywithjointgovernancetoactasanextendeddeliverycenterEngagementsexecutedandmanagedoutofChinaofficesFlexibleSLAcoveringbothshorttermandlongertermpartnershipsGDC

OverviewDeloitteChinaGlobalDevelopmentCentreWeservelocalChinesecompaniesandMNCsinChinawithstrongtrackrecord.WearethelargestOracleimplementationserviceprovideramongmulti-nationalconsultingcompaniesinChina.ClientsHCEndUserHCIndustryEBS

Ver.ModulesImplementedTeamSizeCompletionDatesMongolianMiningCorporation50035MiningR12Financials/PM/SCM40On-goingChinaNationalCoalGroup30001000MiningR12Financials/PM/SCM30On-goingAmericanBureauofShipping700600ConsultingR11iFinancials/PA10On-goingTongLingNonferrousMetalsGroup50002000MiningR12Financials/PM/SCM50On-goingChinaUnicom500,0002500TelecomR12Financials/PM/SCM90On-goingMcDonald’s85,0002000ConsumerGoodsR12HCM18On-goingRovi200150HighTechR11iFinancials/iProc/IE72012/04ChinaNonferrousMetalMiningGroup20,000700MiningR12Financials/PM/SCM292011/12Cisco3010NetworksR12Financials/SCM82010/05ChinaConstruction8thEngineeringDivision20,0002000ConstructionR12Financials/CoreHR/Payroll152009/10Flowserve1,400120ManufacturingR11iFinancials/SCM92009/01Zovy

RealEstate2,200300RealEstateR12Financials/CoreHR/Payroll/Performance82008/11ChinaNetcomCommunication380,0001300TelecomR12Financials/PM/SCM282008/03CoastalInternationalHoldings,Ltd.2,000RealEstateR12Financials/SCM72008/02MarketLeaderinChinaOracleImplementation中国中铁德勤中国OracleERP最新R12版本实施典型案例德勤为众多装配制造企业提供的咨询服务服务范畴客户关系管理战略与组织专业领域客户例选战略与流程梳理客户服务呼叫中心客户数据仓库关系营销客户关系管理系统实施组织设计客户价值分析客户服务战略与信息技术规划信息化战略电子商务战略收购与剥离客户关系管理，信息技术和营销战略新兴市场/中国战略销售与分销分销商管理系统分销商技术系统战略性零售系统网络应用运营优化收购与兼并生产及运营优化基础设施成本削减运输提前期削减运输车辆排序运输车辆分配运输车辆定位/状态显示供应链整合电子采购/电子市场1.DeloitteConsultingChinaOverview2.OurUnderstandingofCCECRequirements3.OurConsiderations4.CaseStudyAgendaCCECislookingformethodstoimprovetheircompetitivenessImprovesupplychaincollaborationOptimizeleanmanagementEnhanceendtoendapplicationsSeamlessintegrationbetweenapplications三个闭环协同不足以需求为出发点，分析供应链协同中存在的问题，定位各类问题原因。供应链协同环节的问题问题的原因1主机厂的动力需求库存的快速周转没有完整的计划体系来控制库存管理不能对设计变更进行快速反应；对变更引起的呆滞料没有及时处理的应对策略目前销售预测缺乏更加科学的方法来支撑预测的准确性；AES与QAD的集成不能很好的满足企业对市场变化引起的设计变更、工艺变更等的需球没有系统将前段销售的变化准确传递到后续的销售支持项目的快速交付没有体系管控QAD没有供应商客户协同平台，自主开发的WEBEDI虽然实现了部分功能，但各个系统之间的集成性还存在不足采购不能对设计变更进行快速反映基于不断增长的业务诉求而建立的各自相对独立系统，在业务及系统协同上以及资源整合上变得困难集约配送计划手工编制效率低，与生产节拍不一致，缺乏与生产相配合的物流配送计划库存准确度不高销售销售到生产闭环不足生产到采购的闭环不足生产到配送的闭环不足业务管理层面——供应链协同以需求及时性为目标，挖掘精细化管理过程中的问题及原因。1精细化管理环节的问题问题的原因主机厂需求精细化管理产品成本统计产品成本核算不精确产成品可用量信息不准确车间管理的四大数据（成本数据、质量数据、效率数据、产量数据）的统计分析支撑薄弱提升对用户需求的满足产品问题原因：产品成本构成颗粒度不够细实际材料消耗统计不准确异地库在途库数量统计不准确成本问题原因：QAD本身相对封闭，无扩展性，很难适应战略经营管理的需求及业务运作诉求成本差异分摊合理依据不足，材料差异可以还原到各订货号；可以按照工序、生产线进行差异分析，但还原后的成本是不够精细成本分析缺乏有效工具、手段支持资产利用没有完整严谨的计划体系管控统计问题原因：成本颗粒度不足质量数据未与业务执行管控关联众多的业务系统加深了集成的复杂度和维护的难度，使企业经营存在潜在的风险多阶段分系统部署，数据库与开发语言差异QAD不能完全满足成本精细化核算的要求以及降本增效的诉求EAM、HR系统没有与QAD集成，费用不能实时入账，不利于成本及时分析BI还没有建成数据仓库，不能立体全方位支持成本分析业务管理层面——精细化管理GeneralLedgerTherearenotenoughsystemreportstobeused.Lotofreportsarepreparedmanually,likecashstatementreportandReconciliationreport.BudgetmanagementisnotintegratedwithQADERPandlackinaccuracyandtimelinessforbudgetcontrol,forecastingandanalysis.ReceivablesCustomercreditmanagementandbankreconciliation

notenabledinERP,whichtoalargeextentcausedthelackofefficiencyincustomercreditevaluationandordermanagement.Reportsforreceivableanalysisarenotenough,preparedmanuallyinmostcases.PayablesPaymentsarenotintegratedwithbanksystem.UsershavetooperatefirstinQAPAP,andthenininternetbanksystem.Importantreportsforpayablesarelacked,likeagingreportsarepreparedmanuallyoutofsystem.AssetsAssetsmanagementismaintainedinUFIDAsystemandinisolationwithQADERPlikeAP/PO/GLandothers.Sotheaccountingsforassets'transactionsneedtobemanuallyenteredinQADERP.AllCIPassetsaremaintainedoffline,includingCIPcapitalizing.2IT系统功能层面——FinanceManagement2IT系统功能层面——对制造分销现状的理解主数据管理..不能通过物料属性的改变，来实现对业务类型的控制。不能以直观的树状结构查看清单。不支持替代组件参与计划的计算。不支持清单和工艺的直接对比。生产管理..未能有效支撑复杂的车间物料发放管理。不能灵活的配以简化收发料操作。不能实现与财务集成的外协管理。未实现可视化的操作界面。计划管理..未形成集成的一体化计划支撑体系。未实现基于约束的产能计划。原有系统不能有效支撑计划变更。不能将计划结果自动发布至供应商门户。采购管理..不能支持多种采购模式，以适应不同业务需求。不能设置供货比例来源和设置优先级。未实现采购价格有效的跟踪。库存管理..不能实现多组织多层次的组织架构。未实现灵活的盘点配置，实现日盘/月盘/年盘的业务需求。未实现灵活的收发料交易处理，充分满足库存管理需求。销售管理…不能支撑发运通知体系统内进行。不能灵活配置信用检查，以满足业务需求。未实现灵活的定价和跟踪策略，以实现不同业务需求。2IT系统层面——集成问题Peter目录1.DeloitteConsultingChinaOverview2.OurUnderstandingofCCECRequirements3.OurConsiderations4.CaseStudyCumminsChongqingITArchitecture(字体修改)ProductDesignGLFINARAPCMCSTFAOperationalManagementAES(CCEC)Tech

Platform20Hardware/NetworkDatabaseDevelopmentToolSOA

ArchitecturePortalSystemAdminHumanResourceHRPayrollTimeManagementTrainingRecruitmentEmployeeDevelopmentBudgetingOperationalControlandManagementReportingCCECStrategicGoalReportingKPI、Performance、Analysis（BI）BISupplierPortaldistributerPortalManufacturingExecutionMESAssetBookEquipmentMaintenancePlanExecutionRequisitionSparePartsProcurementSparePartsInventoryDeliveryManagementJITAftersaleServiceCCSSPPIF(Group)Manufacture&SupplyChainManagementBOMManagementAdvancedSupplyChainPlanningQualityManagementQMAXRoutineEASEWIPInventoryQualityManagementSalesOrderProcurementProductionSchedulingOracleBIOracleHyperionLegacySystemsLegacySystemsOracleEBSOracleEAMOracle/PeopleSoftOracleEBS打造康明斯完整的高级供应链体系年度销售计划年度配送计划年度采购计划年度计划月份计划周计划执行日销售订单日常配送采购订单预测销售订单调整制定销售计划（MDS）制定生产计划（MPS）调整客户销售部销售部生产制造年度生产计划工厂日作业计划下达反馈下达反馈下达反馈下达反馈制定采购计划（MRP）月份销售计划周销售计划月份配送计划月份采购计划周配送计划周采购计划销售计划执行情况表生产计划与执行情况对比配送任务完成情况采购计划执行情况比较计划制定流程由粗到细月份生产计划周生产计划计划与实际情况对比仓库/供应商供应链考虑总体产能考虑瓶颈工序产能考虑瓶颈工序、供应商产能1通过全新的系统功能，支撑精益制造。1供应商客户精益制造敏捷准时性稳定性⇒运作环境⇒工作场所组织与目视管理⇒全员生产保养⇒防错机制⇒持续改善连续流⇒柔性作业⇒工厂布局⇒快速切换同步生产⇒作业标准化拉式系统⇒物料控制与拉式生产均衡生产原则让供应商按需准时配送，逐步实现“零”库存灵活切换不同产品的生产任务2CompletelyIntegrationwithbusinessandotherfinancemodulesProjectAccountingInventoryPurchasingPayablesGeneralLedgerWebADIHumanResourcesBudgetsFixedAssetsCIPAssetsProjectInformationUnitofProductionVendorInformationAssetInvoicesinformationAccountingsforAssettransactions,Likechange/addition/retirement/depreciationAssetMassAdditionsMasstransactionsImpairmentsEmployeesBudgetsControlAssetsOracleFixedAssetsmoduleiscompletelyintegratedwithotherOraclemodules,andcansharekeyinformationswiththem.Fromtheintegration,thefulllifecycleofassetscanbemaintainedincludingassetpurchasing,CIPassetsmaintenanceandcapitalization,andcanbetracedandqueriedatanypoint.2Comprehensivebudgeting,FulllifecyclemanagementTheplanningwillbedividedanddeliveredtosubordinateunits

whichwillpreparedetailbusinessplanningandinvestmentplanningetc.DivisionAlldepartmentspreparetheresourcesincludingemployeeandfundsaccordingtothegiventargetsandplanningdetails.PreparationComprehensivebusinessplanningatcompanylevel,includingstrategicplanning,marketingplanning,ITplanningandhumanresourcesplanningetc.PlanningThebudgetfunctionwillrecordtheactualvalueofbudgetaccountsatthesametimeofbudgetcontrol.Comparetheactualandbudget,findoutthevarianceandrelatedreasons.AnalysisBudgetcontrolondailytransactionsaccordingtodetailbudgetandrollingbudget.ControlForecastonnextphaseafterthebudgetclosingaccordingtothecompletionoftargetandsituationofnextphase,toreflecttherealbenefitsofcompany.ForecastPlanningDivisionPreparationControlAnalysisForecastCommunizationCoordinationBudgetingThefullprocessofbudgetingcanbemaintainedinOraclesystems,fromplanningtoforecasting,andrealtimecontrolandtimelywarningarerealizedinsystem.WecanbudgetonCash/Expense/Assetsandotheraccordingtocompanyplanningandtargets.IntegrationconsiderationforOracleEBSandlegacysystems-option1CentralizedDispersiveOracleEBSEDIJITMES……LegacySystemsDiversityInterface1.TransactionSource2.TransactionType3.AccountingOrg4.DataTransferMode5.InterfaceRule6.Dr&CrAccount7.OtherElements……FlexibilityandUniversalityPOOMAPAccountingUnificationValue：InterfacewithbothflexibilityanduniversalityCanbeeasilyadjustedtosatisfynewrequirementsandrealizefurthercentralizedcontrolinfutureARGL226DatabaseMasterDataManagementProduct/ItemsCustomer/SupplierEmployeeOrganizationDatabaseWarehouseAppMiddleTieDBTieApplicationDatabaseILMETL

ESB

BPEL/BPM/BAMSystem&BusinessInterfaceSOA

SOASolutionFINASCPQMAXJITLotus/OAMESAES/EASEOraclePOINVFACCSSOracleBISolutionEDIiSupplierPortalHR/PeoplesoftIntegrationconsiderationforOracleEBSandlegacysystems-option22FutureImageforERPandLegacySystem(AfterPhase1)2MultiReportsPhysicalReportsAnalysisDashboardBusinessPresetationBIReportsOracleXMLPublisherExcelFormalGraphicalDatabaseDatabaseWarehouseApplicationDatabaseSecuritybaseontheRolesSecuritybaseontheresponsibility2目录1.DeloitteConsultingChinaOverview2.OurUnderstandingofCCECRequirements3.OurConsiderations4.CaseStudyCompanyIntroduction：Shenyang

Blower

Works

Group,establishedin1934,is

theleadingstate-ownedcompanyinthetechnicalequipmentindustry.In2011,theoutputofthecompanyhasbeenreached11billionRMB.ProjectIntroduction：Becauseoftherapidexpansionofthecompany,theexistingsystemcan’tsatisfytheneeds.Inthissituation,thecompanydecidestooptimizebusinessprocesses,maketheITstrategicplanandimplementtheERPsysteminordertobuildtheintegratedITplatformandenhanceitsinternalcontrol.AchievementPlatformWehavebuilttheunifiedplatformthroughOracleERPwhichcoveredallthebusinessprocessesfromresearchtofinanceandgreatlystrengthenedtheinternalcontrol.Also,ithasenhancedtheleanmanagement.IntegrationWehaveintegratedtheERPsystemandotherlegacysystemandrealizedthedatashare.ClientExperienceByusingtheBIanalysisplatform,wecanclearlyunderstandtheoperationalsituationandcanfindtheproblemintimeandmaketherightdecision.ShenyangBlowerWorksGroup黄晟ComplexbusinessprocessMultipledatasystemsHardtofacilitateinsomesubsidiariesRelativelyweaksenseofinformatizationHeadquarterandallthesubsidiariesFinance,Supplychain,Manufacture,HRrelatedmodulesMasterdatamanagementCompany

andProjectBackgroundKeyChallengesImplementationScopeProjectAchievementsQianShenyangBlowerWorksGroupERPsystemimplementationisbasedonthebusinessprocessoptimization.ThemainpurposeoftheERPsystemistofulfilltheprocessthroughsystemandimprovethebusinessmanagement.Duringthefirstthreemonths,wemadetheinvestigationandunderstandthepresentbusinessprocessofthecompanyandmadethe“As-is”analysis;Then,accordingtotheDeloitteEVMenterprisevaluemodelandIndustryprint,wemadethe“To-be”analysisandprovidedoursuggestionsofimprovement;Finally,accordingtotheoptimizedbusinessprocess,weprovidedoursuggestionofITimplementationrouteandstandardization.ITplanning

ITimplementrouteBusinessProcessReengineer0.ProjectInitiation1.1Strategyunderstandingandanalysis1.2“As-is”analysis1.4Businessoptimization1.5Businessprocessblueprint1.3

“To-be”analysis3.1ITimplementationroute3.2ITinvestmentbudget3.3ITcodingsystemdesign2.2ITarchitectureplanning2.3ITcontrolsystemplanning2.1ITstrategy312123InitiateShenyangBlowerWorksGroupQianNorthElectro-opticsGroupCompanyIntroduction：NorthElectro-opticsGroupfoundedin1962，focusingontheresearchofelectro-opticsproductsforthemilitary.Itdevelopsthebestelectro-opticsproductsinChinaandowns11subsidiaries.ProjectBackground：Withthestrategictransformationinthemilitaryindustry,thecompanyneedstobuildtheERPsystemtointegrateresearchanddesign,procurement,manufacture,salesandfinanceandrealizetheleanmanufacturingandbuildthecostanalysismodule.AchievementsPlatformWehavebuilttheunifiedplatformthroughOracleERPwhichcoveredallthebusinessprocessesfromresearchtofinanceandthedatacanbefullyshared.Andalso,basedontheplatform,“Madebyproject”businessmodulehasbeenestablished.IntegrationWehaveintegratedthecoreERPsystemandotherlegacysystemssuchasPDMsystem,qualitymanagementsystem,fundamentaldatabasesandscannedequipment.ClientExperienceAfterimplementingtheERPsystem,wecanmakethedecisionsbasedonthedataanalysisandfindtheproblemsearlierthanbefore,whichgreatlyhelpsusontheriskmanagementandcontrol.ComplexmasterdatasystemComplexbusinessprocessesHardtofacilitateinsomesubsidiariesOperatinghabitCompanyandProjectBackgroundKeyChallengeProjectScopeProjectAchievementsQianThebusinesscharacteristicofNorthElectro-opticsGroupis“MadebyOrder”.

Oneprojectmeansonorderandrequiresdesignbyorder,simultaneouslydesignandmanufacturingaccordingtotheprojectprogressandtherelatedsupplychainactivitiescanbetraceduntiltheendoftheproject.Salesorder

ProductdesignManufacturingplanprocurementManufacturingQualitytestShipmentAccountingPW1W2A1A2A4M1P1M1P2P3R1R2A3ProjectsolutionCADPDMTCMdeadlineItemrequirementsCraftrouteStandardcraftBOMItemRoutingMPSMRPRCCP

CRPMPSItemMPS,MRPItemPurchaseRequirementProduceNo.POReceipt/ShipCompletioncheckProductionorderandproductionQualitymanagementcostManagementLabor、machine,itemandmoduleplanningPO/INVWIPitemitemitemitemProjectNorthElectro-opticsGroupQianCompanyProfile：ShantuiConstructionMachineryCo.,Ltd.Isoneofthetopstate-ownedcompaniesinChina,producingbulldozers,trimmingdozers,

pipelayers,motorgraders,wheelloaders,roadrollers

andetc..Also,itisaleadingsupplierofundercarriages,trackroller,toprollercomponents.

It’soneofthetop50manufacturersofconstructionequipmentintheworld,andoneofChina’stop500manufacturers.In

2011,ShantuiexceededUS$2.3billioninsales,andowns2holdingsubsidiariesand12subsidiaries.ProjectBackground：InordertosatisfytheGroup’sdiversificationandinternationalizationstrategicneeds,Thisprojectneedstointegratealldifferentoperationalandfinancialsystems,realizetheintegrationoffinanceandoperationonasingeplatform.Also,itneedstoenhancetheGroupcontrol.Company’sc