埃森哲公司中石化erp培训资料1.ppt

1、 Accenture 2001,1,ValueSpeedEnergy IndustryCEO Presentation,October 2000,Leading Practices Workshop29 30th November 2001, Accenture 2001,Welcome and Introductions Day 1 Chinese Oil Industry Context Thursdays Knowledge Sharing Session Day 2 Fridays Basic Progressive Pioneering Session,Agenda, Accentu

2、re 2001,Welcome and Introductions Day 1 Chinese Oil Industry Context Thursdays Knowledge Sharing Session Day 2 Fridays Basic Progressive Pioneering Session,Agenda, Accenture 2001,Welcome and Introductions Day 1 Chinese Oil Industry Context Thursdays Knowledge Sharing Session Day 2 Fridays Basic Prog

3、ressive Pioneering Session,Agenda, Accenture 2001,Our Industry Experience, Accenture 2001,Eight driving forces in the global energy & chemicals sector,Market deregulation and liberalization,M&A activity & restructuring,Diversification, new capability & revenue streams,Increased Investment,Volatile o

4、il price,Accessing best talent,Exploitation of new technology,Higher customer expectations,GLOBAL CHEMICALS & ENERGY, Accenture 2001,In Asia Pacific, market dynamics will continue to put downwardpressure on margins,Note: Map not to scale,CHINA,Most attractive global market New market entrants Infras

5、tructure challenges Import restrictions WTO entry impacts,ASEAN,Increasing deregulation Market “shake-outs” Emerging “Nationals” New refining capacity,JAPAN,Market deregulation Increase level of imports Retail price wars Re-structuring networks,KOREA,Good margins historically Moving to product surpl

6、us Hyper-competition in Retail,AUSTRALASIA,Mature and tight margins Barriers to mergers New independents Increased imports,Asia Pacific Region, Accenture 2001,Multi-nationals view ERP & SCM as tools to take performancebeyond scale, Accenture 2001,Technology has enabled and supported 5 phases of busi

7、ness change, Accenture 2001,The challenges for the Chinese downstream oil industryare significant,Decrease crude cost Optimize crude slate,Increase refinery utilization Increase Return on Capital Investment Improve yield of light products,Decrease & optimize distribution costs (1o & 2o) Form strateg

8、ic alliances,Increase retail sales,end-to-end Performance Improvement Challenges, Accenture 2001,The unique characteristics of the oil industry will complicate the journey,From Distinct functional operations solutions Gaps in data availability and accuracy People based capabilities (Art) Point solut

9、ions for supply, transport, terminal and, retail operations,To Seamless integration Real-time, exhaustive network data Process and system based capabilities (Science) End-to-end network optimization, Accenture 2001,Welcome and Introductions Chinese Oil Industry Context Thursdays Knowledge Sharing Se

10、ssion Fridays Basic Progressive Pioneering Session,Agenda, Accenture 2001,Progressive,Basic,Pioneering,Manual tracking of transactions. No real time visibility of data,ERP system implemented, but many hand offs remain Multiple instances of ERP system,Common business processes across similar business

11、es ERP system used to monitor business performance,Our Approach for Thursday & Friday,Thursdays Session Case Study Approach using Client examples Describe the current situation The complications arising from the situation What did they do What were the results Why these are considered Leading Practi

12、ces Fridays Session Discussion session using examples from our clients journey from Basic, to Progressive to Pioneering, Accenture 2001,Thursdays Agenda,Thursdays Knowledge Sharing Session Case Study Approach using Client examples Logistics Management Moving from Push to PullAdam Excellence in Downs

13、tream RetailKen Preventative MaintenanceAmes MRO & ProcurementAdam,Doreen,Winnie,Zhou Ti,Winnie, Accenture 2001,This client is a multinational oil company with 30 refineries, 300 terminals, a large retail and commercial customer base in 40 countries,Multinational Oil company, Accenture 2001,No commo

14、n ERP or SCM language,Time Measures Hourly Daily Weekly Monthly Year-To-Date,No common language across functions,Cost Measures Fixed and Variable Cost of Goods Gross or Net Total and Unit,Asset Measures Whose Asset Who Earns the Return WACC,Quantity Measures Litres Kilolitres Megalitres Tonnes Barre

15、ls, Accenture 2001,Product replenishments were scheduled based on the ullage available in the tank,Operating a Push supply chain, Accenture 2001,Base inventory, sales and forecast data was suspect and unreliable Crude, intermediate and finished refined product inventory levels were high,Resulted in

16、high inventory levels that locked up working capital,Total Inventory: 68.8 MM BBL Value: US$1.5 Billion,Total Average Sales Volume: 509.5 MMB Average Cover: 39.6 days,(Avg 1997),(Avg 1997), Accenture 2001,Inconsistent supply chain planning and scheduling processes across all countries No global key

17、performance indicators,The inventory was a result of a poorly plannedpush supply chain,Operating Expense,Working Capital,Crude Acquisition,Refinery,Terminal,Service Station,Customer Segmentation,Inventory Management,Cycle Stock Replenishment,Distribution Planning,Forecast & Allocation,Consignment St

18、ock,Trade Mix/ Deal,Refinery Reliability,Trade-off of Working Capital and Supply Chain Costs,EconomicTrade-offs Against Margin,Reduced Variability,LowerBuffer Stock,Integrated Planning, Accenture 2001,They used a structured framework to study and to transform their logistics capability over 3 years,Data and Infrastructure,Operational Execution,B