福田汽车it-operatingalignmen(编辑修改稿)

福田汽车it-operatingalignmen(编辑修改稿)内容摘要：

and accentuate future core petencies 17 EDS Confidential Core petencies such as flexibility of decision making power and market intelligence collection can be better achieved and enabled by a superior IT platform… 核心能力 独特的资产 •销售体系 独特的知识和技能 •产品开发 •设计和实施有效的市场营销计划 •销售渠道的操作方法 •企业对新事物和变化的快速理解和反应能力 学习能力 综合能力 •总部对各个部门的控制和管理能力 •总部调研 技术研发 市场销售能力的结合 •领导者的发展规划和产业运作能力 •灵活决策能力 •市场机会的把握能力 • Foster and accentuate future core petencies at HQ and BUs 18 EDS Confidential … to reap the fruits of capital accumulation, reinvented processes, industry leadership, and high profit margins. 前期对市场份额的追逐的结束，未来的福田需要进行资本积累和提高利润的过程 正在进行发展方向和业务重点的调整和转移 运用已有经验和能力 , 进行投资并购，进入目标行业和企业；行业 /企业的发展成为重点 希望总部活动臵于一个清晰的组织框架内，保证有组织 , 有系统的高效运作足够空间 要求总部拥有更为精确的战略规划 , 金融财务, 人力资源等手段来保证战略的更好的实施 发展结果 获取高利润 创新机制 获取行业的 垄断地位 /前三 /四名 快速资本积累 外围资源的支持 :足够的人才引进对既定的战略进行支持 • Foster and accentuate future core petencies 19 EDS Confidential We envisage that the future core petencies can be accentuated by early deployment of the IT Roadmap. 分部价值创造能力 • 各 BU的快速决策能力 • 各个 BU的产品从调研 开发 销售一体化能力， 达到具有满足顾客需求的产品和服务组合 • 准确的市场定位能力 总部管控和经营能力 • 总部仍旧保持灵活的决策和领导权威 • 各事业部之间关系的协调运作能力 • 融资和控制融资成本能力 • 资本运作的能力 • 财务预算和预期收益净现值判断 • 企业通过产品 /服务组合产生的现金流充足稳定 • 随着企业的壮大 , 文化、理念达到一致更为重要 未来核心能力 • Foster and accentuate future core petencies at HQ and BUs Potential Benefits Now to Yr 20xx Existing structure to 11 SBUs 20 EDS Confidential Potential benefits and implications from Now to 20xx from IT perspective… Potential Benefits Now to Yr 20xx Existing structure to 11 SBUs • Increased information sharing between SBUs to identify and resolve issues early • No need to develop costly system interfaces in the interim period Information Technology • Reduced use of paper reports which are often discarded • Reduced data redundancy and data duplication between SBUs and BUs • Avoid reentry of information leading to a more productive workforce 21 EDS Confidential Potential benefits and implications from Now to 20xx from Human Resources and Training perspective… Potential Benefits Now to Yr 20xx Existing structure to 11 SBUs • Reduce retraining costs and less effort in training design and development • Consistency of user procedures and manuals Human Resources and Training • Allow training participants to gather in a larger group to discuss mon business and integration issues during deployment • Increased munications between SBUs and BUs • More productive workforce 22 EDS Confidential Potential benefits and implications in Yr 20xx from Investment perspective… Potential Benefits Yr 20xx 11 SBUs to 9 SBUs • Minimize IT reinvestment costs in reconfiguration (additional estimated 5% investments) necessary for Financials and Logistics. • Relative speed and ease of deploying IT to other regional sites and plants after Logistics/Distribution has been implemented in HQ and Beijing Futian • Reconfiguration involves primarily changes to enterprise anization structure in ERP. • Incremental benefits vs. time • Business processes and functions will only involve a degree of change mensurate with the degree of standardization amongst the SBUs . Investment 23 EDS Confidential Potential benefits and implications in Yr 20xx from Operations and Information Technology perspective… Potential Benefits Yr 20xx 11 SBUs to 9 SBUs • Expert team to facilitate skill transfer from Beijing to regional sites • Contained operations and business risks of implementation by limiting Logistics/Distribution to HQ and Beijing Futian • Allows sufficient time for problems and issues impacting Materials Management, Distribution, and Production to be addressed before system goes live • Accelerate and facilitate the transformation from 11 SBUs to 9 SBUs Operations Information Technology • Reduced the need to develop costly system interfaces in the interim period • Avoid duplicate entry of information leading to a more productive workforce to focus on mission critical and high value added activities 24 EDS Confidential Potential benefits and implications in Yr 20xx from Human Resources and Training perspective… Potential Benefits Yr 20xx 11 SBUs to 9 SBUs • Steeper learning curve for Logistics/Distribution workforce • More plicated business processes related to Logistics/Distribution/Production • Allows sufficient time for indepth user training • Allows more time for Human Resources to adapt to the newly reanized structure Human Resources and Training 25 EDS Confidential Potential benefits and implications in Yr 20xx… Potential Benefits Yr 20xx 9 SBUs to 5 SBUs • Minimize IT reinvestment costs in reconfiguration (additional estimated 5% in reconfiguration) necessary for Financials and Logistics. • Reconfiguration involves primarily changes to the enterprise anization structure in ERP. • IT deployment pleted by 20xx. Minimal retraining is necessary. • Business processes and functions will only involve minimal changes as a high level of standardization and consistency has been achieved by 20xx. • Accelerate and facilitate the transformation from 9 SBUs to 5 SBUs Investment Operations Human Resources and Training Information Technology 26 EDS Confidential After evaluating the impact of the Operation Model on the IT Roadmap, we concluded that even though some level of rework is necessary, the reconfiguration effort can be mitigated. Pros • PLM Phase 1 – Since BOM sharing is related to the Logistics and Production functions and only Financials will be implemented in the first 9 months from Jan 20xx, no rework is necessary. By the time ERP Logistics/Distribution implem。