聯(lián)想erp聯(lián)想執(zhí)委會交流會 預(yù)覽

聯(lián)想執(zhí)委會交流會—九九八年八月十三日中國，北京集團管理的方式能

適合子公司的要求嗎？能把目標細化嗎？能把效益量化嗎？?現(xiàn)在做ERP是不是時候呢？與國外的差距怎么樣的依據(jù)呢？做BPR時我們怎樣能保證各子公司的需求得到充分考慮？SAP與聯(lián)想的戰(zhàn)略是什么的關(guān)系?如何保證統(tǒng)一？既然有差距，怎樣控制風(fēng)險?實施策略與范圍的依據(jù)是什么？我們能對咨詢隊伍的資源承諾能信任嗎？如何才是最有效的決策流程？近來聯(lián)想對我們提出了一些問題:會議目的:Meeting

Goal我們期望通過這次討論式的會議來分享我們的經(jīng)驗和增進了解。我們相信不少問題的答案將能從我們的討論中找到，或有助于討論其余下的問題。We

would

like

to

use

this

meeting

as

a

forum

to

share

ourexperiences,

increase

mutual

understanding,

and

helpaddress

remaining

concerns.我們以這個目標為主導(dǎo)設(shè)計了以下的議題:湛立泉聯(lián)想SAP實施戰(zhàn)略與方法Legend

SAP

Implementation

Approach

and

Methodology實施戰(zhàn)略實施工作方法SAP

Enabled

BPR概念與工作過程湛立泉/劉建保持項目與企業(yè)目標的一致Change

Imperative

and

Business

Case保持目標的一致效益量化效益量化的工具：ValuePrint我們的推薦Cont.3.在全球市場中計算機企業(yè)面對的挑戰(zhàn)和機會Steve

Allen/Ron

ChapmanChallenges

and

Opportunities

Facing

Computer

Manufactures

in

theGlobal

Marketplace實施隊伍背景 湛立泉/劉建Deloitte/SAP

Implementation

Team

Qualifications

and

Profile其他議題/QA 湛立泉/劉建Selective

Issues

and

Topics1.聯(lián)想SAP實施工作戰(zhàn)略與方法1.1聯(lián)想SAP實施工作戰(zhàn)略The

FastTrack

4SAP

methodology

can

accommodate

all

levels

of

reengineeringeffort.

There

are

three

primaryreengineeringpossibilities

in

anSAP

R/3

implementation

project.Major

Business

Transformationemphasizes

dramatic,

breakthrough

improvements

withthe

SAP

R/3

application

as

the

technologyenabler.

Thistype

ofreengineering

typically

affects

an

organization

across

functions

and

departments.Incremental

Process

Improvement

focuses

onproactivelyredesigning

individual

business

processes

to

improve

their

performance

with

SAP

R/3as

the

technology

enabler.System

Replacement

simply

replaces

SAP

R/3

with

an

organization抯legacy

systems.In

this

case,the

only

business

redesign

issues

addressedare

those

required

to

implement

SAP

R/3.No

two

projects

will

be

alike

because

each

enterprise抯business

requirements

are

unique,however

every

project

will

be

based

on

at

least

one

ofthese

scenarios.The

methodology

is

builtto

be

flexible

and

can

accommodate

the

special

needs

of

any

organization.我們所推薦聯(lián)想采用流程循序改進的實施方式：–方案一-主要業(yè)務(wù)轉(zhuǎn)變-流程循序改進–方案三-系統(tǒng)更換聯(lián)想–方案二ERP實施的現(xiàn)實模型：戰(zhàn)略流程技術(shù)項目管理實施工作方法教育和培訓(xùn)變革管理

流程和系統(tǒng)的整體化技術(shù)基礎(chǔ)業(yè)務(wù)專長Strategy

Transformation:ICS

conducts

a

business

case

analysis

to

review

client抯current

strategies

and

define

new

ones

that

maximize

SAPsoftware抯functionality.Business

Strategy

Assessment

and

DevelopmentIndustry

and

Competitive

Benchmarking

IT

strategy

alignment

anddevelopmentEconomic

business

case

analysisProcess

Transformation:

ICS

provides

business

process

reengineeringservices

for

implementing

business

process

change

inclient

organizations.ICS

helps

clients

explore

the

issues

critical

to

the

success

of

such

an

effort.Use

our

SAP

implementation

and

business

process

reengineering

expertise

to

redesign

and

improve

business

processes

concurrentlywith

SAPimplementation,

develop

new

management

systems,

and

streamline

your

organizationAccess

our

knowledge

of

industry

and

SAP

benchmarks

to

ensurecompetitivenessTechnology

Transformation:The

cornerstone

of

technologytransformationis

SAP.ICS

can

work

withclients

to

be

sure

that

the

client抯technicalenvironment

exploits

the

power

of

SAP

software

and

addresses

all

aspects

necessary

for

success.Ensure

client抯technical

environment

exploits

power

of

SAP

and

supports

the

client抯transformationplans.Use

these

services:Process

andsystemconfiguration,Legacy

system

transformation,Hardware/software/network

architecture

development,SAP

benchmarking

and

bestpractices

expertise,ICS?End

User

Training

services

for

rapid

knowledge

transfer

and

quick

self-sufficiency.策略轉(zhuǎn)變,如公司的策略能更有效地建立在客戶的要求業(yè)務(wù)焦點/強處，和外部因素的基礎(chǔ)之上。能在眾競爭者區(qū)別開來。提高對市場變化作出迅即反應(yīng)的能力。對流程變革提出要求和方向。流程轉(zhuǎn)變，如增加客戶滿意程度。增強控制和計劃的能力增進崗位責(zé)任制和隊伍專業(yè)化最佳管理模式減少庫存技術(shù)轉(zhuǎn)變，如更低成本的維護技術(shù)基礎(chǔ)設(shè)施能更靈活支持業(yè)務(wù)正增長與業(yè)務(wù)需求改變的應(yīng)用程序和硬件降低應(yīng)用程序的開發(fā)和集成成本ERP帶動的轉(zhuǎn)變:?1996

Deloitte&

Touche

Consulting

Group/ICSAllrightsreserved.我們相信“小r”方式是聯(lián)想的最佳選戰(zhàn)略流程技術(shù)時間“大R”大型流程改組“小r”流程改進系統(tǒng)替代$“流程改進”的循序漸進的SAPEnabledBPR方式在綜合流程的穩(wěn)固基礎(chǔ)上建立更新的效能:Integrated

processBasic

best

practicesImproved

integrated

processFurther

best

practicesSAP

module

basic

processSAP

advanced

features流程SA

PCompetitive

edge

practiceSAP

centric

integrated

solutions相對于現(xiàn)狀的變革程度Non-integrated

process揜允許一步一步地消化改變TimeAdditionalelementsoffunctionalitytobedesignedandimplementedintosecond"wave"

ofimplementationElementsof

SAPandnon-SAPfunctionalitywewilldesignandimplementinthefirst"wave"

ofimplementationFunctionalityRelease

AThe

"Vision"

defines

the

long-term

destinationThe

"Release"Beyond

defines

the

wave

and

timing

of

implementationRelease

B風(fēng)險控制缺少集成數(shù)據(jù)MIS系統(tǒng)的基礎(chǔ)與國際大高科技企業(yè)管理有一定的差距Change

Readiness較低：缺少使用大規(guī)模的系統(tǒng)經(jīng)驗流程方面的觀念較薄弱基層領(lǐng)導(dǎo)需要相當(dāng)?shù)恼J識統(tǒng)一和教育策略和組織靈活多變這是—個得到驗證的有效途徑效果比較快出現(xiàn):提高信心我

們

推

薦

的

依

據(jù)

：推廣順序:我們推薦核心系統(tǒng)/推廣的方式...流程重組策略主

流

程

/ 流

程

的

范

圍流程標準化的程度實施的復(fù)雜程度技術(shù)上的策略技術(shù)解決方案(SAP,Legacy,Bolt-on)SAP模塊和子模塊的選擇現(xiàn)有系統(tǒng)及可能界面的數(shù)目和復(fù)雜性組織機構(gòu)的范圍地理位置生產(chǎn)銷售渠道產(chǎn)品我

們

考

慮 了...核同心聯(lián)系想統(tǒng)的/推廣是一個廣泛應(yīng)用的有效方法路線相一致北推京廣是平顯臺而易見的項目選擇地及最初LCS

PP的復(fù)雜性要求額外的時間(LCS具有Planning

Without

Final

Assembly

MRP模式，同時需與

SD

Assembly

Processing集成)第二階段推廣到香港和深圳，因為香港是作為—個供應(yīng)和管理的中心。深圳的地理位置鄰近香港，業(yè)務(wù)上相關(guān)聯(lián)，并便于善用項目資源。其他關(guān)鍵依據(jù)...1.2聯(lián)想SAP實施工作方法Describe

the

Phase/Thread

concept,

list

ThemesDescribe

Module

Map信息技術(shù)流程與系統(tǒng)集成領(lǐng)導(dǎo)改革培訓(xùn)和文檔項目管理評估范圍期望測試和計劃和確定指標流程重組系統(tǒng)設(shè)置和交付Testing

andDeliveryConfiguration流程重組和SAPRedesign聯(lián)

想

核

心

系

統(tǒng)

項

目

分

為

5

個階

段

和

6

個

線

索

:5En8d-User

Training

and

DocumentationEnd-User

Training

and

Documentation

Development

and

DeliveryData

Design

andMannaggemmenntStakeholder

and

End-User

PreparationEnd-User

Training

and

DocumentationAnalysiAs

ananndadaDlesyigsn

is

and

DesignProgram

Planning

and

ManagementIntegration

Management

and

Quality

AssuranceImplementation

StrategyInitiative

RationalizationImplement

Processes

for

PackagesSAP

Organizational

ModelPrototype

and

Simulate

for

Packages

SAP

Gap

SIAPdGaeaepnIdtenitiffiicactiaontaninidoRensoluauatininondnd

ResolutionInternal

Assessment

and

Scope

for

PackagesProcess

Design

for

PackagesscriptingConfiguration

and

Unit

TestData

DDeessiign

andManagementIntegration

TestAcceptance

Test

and

Parallel

OperationsAssessmentTechnology

Support

Strategy

and

TestingTechnologTyechnSnSoluluogpgpypSuopprortt

OrOgarnigzaatinoniDezezveaealototpmimienonotn

DevelopmenTtTechnologyTecShnuolpogpy

SoSouprprpototrt

OOOOrgrgrangngizazaatntnioioinzImapltemienotantionInImplementationDataDaItamImpmppllllememeenmnmtaeaetininontntationPerformance

Planningand

ManagementTechnology

InfrastructuTreechnology

InfrastructureTechnologTeyeychnIolnogfy

IrIrnfafarasassttttrururctutuurcrcetImuplremeentaIaItimimonpnplementation

Contingency

Testing

andAssessment

Requirements

Operations

TurnoverIntegrity

AssessmentIntegrity

Risks

and

ExposuresSecurity

AuthorizationsInteIngngterergririittttyyDesiDiDgnenesignIntegrity

ConfiguratioIntegrity

ImplementationProject

Team

BuildingStraEtnedg-yUser

Training

and

Documentation

StrategyProject

Team

Training

Project

TePraraojmjmectTTereramamaTiraniniinng

DgDgeveDloepmvenet

alalndodoDpelmiveerny

t

and

DeliveryScopingand

PlanningVisioningandTargetingRedesign

ConfigurationTestingandDeliverySoftware

Development

Software

Development

Planning

and

SpecificatioSnosftware

Development

Software

Implementation我們的方法論是以應(yīng)付工作推動進展(Deliverable

Oriented):報告計劃評估范圍和計劃的–細化項目范圍–項目的組織結(jié)構(gòu)–細化項目計劃–改變管理評估–培訓(xùn)策略及計劃–宣傳溝通策略及項目小組培訓(xùn)Scoping

and

PlanningDeliverables:TaskProject

PlanStartFinisRhesourcey評St估ud范圍和計劃的報Repo告rt內(nèi)部評估集成管理和QA流程評

估

范

圍

和

計

劃

階

段

的

核準

與 批

準繼

續(xù)下一

階段Scoping

and

Planning

Deliverables(cont.)TaskProject

PlanStartFinisRhesourcey評St估ud范圍和計劃的報Repo告rt內(nèi)部分析及As-Is

Model外部評估流程期望流程指標高層次的SAP

Gap解決評估培訓(xùn)和教育分析與計劃SAP組織結(jié)構(gòu)設(shè)計期望及目標階段的核準Visioning

and

TargetingTo-Be

Model組織結(jié)構(gòu)的調(diào)整的分析SAP

Fit/Gap分析和解決方案數(shù)據(jù)轉(zhuǎn)換策略基層管理教育準備新流程過渡計劃軟件開發(fā)計劃與設(shè)計SAP安全性和授權(quán)方案最終用戶培訓(xùn)To-Be工作/職責(zé)分析流程再設(shè)計階段的批準Redesign

DeliverablesSAP系統(tǒng)配置和單元測試軟件的開發(fā)集成測試計劃數(shù)據(jù)實施計劃投產(chǎn)系統(tǒng)IT支持的程序基層管理教育SAP授權(quán)Profile最終用戶課程及文檔準備系統(tǒng)配置階段核準Configuration

DeliverablesTesting

and

DeliverySAP集成測試最完終成用數(shù)戶據(jù)培轉(zhuǎn)訓(xùn)換實程施業(yè)務(wù)組織結(jié)構(gòu)和流Pre-Implementation

QA啟用SAP

R/3正式系統(tǒng)初啟用的支持實施完畢后的審核項目核準測試及交付系統(tǒng)設(shè)置期

望

和

確 流

程

再

設(shè)計定

指

標評估范圍和計劃測度，管理，監(jiān)督和報告狀況計劃和準備建立流程開發(fā)和執(zhí)行工作計劃項

目

管

理

軌

道測試及交付系統(tǒng)設(shè)置期

望

和

確 流

程

再

設(shè)計定

指

標評估范圍和計劃鑒別要求非生產(chǎn)環(huán)境的建立生產(chǎn)環(huán)境的準備測試和實施IT

軌道測試及交付系統(tǒng)設(shè)置期

望

和

確 流

程

再

設(shè)計定

指

標評估范圍和計劃評估和確定范圍分析和設(shè)計開發(fā)實施Process

and

Systems

Integrity

軌道Change

Management

軌道期望和確定指標評估范圍和計劃系統(tǒng)設(shè)置測試及交付流程再設(shè)計Stage

IStage

IIStage

IIIEducation

programdeliveryLeadershipPreparationCommunicationEducationInfrastructureSupportStrategy

and

PlanStakeholderEnrollmentOwnership

TransferAssess

organizational

impactneedsStrategy

and

PlanEducation

programdesignStage

I:Setting

aClimate

forChangeLeadership

CommitmentStage

II:Engaging

&

Enablingthe

Whole

OrganizationMobilizing

theOrganizationStage

III:Implementing

&

SustainingNew

WaysSustainedCommitmentIdentify

realignment

Organizational

InfrastructureAdjustment

Delivered測試及交付系統(tǒng)設(shè)置流程再設(shè)計期望和確定指標評估范圍和計劃需要的評估分析設(shè)計開發(fā)實施評估培

訓(xùn)

和

文

檔

軌道教育/培訓(xùn)針對不同對象：基層管理項目功能小組IT技術(shù)人員核心用戶最終用戶功能支持和Helpdesk最

終

用

戶

培

訓(xùn)

課

程針對業(yè)務(wù)的每一作業(yè)程序和系統(tǒng)操作?

Production

Orders為什么需要變革課程概觀和SAP的基本原理業(yè)務(wù)流程概觀業(yè)務(wù)流程最終用戶的作業(yè)培訓(xùn)訓(xùn)練有素的現(xiàn)場小組主管和現(xiàn)場用戶訓(xùn)練有Deloitte/SAPConsultantKnowledgeFormal

TrainingSystem

TestingDoing

&

Learning素的教Know員ledgeAcquired

By:Team

Structureand

Knowledge知識轉(zhuǎn)移并非偶然事故地而發(fā)生，

而是因為它是我們工作方式的一部分

。項目工作和培訓(xùn)1.2

SAP

Enabled

BPR概念與工作過程測試及交付流程再設(shè)計Con系fig統(tǒng)ura設(shè)tio置n期望和確定目標評估范圍和計劃評估范圍和計劃強制性的變革?期望和確定目標As-Is模型系統(tǒng)設(shè)置實施計劃集成測試計劃?集成測試業(yè)務(wù)和系統(tǒng)的實現(xiàn)與交付To-Be流程To-BeOrganization(Adjustment)業(yè)

務(wù)

流

程

重

組

和

SAP

軌

道戰(zhàn)略上的計劃和決策戰(zhàn)術(shù)上的計劃和決策操作上的計劃和決策業(yè)務(wù)展望)SAP及其有關(guān)業(yè)務(wù)流程主要在操作層次上；有些流程在戰(zhàn)術(shù)上。Perf11or00mRequisitionApprovalProcesstoSupplier

Appr?ovedP50.3

Assi11gn22RequisiYteison

IsR11eq11uisitionPartiesContract?P50.422M-30.14

IRdeeqnutiirfeymMeRnPts44

77

88Crea66teRequisitionNoYesReDoes99ReeApprovalquisitionquir?YesNoNoti11fy33Appropriate

NoReoprodretr/(tRDeeqmuaensdt)P30.10Calculation

11

33IdentifyNon-MRPsMaterialonNoanSchedulingoineoaNnLlaretaM-stIlPI

IsMaterialanMRPseY55

WasTherea

NoConvertFromPlanned

Independent

Requirements

to-pl?antTransferAgreementora

Requirement?

ReAqulirseiatdiyo?nCreaOtredertoRequisitionYesP50.1

Yes

P50.2IndustryPrint

helps

integrate

Reengineering

&

technology

in

one

toolwhile

still

takinginto

account

the

unique

views

of

Industry,

Business

Process,and

ERP

Package.We

ensure

the

client

gets

the

most

for

the

money

by

not

spending

the

first

couple

months

deciding

what

to

call

things,

etc.The

map

to

SAP

helps

bridge

betweenBPR

(process-centric)

work

into

SAP

functionalmodule

work.The

common

language

helps

our

practitioners

fromdifferent

disciplines

work

from

the

same

understanding-i.e.,whenBPR

is

over

&

we

areready

to

move

into

implementing,we

won抰revisit

half

of

the

deliverables.TO-BE

Model

的開發(fā)來源于:AS-IS模型流程目標用戶需求最佳模式ProcessSub-ProcessOperationalSellProducts/

Materials&

CustomerPrDrevoeolocpcNeeewssMaerekests&

PerformOrder

Procure

ManufactureManage

ProvideProductsServices

Management

Services

Products

Logistics

Supportement

ers

&

cts

&

n

als

&

als

&

dASAStcrcratttteivPeirftoriesRsReque

Purcha

Servic

Servic

Materigy m

sts

for

se

es

es

alsPlan/M

Maintai

Manag

Create

Purcha

Receiv

Dispos

Enableaintain

n

e

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se

e

ition

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Inboun

ntDRoeeqsuRierqeuAipspirtoivoanlPe11rf00ormRequisitionApprovalProcesstoSupplier

Ap?provedP50.3

As11si22gnReYqeuissiI11tsRi11eonquisitionPartiesM-30.14

IRdeqeunitriefmyeMnRtPsCre66ateRequisitionNoYes

99?No

YesNo11ti33fyApproprNioatetions

iRoeRoenrpdoserrt/

itionsCalculation

44(Request)Evalua

QuPo30t.1a0t

RequisItnDdeempanenddReenqtuirementot?s-plantTrAagnCrsofenetmreancto?rRaequiremenRt?eAqulirseaidtiyo?nOCrrderatoeRdequisitionIde11ntifyNIonsM-33aMtRePriaNlooInSscPMlhaetdneutr-liNaonlgoILnsi5a5MnaeteriaYelsanWMaR77sPThereNaoCon88vertFromPlanned22

YesP50.1

YesP50.24IndustryPrintProcessOperational

ProcessesActivitiesProvide

Customer

SupportManufacture

ManageProducts

LogisticsProcure

Materials&

ServicesPerformOrder

ManagementMarket

&

SellProducts/

ServicesDevelopNew

ProductsSub-ProcessPlan/Maintai

Maintain

Manage

Create

&

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Receive

Disposition

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n Suppliers

&

Contracts&

Maintain

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&

Materials

&

Inbound

PaymentProcurement

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Requests

for

Purchase

Services

Services

Materials

Strategy

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Quotations

Requisitions99DRoeeqsuRierqeuAipspirtoivoanl?1100PerformRequisitionApprovalProcess1122

1111toSupplier

Appr?ovedP50.3

AssignRequisitYieosn

IsRequisitionParties4422M-30.14

IdentifyMRPRequirementsCrea66teRequisitionNoYesYesNoNoti11fy33Appropriate

NoReorderCRaelpcourlta/tionIndependentt(DRemqaunedst)P30.10Iden11tifyNon-MRPIsMat33erialonPlant-IsMaterialona

55

Was77Therea

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to-pla?ntTransNofer

SAgcrheedumelnitngorLiaNnoe

IsRMeaqtuiereimaelnatn?MRYPes

RequAilsrietaidoyn?CNroeatOedrdertoRequisitionContract?Yes

P50.1

Yes

P50.24TO-BE

MODELLegendPrint環(huán)境因素SAP產(chǎn)品知識我們利用Iterative的Redesign工作方式，以保證SAP中的流程再設(shè)計是有效的IndustryPrint

helps

integrate

Reengineering

&

technology

in

one

toolwhile

still

takinginto

account

the

unique

views

of

Industry,

Business

Process,and

ERP

Package.We

ensure

the

client

gets

the

most

for

the

money

by

not

spending

the

first

couple

months

deciding

what

to

call

things,

etc.The

map

to

SAP

helps

bridge

betweenBPR

(process-centric)

work

into

SAP

functionalmodule

work.The

common

language

helps

our

practitioners

fromdifferent

disciplines

work

from

the

same

understanding-i.e.,whenBPR

is

over

&

we

areready

to

move

into

implementing,we

won抰revisit

half

of

the

deliverables.具有創(chuàng)造性的人.熟悉現(xiàn)狀但不固守于現(xiàn)狀的人.來自公司各個管理層次的人.具有行業(yè)經(jīng)驗的人.具有SAP知識的人.成功的BPR需要以下人員參與:BPR是相互合作的成果:Deloitte/SAP咨詢顧問各業(yè)務(wù)部門代表IT分析員核心小組核心用戶核心功能小組組長We

need

to

update

this

slide

at

the

last

possible

momentto

reflect

what

we

are

actually

showing.Note

-

fromhere

I

assume

we

will

Hot

Key

to

the

LiveModel

Explorer.航天&國防汽車高新技術(shù)化學(xué)工業(yè)制藥業(yè)IndustryPrint?將被廣泛應(yīng)用于聯(lián)想項目中IndustryPrint

TM消費品零售業(yè)公用事業(yè)通訊業(yè)金融服務(wù)公共事業(yè)I

don抰knowhow

useful

this

is

but

mythought

was

that

some

folks

won抰hang

around

for

the

detailed

display

and

atleast

this

way

they

see

thescope

of

the

Industry

Print.I

think

we

can

use

this

as

a

touch

point

of

-

this

is

Industry

Print

but

I

think

it

will

be

more

valuable

to

you

to

see

an

actual

print.Theprocess

models

provide

a

visual

description

of

the

business

environment-it

helps

getto

a

common

language

across

the

entire

enterprise.

The

industry

issues

arebased

on

project

experience

and

provide

a

reusable

repository

of

solutions(including

system

independent

whichmight

enable

換uick

Hits?The

Templates

provide

sample

solutions

to

the

issues

we

feel

are

most

complex

-

note

these

are

really

onlygoing

to

be

developed

in

FY98.IndustryPrintIndustryPrint包括:ProcessOperational

ProcessesProvide

Customer

SupportManufacture

ManageProducts

LogisticsPerformOrderManagementMarket

&

ProcureSellProducts/

Materials&Services

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Maintain

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in Suppliers

&

Contracts

&

Maintain

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&

Materials

&

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Perform

Requests

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Services

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Materials

nt

Strategy

Evaluations

for

RequisitionQuotations

sActivities99PerformRequisitionApprovalProcesstoSupplier

App?rovedP50.3

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P50.2M-30.14

22IRdeeqnutiirfeymMeRnPtsNoYesDRoeeqsuRierqeuAipspirtoivoanl?

Yes1100No1133

NoReordert(DRemqaunedst)P30.10

CreateRequisition66CRaelpcourlta/tion

4411

33

77

88IdentifyNon-MRIsMaterialonNoanScMatelingLNoenainolarudeh-stIlPP

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Independent

Requirements

to-pl?antTransferAgreementora

Requirement?

ReAqulirseiatdiyo?nCreaOtredertoRequisitionYesP50.1

P50.4業(yè)務(wù)分解和流程方案集ReDoes9quPerf11or00mRequisitionApprovalProcesstoSupplier

Appr?ovedP50.3

Assi11gn22RequisiYteisonIsR11eq11uisitionParties44Contract?P50.422M-30.14

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8Crea66teRequisitionNoYes8tForRoemqPuliasninteidon9RequisitionireApproval?YesNoNoti11fy33Appropriate

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Requiremen