重慶康明斯ERP實(shí)施項(xiàng)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中國(guó)中鐵德勤中國(guó)OracleERP最新R12版本實(shí)施典型案例德勤為眾多裝配制造企業(yè)提供的咨詢服務(wù)服務(wù)范疇客戶關(guān)系管理戰(zhàn)略與組織專(zhuān)業(yè)領(lǐng)域客戶例選戰(zhàn)略與流程梳理客戶服務(wù)呼叫中心客戶數(shù)據(jù)倉(cāng)庫(kù)關(guān)系營(yíng)銷(xiāo)客戶關(guān)系管理系統(tǒng)實(shí)施組織設(shè)計(jì)客戶價(jià)值分析客戶服務(wù)戰(zhàn)略與信息技術(shù)規(guī)劃信息化戰(zhàn)略電子商務(wù)戰(zhàn)略收購(gòu)與剝離客戶關(guān)系管理，信息技術(shù)和營(yíng)銷(xiāo)戰(zhàn)略新興市場(chǎng)/中國(guó)戰(zhàn)略銷(xiāo)售與分銷(xiāo)分銷(xiāo)商管理系統(tǒng)分銷(xiāo)商技術(shù)系統(tǒng)戰(zhàn)略性零售系統(tǒng)網(wǎng)絡(luò)應(yīng)用運(yùn)營(yíng)優(yōu)化收購(gòu)與兼并生產(chǎn)及運(yùn)營(yíng)優(yōu)化基礎(chǔ)設(shè)施成本削減運(yùn)輸提前期削減運(yùn)輸車(chē)輛排序運(yùn)輸車(chē)輛分配運(yùn)輸車(chē)輛定位/狀態(tài)顯示供應(yīng)鏈整合電子采購(gòu)/電子市場(chǎng)1.DeloitteConsultingChinaOverview2.OurUnderstandingofCCECRequirements3.OurConsiderations4.CaseStudyAgendaCCECislookingformethodstoimprovetheircompetitivenessImprovesupplychaincollaborationOptimizeleanmanagementEnhanceendtoendapplicationsSeamlessintegrationbetweenapplications三個(gè)閉環(huán)協(xié)同不足以需求為出發(fā)點(diǎn)，分析供應(yīng)鏈協(xié)同中存在的問(wèn)題，定位各類(lèi)問(wèn)題原因。供應(yīng)鏈協(xié)同環(huán)節(jié)的問(wèn)題問(wèn)題的原因1主機(jī)廠的動(dòng)力需求庫(kù)存的快速周轉(zhuǎn)沒(méi)有完整的計(jì)劃體系來(lái)控制庫(kù)存管理不能對(duì)設(shè)計(jì)變更進(jìn)行快速反應(yīng)；對(duì)變更引起的呆滯料沒(méi)有及時(shí)處理的應(yīng)對(duì)策略目前銷(xiāo)售預(yù)測(cè)缺乏更加科學(xué)的方法來(lái)支撐預(yù)測(cè)的準(zhǔn)確性；AES與QAD的集成不能很好的滿足企業(yè)對(duì)市場(chǎng)變化引起的設(shè)計(jì)變更、工藝變更等的需球沒(méi)有系統(tǒng)將前段銷(xiāo)售的變化準(zhǔn)確傳遞到后續(xù)的銷(xiāo)售支持項(xiàng)目的快速交付沒(méi)有體系管控QAD沒(méi)有供應(yīng)商客戶協(xié)同平臺(tái)，自主開(kāi)發(fā)的WEBEDI雖然實(shí)現(xiàn)了部分功能，但各個(gè)系統(tǒng)之間的集成性還存在不足采購(gòu)不能對(duì)設(shè)計(jì)變更進(jìn)行快速反映基于不斷增長(zhǎng)的業(yè)務(wù)訴求而建立的各自相對(duì)獨(dú)立系統(tǒng)，在業(yè)務(wù)及系統(tǒng)協(xié)同上以及資源整合上變得困難集約配送計(jì)劃手工編制效率低，與生產(chǎn)節(jié)拍不一致，缺乏與生產(chǎn)相配合的物流配送計(jì)劃庫(kù)存準(zhǔn)確度不高銷(xiāo)售銷(xiāo)售到生產(chǎn)閉環(huán)不足生產(chǎn)到采購(gòu)的閉環(huán)不足生產(chǎn)到配送的閉環(huán)不足業(yè)務(wù)管理層面——供應(yīng)鏈協(xié)同以需求及時(shí)性為目標(biāo)，挖掘精細(xì)化管理過(guò)程中的問(wèn)題及原因。1精細(xì)化管理環(huán)節(jié)的問(wèn)題問(wèn)題的原因主機(jī)廠需求精細(xì)化管理產(chǎn)品成本統(tǒng)計(jì)產(chǎn)品成本核算不精確產(chǎn)成品可用量信息不準(zhǔn)確車(chē)間管理的四大數(shù)據(jù)（成本數(shù)據(jù)、質(zhì)量數(shù)據(jù)、效率數(shù)據(jù)、產(chǎn)量數(shù)據(jù)）的統(tǒng)計(jì)分析支撐薄弱提升對(duì)用戶需求的滿足產(chǎn)品問(wèn)題原因：產(chǎn)品成本構(gòu)成顆粒度不夠細(xì)實(shí)際材料消耗統(tǒng)計(jì)不準(zhǔn)確異地庫(kù)在途庫(kù)數(shù)量統(tǒng)計(jì)不準(zhǔn)確成本問(wèn)題原因：QAD本身相對(duì)封閉，無(wú)擴(kuò)展性，很難適應(yīng)戰(zhàn)略經(jīng)營(yíng)管理的需求及業(yè)務(wù)運(yùn)作訴求成本差異分?jǐn)偤侠硪罁?jù)不足，材料差異可以還原到各訂貨號(hào)；可以按照工序、生產(chǎn)線進(jìn)行差異分析，但還原后的成本是不夠精細(xì)成本分析缺乏有效工具、手段支持資產(chǎn)利用沒(méi)有完整嚴(yán)謹(jǐn)?shù)挠?jì)劃體系管控統(tǒng)計(jì)問(wèn)題原因：成本顆粒度不足質(zhì)量數(shù)據(jù)未與業(yè)務(wù)執(zhí)行管控關(guān)聯(lián)眾多的業(yè)務(wù)系統(tǒng)加深了集成的復(fù)雜度和維護(hù)的難度，使企業(yè)經(jīng)營(yíng)存在潛在的風(fēng)險(xiǎn)多階段分系統(tǒng)部署，數(shù)據(jù)庫(kù)與開(kāi)發(fā)語(yǔ)言差異QAD不能完全滿足成本精細(xì)化核算的要求以及降本增效的訴求EAM、HR系統(tǒng)沒(méi)有與QAD集成，費(fèi)用不能實(shí)時(shí)入賬，不利于成本及時(shí)分析BI還沒(méi)有建成數(shù)據(jù)倉(cāng)庫(kù)，不能立體全方位支持成本分析業(yè)務(wù)管理層面——精細(xì)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系統(tǒng)功能層面——FinanceManagement2IT系統(tǒng)功能層面——對(duì)制造分銷(xiāo)現(xiàn)狀的理解主數(shù)據(jù)管理..不能通過(guò)物料屬性的改變，來(lái)實(shí)現(xiàn)對(duì)業(yè)務(wù)類(lèi)型的控制。不能以直觀的樹(shù)狀結(jié)構(gòu)查看清單。不支持替代組件參與計(jì)劃的計(jì)算。不支持清單和工藝的直接對(duì)比。生產(chǎn)管理..未能有效支撐復(fù)雜的車(chē)間物料發(fā)放管理。不能靈活的配以簡(jiǎn)化收發(fā)料操作。不能實(shí)現(xiàn)與財(cái)務(wù)集成的外協(xié)管理。未實(shí)現(xiàn)可視化的操作界面。計(jì)劃管理..未形成集成的一體化計(jì)劃支撐體系。未實(shí)現(xiàn)基于約束的產(chǎn)能計(jì)劃。原有系統(tǒng)不能有效支撐計(jì)劃變更。不能將計(jì)劃結(jié)果自動(dòng)發(fā)布至供應(yīng)商門(mén)戶。采購(gòu)管理..不能支持多種采購(gòu)模式，以適應(yīng)不同業(yè)務(wù)需求。不能設(shè)置供貨比例來(lái)源和設(shè)置優(yōu)先級(jí)。未實(shí)現(xiàn)采購(gòu)價(jià)格有效的跟蹤。庫(kù)存管理..不能實(shí)現(xiàn)多組織多層次的組織架構(gòu)。未實(shí)現(xiàn)靈活的盤(pán)點(diǎn)配置，實(shí)現(xiàn)日盤(pán)/月盤(pán)/年盤(pán)的業(yè)務(wù)需求。未實(shí)現(xiàn)靈活的收發(fā)料交易處理，充分滿足庫(kù)存管理需求。銷(xiāo)售管理…不能支撐發(fā)運(yùn)通知體系統(tǒng)內(nèi)進(jìn)行。不能靈活配置信用檢查，以滿足業(yè)務(wù)需求。未實(shí)現(xiàn)靈活的定價(jià)和跟蹤策略，以實(shí)現(xiàn)不同業(yè)務(wù)需求。2IT系統(tǒng)層面——集成問(wèn)題Peter目錄1.DeloitteConsultingChinaOverview2.OurUnderstandingofCCECRequirements3.OurConsiderations4.CaseStudyCumminsChongqingITArchitecture(字體修改)ProductDesignGLFINARAPCMCSTFAOperationalManagementAES(CCEC)Tech

Platform20Hardware/NetworkDatabaseDevelopmentToolSOA

ArchitecturePortalSystemAdminHumanResourceHRPayrollTimeManagementTrainingRecruitmentEmployeeDevelopmentBudgetingOperationalControlandManagementReportingCCECStrategicGoalReportingKPI、Performance、Analysis（BI）BISupplierPortaldistributerPortalManufacturingExecutionMESAssetBookEquipmentMaintenancePlanExecutionRequisitionSparePartsProcurementSparePartsInventoryDeliveryManagementJITAftersaleServiceCCSSPPIF(Group)Manufacture&SupplyChainManagementBOMManagementAdvancedSupplyChainPlanningQualityManagementQMAXRoutineEASEWIPInventoryQualityManagementSalesOrderProcurementProductionSchedulingOracleBIOracleHyperionLegacySystemsLegacySystemsOracleEBSOracleEAMOracle/PeopleSoftOracleEBS打造康明斯完整的高級(jí)供應(yīng)鏈體系年度銷(xiāo)售計(jì)劃年度配送計(jì)劃年度采購(gòu)計(jì)劃年度計(jì)劃月份計(jì)劃周計(jì)劃執(zhí)行日銷(xiāo)售訂單日常配送采購(gòu)訂單預(yù)測(cè)銷(xiāo)售訂單調(diào)整制定銷(xiāo)售計(jì)劃（MDS）制定生產(chǎn)計(jì)劃（MPS）調(diào)整客戶銷(xiāo)售部銷(xiāo)售部生產(chǎn)制造年度生產(chǎn)計(jì)劃工廠日作業(yè)計(jì)劃下達(dá)反饋下達(dá)反饋下達(dá)反饋下達(dá)反饋制定采購(gòu)計(jì)劃（MRP）月份銷(xiāo)售計(jì)劃周銷(xiāo)售計(jì)劃月份配送計(jì)劃月份采購(gòu)計(jì)劃周配送計(jì)劃周采購(gòu)計(jì)劃銷(xiāo)售計(jì)劃執(zhí)行情況表生產(chǎn)計(jì)劃與執(zhí)行情況對(duì)比配送任務(wù)完成情況采購(gòu)計(jì)劃執(zhí)行情況比較計(jì)劃制定流程由粗到細(xì)月份生產(chǎn)計(jì)劃周生產(chǎn)計(jì)劃計(jì)劃與實(shí)際情況對(duì)比倉(cāng)庫(kù)/供應(yīng)商供應(yīng)鏈考慮總體產(chǎn)能考慮瓶頸工序產(chǎn)能考慮瓶頸工序、供應(yīng)商產(chǎn)能1通過(guò)全新的系統(tǒng)功能，支撐精益制造。1供應(yīng)商客戶精益制造敏捷準(zhǔn)時(shí)性穩(wěn)定性?運(yùn)作環(huán)境?工作場(chǎng)所組織與目視管理?全員生產(chǎn)保養(yǎng)?防錯(cuò)機(jī)制?持續(xù)改善連續(xù)流?柔性作業(yè)?工廠布局?快速切換同步生產(chǎn)?作業(yè)標(biāo)準(zhǔn)化拉式系統(tǒng)?物料控制與拉式生產(chǎn)均衡生產(chǎn)原則讓供應(yīng)商按需準(zhǔn)時(shí)配送，逐步實(shí)現(xiàn)“零”庫(kù)存靈活切換不同產(chǎn)品的生產(chǎn)任務(wù)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目錄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黃晟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