聯(lián)想集團(tuán)執(zhí)委會(huì)交流會(huì)

聯(lián)想執(zhí)委會(huì)交流會(huì)一九九八年八月十三日中國(guó)，北京目錄聯(lián)想提問(wèn)會(huì)議目的1.聯(lián)想SAP實(shí)施戰(zhàn)略與方法

1.1實(shí)施戰(zhàn)略1.2實(shí)施工作方法1.3SAPEnabledBPR概念與工作過(guò)程集團(tuán)管理的方式能適合子公司的要求嗎？能把目標(biāo)細(xì)化嗎？能把效益量化嗎？?現(xiàn)在做ERP是不是時(shí)候呢？與國(guó)外的差距怎么樣的依據(jù)呢？做BPR時(shí)我們?cè)鯓幽鼙ＷC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(xiǎn)?實(shí)施策略與范圍的依據(jù)是什么？如何才是最有效的決策流程？我們能對(duì)咨詢(xún)隊(duì)伍的資源承諾能信任嗎？近來(lái)聯(lián)想對(duì)我們提出了一些問(wèn)題:會(huì)議目的:

MeetingGoal

我們期望通過(guò)這次討論式的會(huì)議來(lái)分享我們的經(jīng)驗(yàn)和增進(jìn)了解。我們相信不少問(wèn)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(wèn)題。

Wewouldliketousethismeetingasaforumtoshareourexperiences,increasemutualunderstanding,andhelpaddressremainingconcerns.1.聯(lián)想SAP實(shí)施工作戰(zhàn)略與方法1.1聯(lián)想SAP實(shí)施工作戰(zhàn)略我們所推薦聯(lián)想采用流程循序改進(jìn)的實(shí)施方式：方案一-主要業(yè)務(wù)轉(zhuǎn)變方案二-流程循序改進(jìn)方案三-系統(tǒng)更換

聯(lián)想

ERP實(shí)施的現(xiàn)實(shí)模型：項(xiàng)目管理實(shí)施工作方法教育和培訓(xùn)變革管理流程和系統(tǒng)的整體化戰(zhàn)略流程技術(shù)技術(shù)基礎(chǔ)業(yè)務(wù)專(zhuān)長(zhǎng)策略轉(zhuǎn)變,如公司的策略能更有效地建立在客戶(hù)的要求業(yè)務(wù)焦點(diǎn)/強(qiáng)處，和外部因素的基礎(chǔ)之上。能在眾競(jìng)爭(zhēng)者區(qū)別開(kāi)來(lái)。提高對(duì)市場(chǎng)變化作出迅即反應(yīng)的能力。對(duì)流程變革提出要求和方向。流程轉(zhuǎn)變，如增加客戶(hù)滿(mǎn)意程度。增強(qiáng)控制和計(jì)劃的能力增進(jìn)崗位責(zé)任制和隊(duì)伍專(zhuān)業(yè)化最佳管理模式減少庫(kù)存技術(shù)轉(zhuǎn)變，如更低成本的維護(hù)技術(shù)基礎(chǔ)設(shè)施能更靈活支持業(yè)務(wù)正增長(zhǎng)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(kāi)發(fā)和集成成本ERP帶動(dòng)的轉(zhuǎn)變:?1996Deloitte&ToucheConsultingGroup/ICSAllrightsreserved.我們相信“小r”方式是聯(lián)想的最佳選擇戰(zhàn)略流程技術(shù)時(shí)間“大R”

大型流程改組“小r”

流程改進(jìn)系統(tǒng)替代$“流程改進(jìn)”的循序漸進(jìn)的SAPEnabledBPR方式在綜合流程的穩(wěn)固基礎(chǔ)上建立更新的效能:Non-integratedprocessIntegratedprocessBasicbestpracticesImprovedintegratedprocessFurtherbestpracticesSAPmodulebasicprocessSAPadvancedfeatures流程SAPCompetitiveedgepracticeSAPcentricintegratedsolutions相對(duì)于現(xiàn)狀的變革程度揜允許一步一步地消化改變The"Vision"definesthelong-termdestinationThe"Release"definesthewaveandtimingofimplementationTimeAdditionalelementsoffunctionalitytobedesignedandimplementedintosecond"wave"ofimplementationElementsofSAPandnon-SAPfunctionalitywewilldesignandimplementinthefirst"wave"ofimplementationFunctionalityReleaseAReleaseBBeyond風(fēng)險(xiǎn)控制缺少集成數(shù)據(jù)MIS系統(tǒng)的基礎(chǔ)與國(guó)際大高科技企業(yè)管理有一定的差距ChangeReadiness較低：缺少使用大規(guī)模的系統(tǒng)經(jīng)驗(yàn)流程方面的觀念較薄弱基層領(lǐng)導(dǎo)需要相當(dāng)?shù)恼J(rèn)識(shí)統(tǒng)一和教育策略和組織靈活多變這是一個(gè)得到驗(yàn)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(biāo)準(zhǔn)化的程度

實(shí)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(jī)構(gòu)的范圍

地理位置

生產(chǎn)銷(xiāo)售渠道產(chǎn)品我們考慮了...核心系統(tǒng)/推廣是一個(gè)廣泛應(yīng)用的有效方法同聯(lián)想的路線(xiàn)相一致北京是顯而易見(jiàn)的項(xiàng)目選擇地及最初推廣平臺(tái)LCSPP的復(fù)雜性要求額外的時(shí)間(LCS具有PlanningWithoutFinalAssemblyMRP模式，同時(shí)需與SDAssemblyProcessing集成)第二階段推廣到香港和深圳，因?yàn)橄愀凼亲鳛橐粋€(gè)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(xiàng)目資源。其他關(guān)鍵依據(jù)...1.2聯(lián)想SAP實(shí)施工作方法項(xiàng)目管理領(lǐng)導(dǎo)改革培訓(xùn)和文檔信息技術(shù)流程與系統(tǒng)集成評(píng)估范圍和計(jì)劃期望和確定指標(biāo)流程重組系統(tǒng)設(shè)置測(cè)試和交付TestingandDeliveryConfigurationRedesign流程重組和SAP聯(lián)想核心系統(tǒng)項(xiàng)目分為5個(gè)階段和6個(gè)線(xiàn)索:58End-UserTrainingandDocumentationStrategyEnd-UserTrainingandDocumentationAnalysisandDesignEnd-UserTrainingandDocumentationDevelopmentandDeliverySAPGapIdentificationandResolutionDataDesignandManagementTechnologySupportOrganizationDevelopmentTechnologyInfrastructureImplementationTechnologySupportOrganizationImplementationDataImplementationIntegrityDesignStakeholderandEnd-UserPreparationProjectTeamTrainingDevelopmentandDeliveryEnd-UserTrainingandDocumentationAnalysisandDesignProgramPlanningandManagementIntegrationManagementandQualityAssuranceImplementationStrategyInitiativeRationalizationIntegrationTestImplementProcessesforPackagesSAPOrganizationalModelSAPGapIdentificationandResolutionPrototypeandSimulateforPackagesInternalAssessmentandScopeforPackagesProcessDesignforPackagesScriptingConfigurationandUnitTestDataDesignandManagementAcceptanceTestandParallelOperationsSoftwareDevelopmentAssessmentTechnologySupportStrategyTechnologyInfrastructureRequirementsSoftwareDevelopmentPlanningandSpecificationsTechnologySupportOrganizationDevelopmentTechnologyInfrastructureImplementationSoftwareDevelopmentandTestingTechnologySupportOrganizationImplementationDataImplementationPerformancePlanningandManagementContingencyTestingandOperationsTurnoverTechnologyInfrastructureAssessmentIntegrityAssessmentIntegrityRisksandExposuresSecurityAuthorizationsIntegrityDesignIntegrityConfigurationIntegrityImplementationProjectTeamBuildingProjectTeamTrainingStrategyProjectTeamTrainingDevelopmentandDeliveryScopingandPlanningVisioningandTargetingRedesignConfigurationTestingandDeliverySoftwareImplementation我們的方法論是以應(yīng)付工作推動(dòng)進(jìn)展(DeliverableOriented):評(píng)估范圍和計(jì)劃的報(bào)告細(xì)化項(xiàng)目范圍項(xiàng)目的組織結(jié)構(gòu)細(xì)化項(xiàng)目計(jì)劃改變管理評(píng)估培訓(xùn)策略及計(jì)劃宣傳溝通策略及計(jì)劃項(xiàng)目小組培訓(xùn)ScopingandPlanningDeliverables:ProjectPlanTaskStartFinishResourceStudyReport評(píng)估范圍和計(jì)劃的報(bào)告

內(nèi)部評(píng)估集成管理和QA流程評(píng)估范圍和計(jì)劃階段的核準(zhǔn)與批準(zhǔn)繼續(xù)下一階段ScopingandPlanningDeliverables(cont.)ProjectPlanTaskStartFinishResourceStudyReport評(píng)估范圍和計(jì)劃的報(bào)告

內(nèi)部分析及As-IsModel外部評(píng)估流程期望流程指標(biāo)高層次的SAPGap解決評(píng)估培訓(xùn)和教育分析與計(jì)劃SAP組織結(jié)構(gòu)設(shè)計(jì)期望及目標(biāo)階段的核準(zhǔn)VisioningandTargetingTo-BeModel組織結(jié)構(gòu)的調(diào)整的分析SAPFit/Gap分析和解決方案數(shù)據(jù)轉(zhuǎn)換策略基層管理教育準(zhǔn)備新流程過(guò)渡計(jì)劃軟件開(kāi)發(fā)計(jì)劃與設(shè)計(jì)SAP安全性和授權(quán)方案最終用戶(hù)培訓(xùn)To-Be工作/職責(zé)分析流程再設(shè)計(jì)階段的批準(zhǔn)RedesignDeliverablesSAP系統(tǒng)配置和單元測(cè)試軟件的開(kāi)發(fā)集成測(cè)試計(jì)劃數(shù)據(jù)實(shí)施計(jì)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(hù)課程及文檔準(zhǔn)備系統(tǒng)配置階段核準(zhǔn)ConfigurationDeliverablesTestingandDeliverySAP集成測(cè)試最終用戶(hù)培訓(xùn)完成數(shù)據(jù)轉(zhuǎn)換實(shí)施業(yè)務(wù)組織結(jié)構(gòu)和流程Pre-ImplementationQA啟用SAPR/3正式系統(tǒng)初啟用的支持實(shí)施完畢后的審核項(xiàng)目核準(zhǔn)測(cè)試及交付系統(tǒng)設(shè)置流程再設(shè)計(jì)期望和確定指標(biāo)評(píng)估范圍和計(jì)劃計(jì)劃和準(zhǔn)備測(cè)度，管理，監(jiān)督和報(bào)告狀況建立流程

開(kāi)發(fā)和執(zhí)行工作計(jì)劃項(xiàng)目管理軌道非生產(chǎn)環(huán)境的建立測(cè)試及交付系統(tǒng)設(shè)置流程再設(shè)計(jì)期望和確定指標(biāo)評(píng)估范圍和計(jì)劃鑒別要求生產(chǎn)環(huán)境的準(zhǔn)備

測(cè)試和實(shí)施

IT軌道測(cè)試及交付系統(tǒng)設(shè)置流程再設(shè)計(jì)

期望和確定指標(biāo)評(píng)估范圍和計(jì)劃評(píng)估和確定范圍分析和設(shè)計(jì)開(kāi)發(fā)

實(shí)施

ProcessandSystemsIntegrity軌道ChangeManagement軌道期望和確定指標(biāo)評(píng)估范圍和計(jì)劃系統(tǒng)設(shè)置測(cè)試及交付流程再設(shè)計(jì)

StageIStageIIStageIIIEducationprogramdeliveryLeadershipPreparationCommunicationEducationInfrastructureSupportLeadershipCommitmentMobilizingtheOrganizationSustainedCommitmentStrategyandPlanStakeholderEnrollmentOwnershipTransferAssessorganizationalimpactIdentifyrealignmentneedsStrategyandPlanEducationprogramdesignStageI:SettingaClimateforChangeStageII:Engaging&EnablingtheWholeOrganizationStageIII:Implementing&SustainingNewWaysOrganizationalInfrastructureAdjustmentDelivered測(cè)試及交付系統(tǒng)設(shè)置流程再設(shè)計(jì)

期望和確定指標(biāo)評(píng)估范圍和計(jì)劃需要的評(píng)估

分析

開(kāi)發(fā)

設(shè)計(jì)

實(shí)施

評(píng)估

培訓(xùn)和文檔軌道教育/培訓(xùn)針對(duì)不同對(duì)象：基層管理

項(xiàng)目功能小組IT技術(shù)人員核心用戶(hù)

最終用戶(hù)功能支持和Helpdesk最終用戶(hù)培訓(xùn)課程業(yè)務(wù)流程最終用戶(hù)的作業(yè)培訓(xùn)

?ProductionOrders

針對(duì)業(yè)務(wù)的每一作業(yè)程序和系統(tǒng)操作為什么需要變革課程概觀和SAP的基本原理業(yè)務(wù)流程概觀訓(xùn)練有素的教員訓(xùn)練有素的現(xiàn)場(chǎng)小組主管和現(xiàn)場(chǎng)用戶(hù)Deloitte/SAPConsultantKnowledgeFormalTrainingSystemTestingDoing&LearningKnowledgeAcquiredBy:TeamStructureandKnowledge知識(shí)轉(zhuǎn)移并非偶然事故地而發(fā)生，而是因?yàn)樗俏覀児ぷ鞣绞降囊徊糠?。?xiàng)目工作和培訓(xùn)

1.3 SAPEnabledBPR 概念與工作過(guò)程

集成測(cè)試

業(yè)務(wù)和系統(tǒng)的實(shí)現(xiàn)與交付Configuration測(cè)試及交付

系統(tǒng)設(shè)置流程再設(shè)計(jì)

期望和確定目標(biāo)評(píng)估范圍和計(jì)劃

評(píng)估范圍和計(jì)劃

強(qiáng)制性的變革期望和確定目標(biāo)

As-Is模型

系統(tǒng)設(shè)置

實(shí)施計(jì)劃

集成測(cè)試計(jì)劃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(jì)劃和決策戰(zhàn)術(shù)上的計(jì)劃和決策操作上的計(jì)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。12AssignRequisitiontoSupplier

9DoesRequisitionRequireApproval?10PerformRequisitionApprovalProcess

11IsRequisitionApproved?P50.3YesM-30.1413NotifyAppropriateParties1IdentifyNon-MRPRequirements4IsMaterialonaSchedulingLineAgreementoraContract?P50.2P50.4Yes2IdentifyMRPRequirements5IsMaterialanMRPRequirement?7WasThereaRequisitionCreatedAlready?8ConvertFromPlannedOrdertoRequisition6CreateRequisitionNoYesNoNoYesYesNoNoReorderReport/CalculationIndependenttDemand(Request)P30.103IsMaterialonPlant-to-plantTransfer?NoP50.1YesTO-BEModel的開(kāi)發(fā)來(lái)源于:AS-IS模型流程目標(biāo)用戶(hù)需求最佳模式ProcessSub-ProcessOperationalProcessesActivitiesPlan/MaintainProcurementStrategyProvideCustomerSupportManageLogisticsManufactureProductsProcureMaterials&ServicesPerformOrderManagementMarket&SellProducts/ServicesDevelopNewProductsMaintainSuppliers&PerformEvaluationsManageContracts&RequestsforQuotationsCreate&MaintainPurchaseRequisitionsPurchaseMaterials&ServicesReceiveMaterials&ServicesDispositionInboundMaterialsEnablePayment12AssignRequisitiontoSupplier

9DoesRequisitionRequireApproval?10PerformRequisitionApprovalProcess

11IsRequisitionApproved?P50.3YesM-30.1413NotifyAppropriateParties1IdentifyNon-MRPRequirements4IsMaterialonaSchedulingLineAgreementoraContract?P50.2P50.4Yes2IdentifyMRPRequirements5IsMaterialanMRPRequirement?7WasThereaRequisitionCreatedAlready?8ConvertFromPlannedOrdertoRequisition6CreateRequisitionNoYesNoNoYesYesNoNoReorderReport/CalculationIndependenttDemand(Request)P30.103IsMaterialonPlant-to-plantTransfer?NoP50.1YesIndustryPrintProcessSub-ProcessOperationalProcessesActivitiesPlan/MaintainProcurementStrategyProvideCustomerSupportManageLogisticsManufactureProductsProcureMaterials&ServicesPerformOrderManagementMarket&SellProducts/ServicesDevelopNewProductsMaintainSuppliers&PerformEvaluationsManageContracts&RequestsforQuotationsCreate&MaintainPurchaseRequisitionsPurchaseMaterials&ServicesReceiveMaterials&ServicesDispositionInboundMaterialsEnablePayment12AssignRequisitiontoSupplier

9DoesRequisitionRequireApproval?10PerformRequisitionApprovalProcess

11IsRequisitionApproved?P50.3YesM-30.1413NotifyAppropriateParties1IdentifyNon-MRPRequirements4IsMaterialonaSchedulingLineAgreementoraContract?P50.2P50.4Yes2IdentifyMRPRequirements5IsMaterialanMRPRequirement?7WasThereaRequisitionCreatedAlready?8ConvertFromPlannedOrdertoRequisition6CreateRequisitionNoYesNoNoYesYesNoNoReorderReport/CalculationIndependenttDemand(Request)P30.103IsMaterialonPlant-to-plantTransfer?NoP50.1YesTO-BEMODELLegendPrint環(huán)境因素SAP產(chǎn)品知識(shí)我們利用Iterative的Redesign工作方式，

以保證SAP中的流程再設(shè)計(jì)是有效的具有創(chuàng)造性的人.熟悉現(xiàn)狀但不固守于現(xiàn)狀的人.來(lái)自公司各個(gè)管理層次的人.具有行業(yè)經(jīng)驗(yàn)的人.具有SAP知識(shí)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(xún)顧問(wèn)各業(yè)務(wù)部門(mén)代表

IT分析員核心小組核心用戶(hù)核心功能小組組長(zhǎng)航天&國(guó)防汽車(chē)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(xiàng)目中IndustryPrintTM

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

IndustryPrintIndustryPrint包括:ProcessSub-ProcessOperationalProcessesActivitiesPlan/MaintainProcurementStrategyProvideCustomerSupportManageLogisticsManufactureProductsProcureMaterials&ServicesPerformOrderManagementMarket&SellProducts/ServicesDevelopNewProductsMaintainSuppliers&PerformEvaluationsManageContracts&RequestsforQuotationsCreate&MaintainPurchaseRequisitionsPurchaseMaterials&ServicesReceiveMaterials&ServicesDispositionInboundMaterialsEnablePayment12AssignRequisitiontoSupplier

9DoesRequisitionRequireApproval?10PerformRequisitionApprovalProcess

11IsRequisitionApproved?P50.3YesM-30.1413NotifyAppropriateParties1IdentifyNon-MRPRequirements4IsMaterialonaSchedulingLineAgreementoraContract?P50.2P50.4Yes2IdentifyMRPRequirements5IsMaterialanMRPRequirement?7WasThereaRequisitionCreatedAlready?8ConvertFromPlannedOrdertoRequisition6CreateRequisitionNoYesNoNoYesYesNoNoReorderReport/CalculationIndependenttDemand(Request)P30.103IsMaterialonPlant-to-plantTransfer?NoP50.1Yes業(yè)務(wù)分解和流程方案集12AssignRequisitiontoSupplier

9DoesRequisitionRequireApproval?10PerformRequisitionApprovalProcess

11IsRequisitionApproved?P50.3YesM-30.1413NotifyAppropriateParties1IdentifyNon-MRPRequirements4IsMaterialonaSchedulingLineAgreementoraContract?P50.2P50.4Yes2IdentifyMRPRequirements5IsMaterialanMRPRequirement?7WasThereaRequisitionCreatedAlready?8ConvertFromPlannedOrdertoRequisition6CreateRequisitionNoYesNoNoYesYesNoNoReorderReport/CalculationIndependenttDemand(Request)P30.103IsMaterialonPlant-to-plantTransfer?NoP50.1Yes業(yè)務(wù)流程在SAP系統(tǒng)的映射Inordertominimizedelaysinthepurchase