SAP 价值管理,从理念到实现”- 价值工程介绍

100100©2010SAPAG.Allrightsreserved./Page21.2.©2010SAPAG.Allrightsreserved./Page3SAP(On-Time,On-Budget,On-Value)©2010SAPAG.Allrightsreserved./Page41.2.3.4.ITIT5.6.©2010SAPAG.Allrightsreserved./Page5ITIT1234ITITIT5ITROIKPIKPIITIT.”©2010SAPAG.Allrightsreserved./Page6VLM1.100%2.50%3.25%4.5%©2010SAPAG.Allrightsreserved./Page72009IT————©2010SAPAG.Allrightsreserved./Page897%…66%55%42%3%18%16%66%2009SAPValueManagementBestPracticesSurvey2009SAP©2010SAPAG.Allrightsreserved./Page934172%119%173%237%59%65%©2010SAPAG.Allrightsreserved./Page101.2.3.4.5.6.7.IT©2010SAPAG.Allrightsreserved./Page11()SAPITSAPValueManagement(VLM)SAP©2010SAPAG.Allrightsreserved./Page12SAP75+501,000+SAP2,100+–ITITCxO––,–©2010SAPAG.Allrightsreserved./Page13©SAP2010/Confidential/14/IT+)IT©2010SAPAG.Allrightsreserved./Page142,0005,0003,8002050,00015,000SAPSAP©2010SAPAG.Allrightsreserved./Page15SAP2004(SCORAPQC)IT7001,000©2010SAPAG.Allrightsreserved./Page16NPDICRM(TCO)CoEERPAMR–ITEH&S=HR6,9004,1502,750n/a2,0601,100©2010SAPAG.Allrightsreserved./Page17(%)Aberdeen20088-10-6-226Q4KPI-10-6-226-10-6-226©2010SAPAG.Allrightsreserved./Page181.2.3.4.©2010SAPAG.Allrightsreserved./Page19????SAPAG2005,ConfidentialDocument/ForDiscussionOnly/5AdditionalS/WMaintenanceCostLessercustomizationleadstolowerapplicationsupportcostReducedQACycleduetoasimplerlandscape-hencebetterresponsivenessLeveragingIndustryOpenStandardsinApplicationplatformPastCDPs–theybeingcoveredinCore–hencesimplifylandscapeCurrentCDPs–beingsupportedinthecore–henceavoidfuturecustomdevelopmenteffortCostofUpgradeServiceEnablementofBusinessprocessesFactorsConsideredOptionEvaluations(Intangibles)Option2Upgradein‘06Option1UpgradeNOWOption3Upgradein‘08ArchitecturalBenefitsFunctional/BusinessBenefitsITLandscapeFinancialHighBenefitLowBenefitNoconclusivedecisioncouldbemadeSAPAG2006,ValueRealization/24PowerSupplyProcurementUsability,ProductionOrders,ReliabilityCenteredMaintenanceAnalytics,MobileFinanceProjectSystemsNewGeneralLedger,FinancialReportingPortfolioManagement,BusPlanning&Simulation,ConsolidationsTransmissionandDistributionWorkOrderMgmt,WarehouseMgmt,PredictiveMaintenanceDocumentManagementSystemProjectManagement,Contractor&InvoiceManagementDistributionWorkOrderSystemReplacementCustomerCare/BillingDataAccuracy,MeterValidations,CreditandCollections,CollectionsOperations,SchedulingforOutsideServiceProvidersEnergyDataManagementInformationTechnology(IT)Archiving,GeneralReporting&Analytics,KnowledgeManagementInfrastructureConsolidation,EliminationofDuplicateApplicationsHumanResourcesManagementOpenEnrollmentConsolidation,Compensation&SkillsDB,Auditing,TimeEntryLifeEventProcessingSRM/SCMOperationalReportingSupplierCollaboration,Catalog&ContentMgmt,MaverickSpend,VendorPortal2–ERP053–NewApp4–Later1-NowDeliverableExample:BusinessInitiativesRoadmapSAPAmerica2006RoadmapImperatives,JackChildsJuly200642ESARoadmapExample:InnovativeOrder-to-cashProcess200520062008Time2007shorttermmidtermlongtermApplicationsRoadmaptoApplicationLandscapeR/3„P01“4.6cR/3„P02“4.6c„P03“mySAPERP05LOTUSDBSIEBELCRMmySAPCRM5.0HYPERIONERPCRMSEMPlatformRoadmaptoNetweaverSAPXI/BPM3.0SAPXI/BPM„2006“SAPPortal6.0SAPPortal„2006“SAPMDM3.0PoCPoCPoCSAPBW3.5PoCSAPBW„2006“SAPBW„2006“BusinessProcessesRoadmaptoEnterpriseServicesOrderentryOTCOrdermanagement(IDOC)orderentryClearingValidationCheckATPcheckGTScheckCreditcheckOrderprocessingInvoicingControllingDetailedSolutionPriorityAnalysisUrgency(Business&IT)ImplementationEffortTrainingToolsProject/PortfolioMgtFinanceDataMgtIntellectualPropertyManagementLowHighLowHighNotes:(1)Thesizeofthecirclecorrespondstothemagnitudeoftheanticipatedfinancialbenefits(2)Yellowcirclesindicateinitiatives/opportunitieswithastrongusabilitycomponentTreasurySupplyPlanning&VisibilityDemandPlanningHRInteractionCenterHRDataMgtComplianceAutomationSales/MarketingSupportProcurementPricingToolsPortalCustomerLoyaltyToolsMaintenanceScheduling&PartsMgrReporting&ToolsChannelMgtForms&OfficeUISAPAG2005,VEPlanpage62.OrdertoCashBenefitsTangibleBenefitsSource:Customer-provideddata.SAPanalysis.StrategicBenefitsIncreasedcustomersatisfactionEnhancedmarketingeffectivenessImprovedorderandbillingaccuracy,andreduceddisputesReducedsalescycletimeImprovedpricing/marginmanagementIncreasedagentsatisfactionandretentionoftopsalesandservicepeopleAcceleratedagentramp-uptimeImprovedfirstcontactresolutionandincreasedcustomerself-serviceEnhancedproductfeedbackandqualityinformationImprovedalignmentandconsistentexecutionofcorporatestrategy($36–68Mone-time)$2.5–4.88-15%$454M4$31.8M4ReducedDSO(accountsreceivable):One-timecashincreaseOn-goingcostofcapitalimpact$0.5–0.7M20-25%60FTEs3Increasedcustomerserviceproductivity(costavoidance)$0.3–0.4M15-20%40FTEs2Reducedorderentry/managementcosts(costavoidance)$7.0M–$17.1MTotalAnnualBenefit$3.7–$11.2M1-3%$375M1Increasedrevenue(margin)viaenhancedmarketingandleadmgmteffectivenessImprovement%BenefitBaselineValueSourceAssumptions1Revenueforthetrailing4quarters(Q4’04–Q3’05)is$1931M;‘Incremental’marginof19.4%wascalculate