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1、ITStrategy February24 2000 CaseStudyofaRecentClientExperience RobTrollinger Principal DallasChrisWisler Manager AlexandriaKimberlyBrown Associate Alexandria Today sdiscussion BackgroundofCompanyCompanyITOverviewCauseforActionITStrategyApproachApplicationArchitectureTechnicalArchitectureEstablishtheI
2、TProgramOfficeOrganizationalEffectivenessandITAlignmentSummary Backgroundofcompany Beganin1909asapartnershipbetweenaninnovativechemistandabusinessmanPioneeringworkinleathertanningBestknownforexpertiseinacrylicchemistryEssentialcomponenttodetergents diapers cellphones industrialcoatings andmore50manu
3、facturing research andtechnicalfacilitiesworldwideSalesin100countries totaling 4billionannually CompanyA CompanyB CompanyAannouncedtheirintendedmergerwithCompanyBin1999 1848 foundingLargestandmostrecognizedbusinessforaparticularconsumerproductMajorsupplierofbasicinorganicchemicalsderivedfromsaltEsse
4、ntialingredientsinCDs newspapers magnetictapes sportsequipment andmore36miningandprocessingfacilities 68chemicalmanufacturing research andtechnicalfacilitiesworldwideSalestotal 2 5billionannually Drivetheshort termvalueExceedthemarket sexpectations IntegratetheOrganizationsasSeamlesslyasPossible Dev
5、elopandcommunicateasharedstrategicagendaDefineorganizationstructures keybusinessprocessesandtechnologyplatform architectureSelectleadersandstaffpositionsDevelopmetricsandbudgetsIntegratethebusiness Integrateday to dayoperationsPositionforthefuturegrowth AchieveBusinessValueGoalsasQuicklyasPossible A
6、chieve 200millionofsavingswithin12 18months runningrateby2001 EnsurecustomerretentionCorporateCenterrationalizationAdministrativeoverheadreductionSourcing ProcurementsavingsProductlineandoperationsrationalizationManufacturingproductivityandsupplychainimprovementsReductionintechnologycosts Thefocusof
7、theintegrationwastoquicklyachieveoperationalsynergieswhilecombiningtheorganizationstosupporttoplinerevenuegrowth A T Kearneywasaskedtostructure driveandmanagetheentireintegrationprocessforwhatwouldbecomeoneofthelargestspecialtychemicalcompanies LatinAmericaandAsia PacificRegionOperations 10 ofsales2
8、0manufacturingfacilities10distributionsites NorthAmericanRegionOperations60 ofsales60manufacturingfacilities230distributionsites 1 Whilethepotentialsourceofthesynergiesweresomewhatclear smoothandtimelyintegrationofthetwocompanieswaslessassured Challenges Somemanufacturingprocessesandtechnologieswere
9、incompatiblebetweenthetwocompaniesCombiningtwocompanieswithbothdirectproductoverlapAcquiringcompanywasmoreofa intermediatesproducer andtheacquiredcompanywasmoreofa formulator SignificantfacilitiesconsolidationopportunitiesDistributionconsolidationandimprovementrequiredchangingthebusinessmodelandthem
10、indsetStandardleadtimesStandardservicelevelsSignificantcustomeroverlapSignificantEH Sissuesneededtobeaddressed competingawayscarcecapitalresources EuropeanRegionOperations 30 ofsales40manufacturingfacilities60distributionsites Afteranacceleratedintegrationprogram themergerwasdeemedasuccessbytheCEOas
11、wellastheanalystcommunity Bytheendof3Q thenewcompanyhadachievedcostreductionsof 100MMonanannualizedbasis threemonthsaheadofschedule MorganStanleyDeanWitter Already thecompanyhasachieveda 100MMannualrunrateincostsavingsaheadofschedule JanneyMontgomeryScott Theintegrationprocessisrunningsmoothlyandinf
12、actbetterthanexpectedachievinga 100MMlowerrunrate J P MorganSecurities Theintegrationeffortscontinuetotrackaheadofplan DeutscheBancAlexBrown Consideringthesteepincreaseinrawmaterialcosts thenewcompanywasabletomeetexpectationswithitsrapidintegrationoftheacquiredcompany soperations BrownBrothersHarrim
13、an Perspective ExternalFocus InternalFocus Incremental Transforming ValueCreation P ERatio NewBusinessModelNewSegmentsNewTechnologiesAcquisitions ShareGainTechnologyImprovementGeographicExpansionPortfolioManagement WorkRedesignSupplyChainOperatingExcellence 2 3 SalesGrowth 4 5 SalesGrowth 6 8 SalesG
14、rowth Followingtheintegration theCEO sAgendaistodoubletherateofgrowthwhilemaintaininghighlevelsofprofitability Costimprovement customerserviceandretentionande businesshavebeenidentifiedaskeyareasoffocus RapidassimilationofacquisitionswithlimitedadditionalfinancialstaffGlobalsharedservicesITprovidesa
15、strategicadvantageinsupportofgrowthinitiatives TargetCapabilities GlobalprocessesandmetricsInteriminformationonsales profitabilityandcostofoperationAutomationofroutineprocessesandtransactionsFinancialstaffisalignedwiththebusiness Continuouslaunchofserviceofferingsthatcannotbeeasilymatchedbycompetito
16、rsQualitybuiltintoanautomatedprocessesHumansmanagetherelationshipnottransactions Integratedsupplychainnetwork S OPprocess acrossmultipleenterprisesInventorycommitmentusingproduction salesandbalancesAbilitytoreachcustomersgloballywithoutalocalpresence Growth Agility StrategicImperative CostImprovement CustomerService Retention e Business NewCo sbusinessstrategywillplaceadditionaldemandsontheentireorganization CompanyITOverview Finance BackOffice DemandPlanning SupplyChain CustomerService HumanRes
