《最新安达信—某软件公司的咨询方案PPT课件》由会员分享，可在线阅读，更多相关《最新安达信—某软件公司的咨询方案PPT课件（28页珍藏版）》请在金锄头文库上搜索。
1、安达信安达信某软件公司的咨询方某软件公司的咨询方案案2 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.Our Understanding of Your NeedsPlaskolites overall goal is to evaluate and select an integrated customer service, distribution, manufacturing and financial software package that best supports your business i
2、nformation needs. To help achieve this goal, Plaskolite would like a Arthur Andersen to assist with the evaluation and selection of a new software package. The specific objectives of this project will be to:uDefine and prioritize business and information requirements uIdentify process improvement op
3、portunitiesuResearch and identify viable software candidatesuObjectively facilitate the evaluation of the most appropriate software alternativesuDefine appropriate technical architectureuAssist with vendor negotiationsuPlan the software implementation at a high levelGoalProject ObjectivesSection 1:
4、Introduction3 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.4 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.5 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.6 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.7 1999 Arthur Anders
5、en, Andersen Worldwide SC. All rights reserved.8 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.9 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.Project Approach - Evaluation ComponentsDuring the software evaluation process, the field of potential software solutio
6、ns is quickly narrowed to two. These two vendors demonstrate their products and are evaluated by the selection team. The final product is selected based on the demonstration results, contract considerations, and further analysis as described below.All Software Candidates15+ Candidates2 FinalistsIndu
7、stry InsightMarket ResearchVendor ViabilityArthur Andersen Firm-wide Knowledge3-5 CandidatesFunctionalFitVendor ViabilityFinalSelectionTechnology Use& Vision References &Site VisitsImplementationCostsPricing &NegotiationsRFI responses, screening interviewsDetailed Knock-out Criteria, Company size, M
8、arket Presence, AA Insight (Plaskolite and Arthur Andersen)High Level Knock-out Criteria &Preliminary Screening (Arthur Andersen)Software demonstrations, reference checks, negotiations, and Cost / Benefit Analysis(Plaskolite & Arthur Andersen)The vendors execute the scripts during their demonstratio
9、ns; the selection team scores each area based on how well the package met the needs of Plaskolite. Immediately after the demonstrations, the scores are tallied. Arthur Andersen facilitates a discussion to share the scoring results and reach a consensus on strengths and weaknesses.The demonstration r
10、esults are only one component (although the most important component) of the final selection criteria. Section 2: Project Overview10 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.Software Evaluation - Lessons LearnedOur approach works to complement the business knowledge of Plasko
11、lite with the industry knowledge, technical expertise, and “best practice” work of Arthur Andersen. A package will not be embraced by Plaskolite if it is chosen solely by Arthur Andersen. We will facilitate Plaskolite through our methodology to ensure a partnering endeavor based on your agenda.Commu
12、nicate that no package will meet every perceived need and that perceptions must change. Sell the idea that nothing will improve unless it changes. Ensure the demonstration audience understands that vendors want to show their strengths, not necessarily what is best for Plaskolite. Facilitate the demo
13、nstrations accordingly. Ensure references are in similar industries with similar volumes and are using the product (not testing or ready to rollout). Ensure the organization understands that package software implementation projects are more expensive and provide less relative benefit than strategic,
14、 competitive initiatives; however, these projects are critical to establishing a solid foundation to support future strategic initiatives.Some gaps will be identified during the selection process, but it isnt until the Business Process Simulation (BPS) phase of the project that all gaps are known. P
15、ackaged software vendors incorporate industry-wide best practices from their customer base into their software. During BPS, each Plaskolite business scenario is executed in the software. The team will be able to identify how Plaskolite will further change its business processes to align with the sof
16、tware vendors approach. We recommend a “no-mod” policy, this is achieved by executing these newly aligned business processes in the software. But unless Plaskolite management is willing to support this approach, this goal will not be achieved and modifications will be required.Use “knock-out” criter
17、ia to quickly get to a short list of vendors. This will allow deep focus on a handful of viable contenders and allow more time for value-added activities like identifying areas for improvement.Facilitative ApproachManage ExpectationsThe Short ListGaps Between Business Requirements and Software Capab
18、ilitiesSection 2: Project Overview11 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.On-goingProject Scope & ApproachArthur Andersens packaged software methodology framework consists of 6 major phases while emphasizing an aggressive program of project management and change enablemen
19、t. This proposal addresses the first 3 phases of work. At the completion of these phases, we will take a checkpoint with Plaskolites management to determine Arthur Andersens involvement with future phases of work.“Where do we want to be?”“What tools will we use?”“How will we use the tools?” “Constru
20、ct and roll-out the solution.”“How will we get there?”PeopleProcessesTechnologyStrategyRequirements DefinitionSoftware Evaluation & Selection Design & Business Process SimulationImplementationSupport & Continuous ImprovementImplementation Planning “Stabilize and prioritize.”CheckpointCheckpointCheck
21、point5-6 weeks3-4 months5-8 monthsProject Management and Change Enablement= within scope of this proposal= future phasesCheckpoint3-4 weeks2 weeksCheckpointSoftware Selection and ImplementationSoftware SelectionSoftware ImplementationSection 3: Project ApproachThe scope of this project will be limit
22、ed to the evaluation and selection of a single integrated software package.12 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.DesignTechnicalArchitectureSoftware Selection OverviewWe have a proven methodology and approach to software evaluation and selection. Throughout this approac
23、h, business requirements are balanced with system functionality to maximize business opportunities and benefits.FunctionalTechnicalVendorIdentify Process Improvement OpportunitiesIdentify Requirements & “Knock-out “CriteriaResearch Software AlternativesStrategyProcessesOrganizationTechnology REQUIRE
24、MENTSDEFINITIONSOFTWARE EVALUATION & SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointPlan the ImplementationReview Current StateDevelop PreliminaryCost EstimateFinalize & Obtain ApprovalDefine Business Scenarios & Conduct S/W DemosNegotiate and Complete Cost EstimateEvaluate Vendors and Choose Fi
25、nalistSection 3: Project Approach13 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.Project Approach - Requirements DefinitionThe purpose of this phase is to gather business requirements and document business processes. This is accomplished through our facilitative consulting style.
26、 We work with the selection team to ensure an appropriate understanding of the current state and cooperatively craft Plaskolites “to-be” business process vision.uPlan the project and mobilize the “core” selection team uFacilitate group discussions and interviews with executives and key usersuIdentif
27、y and map key business processesuIdentify key customer and vendor business requirements, as well as functional and technical software requirementsuReview Arthur Andersens Global Best PracticeSM Knowledgebase, examples of best practices, best companies, and performance measures by business processuId
28、entify process improvement opportunitiesuPrioritize the list of systems requirements from the interviews and process reviewsuResearch software candidatesuDevelop software selection “knock-out” criteria (functional, technical, vendor) to shorten the list to a manageable number of contendersuBegin dis
29、cussions with the software finalists regarding proposed configuration and resource requirementsuDevelop high level systems architecture uDevelop preliminary estimate of hardware, software, training, and implementation costs and optionsKey TasksuHigh level process mapsuGlobal Best PracticeSM Knowledg
30、ebase examplesuList of process improvement opportunitiesuPrioritized software selection “knock-out” criteriauInitial list of software candidates through market research, industry insight, vendor viability, Arthur Andersen firm-wide knowledgeuResponses to software selection “knock-out” criteria (Requ
31、est for Information - RFI)uShort list of software finalistsuList of assumptions impacting cost estimateuPreliminary cost estimateKey DeliverablesSection 3: Project ApproachREQUIREMENTSDEFINITIONSOFTWARE & HARDWARE EVALUATION & SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpoint14 1999 Arthur Anderse
32、n, Andersen Worldwide SC. All rights reserved.uPrepare demonstration scripts incorporating Plaskolites “knock-out” criteria uSchedule vendor demonstrations, review expectations and provide scriptsuFacilitate vendor demonstrationsuIdentify perceived gaps between software capabilities and business req
33、uirementsuEvaluate quantitative and qualitative strengths and weaknesses of the demonstrations, by gathering individual script “score cards” from the Plaskolite participants and facilitating re-cap discussions to gain consensusuCheck vendor references and perform site visits as necessaryuIdentify co
34、ntract negotiation objectives and strategyuConfirm initial assumptions regarding preliminary cost estimateuUnderstand other potential cost components (one time and on-going costs)uNegotiate with the finalistsuGather final quotes from software vendorsuFinalize cost estimate based on hardware, softwar
35、e, training, implementationuSenior management to select the final vendor based on:uFunctional fituTechnology use and visionuVendor viabilityProject Approach - Evaluation and SelectionThe purpose of this phase is to ensure a fair and effective selection. It involves developing demonstration scripts a
36、nd facilitating the software demos to ensure adherence to those scripts so a consistent comparison can be made. Initial gaps between requirements and software capabilities are identified and addressed. This phase enables the final selection of the integrated package solution.Key TasksuDemonstration
37、scriptsuSoftware finalist evaluation criteriauVendor demonstrationsuDemonstration evaluationsuReview of vendor referencesuInventory of identified software “gaps” uNegotiation objectives and strategyuFinal cost estimateuContract signed and software procuredKey DeliverablesREQUIREMENTSDEFINITIONSOFTWA
38、RE EVALUATION & SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointuReferences and site visitsuPricing negotiationsuEstimated implementation costsSection 3: Project Approach15 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.Project Approach - Implementation PlanningOnce the final se
39、lection is made, the planning for the implementation may occur. This involves designing, in detail, the technical architecture, planning the implementation tasks, and estimating the implementation effort. Once these plans are firmed up, expectations may be set and approval to proceed may occur.REQUI
40、REMENTSDEFINITIONSOFTWARE EVALUATION & SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointuFinalize the technical architecture designuPlan the Business Process Simulation and ImplementationuIdentify the overall implementation approachuDevelop high-level implementation plan with a proposed timeline a
41、nd identified resourcesuAssess organizational impact uMeet with management to obtain approval to proceedKey TasksuHigh-level plan for the Business Process Simulation and ImplementationuOrganizational Impact AssessmentuApproval to move forward with the implementationKey DeliverablesSection 3: Project
42、 Approach16 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.Project Team OrganizationThe following is our suggested joint Plaskolite/Andersen project team structure. Plaskolite Executive TeamPlaskolite Project SponsorAA Engagement Partner - Todd FisherAA Project Manager - Chris Wenz
43、keProject LeadershipSteering CommitteeResearch & Support - AA ConsultantPlaskolite Team LeadAA - Doug HoodOrder Management/Customer ServiceTeamFinanceTeamManufacturingTeamPlaskolite Team LeadAA - TBDPlaskolite Team LeadAA - TBDPlaskolite Team LeadAA - Chris WenzkeAA - TBDSection 4: Project TeamTechn
44、ologyTeamSteering committee meetings will be held on a monthly basis, and will last 1 to 2 hours.Plaskolite team lead participation will average 1 to 2 days per week on average.Additional representatives from Plaskolites functional departments will participate in each team on an as needed basis.Plas
45、kolite will need to identify a “core evaluation team” who will participate in the software demonstrations. Software demonstrations will require 2 consecutive full days for each vendor.WarehouseManagementTeamPlaskolite Team LeadAA - R. J. Nicolosi17 1999 Arthur Andersen, Andersen Worldwide SC. All ri
46、ghts reserved.Roles & ResponsibilitiesWe believe a joint project team is essential to the ultimate success of the project.PlaskoliteArthur AndersenProject LeadershipTeamActivitiesnSponsor the project at the executive management levelnProvide overall project leadership and directionnEvaluate findings
47、 and recommendationsnLiason with executive managementnLiason with the organization to coordinate project activities between Plaskolite and AndersennProvide project management guidance based on experience with similar clients and proven methodologiesnProvide access to firmwide expertise and knowledge
48、 capital as appropriatenLead the development of project deliverables nAssist in the communication process with executive managementnProvide tools and methodology frameworks to conduct activities to meet the project objectivesnProvide internal perspective on information opportunitiesnProvide internal
49、 business and functional expertisenAssist in accessing Plaskolite information as required during the projectnAssist in the creation of deliverables and help verify accuracy, thoroughnessnLead team activitiesnProvide industry functional and analytical skillsnProvide external perspective based on know
50、ledge of industry trends and best practicesnEnsure project deadlines are met and deliverables exceed quality expectationsSection 4: Project Team18 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.Estimated Project TimelineThe estimated time frame for this project is 10-12 weeks. The
51、actual time frame is dependent upon several factors, including the availability of Plaskolite resources and software vendor responsiveness. This timeline is based on our understanding of your needs and our experience with projects of this nature.Selection Step Week 1 Week 2 Week 3 Week 4 Week 5 Week
52、 6 Week 7 Week 8 Week 9 Week 101.0 Review Current State2.0 Identify Process Improvement Opportunities3.0 Identify Requirements & “Knock-Out” Criteria4.0 Research Software Alternatives5.0 Develop Preliminary Cost Estimate6.0 Define Business Scenarios/Conduct SW Demos7.0 Negotiate and Complete Cost Es
53、timate8.0 Evaluate Vendors and Choose Finalist9.0 Implementation PlanningCheckpointCheckpointSection 5: Project Timing19 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.Project Assumptions & Fee EstimateOur fees for this project will be $135,000, plus out of pocket expenses. We will
54、 bill you in three equal installments. We have made the following assumptions in developing our fee estimate. If any of these assumptions do not hold true, our fee estimate could be impacted.uA senior executive within Plaskolite will sponsor the project and has overall responsibility for the project
55、s success.uA project steering committee, consisting of Plaskolite executive management, will stay actively involved in monitoring and directing the project.uPlaskolite will commit to providing project resources as described in the project organization chart.uTwo (1.5-2 days for each) software demons
56、trations will be conducted.uProject completion according to the provided schedule is dependent upon the ability to schedule time with both Plaskolite personnel and the software vendors. uOur fee estimate does not include Arthur Andersen participation in vendor/reference site visits.Section 6: Projec
57、t Costs20 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.The Arthur Andersen DifferenceOur Experienced TeamWe have proposed a team with vast experience in facilitating clients through package software selections and implementations in the manufacturing industry. Integrated software
58、 is the core of our consulting services. Our broad experiences have enabled us to work with many different products in a variety of different manufacturing environments.Facilitative ApproachWe take your agenda as our own and work with your representatives to help articulate your requirements with ou
59、r industry expertise to ensure mutual ownership and selection of a package based on these objective facts.We believe we are uniquely qualified to help you in this important initiative.Middle Market FocusIntegrated Business SolutionsOur consulting approach focuses on implementing integrated business
60、solutions that address all aspects of Plaskolite: strategy, process, people, and technology.Objectivity/IndependenceWe have a vested interest in providing the right solutions for our clients, not solutions that are limited by our relationships or agreements. We provide a proven methodology that help
61、s clients leverage enabling technologies that fit their requirements, not ours.Local ResourcesWe have over 50 consultants in our Columbus office and over 140 in the state of Ohio. Being local positions us to be more responsive and provide high quality service at a more reasonable cost.Global Knowled
62、geWe have a global infrastructure from which we leverage. We have a package software competency center that performs work extensively with application selections and implementations. We have alliances with industry research groups and market analysis firms. We use our KnowledgeSpace and Global Best
63、Practices to share insight internally and with our clients.We focus on the middle market. We operate in small, nimble teams that collaborate with your team to deliver realistic, practical solutions that work in a company your size.Section 7: Arthur Andersen21 1999 Arthur Andersen, Andersen Worldwide
64、 SC. All rights reserved.ResumesTodd FisherBackgroundTodd is the Partner who leads Arthur Andersens Business Consulting practice in Columbus. Todd has over 13 years of consulting experience with the firm working with clients in the distribution and manufacturing industries. He provides consulting se
65、rvices to clients on process reengineering and operational improvement, as well as, information systems planning, design, and implementation.Todd received his BA in Mathematics and Computer Science from Capital University. He is certified in production and inventory management (CPIM) by The American
66、 Production and Inventory Control Society (APICS).Representative Clients:oRoss LabsoAshland Chemical oAdvanced Drainage SystemsoBelden Wire & CableoSafelite GlassoDrug EmporiumoCardinal HealthoThe Butler Co.oAnomatic CorporationoStanley ElectricoPioneer Industrial ComponentsIndustry Expertise:oProce
67、ss ManufacturingoConsumer ProductsoElectrical ProductsoIndustrial ProductsoAutomotive oWholesale-Distribution Relevant Experience Profile:oCurrently leading two ERP implementations, an automotive supplier (PeopleSoft) and a packaging products manufacturer (Symix).oEngagement partner for an ERP imple
68、mentation for tier 1 automotive supplier (J.D. Edwards).oDirected the ERP implementation for a $750 million wire and cable manufacturer (SSA - BPCS). The scope of the project included 4 manufacturing sites and 1 distribution center.oProject manager for the software selection, design and implementati
69、on of an ERP software package (SSA-BPCS) for a multi-plant specialty plastics manufacturer. The scope of the project included 19 manufacturing plants.oEngagement partner for an ERP implementation for a wholesale distributor of veterinary products (JBA). oProject manager for the development of an IT
70、strategy for a $300 million wholesale distributor. The IT strategy covered a three year span of time.oLed financial process design and implementation project for a large pharmaceutical wholesale distributor.oLed financial process design and implementation project for consumer products manufacturer o
71、f nutritional products.oManufacturing and Cost Accounting team leader for ERP implementation (MAC-PAC) for chemical manufacturer.Section 8: Project Resources22 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.ResumesChris WenzkeBackgroundChris is a manager in the Columbus office of A
72、rthur Andersens Business Consulting practice. He has over five years of consulting experience with the firm working in manufacturing and distribution. As a manager, he provides consulting services to clients on information systems planning, design, and implementation, as well as process reengineerin
73、g and operational improvement.Chris received his Bachelor of Science degree in Mechanical Engineering from the University of Michigan and a Master of Business Administration degree from The Ohio State University. His graduate concentration focused on Operations and Logistics Management. Chris is an
74、active member of the American Production and Inventory Control Society (APICS) and is Certified in Integrated Resource Management (CIRM).Relevant Experience Profile:oFor a consumer packaged goods manufacturer, Chris led a technology assessment and planning project for integrating the acquisition of
75、another CPG manufacturer.oFor a $300 million specialty plastics manufacturer, Chris managed a Year 2000 ERP Upgrade project. His team was responsible for facilitating a detailed system test of the new software and planning the migration process to cutover to the new system. oFor a $750 million manuf
76、acturer and distributor of wire and cable, Chris led the manufacturing team in the design and implementation of an integrated manufacturing software package. He was responsible for facilitating the manufacturing team through a conference room design, executing a detailed system test of the new softw
77、are and procedures, and planning the conversion and cutover to the new system. oFor a $160 million packaged foods manufacturer, Chris led the distribution team in the testing and implementation of an integrated manufacturing software package. Chris led the planning and execution of the Distribution
78、Training Workplan, was responsible for testing all of the distribution-related software modifications, and supported conversion activities during a multiple phased conversion.oFor an $85 million automotive components supplier, Chris led the manufacturing team in the design and implementation of an i
79、ntegrated manufacturing software package. He supervised the conversion of manufacturing data to the new system. Industry Expertise:o Industrial Productso Consumer Productso Wholesale Distributiono Third Party LogisticsRepresentative Clients:oAdvanced Drainage SystemsoShowa AluminumoOrval KentoBelden
80、 Wire & CableoBlue Coral / MEDOSection 8: Project Resources23 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.ResumesRon ZeschBackgroundRon is a manager in Arthur Andersens Columbus Business Consulting practice. He has over 9 years of consulting experience. Ron has served clients in
81、 the manufacturing, wholesale distribution, utilities, state government, and insurance industries. His project roles have focused on integrating technology and business from many different perspectives including software design, development, and implementation; change management; and business proces
82、s improvement. Ron received his BS in Industrial and Systems Engineering from the Ohio State University. He is an American Production and Inventory Control Society (APICS) member and has his CIRM certification. Representative Clients:oPioneer Industrial ComponentsoStanley ElectricoThe Butler Company
83、oBelden Wire and CableoAdvanced Drainage SystemsoShowa AluminumoAshland ChemicaloReltecIndustry Expertise:oIndustrial ProductsoAutomotiveoElectrical ProductsoWholesale Distribution Relevant Experience Profile:oCurrently managing a Peoplesoft implementation project for a tier 1 automotive supplier.oM
84、anaged a J.D. Edwards ERP implementation for a Japanese-owned tier one automotive supplier. The project scope included all core finance, sales order management, and manufacturing functions for a single plant operation.oLed the finance team on a BPCS ERP software implementation for a large multi-plan
85、t wire manufacturer. The financial scope included cost accounting, AR, AP, GL, financial reporting, budgeting, and fixed assets.oImplemented process improvements in support of the installation of BPCS for a Japanese owned automotive parts supplier. The functional scope included cost accounting, acco
86、unts payable, accounts receivable, financial reporting, and shop floor data collection.oProgrammed the inventory control, receipt of materials application within a widely distributed integrated manufacturing software product during a development project for a chemical processing company.oDesigned cu
87、stomer maintenance and financial/billing parameter adjustment applications while working with a multi-service utility to replace legacy software systems. The systems chief requirement was the ability to manage (customer maintenance, billing,.) 700 of the most complex industrial accounts (Approximate
88、ly 25% of total revenues).Section 8: Project Resources24 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.ResumesPete BeckwithBackgroundPete is a Manager in Arthur Andersens Business Consulting Practice in Columbus. He has over 6 years consulting experience with the firm and serves M
89、anufacturing and Wholesale Distribution clients. Pete provides consulting services to clients in planning, design, and implementation of information systems, as well as process reengineering.Pete received his Bachelor of Science in Manufacturing Engineering from Miami University. He is an American P
90、roduction and Inventory Control Society (APICS) member and is pursuing his CIRM certification. Representative Clients:oThe Butler Co.oWayne-DaltonoEveready Battery Co.oEnergizer Power SystemsoMontgomery WardIndustry Expertise:oConsumer ProductsoWholesale-DistributionoRetail Relevant Experience Profi
91、le:oPete led an ERP software implementation for the nations largest distributor of veterinary pharmaceuticals. Pete managed and facilitated the areas of Sales and Marketing, Warehouse Operations, Purchasing, Finance, and Information Systems.oPete led a packaged software selection project for a whole
92、sale distributor. He facilitated articulation of all business and technical requirements, and identification of process improvements by leveraging Best Practices. He facilitated the research activities, vendor demonstrations, evaluation discussions, and site visits with client team members.oPete wor
93、ked with a national manufacturer-distributor of consumer products to map as-is processes and identify areas of risk and areas for process improvement in warehousing operations.oPete worked with a billion-dollar manufacturer of consumer batteries to implement packaged SAP R/3 software, as part of a g
94、lobal standardization initiative.oPete worked with a national retailer through its acquisition and merger of an east-coast retailer. Pete led the integration efforts of the distribution systems area.Section 8: Project Resources25 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.Backg
95、roundMr. Hood is an experienced consultant in the Columbus office of Arthur Andersens Business Consulting practice. He has over 6 years of financial accounting and consulting experience. His experiences focus on technical and analytical project implementations for the manufacturing and financial ser
96、vices industries. Educational Background. Doug holds a BA from Anderson University, with a major in Accounting and a minor in Business Administration. He is a Certified Public Accountant in the State of Indiana and is a member of the American Institute of Certified Public Accountants. Representative
97、 Clients:oStanley ElectricoTigerpolyoArvin IndustriesoHancorIndustry Expertise:oAutomotiveoIndustrial ProductsoFabricated ProductsoWholesale Distribution Relevant Experience Profile:oCurrently, leading the finance team on a J. D. Edwards implementation for a manufacturing companyoLed the finance and
98、 sales order management teams on a J.D. Edwards ERP implementation for a Japanese tier one automotive supplier. The project scope included all core finance, sales order management, and manufacturing functions for a single plant operation. Responsibilities included defining business requirements, tes
99、ting and implementation.oFacilitated financial team requirements definition on a software selection project for a tier 1 automotive supplier. QAD MFG/PRO was ultimately selected by the client. oManaged an SAP implementation project for a captive finance company. Responsibilities included facilitatin
100、g team meetings, reporting project status to company management, providing process descriptions, developing the conceptual design and configuring the Financial Accounting (FI) and Controlling (CO) modules of SAP.oManaged several audit and professional services engagements variety of industries, incl
101、uding Wholesale Distribution, Savings and Loan and Fabricated Products Manufacturing. Responsibilities included coaching, directing, and evaluating the engagement team; drafting financial statements, independent audit report, SEC and regulatory filings; engagement budgeting explanation of variances.
102、 Section 8: Project ResourcesResumesDouglas S. Hood26 1999 Arthur Andersen, Andersen Worldwide SC. All rights reserved.BackgroundHeather is an experienced consultant in the Columbus office of Arthur Andersens Business Consulting practice. She has 5 years of industry experience focused in materials,
103、logistics, advanced planning, and production and operations management.Heather holds a BS in Business Administration with a double major in Transportation & Logistics and Production & Operations Management from The Ohio State University, Columbus, Ohio. She holds an MBA from Capital University in Co
104、lumbus, Ohio. Heather is a Certified Implementor of I2s Factory Planner, Certified Purchasing Manager (C.P.M.) with the National Association of Purchasing Management (NAPM) and a member of the American Production & Inventory Control Society (APICS). Functional Expertise:oBusiness Process Reengineeri
105、ngoMaterials & PurchasingoLogistics & DistributionoInventory/WarehousingoProduction Planning/SchedulingoCost Management (ABC/ABM)Industry Expertise:oManufacturing oTelecommunicationso Retail Distribution oAerospaceRelevant Experience Profile:oFacilitated a Report Management software selection proces
106、s with the MIS department of a $300 million plastic drainage pipe manufacturing company. Identified key business and technical requirements, developed criteria matrix to evaluate potential vendors, and recommended an efficient software package that met the identified requirements and client expectat
107、ions. Lead consultant on an information system project.oOperations Project Manager for Entek IRD International, a $50 million systems manufacturing company. Performed and managed the following functions; inventory control, domestic and international purchasing, production planning, shop floor schedu
108、ling, capacity requirements planning, and warehouse operations. oProject Manager of a supply chain reengineering initiative for Sprint/United Telephone company, targeting the logistics, ordering, purchasing, tracking, and receiving processes across 3 states, resulting in an annual savings of $2 mill
109、ion. Designed and implemented solutions for purchasing, distribution and warehousing processes on a continuous basis.oFor a $300 million manufacturer, facilitated the system test and conversion phases of a year 2000 ERP upgrade project. Developed testing conditions and scripts, and facilitated a detailed system test of the new software. Managed the conversion planning activities resulting in an executable workplan for conversion to the new system.Section 8: Project ResourcesResumesHeather M. Yakes, C.P.M.Plaskolite, Inc.Requirements Definition andSoftware Evaluation ProposalApril 1999
