埃森哲公司中石化erp培訓(xùn)資料1

1、ValueSpeedEnergy IndustryCEO PresentationOctober 2000Leading Practices Workshop29 30th November 20011 Accenture 2001Welcome and IntroductionsDay 1Chinese Oil Industry ContextThursdays Knowledge Sharing SessionDay 2Fridays Basic Progressive Pioneering SessionAgenda Accenture 2001Welcome and Introduct

2、ionsDay 1Chinese Oil Industry ContextThursdays Knowledge Sharing SessionDay 2Fridays Basic Progressive Pioneering SessionAgenda Accenture 2001Welcome and IntroductionsDay 1Chinese Oil Industry ContextThursdays Knowledge Sharing SessionDay 2Fridays Basic Progressive Pioneering SessionAgenda Accenture

3、 2001Our Industry ExperienceCAPCOThe Aromatics (Thailand) Public Co. Ltd.Ethylene / PolyEthyleneMalaysiaMitsubishi Oil Accenture 2001Eight driving forces in the global energy & chemicals sectorMarket deregulationand liberalizationM&A activity &restructuringDiversification, new capability & revenue s

4、treamsIncreased InvestmentVolatile oilpriceAccessing best talentExploitation ofnew technologyHighercustomerexpectationsGLOBAL CHEMICALS & ENERGY Accenture 2001In Asia Pacific, market dynamics will continue to put downwardpressure on marginsNote: Map not to scaleCHINA Most attractive global market Ne

5、w market entrants Infrastructure challenges Import restrictions WTO entry impactsASEAN Increasing deregulation Market “shake-outs” Emerging “Nationals” New refining capacityJAPAN Market deregulation Increase level of imports Retail price wars Re-structuring networksKOREA Good margins historically Mo

6、ving to product surplus Hyper-competition in RetailAUSTRALASIA Mature and tight margins Barriers to mergers New independents Increased importsAsia Pacific Region Accenture 2001Multi-nationals view ERP & SCM as tools to take performancebeyond scaleWe expect multi-nationals will focus on;Aggressive co

7、mpetitive strategiesLeverage of ERP & supply chain capabilities to maintain competitive advantageEmphasis on decision support and economic analysisSome will organizeto compete;others will becomepart of the battlefieldMarket Capitalization ($bn)Focused0501001502002503003505,00010,00015,00020,00025,00

8、0Mid-TierSuper Majors0Total oil / NGL /gas reserves (MBOE)Source:PetroCompanies; CI; Goldman Sachs;Accenture Analysis - September 2000Market Capitalization Vs Total Reserves Accenture 2001Technology has enabled and supported 5 phases of business changeAlignmentIntegratedSupply / DemandPricingConfigu

9、rationCapacityMaterialProductionDistributionTransportationATPCTPIntegratedDemand/SupplyPlanningDemandDecision Support /Advanced Planning & SchedulingPhase 3FunctionFunctional OrganisationPoint solutionsPhase 1Information SharingProcess OrientationProcessTransaction systemsPhase 2Industry NetworksStr

10、ategic ValueNetworksHosted solutionsPhase 5CollaborativeChannelsInternet-Enabled CollaborationCollaborative SC managementPhase 4TransactionalTechnology enablersDisparate BusinessesConsolidationPhase 0Point solutions Accenture 2001The challenges for the Chinese downstream oil industryare significantD

11、ecrease crude costOptimize crude slateIncrease refinery utilizationIncrease Return on Capital InvestmentImprove yield of light productsDecrease & optimize distribution costs (1o & 2o)Form strategic alliancesIncrease retail salesend-to-end Performance Improvement Challenges Accenture 2001The unique c

12、haracteristics of the oil industry will complicate the journeyFromDistinct functional operations solutionsGaps in data availability and accuracyPeople based capabilities (Art) Point solutions for supply, transport, terminal and, retail operationsToSeamless integrationReal-time, exhaustive network da

13、taProcess and system based capabilities (Science)End-to-end network optimizationObstacles & Road BlocksTraditional functional silosScope of data requirementsNeed for collaboration and processesLack of robust performance management systemsInherent time lags associated with physical delivery Accenture

14、 2001Welcome and IntroductionsChinese Oil Industry ContextThursdays Knowledge Sharing SessionFridays Basic Progressive Pioneering SessionAgenda Accenture 2001ProgressiveBasicPioneeringManual tracking of transactions.No real time visibility of dataERP system implemented, but many hand offs remainMult

15、iple instances of ERP systemCommon business processes across similar businessesERP system used to monitor business performanceOur Approach for Thursday & FridayThursdays SessionCase Study Approach using Client examplesDescribe the current situationThe complications arising from the situationWhat did

16、 they doWhat were the resultsWhy these are considered Leading Practices Fridays SessionDiscussion session using examples from our clients journey from Basic, to Progressive to Pioneering Accenture 2001Thursdays AgendaThursdays Knowledge Sharing SessionCase Study Approach using Client examplesLogisti

17、cs Management Moving from Push to PullAdamExcellence in Downstream RetailKenPreventative MaintenanceAmesMRO & ProcurementAdamDoreenWinnieZhou TiWinnie Accenture 2001This client is a multinational oil company with 30 refineries, 300 terminals, a large retail and commercial customer base in 40 countri

18、esMultinational Oil company Accenture 2001No common ERP or SCM languageTime MeasuresHourlyDailyWeeklyMonthlyYear-To-DateNo common languageacross functionsSALES & MARKETINGSUPPLY & DISTRIBUTIONTERMINALLINGREFININGCRUDEACQUISITIONPRIMARYDISTRIBUTIONSECONDARYDISTRIBUTIONSELL FUELSTO CUSTOMERSREFINING &

19、 TRADINGCost Measures Fixed and VariableCost of GoodsGross or NetTotal and UnitAsset MeasuresWhose AssetWho Earns the ReturnWACCQuantity MeasuresLitresKilolitresMegalitresTonnesBarrels Accenture 2001Product replenishments were scheduled based on the ullage available in the tankOperating a Push suppl

20、y chainSupply PushDetermineDemandHow toDeliverWhat/Whereto Make/SourceValueCrudeWhat toFeedWhat toHaveWhat is Needed WhenProductDepotsMarketPrimaryDistributionCrudeSupplyRefiningCrudeDepotsDemand PullSecondaryDistribution Accenture 2001Base inventory, sales and forecast data was suspect and unreliab

21、leCrude, intermediate and finished refined product inventory levels were highResulted in high inventory levels that locked up working capitalTotal Inventory: 68.8 MM BBLValue: US$1.5 BillionTotal Average Sales Volume: 509.5 MMBAverage Cover: 39.6 days(Avg 1997)(Avg 1997)SingaporeHong KongMalaysiaPhi

22、lippinesPakistanAustraliaNew ZealandSouth AfricaE & N AfricaCentral Africa Koa (Japan) KoreaThailand (4)0.02.04.06.08.010.012.014.016.018.0Stock (MMB)Average Annual Sales Volume (MMB)-20.040.060.080.0100.0120.0Singapore Hong Kong Thailand (4)Malaysia Philippines Pakistan AustraliaNew Zealand South A

23、frica E & N Africa Central Africa Koa (Japan)Korea5152615138531047912Days of coverSales Vol (MMB) Accenture 2001Inconsistent supply chain planning and scheduling processes across all countriesNo global key performance indicatorsThe inventory was a result of a poorly plannedpush supply chainOperating ExpenseWorking CapitalCrude Acquis