北汽汽車(chē)運(yùn)營(yíng)戰(zhàn)略與咨詢ye sheng

FutianExecutiveReviewonITRoadmapandOperationModel

16thDecember2002Inthefaceofrapidindustrytransformation,Futianneedstoreinventitsoperationsandorganizationtoincreaseefficiencyandproductivityofitsworkforce.適當(dāng)壓縮管理層級(jí),增大管理的幅度提高組織效率--部分業(yè)務(wù)的運(yùn)作效率不高總部下屬事業(yè)部迅速增加，如何進(jìn)行有效的分類(lèi)管理、評(píng)估和考核，同時(shí)使總部的負(fù)擔(dān)減輕成為問(wèn)題多元化程度還將擴(kuò)大，總部按現(xiàn)在的管理深度和跨度進(jìn)行管控的工作負(fù)擔(dān)和壓力將會(huì)增加公司治理結(jié)構(gòu)業(yè)務(wù)/事業(yè)部分類(lèi)管理幅度/深度調(diào)整運(yùn)營(yíng)模式應(yīng)從以下方面著手進(jìn)行：NocommonITcollaborationplatformtosupportbusinessgrowthDisintegratedandfragmentedsystemsandprocessesDisparateandnonstreamlinedoperationproceduresTosolvethesebusinessproblems,wemendacommonITcollaborationplatformsolutiontosupporttherapiddeploymentoforganizationvision,objectives,andnewbusinessprocesses.需要的能力目標(biāo)關(guān)注的領(lǐng)域成本競(jìng)爭(zhēng)力質(zhì)量競(jìng)爭(zhēng)力產(chǎn)品上市時(shí)間市場(chǎng)營(yíng)銷(xiāo)能力ERP

PLM

信息化基礎(chǔ)成為中國(guó)第一的卡車(chē)公司達(dá)到產(chǎn)品和運(yùn)營(yíng)的國(guó)際標(biāo)準(zhǔn)

實(shí)現(xiàn)世界水平最佳實(shí)踐流程人員技術(shù)企業(yè)資源管理IT應(yīng)用協(xié)同EDS給福田公司建議的信息化架構(gòu)來(lái)源：EDS福田公司信息化規(guī)劃報(bào)告WithoutthisITcollaborationplatformasanenablingtoolforfutureOperationModel,Futianmayfaceevenmorechallengesandobstaclesdownitsroadinitsreorganizationeffort.戰(zhàn)略定位公司經(jīng)營(yíng)指標(biāo)戰(zhàn)略合作及價(jià)值定位是專(zhuān)注于成為中國(guó)最大的卡車(chē)及農(nóng)業(yè)裝備制造商還是多元化經(jīng)營(yíng)的投資控股公司是繼續(xù)追求目前累加的輝煌效應(yīng)還是重新設(shè)定集團(tuán)公司綜合經(jīng)營(yíng)指標(biāo)如何在全球和中國(guó)汽車(chē)行業(yè)整合的浪潮中形成福田獨(dú)特的價(jià)值定位品牌戰(zhàn)略是否要延伸福田的自有品牌至其他主營(yíng)業(yè)務(wù)信息化平臺(tái)和相應(yīng)的IT技術(shù)IT技術(shù)和平臺(tái)應(yīng)如何支持福田的戰(zhàn)略發(fā)展？組織結(jié)構(gòu)改動(dòng)原則其它考慮盡量避免交叉管理--類(lèi)似矩陣的結(jié)構(gòu)需要改進(jìn)合并相關(guān)職能,節(jié)約資源功能上的要求各個(gè)SBU的快速反應(yīng)能力充分保持和發(fā)揮發(fā)展?jié)摿π碌慕Y(jié)構(gòu)使未來(lái)事業(yè)部或SBU的拓展應(yīng)該留有空間核心競(jìng)爭(zhēng)力的考慮-戰(zhàn)略管理和協(xié)同優(yōu)勢(shì)需要保留-反應(yīng)速度有優(yōu)勢(shì)但是趨于減慢-總部和各職能門(mén)與事業(yè)部之間存在沖突責(zé)任明確化和職責(zé)標(biāo)準(zhǔn)化新結(jié)構(gòu)要最大程度避免個(gè)人意識(shí)的可能產(chǎn)生的誤差領(lǐng)導(dǎo)體制高層領(lǐng)導(dǎo)-成為戰(zhàn)略導(dǎo)向組織,-對(duì)核心活動(dòng)進(jìn)行計(jì)劃和監(jiān)控為主Beforeorganizationchangesarebeingimplemented,therearevariousconsiderationsandcriteriaaffectingfuturebusinessprocessesthatmustbetakenintoaccount.UsingtheseconsiderationsintheOperationModelreview,wehaveproposedorganizationchangesinaphasedapproachfromthepresentto2004andthenfrom2004to2006andbeyond.輕卡中重卡輕客大中客金融建設(shè)農(nóng)裝工程用車(chē)OverallIT(especiallyinERPperspective)supportsflexibledefinitionsoftheenterpriseorganizationstructuretosupportthemendedorganizationtransitionsfrom2004to2006.InFinanceperspective,itwillbedependentonthefinalFI/COenterpriseorganizationstructure,theCompanyCodes,BusinessAreas,CostCenterHierarchy,ProfitCenters.ControllingAreaswillbenewlygroupedtogethertoreflectthechanges.Similarly,inSalesandDistributionstructure,theSalesOrganization,DistributionChannels,SalesOffices,ProductHierarchy,PurchasingOrganizations,Plants,andStorageLocationswillberedefinedtoreflectthechanges.輕卡中重卡輕客大中客金融建設(shè)農(nóng)裝工程用車(chē)5個(gè)SBU9個(gè)SBU11個(gè)“SBU”總成

“SBU”

–

是指目前非嚴(yán)格意義的業(yè)務(wù)單元?jiǎng)澐?/p>

SBU–

是指過(guò)渡期中及2006年獨(dú)立運(yùn)營(yíng)的單元福田公司。。。。。。。。。汽車(chē)產(chǎn)業(yè)工程用車(chē)農(nóng)裝產(chǎn)業(yè)建設(shè)產(chǎn)業(yè)金融產(chǎn)業(yè)福田目前的組織結(jié)構(gòu)未來(lái)演變方向–2006開(kāi)始過(guò)渡期的組織結(jié)構(gòu)-2004年初形成總成注釋說(shuō)明初步OurnextstepistoassesstheimpactontheITRoadmapandimplementationstrategybasedontheOperationModel.每個(gè)生產(chǎn)經(jīng)營(yíng)單位的歸屬原則是：作為獨(dú)立核算的利潤(rùn)或成本中心只能屬于一個(gè)SBUCommonITCollaborationPlatformDeploymentProductLifecycleManagement/CAD/BOMSharingEnterpriseResourcePlanningSupplyChainManagementITInitiatives11個(gè)“SBU”福田公司。。。。。。。。。汽車(chē)產(chǎn)業(yè)工程用車(chē)農(nóng)裝產(chǎn)業(yè)建設(shè)產(chǎn)業(yè)金融產(chǎn)業(yè)福田目前的組織結(jié)構(gòu)輕卡中重卡輕客大中客金融建設(shè)農(nóng)裝工程用車(chē)9個(gè)SBU總成過(guò)渡期的組織結(jié)構(gòu)-2004年初形成輕卡中重卡輕客大中客金融建設(shè)農(nóng)裝工程用車(chē)5個(gè)SBU未來(lái)演變方向–2006開(kāi)始總成ToreviewourITRoadmap,theestimatedtimelineforOption1isdepictedbelow.PLM-Phase1 CADandBOMSharingEstimated:Jan2003–Aug2003PLM-Phase2 ChangeMgmtERPIntegrationEstimated:Sept2003–Apr2004PLM-Phase3 SCMandMassRolloutto3PlantsEstimated:May2004–Feb2005ERP-Phase1a FinancialsimplementedatALLsitesEstimated:Jan2003–Sept2003ERP–Phase1b Logistics/DistributionimplementedatHeadquartersandBeijingFutianEstimated:Jan2003–Dec2003ERP-Phase2 SCM–Logistics/Distributionimplementedatotherregionalsitesandplants/ DevelopSupplierNetworkEstimated:Jan2004–May2004ERP–Phase3 MassRolloutto8SubsidiariesEstimated:Jun2004–Dec2004Option1oftheITRoadmapisthepreferredapproachinviewofthefollowingreasons:WhyOption1isPreferred?Increasedproductivitytoachievecostsreductionearlier

Consolidatedfinancialreportingforfasterdecisionmaking

Reducedneedtodevelopcostlysysteminterfaces

YetlessimpacttoLogistics/DistributionoperationsofothergeographicalareassinceHQandBeijingFutiangoeslivefirstandthePilotmodelcanbedeployedatotherregionalsiteslaterLessoverallinvestmentsinITinfrastructureanddeployment

FasterbusinessintegrationbetweenFinancialsandLogisticsWiththeassumptionthatOption1isimplemented,theimplicationstotheHeadquartersinclude:輕卡中重卡大中客金融建設(shè)農(nóng)裝總成工程用車(chē)模具廠車(chē)架車(chē)橋發(fā)動(dòng)機(jī)廠懷汽廠北京歐曼風(fēng)景客車(chē)長(zhǎng)汽廠諸汽廠農(nóng)裝分公司建筑公司鋼結(jié)構(gòu)公司塑機(jī)金融事業(yè)部輕客風(fēng)景海獅SUV歐曼風(fēng)景大客南方工程北方工程農(nóng)用車(chē)三輪車(chē)谷神歐豹建筑建材塑機(jī)金融產(chǎn)業(yè)模具車(chē)架車(chē)橋發(fā)動(dòng)機(jī)奧玲時(shí)代ImplicationstoHeadquarters(preliminary):11SBUstoreporttoHQbefore2004forgroupmanagementreporting9SBUstoreporttoHQby2004forgroupmanagementreporting5SBUstoreporttoHQby2006forgroupmanagementreporting北京福田初步WiththeassumptionthatOption1isimplemented,theimplicationstotheFinancialsoperationsinclude:輕卡中重卡大中客金融建設(shè)農(nóng)裝總成工程用車(chē)模具廠車(chē)架車(chē)橋發(fā)動(dòng)機(jī)廠懷汽廠北京歐曼風(fēng)景客車(chē)長(zhǎng)汽廠諸汽廠農(nóng)裝分公司建筑公司鋼結(jié)構(gòu)公司塑機(jī)金融事業(yè)部輕客風(fēng)景海獅SUV歐曼風(fēng)景大客南方工程北方工程農(nóng)用車(chē)三輪車(chē)谷神歐豹建筑建材塑機(jī)金融產(chǎn)業(yè)模具車(chē)架車(chē)橋發(fā)動(dòng)機(jī)奧玲時(shí)代ImplicationstoFinancialsandCostControlling(preliminary):BusinessAreaAccountingattheSBUlevelBeijingFutiangroupedasoneProfitCenterunderLightPassengerVehicleControllingAreaattheSBUlevelBeijingFutiangroupedasoneCostCenterunderLightPassengerVehicleFromCostCenterAccountingandmanagementreportingstandpoint,CostCenterwillbereportingtoorundertheadministrationofControllingArea北京福田BusinessArea/ControllingAreaProfitCenter/CostCenterAccounting初步WiththeassumptionthatOption1isimplemented,theimplicationstotheSalesDistributionoperationsinclude:輕卡中重卡大中客金融建設(shè)農(nóng)裝總成工程用車(chē)模具廠車(chē)架車(chē)橋發(fā)動(dòng)機(jī)廠懷汽廠北京歐曼風(fēng)景客車(chē)長(zhǎng)汽廠諸汽廠農(nóng)裝分公司建筑公司鋼結(jié)構(gòu)公司塑機(jī)金融事業(yè)部輕客風(fēng)景海獅SUV歐曼風(fēng)景大客南方工程北方工程農(nóng)用車(chē)三輪車(chē)谷神歐豹建筑建材塑機(jī)金融產(chǎn)業(yè)模具車(chē)架車(chē)橋發(fā)動(dòng)機(jī)奧玲時(shí)代ImplicationstoSalesDistribution(preliminary):SalesOrganizationattheSBUlevelBeijingFutiandefinedasaDistributionChannelunderLightPassengerVehicleSimilargroupingsforotherentitiesFromSalesDistributionreportingandoperationsstandpoint,DistributionChannelwillbereportingtoorundertheadministrationofSalesOrganizationGroupSalesOrganizationcouldbeestablishedtobeinchargeofStrategicSales北京福田SalesOrganizationDistributionChannel初步WiththeassumptionthatOption1isimplemented,theimplicationstotheMaterialsManagement/Productionoperationsinclude:輕卡中重卡大中客金融建設(shè)農(nóng)裝總成工程用車(chē)模具廠車(chē)架車(chē)橋發(fā)動(dòng)機(jī)廠懷汽廠北京歐曼風(fēng)景客車(chē)長(zhǎng)汽廠諸汽廠農(nóng)裝分公司建筑公司鋼結(jié)構(gòu)公司塑機(jī)金融事業(yè)部輕客風(fēng)景海獅SUV歐曼風(fēng)景大客南方工程北方工程農(nóng)用車(chē)三輪車(chē)谷神歐豹建筑建材塑機(jī)金融產(chǎn)業(yè)模具車(chē)架車(chē)橋發(fā)動(dòng)機(jī)奧玲時(shí)代ImplicationstoMaterialsManagement/Production(preliminary):PurchasingOrganizationattheSBUlevelBeijingFutiangroupedasaPlantunderLightPassengerVehicleStorageLocationscanbedefinedbelowthePlantstructurefortrackingmaterialmovementssuchasgoodreceipt,goodissue,andtransfers.FromMRPperspective,PlantwillbeusedasanentityformaterialsplanningGroupPurchasingOrganizationwillbeinchargeofStrategicPurchasing北京福田初步PurchasingOrganizationPlants我們將從不同的角度（如時(shí)間段安排以及投資，運(yùn)營(yíng)和人力資源方面）來(lái)評(píng)估信息的總體規(guī)劃帶來(lái)的好處優(yōu)勢(shì)年SBU的變化

可以將IT投資降到最小降低重新配置的變動(dòng)過(guò)渡期不需要建立價(jià)格較高的系統(tǒng)接口比較快的降低成本同時(shí)增加營(yíng)業(yè)收入促進(jìn)并加速SBU的過(guò)渡調(diào)整投資操作人力資源以及人員培訓(xùn)信息技術(shù)投資的角度來(lái)看現(xiàn)在到2004年給福田公司帶來(lái)的好處…優(yōu)勢(shì)現(xiàn)在到2004年從現(xiàn)在的結(jié)構(gòu)到11個(gè)SBU降低IT投資費(fèi)用。原因：一次性的實(shí)施，軟硬件的安裝，網(wǎng)絡(luò)架構(gòu)，流程設(shè)計(jì)以及使用者的培訓(xùn)帶來(lái)較早的核心業(yè)務(wù)尤其是財(cái)務(wù)和物流方面的整合帶來(lái)快速的成本降低和收入增加投資由于信息系統(tǒng)的實(shí)施和采購(gòu)以及物流聯(lián)系緊密操作的角度來(lái)評(píng)價(jià)從目前的狀況到2004年IT信息化實(shí)施可能帶來(lái)的好處…從職能部門(mén)角度來(lái)講，可以快速達(dá)到各個(gè)SBU即時(shí)的，統(tǒng)一的財(cái)務(wù)匯報(bào)系統(tǒng)降低財(cái)務(wù)報(bào)表和財(cái)務(wù)報(bào)告的準(zhǔn)備時(shí)間消除了各個(gè)SBU之間的繁雜的重復(fù)數(shù)據(jù)輸入和分析標(biāo)準(zhǔn)化的業(yè)務(wù)流程/程序可以降低商業(yè)風(fēng)險(xiǎn)和降低錯(cuò)誤率在既定的運(yùn)營(yíng)模式下，系統(tǒng)的實(shí)施對(duì)SBU的生產(chǎn)力的提高有很大的促進(jìn)作用運(yùn)營(yíng)操作角度對(duì)未來(lái)的核心競(jìng)爭(zhēng)力的發(fā)展起到的培育作用優(yōu)勢(shì)現(xiàn)在到2004年從現(xiàn)在的結(jié)構(gòu)到11個(gè)SBUIT平臺(tái)可以更好的核心競(jìng)爭(zhēng)力諸如決策的靈活性和對(duì)市場(chǎng)的理解能力核心能力獨(dú)特的資產(chǎn)銷(xiāo)售體系獨(dú)特的知識(shí)和技能產(chǎn)品開(kāi)發(fā)設(shè)計(jì)和實(shí)施有效的市場(chǎng)營(yíng)銷(xiāo)計(jì)劃銷(xiāo)售渠道的操作方法企業(yè)對(duì)新事物和變化的快速理解和反應(yīng)能力-學(xué)習(xí)能力綜合能力總部對(duì)各個(gè)部門(mén)的控制和管理能力總部調(diào)研-技術(shù)研發(fā)-市場(chǎng)銷(xiāo)售能力的結(jié)合領(lǐng)導(dǎo)者的發(fā)展規(guī)劃和產(chǎn)業(yè)運(yùn)作能力靈活決策能力市場(chǎng)機(jī)會(huì)的把握能力鞏固和發(fā)展總部和SBU的核心競(jìng)爭(zhēng)力…同時(shí)加快資本積累,充分發(fā)揮創(chuàng)新機(jī)制,獲取高額利潤(rùn),鞏固行業(yè)地位前期對(duì)市場(chǎng)份額的追逐的結(jié)束，未來(lái)的福田需要進(jìn)行資本積累和提高利潤(rùn)的過(guò)程正在進(jìn)行發(fā)展方向和業(yè)務(wù)重點(diǎn)的調(diào)整和轉(zhuǎn)移--運(yùn)用已有經(jīng)驗(yàn)和能力,進(jìn)行投資并購(gòu)，進(jìn)入目標(biāo)行業(yè)和企業(yè)；行業(yè)/企業(yè)的發(fā)展成為重點(diǎn)希望總部活動(dòng)置于一個(gè)清晰的組織框架內(nèi)，保證有組織,有系統(tǒng)的高效運(yùn)作足夠空間要求總部擁有更為精確的戰(zhàn)略規(guī)劃,金融財(cái)務(wù),人力資源等手段來(lái)保證戰(zhàn)略的更好的實(shí)施發(fā)展結(jié)果獲取高利潤(rùn)創(chuàng)新機(jī)制獲取行業(yè)的壟斷地位/前三/四名快速資本積累外圍資源的支持:足夠的人才引進(jìn)對(duì)既定的戰(zhàn)略進(jìn)行支持未來(lái)核心機(jī)制的創(chuàng)造未來(lái)核心競(jìng)爭(zhēng)力的獲取可由信息系統(tǒng)化實(shí)施戰(zhàn)略的較早實(shí)踐而加速分部?jī)r(jià)值創(chuàng)造能力各BU的快速?zèng)Q策能力各個(gè)BU的產(chǎn)品從調(diào)研-開(kāi)發(fā)-銷(xiāo)售一體化能力，達(dá)到具有滿足顧客需求的產(chǎn)品和服務(wù)組合準(zhǔn)確的市場(chǎng)定位能力總部管控和經(jīng)營(yíng)能力總部仍舊保持靈活的決策和領(lǐng)導(dǎo)權(quán)威各事業(yè)部之間關(guān)系的協(xié)調(diào)運(yùn)作能力融資和控制融資成本能力資本運(yùn)作的能力財(cái)務(wù)預(yù)算和預(yù)期收益凈現(xiàn)值判斷企業(yè)通過(guò)產(chǎn)品/服務(wù)組合產(chǎn)生的現(xiàn)金流充足穩(wěn)定隨著企業(yè)的壯大,文化、理念達(dá)到一致更為重要未來(lái)核心能力培育未來(lái)總部和SBU層級(jí)的核心競(jìng)爭(zhēng)力優(yōu)勢(shì)現(xiàn)在到2004年從現(xiàn)在的結(jié)構(gòu)到11個(gè)SBU從信息基礎(chǔ)角度來(lái)看。。。SBU之間的信息共享利于問(wèn)題的快速發(fā)現(xiàn)和解決不需要在過(guò)渡期間實(shí)施昂貴的系統(tǒng)界面/接口信息技術(shù)簡(jiǎn)化書(shū)面報(bào)告的數(shù)量在SBU和BU層面可以減少多余的信息重疊有效避免了信息的重復(fù)錄入—提高了運(yùn)營(yíng)的效率優(yōu)勢(shì)現(xiàn)在到2004年從現(xiàn)在的結(jié)構(gòu)到11個(gè)SBU從人力資源的角度來(lái)看。。。簡(jiǎn)化了培訓(xùn)設(shè)計(jì)實(shí)施過(guò)程-降低了再培訓(xùn)的費(fèi)用保持了使用者程序和手冊(cè)的連貫性人力資源和人員的培訓(xùn)允許較大群體的受訓(xùn)人員討論公司的共同問(wèn)題SBU以及BU之間的交流的增加員工生產(chǎn)效率的提升優(yōu)勢(shì)現(xiàn)在到2004年從現(xiàn)在的結(jié)構(gòu)到11個(gè)SBU投資的角度看。。。降低IT系統(tǒng)對(duì)財(cái)務(wù)和物流功能調(diào)整時(shí)的費(fèi)用（約為額外5%的總投資）總部和北京福田的物流/銷(xiāo)售會(huì)加快其他地區(qū)和工廠IT系統(tǒng)的實(shí)施速度和難度

ReconfigurationinvolvesprimarilychangestoenterpriseorganizationstructureinERP.ERP系統(tǒng)的重新調(diào)整導(dǎo)致了組織結(jié)構(gòu)根本的改動(dòng)時(shí)間積累的優(yōu)勢(shì)既定的標(biāo)準(zhǔn)使得業(yè)務(wù)流程和功能的改動(dòng)降低到最小投資優(yōu)勢(shì)現(xiàn)在到2004年從現(xiàn)在的結(jié)構(gòu)到11個(gè)SBU運(yùn)營(yíng)和信息技術(shù)的角度來(lái)看專(zhuān)家團(tuán)隊(duì)加速技能從北京向其他地區(qū)的傳遞物流/分銷(xiāo)集中于總部和北京福田伴有運(yùn)營(yíng)和商業(yè)上的實(shí)施風(fēng)險(xiǎn)在系統(tǒng)正式運(yùn)作之前，有足夠的時(shí)間來(lái)處理材料的管理，分銷(xiāo)以及生產(chǎn)上的問(wèn)題有力推動(dòng)9個(gè)SBU向11個(gè)SBU的轉(zhuǎn)變過(guò)程運(yùn)營(yíng)信息技術(shù)不需要在過(guò)渡期間實(shí)施昂貴的系統(tǒng)界面/接口操作避免了信息的重復(fù)輸入-集中于重要的和高附加值的活動(dòng)結(jié)果是生產(chǎn)力的提高優(yōu)勢(shì)現(xiàn)在到2004年從現(xiàn)在的結(jié)構(gòu)到11個(gè)SBU信息系統(tǒng)的實(shí)施帶來(lái)的人力資源上的優(yōu)勢(shì)縮短分銷(xiāo)/物流部門(mén)的人員的學(xué)習(xí)時(shí)間（使學(xué)習(xí)曲線變陡）就流／分銷(xiāo)／生產(chǎn)的操作會(huì)更加復(fù)雜足夠的時(shí)間進(jìn)行使用者的進(jìn)一步培訓(xùn)面對(duì)新的組織結(jié)構(gòu)，人力資源配置有足夠的時(shí)間調(diào)整人力資源和人員的培訓(xùn)優(yōu)勢(shì)現(xiàn)在到2004年從現(xiàn)在的結(jié)構(gòu)到11個(gè)SBU2006年,信息系統(tǒng)帶來(lái)的優(yōu)勢(shì)降低IT系統(tǒng)對(duì)財(cái)務(wù)和物流功能做必要的調(diào)整時(shí)的費(fèi)用（約為額外5%的總投資）

ReconfigurationinvolvesprimarilychangestoenterpriseorganizationstructureinERP.ERP系統(tǒng)的重新調(diào)整導(dǎo)致了組織結(jié)構(gòu)根本的改動(dòng)IT實(shí)施已經(jīng)完成。幾乎不需要再培訓(xùn)的過(guò)程2006年，由于在高層次制定的標(biāo)準(zhǔn)的一致性，業(yè)務(wù)流程和職能協(xié)助福田從9個(gè)SBU向5個(gè)SBU轉(zhuǎn)變投資運(yùn)營(yíng)人力資源信息技術(shù)優(yōu)勢(shì)現(xiàn)在到2004年從現(xiàn)在的結(jié)構(gòu)到11個(gè)SBU評(píng)估完畢信息化系統(tǒng)規(guī)劃和福田運(yùn)營(yíng)模式的關(guān)系，我們得出如下結(jié)論：即使有一定層面的整改，系統(tǒng)調(diào)整難度可以減低正面的影響PLM階段1既然BOM項(xiàng)目和物流以及生產(chǎn)功能關(guān)聯(lián)較為緊密。2003年1-9月只有財(cái)務(wù)職能進(jìn)行實(shí)施，沒(méi)有必要重新調(diào)整ERP物流/采購(gòu)階段2004年開(kāi)始時(shí)，原先的PLMCAD/BOD已經(jīng)完成ERP階段2估計(jì)PLM階段1會(huì)在2004年7月完成，物流/分銷(xiāo)方面向其他地區(qū)的已經(jīng)在公司范圍內(nèi)大規(guī)模推廣—沒(méi)有重新調(diào)整的必要負(fù)面影響ERP階段1b–財(cái)務(wù)模塊預(yù)計(jì)在2003年9月實(shí)施完畢。2004年的運(yùn)營(yíng)模塊的改動(dòng)會(huì)牽涉到財(cái)務(wù)模塊一定程度的調(diào)整。但是從實(shí)施的角度來(lái)看，改動(dòng)不會(huì)是十分明顯因此不會(huì)牽扯到太大精力ERP階段2–總部和北京福田物流和生產(chǎn)計(jì)劃的系統(tǒng)配置需要調(diào)整,但改動(dòng)不大實(shí)施影響估計(jì)

為保證系統(tǒng)重新配置是可能的資源浪費(fèi)降到最低，預(yù)防策略十分必要預(yù)防策略功能性的需求設(shè)置以重要性為順序安排或處理為一次性或周期循環(huán)性中間界面/接口程序的簡(jiǎn)化簡(jiǎn)化對(duì)SBU的授權(quán)過(guò)程初始的配置充分考慮組織機(jī)構(gòu)的改動(dòng)以及重新配置（例如：為將來(lái)而設(shè)立虛擬設(shè)置）對(duì)可能產(chǎn)生的影響的分析和充分交流計(jì)劃各種獨(dú)立格式的報(bào)告降到最少信息系統(tǒng)將促進(jìn)福田的運(yùn)營(yíng)操作型的管理轉(zhuǎn)變…此分析為從總部的角度來(lái)看所得的結(jié)果。對(duì)一些產(chǎn)業(yè)福田已經(jīng)開(kāi)始采用戰(zhàn)略控制型管理方式控股公司型戰(zhàn)略設(shè)計(jì)型戰(zhàn)略控制型運(yùn)營(yíng)操作型總部的職能部門(mén)和各產(chǎn)業(yè)重合度高，各事業(yè)部的部門(mén)總部均設(shè)有相應(yīng)部門(mén)各事業(yè)部的決策能力較弱.許多問(wèn)題最終均匯總到總部高層較多的集中于產(chǎn)業(yè)經(jīng)營(yíng)能力和價(jià)值創(chuàng)造和管理能力決策體系職能部門(mén)數(shù)量總部對(duì)各產(chǎn)業(yè)和事業(yè)部的操作層面的全程參與較多總部參與程度行業(yè)經(jīng)驗(yàn)來(lái)看,達(dá)到300人規(guī)模的總部為運(yùn)營(yíng)操作型核心能力總部的人數(shù)判斷標(biāo)準(zhǔn)說(shuō)明…

成為針對(duì)不同SBU/BU采用戰(zhàn)略控制型和戰(zhàn)略設(shè)計(jì)型結(jié)合的管理模式

建設(shè)產(chǎn)業(yè)

金融產(chǎn)業(yè)

工程用車(chē)產(chǎn)業(yè)

農(nóng)裝產(chǎn)業(yè)汽車(chē)產(chǎn)業(yè)總部集權(quán)分權(quán)控股公司型戰(zhàn)略設(shè)計(jì)型戰(zhàn)略控制型運(yùn)營(yíng)操作型11個(gè)產(chǎn)業(yè)汽車(chē)產(chǎn)業(yè)除汽車(chē)產(chǎn)業(yè)外，總部對(duì)其余的產(chǎn)業(yè)均為戰(zhàn)略控制型的管理模式未來(lái)的汽車(chē)產(chǎn)業(yè)的發(fā)展，應(yīng)該由運(yùn)營(yíng)操作型向戰(zhàn)略控制型轉(zhuǎn)化其他產(chǎn)業(yè)的SBU的相對(duì)總部定位，也由戰(zhàn)略控制形向戰(zhàn)略設(shè)計(jì)型轉(zhuǎn)化另外一個(gè)chart-----中期報(bào)告會(huì)漏掉了的那個(gè)。。。ispreferred

結(jié)論:信息化總體規(guī)劃的加快實(shí)施會(huì)使信息技術(shù)更早的帶來(lái)更早的商業(yè)回報(bào)信息化帶來(lái)的商業(yè)優(yōu)勢(shì)提供有效靈活的，有機(jī)整合的，全球性的信息技術(shù)平臺(tái)為動(dòng)態(tài)的管理決策和組織內(nèi)的變化服務(wù)為行業(yè)提供PLM/ERP/SCM的最佳實(shí)踐為財(cái)務(wù)和供應(yīng)鏈提供更為精確及時(shí)的信息加速福田新的營(yíng)運(yùn)模式的順利實(shí)施重新設(shè)計(jì)和自動(dòng)化的商業(yè)流程將縮短銷(xiāo)售訂單的處理和采購(gòu)周期消除不必要的，重復(fù)的，沒(méi)有附加值的工作流程和活動(dòng)以增加員工生產(chǎn)力降低運(yùn)營(yíng)成本增加商業(yè)上的創(chuàng)收潛力改善客戶服務(wù)質(zhì)量降低庫(kù)存降低對(duì)客戶的應(yīng)答時(shí)間降低原料采購(gòu)成本降低對(duì)制造支持成本和直接勞動(dòng)力的成本減少開(kāi)發(fā)和維持系統(tǒng)接口的需要為賣(mài)方，客戶，以及材料主數(shù)據(jù)提供了集中的儲(chǔ)藏庫(kù)-減少了數(shù)據(jù)的重復(fù)錄入導(dǎo)致每個(gè)SBU和BU的權(quán)責(zé)更加分明增加總部，SBU和BU三者之間的交流和合作允許員工集中在高附加值的活動(dòng)上同時(shí)考慮整個(gè)‘流程’操作和把握而不是低級(jí)的任務(wù)的重復(fù)營(yíng)銷(xiāo)管理下一步2004年汽車(chē)工程車(chē)農(nóng)裝建設(shè)金融總成輕卡中重卡輕客大中客總部

Betteralignedsalesandmarketingstrategyforproductdeterminationstrategy,salesplanning,advertisingstrategy,andsalesbudgetingwillreducecostsofsalesandincreaserevenuegeneration

BetteralignedstrategyforinternationalsaleswillreducecostsofsalesandincreaserevenuegenerationImprovedsalesmanagementbyclearlydefinedsalesorganizationsanddistributionchannelsforreportingandfinancialaccountingBetterdefinedpricingstrategyandpricingconditionstoreduceerrorsinquotingincorrectpricesBettermarketingresearchasenabledbyimprovedreportingmeansImprovedmarketcoverageandsalesandmarketingeffectivenessImprovedcustomerloyalty

SameassectionontheleftEmpoweredSBUstodeterminetheircorrespondingsalesstrategieswillincreaseefficiencyofoperationsSBU

Improveddataaccuracyofcustomerordersanddeliveriesandreducedcostsofsalesoperations,allowingquickeraccesstoorderstatusesReducedcycletimeforsalesorderentrytosalesinvoicegenerationandenhancedflexibilityEliminateredundanciesandinefficienciesinprocesses,activities,andsystemsTightenedsupplychainmanagementthrupartneringwithsuppliersandcustomersEstablishedtrueintegrationandsynchronizationofprocesses,technology,andpeopleBettertrainedsalespersonsanddistributionchannelpersonnel

Reducingthenumberofdistributionchannelstoincreaseefficiencyofoperations

Allowpricingproposalstobedefined

Improvedsalesplanningandforecasts

ImprovedCustomerRelationshipManagement

Clearlyaligneddistributionchannelsandsalesorganizationsforreportingandfinancialaccounting

Allowpromotionpricingandpricingstrategydefinitions

Centralizedrepositoryofcustomermasterdata

ImprovedMarketingintelligencecollection

Sameassectionontheleft

Sameassectionontheleft營(yíng)銷(xiāo)管理2006年汽車(chē)工程車(chē)

農(nóng)裝建設(shè)金融總部SBU

Improvedmarketingintelligencecollection

BetterexecutionofsalesstrategyasenabledbytheERPsolution

Betteralignedsalesandmarketingstrategyforproductdeterminationstrategy,salesplanning,advertisingstrategy,andsalesbudgetingwillreducecostsofsalesandincreaserevenuegeneration

BetteralignedstrategyforinternationalsaleswillreducecostsofsalesandincreaserevenuegenerationImprovedsalesmanagementbyclearlydefinedsalesorganizationsanddistributionchannelsforreportingandfinancialaccountingBetterdefinedpricingstrategyandpricingconditionsattheBUleveltoreduceerrorsinquotingincorrectprices

Sameassectionontheleft

SameassectionontheleftBU

Improveddataaccuracyofcustomerordersanddeliveriesandreducedcostsofsalesoperations,allowingquickeraccesstoorderstatusesReducedcycletimeforsalesorderentrytosalesinvoicegenerationandenhancedflexibilityEliminateredundanciesandinefficienciesinprocesses,activities,andsystemsTightenedsupplychainmanagementthrupartneringwithsuppliersandcustomersEstablishedtrueintegrationandsynchronizationofprocesses,technology,andpeopleEstablishcustomerfocusedperformancemeasuresBettertrainedsalespersonsanddistributionchannelpersonnel

Reducingthenumberofdistributionchannelstoincreaseefficiencyofoperations

Allowpricingproposalstobedefined

Improvedsalesplanningandforecasts

ImprovedCustomerRelationshipManagement

Clearlyaligneddistributionchannelsandsalesorganizationsforreportingandfinancialaccounting

Allowpromotionpricingandpricingstrategydefinitions

Centralizedrepositoryofcustomermasterdata

ImprovedMarketingintelligencecollection

Sameassectionontheleft

Sameassectionontheleft財(cái)務(wù)計(jì)劃下一步2004年車(chē)輛工程車(chē)農(nóng)裝建設(shè)金融總成輕卡中重卡輕客大中客總部

ImprovedandmoretimelyauditingasenabledbybestpracticeERPtransactions

Moreaccurate,timely,andstandardizedfinancialaccountingandconsolidatedreporting

Improvedbudgetpreparation,reviewandapprovalprocessanddecreasedtimerequiredtodevelopbudgets

Betterdecisionsupporttoolsasenabledbysuperiortreasuryandcashflowmanagementprocessanddecreasedtimerequiredformonitoringandanalyzingcashflowsbyreportingmeans

Decreasedtimerequiredforinvestmentreviewandapproval

Abilitytodeployfirmwidefinancialaccountingandconsolidationpracticeandprocedures

Increaseddataaccuracyandconsistencyonafirmwidebasisforfinancialreporting

Improvedmanagementaccountingandreportingmechanisms

Amelioratedinternalcostallocation

BetterandmoretimelytaxreportingasrequiredbythegovernmentauthoritiesReducedbusinessrisksandfinancialriskstothecompanyasmissioncriticalinformationisavailabletothedecisionmakersonarealtimebasisforstrategicinvestmentorotherdecisionsIncreasefinancialanalysisstaffproductivitybyfocusingtheirattentiononaddressingriskexposuresratherthanperformingtransactionactivitiesRoutinetasksareautomated,sothatemployeescandedicatemoreefforttothinkingtasksProvidestoolsandinformationsoemployeescangiveanswers,notexcusesSBU

Improvedassetmanagementandtreasuryoperations.Moreaccurateandtimelyfinancialaccounting,costcontrolling,investmentreviewandapproval,budgetapproval,A/RandA/PmanagementandreducedA/Rdaysofsalesoutstanding.

IncreasedfinancialaccountingcontrolandcorporategovernancebyHQwillhelptheauthoritiesidentifyandaddressissuesearly,thusreducingfinancialriskexposure.

Sameassectionontheleft財(cái)務(wù)計(jì)劃2006年車(chē)輛工程車(chē)

農(nóng)裝

建設(shè)金融總部ImprovedandmoretimelyauditingasenabledbybestpracticeERPtransactions

Moreaccurate,timely,andstandardizedfinancialaccountingandconsolidatedreporting

Improvedbudgetpreparation,reviewandapprovalprocessanddecreasedtimerequiredtodevelopbudgets

Betterdecisionsupporttoolsasenabledbysuperiortreasuryandcashflowmanagementprocessanddecreasedtimerequiredformonitoringandanalyzingcashflowsbyreportingmeans

Decreasedtimerequiredforinvestmentreviewandapproval

Abilitytodeployfirmwidefinancialaccountingandconsolidationpracticeandprocedures

Increaseddataaccuracyandconsistencyonafirmwidebasisforfinancialreporting

Improvedmanagementaccountingandreportingmechanisms

Amelioratedinternalcostallocation

BetterandmoretimelytaxreportingasrequiredbythegovernmentauthoritiesReducedbusinessrisksandfinancialriskstothecompanyasmissioncriticalinformationisavailabletothedecisionmakersonarealtimebasisforstrategicinvestmentorotherdecisions

Increasefinancialanalysisstaffproductivitybyfocusingtheirattentiononaddressingriskexposuresratherthanperformingtransactionactivities

Routinetasksareautomated,sothatemployeescandedicatemoreefforttothinkingtasksProvidestoolsandinformationsoemployeescangiveanswers,notexcusesSBUImprovedassetmanagementandtreasuryoperations.Moreaccurateandtimelyfinancialaccounting,costcontrolling,investmentreviewandapproval,budgetapproval,A/RandA/PmanagementandreducedA/Rdaysofsalesoutstanding.

IncreasedfinancialaccountingcontrolandgovernancebyHQwillhelptheauthoritiesidentifyandaddressissuesearly,thusreducingfinancialriskexposure.

SameassectionontheleftBUMoreaccurateandtimelycostaccountingandbudgetingpreparationandreviewprocess信息管理下一步2004年車(chē)輛工程車(chē)農(nóng)裝建設(shè)金融總成輕卡中重卡輕客大中客收割機(jī)拖拉機(jī)總部

ResponsibleforenterprisewideITinvestmentbudgetingandreviewforERPimplementation,includinginternalandexternalresourcesrequiredforinfrastructuredevelopment,deploymentandsystemintegrationReducedITcostsasaresultofimprovedcommunicationsandcoordinationbetweenHQandSBUbycentralizingITplanningattheHQlevelandreducingduplicationofactivitiesBetteralignmentanddelineationofITinitiativesandclearlydefinedobjectivesandresponsibilitiesbetweenHQandSBUsProvideguidancetoSBUoninformationsystemsdeploymentandmanagement

ProvideInformationsystemmaintenanceandupgrade

RoutineservermaintenanceattheHQ

EnterpriseapplicationsoftwaredevelopmentProvidedataconversions,interfaces,authorizations,customizedreports(ifnecessary),andenhancements(ifnecessary)ResponsibleforenterprisewideITinvestmentbudgetingandreviewforERPimplementation,includinginternalandexternalresourcesrequiredforinfrastructuredevelopment,deploymentandsystemintegrationProvidesysteminterfacestoSBUs

PlanandcoordinatevariousITinitiativesfromSBUsSBU

ITsystemroutinemaintenanceOfficehardwareequipmentandapplicationtoolsapprovalprocessImplementITinitiativesatSBUlevelDevelopinterfacesbetweenSBUandHQ

ProvideinformationsystemmaintenanceandupgradeEnterpriseapplicationsoftwaredevelopment

Officehardwareequipmentandapplicationtoolsapprovalprocess信息管理2006年車(chē)輛工程車(chē)農(nóng)裝建設(shè)金融總成輕卡中重卡輕客大中客收割機(jī)拖拉機(jī)總部

ResponsibleforenterprisewideITinvestmentbudgetingandreviewforERPimplementation,includinginternalandexternalresourcesrequiredforinfrastructuredevelopment,deploymentandsystemintegrationReduceITcostsasaresultofimprovedcommunicationsandcoordinationbetweenHQandSBUbycentralizingITplanningattheHQlevelandreducingduplicationofactivitiesBetteralignmentanddelineationofITinitiativesandclearlydefinedobjectivesandresponsibilitiesbetweenHQandSBUsProvideguidancetoSBUoninformationsystemsdeploymentandmanagement

ProvideInformationsystemmaintenanceandupgrade

RoutineservermaintenanceattheHQ

EnterpriseapplicationsoftwaredevelopmentProvidedataconversions,interfaces,authorizations,customizedreports(ifnecessary),andenhancements(ifnecessary)

ResponsibleforenterprisewideITinvestmentbudgetingandreviewforERPimplementation,includinginternalandexternalresourcesrequiredforinfrastructuredevelopment,deploymentandsystemintegrationProvidesysteminterfacestoSBUs

PlanandcoordinatevariousITinitiativesfromSBUsSBUITsystemroutinemaintenanceOfficehardwareequipmentandapplicationtoolsapprovalprocessImplementITinitiativesatSBUlevelDevelopinterfacesbetweenSBUandHQ

ProvideinformationsystemmaintenanceandupgradeEnterpriseapplicationsoftwaredevelopment

OfficehardwareequipmentandapplicationtoolsapprovalprocessBU

OfficehardwareequipmentandapplicationtoolsapprovalprocessBUITsystemsroutinemaintenance生產(chǎn)管理下一步2004年車(chē)輛工程車(chē)農(nóng)裝建設(shè)金融總成輕卡中重卡輕客大中客收割機(jī)拖拉機(jī)總部

Improvedproductionplanningandmanufacturingcostscaptureandcalculation

CompanywideproductionplanReviewproductionplansubmittedbySBU

Reduceinventorywriteoffsbyreducingexcessandobsoleteinventorythruimprovedinventoryaccuracyandworldwideinventoryandrequirementsvisibility總部不參與SBU

Improvedproductionefficiencyandmaterialshandlingasenabledbystreamlinedprocessestoreducereworkthrucleanerorders,improvedmaterialsavailability,reducechangedorders,fewerproductreturnsImprovedproductionplanningefficiencyasenabledbyintegratedrealtimesalesandoperationsplanningwitheventdriventriggersandsimulationcapabilitiesDecreasedmanufacturingsupportcosts

Decreasedmanufacturingdirectlaborcosts

Improvedandstreamlinedmanufacturingprocesses

Betterqualitymanagementinthemanufacturingprocesses

Sameassectionontheleft略生產(chǎn)管理2006年車(chē)輛工程車(chē)農(nóng)裝建設(shè)金融總成輕卡中重卡輕客大中客收割機(jī)拖拉機(jī)總部總部不直接參與生產(chǎn)管理SBUProductionmonitoringandadvisoryattheSBUlevel

ImprovedcoordinationofactivitiesattheBUlevelReduceinventorywriteoffsbyreducingexcessandobsoleteinventorythruimprovedinventoryaccuracyandworldwideinventoryandrequirementsvisibility

Improvedproductionplanningandmanufacturingcostscaptureandcalculation

Decreasedmanufacturingsupportcosts

Decreasedmanufacturingdirectlaborcosts

Improvedandstreamlinedmanufacturingprocesses

Betterqualitymanagementinthemanufacturingprocesses略BU

Improvedproductionefficiencyandmaterialshandlingasenabledbystreamlinedprocessestoreducereworkthrucleanerorders,improvedmaterialsavailability,reducechangedorders,fewerproductreturnsImprovedproductionplanningefficiencyasenabledbyintegratedrealtimesalesandoperationsplanningwitheventdriventriggersandsimulationcapabilitiesDecreasedmanufacturingsupportcosts

Decreasedmanufacturingdirectlaborcosts

Improvedandstreamlinedmanufacturingprocesses

Betterqualitymanagementinthemanufacturingprocesses略車(chē)輛工程車(chē)農(nóng)裝建設(shè)金融總成輕卡中重卡輕客大中客總部Developaclearvisionofpurchasingstrategyandareengineeredand