聯(lián)想ERP聯(lián)想執(zhí)委會交流會-2

LEGEND

GROUP聯(lián)想執(zhí)委會交流會—九九八年八月十三日中國，北京第一頁，共四十六頁。LEGEND

GROUP集團管理的方式能適合子公司的要求嗎？能把目標細化嗎？能把效益量化嗎？?現(xiàn)在做ERP是不是時候呢？與國外的差距怎么樣的依據呢？做BPR時我們怎樣能保證各

子公司的需求得到充分考慮？SAP

與聯(lián)想的戰(zhàn)略是什么的關系?如何保證統(tǒng)一？既然有差距，怎樣控制風險?實施策略與范圍的依據是什么？如何才是最有效的決策流程？我們能對咨詢隊伍的資源承諾能信任嗎？近來聯(lián)想對我們提出了一些問題:第二頁，共四十六頁。LEGEND

GROUP會議目的:Meeting

Goal我們期望通過這次討論式的會議來分享我們的經驗和增進了解。我們相信不少問題的答案將能從我們的討論中找到，或有助于討論其余下的問題。We

would

like

to

use

this

meeting

as

a

forum

to

share

our

experiences,increase

mutual

understanding,

and

help

address

remaining

concerns.第三頁，共四十六頁。LEGEND

GROUP我們以這個目標為主導設計了以下的議題:聯(lián)想SAP實施戰(zhàn)略與方法Legend

SAP

Implementation

Approach

and

Methodology實施戰(zhàn)略實施工作方法SAP

Enabled

BPR概念與工作過程湛立泉保持項目與企業(yè)目標的一致Change

Imperative

and

Business

Case保持目標的一致效益量化效益量化的工具：ValuePrint我們的推薦湛立泉/劉建第四頁，共四十六頁。LEGEND

GROUPCont.3.在全球市場中計算機企業(yè)面對的挑戰(zhàn)和機會Steve

Allen/Ron

ChapmanChallenges

and

Opportunities

Facing

Computer

Manufactures

in

the

GlobalMarketplace實施隊伍背景

湛立泉/劉建Deloitte/SAP

Implementation

Team

Qualifications

and

Profile其他議題/QA 湛立泉/劉建Selective

Issues

and

Topics第五頁，共四十六頁。LEGEND

GROUP1.聯(lián)想SAP實施工作戰(zhàn)略與方法第六頁，共四十六頁。LEGEND

GROUP1.1聯(lián)想SAP實施工作戰(zhàn)略第七頁，共四十六頁。The

FastTrack

4SAP

methodology

can

accommodate

all

levels

of

reengineering

effort.

There

are

three

primary

reengineering

possibilities

in

an

SAP

R/3implementation

project.Major

Business

Transformationemphasizes

dramatic,

breakthrough

improvements

withthe

SAP

R/3

application

as

the

technologyenabler.

This

type

ofreengineering

typicallyaffects

an

organization

across

functions

and

departments.Incremental

Process

Improvement

focuses

on

proactively

redesigning

individual

business

processes

to

improve

their

performance

with

SAP

R/3

as

thetechnology

enabler.System

Replacement

simply

replaces

SAP

R/3

withan

organization抯legacy

systems.In

this

case,the

onlybusiness

redesign

issues

addressed

are

thoserequired

to

implement

SAP

R/3.No

two

projects

will

be

alike

because

each

enterprise抯business

requirements

are

unique,however

every

project

will

be

based

on

at

least

one

of

thesescenarios.The

methodology

is

builtto

be

flexible

and

can

accommodate

the

special

needs

of

any

organization.LEGEND

GROUP我

們

所

推

薦

聯(lián)

想

采

用

流

程

循

序

改進

的

實

施

方

式

：–方

案

一

-

主

要

業(yè)

務

轉

變-

流

程

循

序

改

進–方

案

三-

系

統(tǒng)

更

換聯(lián)

想

–方

案

二第八頁，共四十六頁。LEGEND

GROUPERP實施的現(xiàn)實模型：項目管理實施工作方法教育和培訓變革管理流程和系統(tǒng)的整體化戰(zhàn)略流程技術技術基礎業(yè)務專長第九頁，共四十六頁。Strategy

Transformation:ICS

conducts

a

business

case

analysis

to

review

client抯current

strategies

and

define

new

ones

that

maximize

SAP

software抯functionality.Business

Strategy

Assessment

and

DevelopmentIndustry

and

Competitive

Benchmarking

IT

strategy

alignment

anddevelopmentEconomic

business

case

analysisProcess

Transformation:ICS

provides

business

process

reengineeringservices

for

implementing

business

process

change

inclient

organizations.

ICS

helpsclients

explore

the

issues

critical

to

the

success

of

such

an

effort.Use

our

SAP

implementation

and

business

process

reengineering

expertise

to

redesign

and

improve

business

processes

concurrently

with

SAP

implementation,develop

new

management

systems,

and

streamline

your

organizationAccess

our

knowledge

of

industry

and

SAP

benchmarks

to

ensurecompetitivenessTechnology

Transformation:The

cornerstone

of

technologytransformationis

SAP.ICS

can

work

withclients

to

be

sure

that

the

client抯technical

environmentexploits

the

power

of

SAP

software

and

addresses

all

aspects

necessary

for

success.Ensure

client抯technicalenvironment

exploits

power

of

SAP

and

supports

the

client抯transformationplans.Use

these

services:Process

and

systemconfiguration,Legacy

system

transformation,Hardware/software/network

architecture

development,SAP

benchmarking

and

best

practices

expertise,ICS?EndUser

Training

services

for

rapid

knowledge

transfer

and

quick

self-sufficiency.LEGEND

GROUP策略轉變,如公

司

的

策

略 能

更

有

效

地

建

立

在

客戶

的

要

求 業(yè)

務

焦點/強

處，和

外

部

因素的基礎之上。能在眾競爭者區(qū)別開來。提高對市場變化作出迅即反應的能力。對流程變革提出要求和方向。增強控制和計劃的能力增進崗位責任制和隊伍專業(yè)化最佳管理模式減少庫存技術轉變，如更低成本的維護技術基礎設施能更靈活支持業(yè)務正增長與業(yè)務需求改變的應用程序和硬件降低應用程序的開發(fā)和集成成本ERP帶動的轉變

:流程轉變，如增加客戶滿意程度。?1996

Deloitte

&

Touche

Consulting

Group/ICS

All

rights

reserved.第十頁，共四十六頁。戰(zhàn)略流程技術時間“大R”大型流程改組“小r”流程改進系統(tǒng)替代LEGEND

GROUP我們相信“小r”方式是聯(lián)想的最佳選擇$第十一頁，共四十六頁。LEGEND

GROUP“流程改進”的循序漸進的SAPEnabledBPR方式在綜合流程的穩(wěn)固基礎上建立更新的效能:Integrated

processBasic

best

practicesImproved

integrated

processFurther

best

practicesSAP

advanced

features流程SAPCompetitive

edge

practiceSAP

centric

integrated

solutions相對于現(xiàn)狀的變革程度Non-integrated

processSAP

module

basic

process第十二頁，共四十六頁。LEGEND

GROUP揜允許一步一步地消化改變TheThe"Vision"

defines

the

long-term

destination"Release"TimeAdditional

elements

offunctionalitytobedesignedandimplementedintosecond"wave"

ofimplementationElementsof

SAPandnon-SAPfunctionalitywewilldesignandimplementinthefirst"wave"

ofimplementationFunctionalityRelease

Adefines

the

wave

and

timing

of

implementationRelease

BBeyond第十三頁，共四十六頁。LEGEND

GROUP我們推薦的依據：風險控制缺少集成數據MIS系統(tǒng)的基礎與國際大高科技企業(yè)管理有一定的差距Change

Readiness較低：缺少使用大規(guī)模的系統(tǒng)經驗流程方面的觀念較薄弱基層領導需要相當的認識統(tǒng)一和教育策略和組織靈活多變這是一個得到驗證的有效途徑效果比較快出現(xiàn):提高信心第十四頁，共四十六頁。LEGEND

GROUP推廣順序:我們推薦核心系統(tǒng)/推廣的方式...第十五頁，共四十六頁。LEGEND

GROUP流程重組策略主

流

程

/ 流

程

的

范

圍流程標準化的程度實施的復雜程度技術上的策略技術解決方案(SAP,Legacy,Bolt-on)SAP

模塊和子模塊的選擇現(xiàn)有系統(tǒng)及可能界面的數目和復雜性組織機構的范圍地理位置生產銷售渠道產品我

們

考

慮

了...第十六頁，共四十六頁。LEGEND

GROUP核心系統(tǒng)/推廣是一個廣泛應用的有效方法同聯(lián)想的路線相一致北京是顯而易見的項目選擇地及最初推廣平臺LCS

PP的復雜性要求額外的時間(LCS具有PlanningWithout

Final

Assembly

MRP模式，同時需與SD

AssemblyProcessing集成)第二階段推廣到香港和深圳，因為香港是作為一個供應和管理的中心。深圳的地理位置鄰近香港，業(yè)務上相關聯(lián)，并便于善用項目資源。其他關鍵依據...第十七頁，共四十六頁。LEGEND

GROUP1.2聯(lián)想SAP實施工作方法第十八頁，共四十六頁。Describe

the

Phase/Thread

concept,

list

ThemesDescribe

Module

MapLEGEND

GROUP信息技術流程與系統(tǒng)集成領導改革培訓和文檔項目管理評估范圍期望測試和計劃和確定指標流程重組系統(tǒng)設置和交付Testing

andDeliveryConfigurationRedesign流

程

重

組

和

SAP聯(lián)

想

核

心

系

統(tǒng)

項

目

分

為

5

個

階

段和

6

個

線

索

:第十九頁，共四十六頁。LEGEND

GROUPDataa

Design

aanddStakeholder

and

End-User

PreparationEn5dEdE-UnUn8sededr

Training

and

DocumentationAnalysis

and

DesignProgram

Planning

and

ManagementIntegration

Management

and

Quality

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StrategyInitiative

Rationaliz

tionImplement

Processes

for

PackageSAP

Gap

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GeGeapnpnItdeintfifiiccataiotn

aiaindodoRnesolalautntniodod

ResolutionSAP

Organizational

ModelInternal

Assessment

and

Scope

for

PackagesProcess

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for

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and

Simulate

for

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and

Unit

TestDataManagementDDesiggnn

andManagementIntegration

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Test

and

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IaIamptptleieimeoeontntnatiIo

mplementationData

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ationPerformance

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eTechnology

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re

TechnologTyechnInIolnlnogfgfyrInafrsasttrrucutucretImumuplrlrememeentIatmi

plementation

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anAssessment

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AssessmentIntegrity

Risks

and

ExposuresSecurity

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Configurat

onIntegrity

ImplementatProject

Team

BuildingProject

Team

Training

StrategyProject

TeaPrmojecTcTtrTeaamiTrnrnaiiiinininnggggDevDvDeleleopvpvmeeeentltlaondpDememlieievenenrt

and

DeliveryScopingand

PlanningVisioningandTargetingRedesign

ConfigurationTestingandDeliverySoftware

Development

Planning

and

Specifications

Software

Development

Software

Implementatio我們的方法論是以應付工作推動進展(DeliverableOriented):第二十頁，共四十六頁。LEGEND

GROUP評

估

范

圍

和

計

劃

的

報

告–細化項目范圍–項目的組織結構–細化項目計劃–改變管理評估–培訓策略及計劃–宣傳溝通策略及 計劃項

目

小

組

培

訓Scoping

and

Planning

Deliverables:TaskProject

PlanStartFinisRhResource評估范圍和計劃的報告第二十一頁，共四十六頁。LEGEND

GROUP內部評估集成管理和QA流程評估范圍和計劃階段的核準與批準繼續(xù)下一階段Scoping

and

Planning

Deliverables

(cont.)TaskProject

PlanStartFinishRhResource評估范圍和計劃的報告第二十二頁，共四十六頁。LEGEND

GROUP內

部

分

析

及

As-Is

Model外部評估流

程

期

望流程指標高層次的SAP

Gap解決評估培訓和教育分析與計劃SAP組織結構設計期望及目標階段的核準Visioning

and

Targeting第二十三頁，共四十六頁。LEGEND

GROUPTo-Be

Model組織結構的調整的分析SAP

Fit/Gap分析和解決方案數據轉換策略基層管理教育準備新流程過渡計劃軟件開發(fā)計劃與設計SAP安全性和授權方案最終用戶培訓To-Be工作/職責分析流

程

再

設

計

階

段

的

批

準Redesign

Deliverables第二十四頁，共四十六頁。LEGEND

GROUPSAP

系

統(tǒng)

配

置

和

單

元

測

試軟件的開發(fā)集成測試計劃數

據

實

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計

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系

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IT

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理

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育SAP授權Profile最終用戶課程及文檔準備系統(tǒng)配置階段核準Configuration

Deliverables第二十五頁，共四十六頁。LEGEND

GROUPTesting

and

DeliverySAP

集

成

測

試最

終

用

戶

培

訓完

成

數

據

轉

換實施業(yè)務組織結構和流程Pre-Implementation

QA啟用SAP

R/3正式系統(tǒng)初

啟

用

的

支

持實施完畢后的審核項

目

核

準第二十六頁，共四十六頁。LEGEND

GROUP測試及交付系統(tǒng)設置流程再設計期望和確定指標評估范圍和計劃測度，管理，監(jiān)督和報告狀況計劃和準備建立流程開發(fā)和執(zhí)行工作計劃項

目

管

理

軌

道第二十七頁，共四十六頁。LEGEND

GROUP測試及交付系統(tǒng)設置流程再設計期望和確定指標評估范圍和計劃鑒別要求非生產環(huán)境的建立生產環(huán)境的準備測試和實施IT

軌道第二十八頁，共四十六頁。LEGEND

GROUP測試及交付系統(tǒng)設置流程再設計期望和確定指標評估范圍和計劃評估和確定范圍分析和設計開發(fā)實施Process

and

Systems

Integrity

軌道第二十九頁，共四十六頁。LEGEND

GROUPChange

Management

軌道期望和確定指標評估范圍和計劃系統(tǒng)設置測試及交付流程再設計Stage

IStage

IIStage

IIIEducation

programdeliveryLeadershipPreparationCommunicationEducationInfrastructureSupportLeadership

CommitmentMobilizing

theOrganizationSustainedCommitmentStrategy

and

PlanStakeholderEnrollmentOwnership

TransferAssess

organizational

impactIdentify

realignmentneedsStrategy

and

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programdesignStage

I:Setting

a

Climate

forChangeStage

II:Engaging

&

Enablingthe

Whole

OrganizationStage

III:Implementing

&

Sustaining

NewWaysOrganizational

InfrastructureAdjustmentDelivered第三十頁，共四十六頁。LEGEND

GROUP測試及交付系統(tǒng)設置流程再設計期望和確定指標評估范圍和計劃需要的評估分析設計開發(fā)實施評估培

訓

和

文

檔 軌道第三十一頁，共四十六頁。LEGEND

GROUP教育/培訓針對不同對象：基層管理項目功能小組IT技術人員核心用戶最終用戶功能支持和Helpdesk第三十二頁，共四十六頁。LEGEND

GROUP業(yè)務流程最終用戶的作業(yè)培訓針對業(yè)務的每一作業(yè)程序和系統(tǒng)操作?

Production

Orders最

終

用

戶

培

訓

課

程為什么需要變革課程概觀和SAP的基本原理業(yè)務流程概觀第三十三頁，共四十六頁。LEGEND

GROUP訓練有素的教員訓練有素的現(xiàn)場小組主管和現(xiàn)場用戶Deloitte/SAPConsultantKnowledgeFormal

TrainingSystem

TestingDoing

&

LearningKnowledgeAcquired

By:Team

Structureand

Knowledge知識轉移并非偶然事故地而發(fā)生， 而是因為它是我們工作方式的一部分

。項目工作和培訓第三十四頁，共四十六頁。LEGEND

GROUP1.2

SAP

Enabled

BPR概念與工作過程第三十五頁，共四十六頁。LEGEND

GROUP集成測試業(yè)務和系統(tǒng)的實現(xiàn)與交付測試及交付Con系fig統(tǒng)g統(tǒng)ur設ati置on流程再設計期望和確定目標評估范圍和計劃系統(tǒng)設置實施計劃集成測試計劃評估范圍和計劃強制性的變革?期望和確定目標As-Is模型To-Be

流程To-BeOrganization(Adjustment)業(yè)

務

流

程

重

組

和

SAP

軌

道第三十六頁，共四十六頁。LEGEND

GROUP戰(zhàn)略上的計劃和決策戰(zhàn)術上的計劃和決策操作上的計劃和決策業(yè)務展望)SAP及其有關業(yè)務流程主要在操作層次上；有些流程在戰(zhàn)術上。99DRoeeqsuRierqeuAipspirtoivoanl?1100PerformRequisitionApprovalProcesstoSupplier

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P50.1

P50.4第三十七頁，共四十六頁。IndustryPrint

helps

integrate

Reengineering

&

technology

in

one

toolwhile

still

takinginto

account

the

unique

views

of

Industry,

Business

Process,

and

ERPPackage.We

ensure

the

client

gets

the

most

for

the

money

by

not

spending

the

first

couple

months

deciding

what

to

call

things,

etc.The

map

to

SAP

helps

bridge

betweenBPR

(process-centric)

work

into

SAP

functionalmodule

work.The

common

language

helps

our

practitioners

fromdifferent

disciplines

work

from

the

same

understanding-i.e.,whenBPR

is

over

&

we

are

ready

to

move

intoimplementing,we

won抰revisit

half

of

the

deliverables.LEGEND

GROUPTO-BE

Model

的開發(fā)來源于:AS-IS模型流程目標用戶需求最佳模式ProcessOperationalActivitiesSServices

Services

SupportPrDeovoelcocpeNeewsseMearskset

&

PerformOrder

Procure

Manufacture

Manage

ProvideProducts

SellProducts/

Management

Materials&

Products

Logistics

Customeronstrateg

Perform

ts

for

Purcha

Service

Service

Materialy

Evaluati

Quotati

se

s

s

sSub-ProcessPlan/M

Maintai

Manage

Create

Purcha

Receiv

Disposi

Enable

aintain

n

Contrac

&

se

e

tion

Paymen

Procur

Supplie

ts

&

Maintai

MaterialMateria

Inboun

t

ement

rs

&

Reques

n

s

&

ls&

dPer11fo00rmRequisitionApprovalProcess?P50.3

Ass11ig22nRequisitIsi11Roen11quisitiontoSupplYiers

ApprovedPartiesM-30.14

IRdeeqnutiirfeymMeRnPts?No

YesNot11if33yAppropriaNtoeReRoerpdoerrt/Calculation

44oPo3n0n.s1s0

Requisi

Cre66ateRequisitiontions

NoIndependeRnetquirementtos-p?lantTranAsCgforenertermaecntt?orRaequirement?RAelqrueiasidtyi?oOnrCdrerateodRequisition

t(DRemqaunedst)Yes

99Ide11ntifyNonI-sM33aRtPeriNalooSnIPcslheMaadntuel-riinNagolLoiInsaeM55aterialYaesnMRWPa77sTherNeaoConv88ertFromPlanned22

YeP50.1s

YesP50.42

DRequireApprovalnoitisiuqeRseoIndustryPrintSub-ProcessActivitiesPlan/Maintain

Procurement

StrategyProvide

Customer

SupportManufacture

ManageProducts

LogisticsProcure

Materials&

ServicesPerformOrder

ManagementMarket

&

SellProducts/

ServicesDevelopNew

ProductsMaintain

Suppliers

&

Perform

EvaluationsManage

Contracts

&

Requests

for

QuotationsCreate

&

Purchase

Receive

Disposition

Enable

Maintain

Materials

&

Materials

&

Inbound

Payment

Purchase

Services

Services

MaterialsRequisitionstoSupplier991100PerformRequisition

ApprovalProcessP50.3Assi11gn22RequisitiYoens

IsR1e1q1u1isition1133NotifyAppropriatePartiesContract?22M-30.14

IRdeeqnutiirfeymMeRnPts66CreateRequisitionNoYesRDeoqeusiRreqAupipsriotviaoln?YesNoApp?rovedNoReorderReport/Calculation

11IndependenttDemand(Request)P30.1033

44

77

88IdentifyNon-MRP

IsMaterialonPlant-

IsMaterialona

55

WasTherea

ConvertFromPlannedRequirements

to-pla?ntTransNfoer

SAgcrheedumlenitnogLrianeNo

IsRMeaqtuiereimaelnatn?MRYPes

RequAilsrietaidoyn?CrNeoatedOrdertoRequisitionYes

P50.1

Yes

P50.24TO-BE

MODEL

LegendPrintProcessOperational

Processes環(huán)境因素SAP產品知識第三十八頁，共四十六頁。LEGEND

GROUP我們利用Iterative的Redesign工作方式，以保證SAP中的流程再設計是有效的第三十九頁，共四十六頁。IndustryPrint

helps

integrate

Reengineering

&

technology

in

one

toolwhile

still

takinginto

account

the

unique

views

of

Industry,

Business

Process,

and

ERPPackage.We

ensure

the

client

gets

the

most

for

the

money

by

not

spending

the

first

couple

months

deciding

what

to

call

things,

etc.The

map

to

SAP

helps

bridge

betweenBPR

(process-centric)

work

into

SAP

functionalmodule

work.The

common

language

helps

our

practitioners

fromdifferent

disciplines

work

from

the

same

understanding-i.e.,whenBPR

is

over

&

we

are

ready

to

move

intoimplementing,we

won抰revisit

half

of

the

deliverables.LEGEND

GROUP具有創(chuàng)造性的人.熟悉現(xiàn)狀但不固守于現(xiàn)狀的人.來自公司各個管理層次的人.具有行業(yè)經驗的人.具有SAP知識的人.成功的BPR需要以下人員參與:第四十頁，共四十六頁。LEGEND

GROUPBPR

是相互合作的成果:Deloitte/SAP咨詢顧問各業(yè)務部門代表IT分析員核心小組核心用戶核心功能小組組長第四十一頁，共四十六頁。We

need

to

update

this

slide

at

the

last

possible

momentto

reflect

what

we

are

actually

showing.Note

-

fromhere

I

assume

we

will

Hot

Key

to

the

LiveModel

Explorer.LEGEND

GROUP航天&國防汽車高新技術化學工業(yè)制藥業(yè)IndustryPrint?將被廣泛應用于聯(lián)想項目中IndustryPrint

TM消費品零售業(yè)公用事業(yè)通訊業(yè)金融服務公共事業(yè)第四十二頁，共四十六頁。I

don抰knowhowuseful

this

is

but

mythought

was

that

some

folks

won抰hang

around

for

the

detailed

display

and

atleast

this

way

they

see

the

scope

of

theIndustry

Print.I

think

we

can

use

this

as

a

touch

point

of

-

this

is

Industry

Print

but

I

think

it

will

be

more

valuable

to

you

to

see

an

actual

print.The

process

models

provideavisual

description

of

the

business

environment

-

it

helps

get

to

acommon

language

across

the

entire

enterprise.The

industry

issues

are

based

on

project

experience

and

provide

a

reusable

repository

of

solutions(including

system

independent

which

might

enable

換uickHits?The

Templates

provide

sample

solutions

to

the

issues

we

feel

are

most

complex

-

note

these

are

really

onlygoing

to

be

developed

in

FY98.LEGEND

GROUPIndustryPrintIndustryPrint

包括:PPrroocceessssSub-ProcessOOppeerraattiioonnaallPPrroocceesssseessActivitiesProvide

Customer

SupportManage

LogisticsManufacture

ProductsProcure

Materials&

ServicesPerformOrder

ManagementMarket

&

SellProducts/

ServicesDevelopNew

ProductsEEvvaalluuaattiioonnss&&PPeerrffoorrmm

IInnbboouunnddMMaatteerriiaallssPPllaann//MMaaiinnttaaiinnPPrrooccuurreemmeennttSSttrraatteegMgMyyaaiinnttaaiinnSSuupppplliieeMrMraansnsaaggeeCCoQoQnunutotortrtaaaactcttitisoso&n&nRsRseeqquueessttssffoorr

CCrreeaatteeR&R&eMeqMaquauiiininststiaiatitiininoPoPnunusrsrcchhaassee

PPuurrcchhaasseeMMaatteerriiaallss&&SSeerrvviicceesRRseecceeiivveeMMaatteerriiaallss&&SSeerrvviicceess

DDiissppoossiittiioonn

EEnnaabblleePPaayymmeennttDoesR99equisitionRequireApproval11001111P50.3

1122AssignRequisitYieosn

IsRequisition1133NotiPfayrAtpipersopriate4422M-30.14

IRdeeqnutiirfeymMeRnPts77

88Creat66eRequisitionNo?YesPAeprpfrorvmaRlePqruoicseisstionNotoSupplier

Appr?oved

NoReorderCRaelpcourlta/tion11Independentt(DRemqaunedst)P30.1033IdeRnetqiufiyrNeomne-nMtRsP

tIsoM-aplteanrtiTarlaonPNsolfeanrt-SIscMhaetduerlianlgLonianeNo

IsMa55terialanMRYPes

ReqWuaissThietrieoanCrNeoateCOdonrvdertForRoemqPuliasninteidon?

AgrCeoenmternatcotr?a

Requirement?

Already?YesYes

P50.1

Yes

P50.42業(yè)務分解和流程方案集99DRoeeqsuRier?1100PerformRequisitionApprovalProcesstoSupplier

Appr?ovedP50.3

Assi11gn22RequisitYieson

IsR11eq11uisitionNotifyAppropriatePartiesContract?Yes

P50.4P50.2M-30.14

22IRdeeqnutiirfeymMeRnPts77

88Creat66eRequisitionNoYesFromPlanned

oRequisitionqeuAipspirtoivoanl

YesNo1133

NoReoprodretr/t(DRemqaunedst)P30.10Calculation

11

33

IsMaterialona44

55IdentifyNon-MRP

IsMaterialonPNontSchedulingLinNoe-al

IsMaterialanMRPesY

WasTherea

No

Convert

Independent

Requirements

to-pl?antTransfer

Agreementora

Requirement?

ReqAulirseiatidoyn?CreateOdrdertYes

P50.1業(yè)務流程在SAP系統(tǒng)的映射In

order

tominimize

delays

in

the

purchase

requisition

process,

companies

need

to

automatetherouting

of

approval

forms,

including

a