咨询方法与工具资料库fin_rpt3【精品文档】
咨询方法与工具资料库perfsamp
Performance MeasuresS AMPLE P ERFORMANCE M EASURES FORP ROCESSES/F UNCTIONS/A CTIVITIESProcesses/Functions/Activities Performance MeasuresManufacturing/Development o orders shipped on time/total ordersshippedo # defects/# units inspectedo # units accepted/# units inspectedo warranty and repair $/cost of saleso avg. # complaints/product in first 90 daysof warrantyo % first pass yield at final testo % defect-free installationso # engineering changes/part #s releasedo bill of material accuracyo physical inventory vs. record (book)inventoryo reworko idle timeo expense/revenueo products returnedo injuries/unit of timeo work-related disability claimso Cost of Quality as % of revenueo mean time to failureo # warranty claims vs. targetMarketing o new product sales/total saleso introduction $/development $o special bid turnaround timeo sales expense/revenueo customer satisfactiono revenue/persono backlog accuracyo order accuracyo billing accuracyo dealer satisfaction trends (survey)Processes/Functions/Activities Performance Measures Service o orders acknowledged on time/# totalorderso # service order errors/# service orderso # billing errors/ # billso % service manuals accurateo travel time $/customer accounts servedo customer accounts served/total employeeso $ orders received/# staffo mean time to repairo # unscheduled interruptionso # error-free service callso response time to customer callo total time, incident to fixo customer complaintso illegible documentso time to resolve customer complaintso busy signals on telephonesFinance o # days accounts receivable past dueo # investigations, unmatched transactionso supplier invoices vs. receipt recordsProposal Development o avg. time to process proposalo cost in proposal dollars/dollar of productproposedPayroll o % payroll distributed on timeo % positions surveyed within two yearso # checks hand-processed/weeko # payroll check errors/weekReceiving o dock-to-stock time vs. targetInsurance Claims o avg. time to process claimo # active claims in backlogo accuracy rate on processingProcesses/Functions/Activities Performance MeasuresSales o new customers seen/total # callso profit/saleso sales $/# sales callso sales $/# orderso contacts/salesmeno sales $/# accountso sales $/sales persono units sold/person per dayo new product sales/total callso # potential customers identifiedo # calls/weeko # decision makers contacted/total callso # contracts closed/customer callso # accounts losto # new accounts openedEmployee Expense o % rejected expense reportsProperty Control o % property found discrepant duringperiodic auditso dollar volume of property not found inannual inventory reviewPurchasing o % error free, on time purchaseso avg. lead time to purchasingo # lots received on time/total lotso # purchase order alterations/totalpurchase orderso # suppliers or % suppliers at 100% defect-freeProduction Control o % dollar value obsolete inventory and/orexcess vs. total inventoryo % sales orders requiring change or in errorvs. total。
管理咨询方法和工具(3)
•信息资料收集
•诊断与 •解决问题
•咨询服务 •与指导实施
•使命： •为客户提供 •有价值的服务
•主要 •活动
•角色
•1、资料收集与研究： •1、诊断与问题界定： •1、咨询与培训
•收集行业信息，研究 •界定与明确核心问题 •宣讲咨询报告，说服
•行业标竿
•确定解决问题思路和 •客户接受报告方案，
•2、问题研究与讨论 •方法
•结构
•操作步骤
•经验
•1、客户服务绩效 •2、产品服务绩效 •3、核心业务流程 •4、支持流程与绩 效 •5、雇员绩效 •6、供应商绩效 •7、技术绩效 •8、新产品创新绩 效 •9、成本与财务绩 效
•1、设计一个系统，以 •使管理人员实现组织 •战略目标 •2、确立衡量绩效的共 •同标准 •3、制定计划收集处理 •分析改正绩效的措施
•培养从整体审视局部 的眼光 •标准： •鱼头为核心问题 •鱼刺为问题关键要素 •经验： •产用于质量类问题分
•渠道
•竞争
析 •分析顺序先易后难
•具体细化子子问题可
•东京大学：伊什卡瓦创建
以假设，然后验证 •鱼骨图最为分析问题
主要原因的基础平台
管理咨询方法和工具(3)
分析问题的工具——关键路径法3/5
•核心关键，问题角度 •思路，方法，体系 •制度，人际关系， •认识
•认识，方法， •技能、统一， •系统，提高
•价值观： •1、客户利益高 •于公司利益 •2、讲实话 •3、只做客户需 •要的，并自己 •专业的
管理咨询方法和工具(3)
•内容
•基本概念 •思考方法与过程 •分析与解决问题方法 •常用分析模型
•小结
管理咨询方法和工具(3)
咨询方法与工具资料库PHASE3【精品文档】
GUIDELINES Phase Title
Do not use full sentences. Use aONTENT DESIGN AND DEVELOP The Design and Develop stage consist of multiple iterations with each successive cycle leading closer to Launch. The cycle consists of four steps: Design, Build, Test, and Evaluate. At the beginning of the Design and Develop stage, the key building blocks are in place: the product is defined; its benefits and features are understood ; the target market is identified. Now, the team is ready to design and develop the new product, as well as the plans and materials for marketing and sales, training, manufacturing, distribution, and service support after the launch into the market. Client participation is very important in the Design and Develop stage because it confirms that the new product meets the targeted user’s needs and that it is right and appropriate for the target market. After this stage comes implementation. Therefore, it is very important that the team be thorough; i.e., that the plans are carefully thought through and that all the materials necessary for a successful launch are prepared. A GO decision at the end of this stage means that: 1) all deliverables are in place of appropriate quality; 2) the status of the development effort in terms of cost, quality, and timing is good; and 3) the financial projections and the revised business case overall are sound and acceptable. The objectives of the Design and Develop phase are to: Design the product through successive iterations of building, testing and evaluation. Continuously incorporate feedback from customer, suppliers and others Create a plan and prototypes for marketing, sales, training, manufacturing, distribution, and service support Finalize the business case, in particular, the financial projections
咨询方法与工具资料库ENTRTNMT【精品文档】
INDUSTRY ANALYSIS FRAMEWORK -- A Global Perspective Entertainment Industry -- March 1995(Source: John Nendick, Entertainment Industry Segment Director)PURPOSEThe purpose of the Industry Analysis Framework is to describe the fundamental forces driving an industry. It presents our auditors with a good framework with which to evaluate global industry risks and issues and, in turn, determine the applicability of these risks to specific clients. The Industry Analysis Framework accomplishes these objectives by:∙Presenting a brief description of the industry from a global perspective∙Discussing the critical elements of the Business Analysis Framework affecting the industry∙Presenting available global resourcesDESCRIPTION OF THE INDUSTRYThe Entertainment Industry provides audiences with programs, events, music and news for their viewing and listening enjoyment. The services provided are often made available to large portions of the population and are used by companies to advertise their products. There are several segments in the production and distribution chain including:∙Studios/Production Companies∙Television and Movie Distributors∙Theaters∙Television Networks∙Radio/ Television Stations∙Cable Companies∙Music Labels∙Retail Chains (discussed in the General Retailing Framework)Studios/Production companies and television and movie distributors usually are international in scope. Depending on the country, television networks could reach across the country or local territory. The remaining segments normally operate at the local or regional level. The dominant companies are vertically integrated throughout the chain.Services are made available to consumers in several forms including:∙Viewing the program at a theater or concert∙Made for television movies∙Pay-Per-View∙Cable television∙Interactive television∙Satellite Dishes∙Video/ Audio cassettes∙Radio∙Compact/Laser Disc∙Digital Audio TapeCD-ROMDepending on the level of technology available in a country or region, and the technology used by the individual consumer, some or all of the forms can be used. Much of the focus in this industry is improving the picture and sound quality of the programs as well as making them more convenient or accessible for the consumer to enjoy. As advances in technology are made, more and different forms of distribution and products will become available.INTRODUCTION TO THE FRAMEWORKThe Industry Analysis Framework for the Entertainment Industry is intended to assist us in thinking more strategically and operationally about a client. It has been developed to contribute to: (1) gaining an in-depth understanding of the client’s business as a whole and (2) identifying and evaluating critical business issues and changes affecting the company and industry. The framework is intended to focus on the external and internal influences that affect a client’s opportunity for success, and thus, to deal with the matters of concern to the chief executive officer, the owners, the community and the employees.The Industry Analysis Framework for the Entertainment Industry is illustrated below:The elements of the framework are intended to be applicable to any entertainment company, anywhere in the world, as they deal with the fundamentals of the industry. While these business elements are common,the specific environment for each of these elements will obviously vary significantly from country to country. Depending on the type of company, its geographic location and other factors, the specific environment will vary due to differences in factors such as the regulatory environment, the status of the overall economy, the power of suppliers and customers, and the availability of qualified personnel. OVERVIEW OF BUSINESS ELEMENTSThe purpose of this section is to identify and describe the basic business elements that are fundamental to the Entertainment Industry, using the framework described above.A. Environment1. Political and Regulatory FactorsThe entertainment industry is capable of reaching large portions of a population. Programs ontelevision and radio are relied upon for more than entertainment. They are used as a means forpeople to stay informed of the events (political, religious, legislative and global) that affect theirlives. At times, it is debated whether the programming seen and heard in the EntertainmentIndustry reflects what is happening in society, or is a more powerful influence, shaping peoples’attitudes and behavior. Because the Entertainment Industry can have such a strong influence,reaches many people of all ages, and is often an important source of information, governmentsattempt to regulate it heavily. In particular, the radio and television industries are heavilyregulated, both in terms of the program content and where programming originates. Examples of possible regulatory/government factors affecting the Entertainment Industry include:∙Government control over the granting of television, cable and radio broadcasting licenses and permits.∙Government censorship.∙Ratings and warning labeling with respect to program content.∙Tax rates on foreign stars. The inclusion of a big name, high paid star can be a critical factor of box office revenues. Heavy tax burdens relative to other countries can deter stars fromworking in a country, thereby hurting the industry.∙Government subsidies of the local entertainment industry.∙Accounting rules - For example, in Britain studios currently must write off production costs over a three year period versus one year in other countries such as Ireland. British industryrepresentatives estimate shortening the period to one year would reduce the production costsby 10% and make Britain more attractive for movie production in terms of cost.∙Regulation of programming - Equal time for different political parties or views may be required.∙Antitrust laws pertaining to ownership.Other factors related to governments attempts to protect or support their own entertainmentindustries from foreign competition include.∙Quotas on where programming originates - A 1989 EU Broadcasting Directive requires that the majority of EU airtime be reserved for European programming.∙Quotas that limit television and radio broadcast time.∙Quotas on foreign film screen time in movie theaters.∙Quotas on imports of foreign films.∙Copyright laws and enforcement (Intellectual Property Rights).∙Restrictions on the remittance of funds abroad.。
咨询方法与工具资料库ffleadex【精品文档】
LEADING FINANCE ORGANIZATIONS COMPANY AREAS OFEXCELLENCECOMMENTS3M Business partneringInternal reporting At 3M, finance professionals are viewed as facilitators rather than traffic cops, and business unit managers are considered the controllers' "customers." Finance is involved at the outset of the product development process, and it views one of its main responsibilities as finding ways to encourage the innovation and creativity of its customers. In fact, 3M carries its tradition of innovation to the finance function itself: the company offers an annual award to finance professionals who make some creative contribution that improves the bottom line.3M's commodity P&L system, considered one of its strategic assets, is a perfect example of how centralized financial control can support a highly decentralized organization. Since P&L information is based on the company's 2100 commodities (groups of products), managers can move these into different strategic groups without upsetting the central cost accounting structure.Area Controller for Europe: David A. KunzStaff Services Controller: Barry MauAlliedSignal Shared servicesTravel and entertainment AlliedSignal has implemented a shared services reorganization plan that focused on moving accounts payable, accounts receivable, payroll, fixed asset accounting, expense reporting, cash applications, and general ledger into one of three "centers of excellence" that serve the entire corporation. For example, the service center in the aerospace sector handles payroll for all salaried employees in the U.S., not just those in the aerospace sector. Another center of excellence, an aerospace site in Tempe, Arizona, processes travel and entertainment expenses for all three of the company's sectors. Travel and entertainment expense processing is a particular strength. Policy improvements have driven T&E transaction costs down 45% and brought annual savings of $1 million. More than 15 companies have benchmarked AlliedSignal's T&E process.CFO: John W. BarterCOMPANY AREAS OFEXCELLENCECOMMENTSBanc One Information technologyConsolidationAccounts receivable Banc One has particular strengths in accounts receivable and use of information technology. In A/R, the bank has implemented a sophisticated system for its credit card accounts that allows it to (1) screen cardholder or merchant-account activity to detect potential fraud; (2) compare past transaction activity to current activity; (3) analyze history of delinquent accounts; (4) analyze effectiveness of each collector in dealing with accounts that are a specific number of days past due; and (5) match collectors with appropriate delinquent accounts.The bank's aggressive acquisition strategy has also made it an expert in consolidating and centralizing processing activities. Banc One has found that eliminating duplicate data processing after a takeover can remove between 20% and 30% from operating costs in the first year.CFO: Frederick L. CullenDigital Equipment Corp. ConsolidationPayrollFrom 1986 to 1991, Digital's overall finance and accounting staff was reduced to less than 4,000 froma high of 6,800 in 1986. Once comprising 7% of total company headcount, accounting staff will soonbe just 2%. In the process of financial reengineering the company has achieved $12 to $15 million insavings, eliminated more than 150 duplicate systems, and virtually eliminated paper-based reporting.Payroll is one of DEC's special strengths. DEC's 18 payroll employees pay about 70,000 workers inNorth America every year. This level of productivity--about 200,000 paychecks per processingemployee per year is more than 10 times the average.VP and Corporate Controller: Bruce J. RyanDow Chemical Closing the booksFinancial riskmanagement Dow is a recognized "forward thinker" in the area of closing the books. In 1984, after discovering that the results of the monthly close did not match the information requirements of the business, the company decided to close its books quarterly rather than monthly. This may be an emerging best practice.In financial risk management, Dow has also been recognized for its proactive foreign exchange and interest rate hedging operation.Senior VP and CFO: Enrique C. FallaCOMPANY AREAS OFEXCELLENCECOMMENTSE.I. DuPont de Nemours BenchmarkingBusiness partneringDuPont sponsored of one of the first benchmarking studies of finance in 1987. Since that time thecompany has implemented several cost-reduction programs. Dow estimates that it lowered financecosts by 40-45% from 1987 to 1993.DuPont is also focusing on business partnering: "My lieutenants are out in the businesses, as well asat [headquarters]," says the CFO. "we're tearing the turf barriers down."CFO: Jack Quindlin.Emerson Electric Business partneringPlanning and controlInternal reportingEmerson's main finance strengths are in planning and control. Senior management at Emerson relyupon three tools to execute their responsibilities: (1) Value Management Chart, which assesses valuecreation (stockholder value) at a glance by tracking long-term sales and profit growth, capitalinvestment, and expected return; (2) Sales Gap Chart and Sales Gap Line Chart, which focus oncurrent sales and five-year projections based on market growth, the division's change in marketpenetration, price changes, new products, product line extensions, and international growth; (3) 5-Back-By-5-Forward P&L Chart, which shows current sales growth, gross profit margin, SG&A expense,operating profit margin, capital turnover, returns of sales and capital.All planning considers most lesser levels of activity to stimulate thinking about exactly what mid-coursecorrections could be made. Contingency planning means that management is not paralyzed by aneconomic downturn, but can swing into action immediately and effectively. To keep the companymoving in the right direction, the CEO receives a monthly report from each division's president thatdetails changes in operations.Senior VP Finance and Controller: W. J. Galvin。
咨询方法与工具资料库CODEBLK3【精品文档】
TABLE OF CONTENTSI. INTRODUCTIONII. OLD CODING BLOCKIII. NEW CODING BLOCKIV. ORGANIZATION ROLL-UP STRUCTURE V. DEPARTMENT ROLL-UP STRUCTURE VI. ADDITIONAL ROLL-UP STRUCTURES VII. ADDITIONAL CODING BLOCK DATA APPENDIX - SAMPLE CODING BLOCK VALUESI. INTRODUCTIONA coding block is the group of key data elements captured on transactions which uniquely identify them and provide the foundation for summary roll-up reporting. In the Dun & Bradstreet (D&B) software, the coding block is called the “User Defined Account Key” or UDAK. The design of the UDAK is the most important implementation decision for the D&B accounting software.In the D&B software, Entity is a required, separate data element that is not part of the UDAK. Entity is 5 alpha-numeric bytes. The elements of the UDAK are user-defined. There may be up to 12 data elements in the UDAK. Each element may be from 1 to 30 characters. The maximum number of characters for all 12 elements is 255 characters. It is better to have only 5 elements in the UDAK because the D&B management reporting tools are set up to handle only 5 UDAK elements.It is important to keep the coding block as short as possible to minimize data entry time and reduce the possibility of coding and data entry errors. In the D&B system, a shorter UDAK is preferred because it takes up less disk space. Generally, numeric data elements are preferred because they can be entered faster.The order (sequence) of the UDAK elements is also a consideration. Generally, required elements should precede optional elements.While it is possible to add additional data elements to the UDAK later, it is very important that the UDAK design is finalized as early as possible because the entire reporting and validation structure is built around the UDAK design. In addition, interfaces from other system, such as Payroll, must be built around the UDAK design. Additional roll-up reporting structures based on the UDAK data elements may be added later as needed.A consideration for interfacing the Cyborg Payroll system to D&B is that the accounting coding block elements as defined in Cyborg (known as “code 1-2”) are most easily handled if they are not longer than 4 bytes long. It is possible to handle longer codes, however, this is more difficult and time consuming.II. OLD CODING BLOCKCharacteristics:Element Length/Style Required / OptionalCompany 2 Numeric RequiredStore 3 Numeric RequiredAccount 6 Numeric RequiredSubType 2 Numeric Required on specified accountsCompany - Summary roll-up reporting structure that has a complete set of balancedbooks. A company may be a legal entity, but it does not have to beStore - A store, warehouse, or cost center that has a set of accounts. Store number isunique across the entire company. Ranges of store numbers identify divisions anddistinguish warehouses from actual stores and overhead cost centers.Account - A major category of asset, liability, revenue, or expense. The first three digits define an account, while the last three digits capture the store department numbers.Subtype - Administrative Departments within an overhead cost center. Overhead cost centers are identified within a particular range of store numbers.A Job (project) identifies specific budgeted capital expenditures. Job is captured only in a separate Job Cost system and is not recorded in the General Ledger.。
咨询方法与工具资料库TTI3【精品文档】
TABLE OF CONTENTSEXECUTIVE SUMMARY (Section I)EVALUATION METHODOLOGY (Section II)EVALUATION RESULTS (Section III)ORGANIZATIONAL AND PROCESS RECOMMENDATIONS (Section IV) Critical IssuesRecommendationsAPPENDICES: (Section V)Appendix A - Discussion of Evaluation ConsiderationsAppendix B - Description of TTI Manufacturing OperationsAppendix C - Manufacturing Overhead Cost DetailAppendix D - CAT Customization at the Component LevelAppendix E - TTI Manufacturing Break Even AnalysisSECTION I EXECUTIVE SUMMARYTransaction Technology, Inc.EXECUTIVE SUMMARYTransaction Technology, Inc. (TTI) pioneered the development of automated bank technology and is widely credited with development of many advanced features found in today‟s ATMs. TTI‟s proprietary C ustomer Activated Terminal (CAT) is widely acknowledged to be the most advanced ATM in the marketplace today. Citibank attributed measurable gains in market share, as well as the advancement of its long-term business strategy, on the success of TTI design hardware.TTI achieved this position by vertically integrating its design, prototyping and manufacturing capability. TTI initially established a manufacturing operation (referred to in this report, alternatively as “assembly/fabrication operations” or the “Marina operation”) when no reasonable alternative supplier could be found for the advanced CAT that TTI desired. Today, ATM‟s are commonplace throughout the world and TTI‟s differentiated technological advantages have diminished. Consequently, TTI has transitioned from innovator to maintainer, particularly with respect to the CAT. However, the proliferation of many similar ATMs has made TTI customers, specifically, Citibank businesses, increasingly price conscious. This is translating into pressure for TTI to improve its performance. TTI manufacturing operations, in particular, are under increased scrutiny for cost effectiveness and continued fit with strategic objectives.Under these circumstances, TTI retained Arthur Andersen Business Consulting to evaluate the manufacturing capability it possesses. Essentially, TTI requested an objective evaluation of the strategic and financial implications of continuing to own and operate a manufacturing asset, in the context of other available options. This report addresses TTI‟s manufacturing capability and its linkages between hardware prototyping and hardware design.。
咨询方法与工具资料库finlrept【精品文档】
OVERVIEWThe purpose of this report is to present results of an assessment of the information technology (IT) supported by the Computer Services Group at the ABC Co., Inc. This report contains recommendations based on that assessment for future technology directions. The objectives of the project were:1)To ensure that computing and information systems support the strategicand tactical priorities of the organization.2)To position the IT function such that it provides timely, user friendly,flexible, and technologically mature service in support of the mission.3)To provide a framework for focusing on improving long term ITeffectiveness.A three pronged approach was used to carry out the project objectives:a)Assessment - develop and document understanding.b)V alidation - present understanding of issues and findings for review andcritique.c)Action Steps - develop long and short term plans, make recommendations,implement actions (iterative process).BUSINESS ISSUESBusiness issues were identified from management interviews, user satisfaction surveys, and planning materials (such as the ABC Co.’s Strategic Plan and the 2002 Plan). Interviewees included the ABC Co.’s President, all Vice Presidents, group directors, other members of the computer steering committee, a convenience sample of other staff members at ABC CO., INC. Greensboro, staff members from ABC CO., INC. San Diego, and staff members from ABC CO., INC. Colorado, staff members from ABC CO., INC. Brussels. Branch staff determined who would be interviewed at the branches. Interviewers consisted of staff from Arthur Andersen, the Computer Services Group, and the Vice-President, Public Affairs. Key assumptions about ABC CO., INC.’s future plans and strategies were based on data obtained from these sources.The primary business related issues identified were:Stated objective to enhance technology infrastructure•Stated need for integrated information tracking and retrieval systems for (real time) decision support, modeling, and analysis•Quality, innovation and flexibility as business drivers•Need to be more responsive to customer needs•Concern about cost effectiveness of technology•Need to create and maintain competitive advantage / provide for mission enhancementABC Co.’s Strategic PlanAlthoug h several initiatives described in ABC Co.’s Strategic Plan suggested the need for enhancement of ABC Co.’s information technology deployment (e.g., OA-5, OA-9, OB-3, OB-11, OC-4), objectives OC-1 and OC-3 were most related to the scope of this project:∙OC-1 Create an integrated information tracking and retrieval system to enhance responsiveness to clients’ needs with highest quality programs,products, and services.∙OC-3 Upgrade existing computer systems and network for improved communication and information.In addition several trends and issues were identified from the Strategic Plan as being especially relevant.Key environmental trends and issues for ABC CO., INC. from the Strategic Plan: Trends Issues for ABC CO., INC.∙Service and information sectors of the economy growing morerapidly than industrial andagricultural ∙Providing knowledge and training suited to the peculiarities of service and information businesses∙Rapid advances in technology such as the use of fiber optics and microprocessors, with attendingcommercial and social changes ∙Exploiting available technologies internally; and recognizing theirimpact externally on organizational cultures and work modalities∙Enormous output of scientific papers, research results, andstudies ∙ A “clearinghouse or “information “ sharing approach to facilitate the identification of key issuesSteering Committee SurveyIn a survey of Computer Steering Committee members designed to assess the adequacy of current information systems, respondents indicated that they were “just getting by” with the current applications, personal productivity tools, and information technology infrastructure. The mean response to the survey questions was 5.2 on a scale 1-9 with 9 being highest. The data only included responses from ABC CO., INC. Greensboro. Colorado Springs committee members indicated that their level of satisfaction was considerably higher than the data obtained from the Greensboro members. ABC CO., INC. San Diego members indicated that their level of satisfaction was similar to or lower than the Greensboro data.InterviewsThe major business related theme areas that emerged from these data were:1.Productivity, productivity tools and information accessanization, staffing, planningProductivity, productivity tools and information accessRespondents stated that in order to remain competitive and viable, ABCCO., INC. must find news ways to operate and manage. They cited thedesired increase in custom business as requiring a more mobile work force with complex connectivity needs, more flexibility, and better access toinformation. Staff indicated an increasing need to become better able touse technology to leverage partnerships and process outside of what were deemed as “artificial” (organizational or geographic) boundaries. Several mentioned the need for fast, easy to use communication capability withwhat was described in the Strategic Plan as “Strategic Partners, NetworkAssociates, Research Links”. Interviewees described quality, costeffectiveness, innovation and product differentiation as the primarybusiness drivers. Clients were described as having more options andbecoming more demanding. Most interviewees saw informationtechnology as a key tool to help support these priorities. Teaching staffand marketing staff, in particular, expressed a need for informationtechnology that helps ABC CO., INC. anticipate, define, and satisfymarket demands. Several staff members asked for a plan or “road map”to help create improved information management capability. Staff told us that quality and flexibility concerns require that decisions be made byindividuals in touch with the customer. They asked for better access todata for decision making, planning, and responding to customer requests.Some information needed to do work was seen as not easily accessible orof high quality. Specific requests for enhancements centered around client information, business information (e.g. financial data), data modeling, and。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
SECTION I EXECUTIVE SUMMARY
A) Custom Programming
B) Selected Software
SECTION II PROJECT OVERVIEW
A) Introduction
B) Background
C) Project Methodology SECTION III SELECTION OF FINALISTS
A) High Level Requirements
B) Functional Requirements
C) Request for Proposal
D) Results of Request for Proposal SECTION IV SOFTWARE PACKAGE REVIEW
A) Package Strength and Weaknesses
B) Final Recommendations SECTION V GRAPHS OF RFP RESULTS
I EXECUTIVE SUMMARY
Arthur Andersen was engaged by Newsweek to help select a packaged software information systems solution that would satisfy Newsweek's requirements. This report documents the results of the Information Systems Selection Project performed by Arthur Andersen between October, 1993 and September, 1994. The objective of the project was to assist Newsweek in selecting an information systems software package to satisfy current and future requirements. This was accomplished by first defining Newsweek's information requirements. These requirements were established by conducting interviews with both management and users in each functional area. The candidates were evaluated to determine the extent of the "fit" each vendor provided to Newsweek's specific requirements. To accomplish this evaluation, the vendors were sent a formal Request for Proposal (RFP) which detailed Newsweek's functional and technical requirements.
After attending the vendor demonstrations, each solution was then evaluated, and a finalist was selected.
After considering important functions, features and technical requirements as outlined in the RFP, the live vendor demonstrations, and subjective criteria, such as the "feel" of the product and the comfort level which the users have expressed, CODA Incorporated for financials and Software 2000 for payroll were chosen as the finalist for a packaged systems solution.
The remainder of this report documents the specifics of the processes involved in the project.
II PROJECT OVERVIEW
Package Selection Overview
A) INTRODUCTION
The Software Selection process incorporated a number of tasks in order to properly identify which software package would most completely satisfy Newsweek's requirements. These tasks are outlined in the proposal submitted by Arthur Andersen to Newsweek.
Based on Newsweek's requirements, it was determined that the selection process should focus on J.D. Edwards’ and Software 2000’s packages only. Towards the end of the process Software 2000 made it clear that they did not want to continue as part of the process without a solid commitment from Newsweek. Since Newsweek was not convinced Software 2000 was the best package at that point for international accounting, Software 2000 retracted from the process and CODA Incorporated was added to the vendor list. Software 2000 was still being concidered for it’s payroll module since CODA does not have a payroll module as part of it’s package.。