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1、1 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.ContentsOur proposal is divided into the following sections:Section 1 Introduction.What does Plaskolite want from this project?Section 2 Project Overview.What is Arthur Andersens perspective on software evaluations?Section 3 Project Ap

2、proach.How will we conduct the evaluation?Section 4 Project TeamWho will work on the project?Section 5 Project Timing.How long will it take?Section 6 Project Costs.How much will it cost?Section 7 Arthur Andersen.Why Arthur Andersen?Section 8 Project Resources.What are the qualifications of our team?

3、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 information needs.To help achie

4、ve 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 opportunitiesuResearch and identify

5、 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:Introduction3 1999 Arthur Andersen

6、,Andersen Worldwide SC.All rights reserved.Our Understanding of Your NeedsThe key deliverables to meet your objectives for this phase of the project will be:uHigh level business process mapsuProcess Improvement OpportunitiesuSoftware requirements and“knock-out”criteria Functional Technical VendoruLi

7、st of potential software candidatesuVendor demonstration scriptsuSoftware selection recommendationuSoftware,hardware and services cost estimatesuHigh-level implementation planuOrganizational impact assessmentSection 1:IntroductionDeliverables4 1999 Arthur Andersen,Andersen Worldwide SC.All rights re

8、served.Our PerspectiveOur local experience with integrated software packages is deep and broad.Our Ohio Consulting practice,which includes Columbus,Cleveland and Cincinnati,has over 140 full-time consultants.Software implementation is the cornerstone of our practice.Below is a list of some of our re

9、cent engagements in Ohio.Section 2:Project OverviewOur Local Manufacturing ExperienceArthur Andersens philosophy is to remain independent of software vendors.Consequently,Arthur Andersen can objectively evaluate integrated software packages against the information needs of our clients.Software Selec

10、tionImplementationCompany DescriptionPowdered Metals Mfg.Plastic Products Mfg.Packaging Products Mfg.Process Mfg.Capital Equipment Mfg.Kitchen Appliance Mfg.Automotive SupplierAutomotive SupplierConsumer Products Mfg.Automotive SupplierLighting Products MfgPersonal Products Mfg.Cleaning Products Mfg

11、.Process Mfg.Building Products Mfg.Veterinary Products DistributorElectrical Products Mfg.Process Mfg.Concrete Mfg.Automotive SupplierTelecommunications Co.Data Services CompanyFood Products MfgAutomotive SupplierAutomotive SupplierOffice Products Mfg.Automotive SupplierAutomotive SupplierAutomotive

12、 SupplierTelecommunications Equipment Mfg.Steel Wire Mfg.Plastics Products ManufacturerAutomotive SupplierElectrical&Industrial Wire Mfg.Food Products MfgAnodized Products Mfg.Concrete Mfg.BaaNJD EdwardsJBAOraclePeopleSoftQAD Mfg/ProSAPSSA-BPCSSymixSSHigh Tech Mfg.Custom Products Mfg.Custom Products

13、 Mfg.Automotive SupplierConsumer Products Mfg.5 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.What Our Software Vendor Alliances MeanArthur Andersen does not sell software or receive any financial incentives from integrated software package vendors.However,we do maintain alliance pr

14、ograms with the leading software providers in the market.The purpose of these alliances is to establish a team of qualified personnel from the vendor and Arthur Andersen who can effectively serve clients by delivering integrated solutions to improve business performance.uAlliance agreements typicall

15、y provide the following:Arthur Andersen can sub-contract programming services at a discounted price Arthur Andersen receives discounted training for its professionals Arthur Andersen has access to software,product support and other resourcesuBy strategically aligning themselves with Arthur Andersen,

16、key software vendors can focus on their core businesses-product development,training and support.uArthur Andersen has installed the alliance software packages at our Technology Innovation Centers for client demonstrations,training,testing and remote access.uTo capitalize on the collective knowledge

17、we have gained in this area,Arthur Andersen has also formed a Competency Center of qualified professionals with deep expertise in packaged software implementations.Through an on-line software database,this center promotes information sharing among Arthur Andersen professionals on alliance products a

18、nd projects on a global basis.SSASection 2:Project Overview6 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Experience Industry Expertise Best Practices/Process Skills Software Expertise Knowledge CapitalOur Perspective-Collaboration We believe true business change can only be sustai

19、ned by Plaskolite team members.We will serve as“Change Agents”challenging and partnering with Plaskolite during all phases of the project.uWe take a facilitative approach to ensure mutual ownership and a focus on collaborative efforts,positioning Plaskolite to own the selection criteria and decision

20、.uOur approach is relationship-oriented.We will work with you as a business partner in this endeavor,taking your agenda as our own,and seeing the project through to a successful completion.Arthur AndersenHired ExpertsPlaskolitePlaskolite Industry Expertise Best Practices/Process Skills Software Expe

21、rtise Knowledge CapitalExperienceTypical Approach:Outsiders“drive”the solutionOur Approach:We create an environment that enables you to develop deep skills and the final solutionFacilitative,Teaming ApproachSection 2:Project Overview7 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Ou

22、r Perspective-Business IntegrationHolistic Business Integration ApproachImplementation of any significant change requires the integration of strategy,business processes,people,and information technology.Application software must be evaluated within the context of this business integration concept to

23、 have relevance.Section 2:Project OverviewlHow to:Transfer/improve skillsSpeed up actionsFlatten structuresEmpower individualsImprove serviceLeverage knowledge capitallHow to:Simplify/eliminateDo things more quicklyReduce costsDecentralize decisionsCapitalize on technologyRestructure relationshipslW

24、hat focuslWhat core activitieslWhat geographical areaslHow to:Organize internallyAchieve synergyCapitalize on strengthslHow to:Enable business changeMigrate to better solutionsFocus on core activities and peopleCapitalize on/share best practicesIntegrate information across functionsCentrally monitor

25、 a decentralized business8 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Our Perspective-Knowledge Sharing ToolsLeveraging our Firms global information sharing network is key during software evaluation projects.FinalistsPackage Software Competency CenteruMethodologiesuSelection Matr

26、icesuResearch&EvaluationsuResource ClearinghouseAndersen Firm-wide ExperienceuEngagement TeamuSoftware ExpertiseuIndustry ExpertiseuManufacturing Industry ProgramAndersen Knowledge Sharing ToolsuLotus NotesuAA On-line-Andersens Global Information Sharing NetworkuGlobal Best Practices Knowledge Base(

27、Intranet)uKnowledgeSpaceSM(Intranet)Third Party Information Sources uThe Gartner-GroupuAdvanced Manufacturing Research Inc.(AMR)uComputer SelectuDATAPROuIndustry PublicationsArthur Andersen Selection ToolsSection 2:Project Overview9 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Proj

28、ect Approach-Evaluation ComponentsDuring the software evaluation process,the field of potential software solutions 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

29、 considerations,and further analysis as described below.All Software Candidates15+Candidates2 FinalistsIndustry InsightMarket ResearchVendor ViabilityArthur Andersen Firm-wide Knowledge3-5 CandidatesFunctionalFitVendor ViabilityFinalSelectionTechnology Use&Vision References&Site VisitsImplementation

30、CostsPricing&NegotiationsRFI responses,screening interviewsDetailed Knock-out Criteria,Company size,Market Presence,AA Insight(Plaskolite and Arthur Andersen)High Level Knock-out Criteria&Preliminary Screening(Arthur Andersen)Software demonstrations,reference checks,negotiations,and Cost/Benefit Ana

31、lysis(Plaskolite&Arthur Andersen)The vendors execute the scripts during their demonstrations;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

32、 scoring results and reach a consensus on strengths and weaknesses.The demonstration results 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-Le

33、ssons LearnedOur approach works to complement the business knowledge of Plaskolite 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 ou

34、r methodology to ensure a partnering endeavor based on your agenda.Communicate 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 stren

35、gths,not necessarily what is best for Plaskolite.Facilitate the demonstrations 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

36、 more expensive and provide less relative benefit than strategic,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 Sim

37、ulation(BPS)phase of the project that all gaps are known.Packaged 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 furt

38、her change its business processes to align with the software 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 modi

39、fications will be required.Use“knock-out”criteria 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 Be

40、tween Business Requirements and Software CapabilitiesSection 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 o

41、f project management and change enablement.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?

42、”“How will we use the tools?”“Construct and roll-out the solution.”“How will we get there?”PeopleProcessesTechnologyStrategyRequirements DefinitionSoftware Evaluation&Selection Design&Business Process SimulationImplementationSupport&Continuous ImprovementImplementation Planning “Stabilize and priori

43、tize.”CheckpointCheckpointCheckpoint5-6 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 o

44、f this project will be limited 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 selectio

45、n.Throughout this approach,business requirements are balanced with system functionality to maximize business opportunities and benefits.Functional Technical VendorIdentify Process Improvement OpportunitiesIdentify Requirements&“Knock-out“CriteriaResearch Software Alternatives Strategy Processes Orga

46、nization Technology REQUIREMENTSDEFINITIONSOFTWARE EVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointPlan the ImplementationReview Current StateDevelop PreliminaryCost EstimateFinalize&Obtain ApprovalDefine Business Scenarios&Conduct S/W DemosNegotiate and Complete Cost EstimateEvaluate

47、Vendors and Choose FinalistSection 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 co

48、nsulting style.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 use

49、rsuIdentify 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 proc

50、essuIdentify 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

51、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 Knowledgeba

52、se 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(Request for Inf

53、ormation-RFI)uShort list of software finalistsuList of assumptions impacting cost estimateuPreliminary cost estimateKey DeliverablesSection 3:Project ApproachREQUIREMENTSDEFINITIONSOFTWARE&HARDWARE EVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpoint14 1999 Arthur Andersen,Andersen Worldwi

54、de 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 requirementsuEvaluate quan

55、titative 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 contract negotiation objecti

56、ves 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,software,training,implementationuSe

57、nior 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 and facilitating the software demo

58、s 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 scriptsuSoftware finalist evaluatio

59、n criteriauVendor demonstrationsuDemonstration evaluationsuReview of vendor referencesuInventory of identified software“gaps”uNegotiation objectives and strategyuFinal cost estimateuContract signed and software procuredKey DeliverablesREQUIREMENTSDEFINITIONSOFTWARE EVALUATION&SELECTIONIMPLEMENTATION

60、PLANNINGCheckpointCheckpointuReferences and site visitsuPricing negotiationsuEstimated implementation costsSection 3:Project Approach15 1999 Arthur Andersen,Andersen Worldwide SC.All rights reserved.Project Approach-Implementation PlanningOnce the final selection is made,the planning for the impleme

61、ntation 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.REQUIREMENTSDEFINITIONSOFTWARE EVALUATION&SELECTIONIMPLEM

62、ENTATIONPLANNINGCheckpointCheckpointuFinalize the technical architecture designuPlan the Business Process Simulation and ImplementationuIdentify the overall implementation approachuDevelop high-level implementation plan with a proposed timeline and identified resourcesuAssess organizational impact u

63、Meet 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 Approach16 1999 Arthur Andersen,Andersen Worldwide SC.

64、All rights reserved.Project Team OrganizationThe following is our suggested joint Plaskolite/Andersen project team structure.Plaskolite Executive Team Plaskolite Project Sponsor AA Engagement Partner-Todd Fisher AA Project Manager-Chris WenzkeProject LeadershipSteering CommitteeResearch&Support-AA C

65、onsultant Plaskolite Team Lead AA-Doug HoodOrder Management/Customer ServiceTeamFinanceTeamManufacturingTeam Plaskolite Team Lead AA-TBD Plaskolite Team Lead AA-TBD Plaskolite Team Lead AA-Chris Wenzke AA-TBDSection 4:Project TeamTechnologyTeamSteering committee meetings will be held on a monthly ba

66、sis,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.Plaskolite 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.WarehouseManagementTeam Plaskolite Team Lead AA-R.J.Nicolosi17 1999 Arthur Andersen,A