accenture
DESCRIPTION
Final MBA PowerPoint Slide Presentation for GGO OPSCM 300TRANSCRIPT
Accenture: Extending Customer Service as the New Norm in OPSCM Strategic Design
Final Group Project AssignmentOperations Supply Management 300Course Instructor: Dr. Richard DaweGroup Participants: Ms. Beiyi Zhang, Ms. Vivian Li, Ms. Mize Chaisukumarn, Mr. Art Kampmeier, Mr. Amitabh Srivastava, Mr. Chanchai Rukkhawattanakul, & Mr. Scott GreenSunday, April 9, 2023
Table of Contents(General Outline)
I. Corporate Profile: Facts and Figures
II. Project’s Team Plan and Proposal Initiative
III. Competitive Landscape and SWOT Analysis
IV. Human Resources, Physical Facilities, Information Technology Infrastructure
V. Accenture Best Practices: Selected Listing for Findings #1 through #5
VI. Consultancy Conclusion and Final Recommendations
VII. References:
VIII. Q & A:
Corporate Profile: Facts and Figures
(Accenture plc.)
Origination and Founding: Division of Arthur Andersen, 1953
Company’s Headquarters: Dublin, The Republic of Ireland
Geographical Locations: Americas, Asia-Pacific, [E]urope/[M]iddle [E]ast/[A]frica
Classification Description (NAICS): Global Management Consulting, Technology Services, and Outsourcing Company (561499)
Exchange Listing (s) and Trade Symbol: NYSE and constituent of S&P 500; Symbol: ACN
Total Number of Employees: Roughly 236,000 in 130 countries; 4,800 as senior corporate
Annual Revenue (YTD): $27.35 Billion
Current Enterprise Valuation: $28.72B
Global Regional Performance ($US-YE 2010): Americas - $9.5B; EMEA - $9.6B; Asia Pacific - $2.5
Corporate Profile: Facts and Figures Continued…(Accenture plc.)
William D. Green
Executive Chairman
Pierre Nanterme
Chief Executive Officer
Roxanne TaylorChief Marketing & Communications
Officer
Shawn CollinsonChief Strategy Officer
Pamela J. Craig
Chief Financial Officer
Jo Deblaere
Chief Operating Officer
Michael J. SalvinoGroup Chief Executive -
Business Process Outsourcing
Stephen J. RohlederGroup Chief Executive -
Health & Public Services
Richard LumbGroup Chief Executive -
Financial Services
Gianfranco CasatiGroup Chief Executive -
Products
Martin I. ColeGroup Chief Executive -
Communications, Media and Technology
Jean-Marc OllagnierGroup Chief Executive -
Resources
Sander van't Noordende
Group Chief Executive - Management
Consulting
Chief Leadership Officer
Adrain Lajtha
Jeffrey OsborneChief Performance
Officer
Jill B. SmartChief Human Resources
Officer
Corporate Organization Chart
Project Team’s Plan and Proposal Initiative: To complete the first five stages of the OCP in OM Exhibit 13A.2, to recommend changes in OPSCM strategy, design, tactics, and execution that will improve Accenture plc's
support of its competitive strategy of customer leadership that requires a minimum OPSCM competency of level III.
Corporate Worldwide Regional Location Chart and Client Portfolio
Corporate Global Delivery Network Map and Alliance Portfolio
The Competitive Landscape and SWOT Analysis
Key External Drivers:
Corporate profit
Business outsourcing
External competition
Government consumption and investment
Number of businesses
Competitive Environment
Internal Competition
External Competition
Major Competitors:
Deloitte Touche Tohmatsu
McKinsey
Marsh & McLennan
Boston Consulting Group
Bain and Company
SWOT - DataMonitor June 30, 2011SWOT - Professor Yang, 2004. San Francisco State University. Operation Management
Human Resources, Physical Facilities, and IT Infrastructure Design
Human Resources
Four Primary Cross-Functional Groups:
Managing Partners
Senior Project Consultants
Sales & Administration Analysts
HR Best Practices:
Employee Internal Hire
Employee Internal Contract Hire
On-Site Training Facilities of Shared Core Competencies
Technology Network
Key Drivers of Core Business:
World-class R & D
Comprehensive global delivery network
Innovation Centers
Integrated Collaborative Partnership Alliance Network
Strategic Logistical Data Center Network
Boundary Spanning and Borderless Assimilation
Physical FacilitiesLease Commitments:
Rental
Sub-Lease/Rentals
Size and Floor Plan:
Mostly large office space; Single rooms/offices for smaller areas
Standard oval-shape configuration modules; managerial staff enclosed by sales & operations
Locations and Logistics:
Global network largely urban and highly collaborative
Three types of facilities
Accenture Best Practices: Selected Listing for Findings #1 through #5
Technology: Facts and Figures:
2,718 patents pending; Currently issued 600 US patents and 524 non-US patents
50 global centers; 141,000 network specialists
Accenture Delivery Suite
Human Resource: Facts and Figures:
Main hubs: Chicago, US & London, UK
Many consulting contracts less than 12 months duration w/termination notice as little as 30 days
Full competitive 1st-year compensatory packages - undergraduate and graduate: High-end mid to upper management, range $75,000- $200,000
Knowledge Xchange and eSchedule
Physical Facilities: Facts and Figures:
R&D facility spent $503, $384, and $435M for 2011, 2010, and 2009, respectively
Value of fixed capital assets (property and equipment) increased in 2011 from a year ago from $569,000,000 to $659,000,000
Rental expense in 2011 at $493,734,000
Third-party sub-lease income rose to $32,503,000 from $30,741,000
Accenture Best Practices: Selected Listing for Findings #1 through #5
Supply Chain Inventory Processes: Supplies, Work-in-Process, Finished Goods/Services
Inventory products are managed by skilled analyst & consultants
Business is contract-driven; less than 1 yr.
Cross-functional team-oriented supply chain
Contracts in excess of $100M supported by specialized sales team
Contracts and direct/indirect managed by senior managing partners and project managers from supply requisition to customer delivery
CRM, SRM, and marketing strategies at the back and front ends of SC controlled by project manager and managing partner (sales staff)
Roadmap Design Flow
Consultancy Conclusion and Final Recommendations
Explanation
Internal operations accessibility limited
External source analysis
Gaps and SWOT
2 of 5 areas evaluated failed to meet Competency Level III
External SWOT Analysis used
Design Structure – Physical
No production facilities
Standard office-oriented
Consolidation and expansion initiatives should be aggressive
Operating Tactics – Performance Measurement, Evaluation, &
Improvement Programs
Primary focus on identifying systemic trends and weaknesses
Current operations performing at OPSCM Competency Level III
Design Structure - Facility
Leading edge of technology innovation
Utility/Cloud computing
Full IT network integration companywide
Operating Tactics – Best Practices
Fine’s Strategic Value Assessment Model
No clear-cut weaknesses
OPSCM Competency Level III
Design Structure – Human Resource
Human resource capital is company’s strongest asset
Proper organization chart alignment to maximize OPSCM
Areas of concern: Knowledge productivity and employee turnover
References
D.F, Chen. (2010,May 26). Exclusively interview Accenture. Retrieved from enet website: www.enet.com.cn/cio/ J.F,Gao.(2011,August 26). Nine criteria for management consulting. Retrieved from cqn website: http://www.cqn.com.cn/news/zgpp/461170.html "Groundswell: Accenture's Borderless Workplace." Forrester Research. N.p., n.d.
Web. 18 Nov. 2011. http://www.forrester.com/Groundswell/managing/accenture_borderless Accenture, Plc (1994, Fall). Accenture Global Delivery Network: A Focus in India Retrieved October 24, 2011from
http://www.accenture.com/us-en/search/Pages/ Emerald Insight.com (2011). Emerald: Research You Can Use Retrieved October 24, 2011from
http://www.emeraldinsight.com/journals.htm?articleid=1598020&show=html
Interviewed: Abhishek Srivastava, ESQ. (10/01/2011; 10/15/2011; 10/31/2011; 11/05/2011; 11/12/2011) Accenture Alumni (2001 – 2009); London, UK.
www.Accenture.com (accessed 11/18/2011; Accenture – UK; Accenture - India) Patrick C. Fedric, Managing Partner Financial Services (1997 – present; Accenture Germany, Accenture, UK; and Accenture San
Francisco, USA). Datamonitor (2011 June 30). Accenture plc: Company profile. . New York, NY: Datamonitor. pp. 1-12 Employeesbenefit. (2008 July). Case study: Accenture. USA. p.9 Jacobs, F. R. & Chase, R.B. (2011). Operation and supply chain management. New
York, NY: McGraw-Hill Irwin pp. 449
Q & A
Thank you!