atk presentation samples.pdf
TRANSCRIPT
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A.T. Kearney 82/11.2011/25821 1
HRO process transformation will strive to develop a flexible andstrategically aligned HRO solution
Drive downCost
Create a more flexible solutionaligned with firm strategy
Improve service deliveryEfficiency & Quality
As is situation To be situation after acomprehensive HRO
Strategy & planning Make HR Strategic
Services Improve quality & efficiency
Administration Reduce cost
10%
30%
60% Selfservice
Service
Center
Auto-
mate
Situation and Objectives
Source: A.T. Kearney
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2
What is Data Quality?
Data Quality is accurate, reliableand timely information throughoutSABIC and its Affiliates
Why is Data Quality important?
Data Quality drives faster andsmarter decisions to navigateSABIC through a complexbusiness environment
What can we do to ensure highData Quality?
Data Quality requires us to takeresponsibility for the data wecreate and manage. We must all:
Monitor our data Know the common errors Resolve issues quickly Know when and where to get
help
High level Awareness Plasma Displays1
1
2 3
Can You Trust Your Data?Data Quality Matters.
SABIC Data Qua l i t y
Improvement Initiative
4
Source: A.T. Kearney
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A.T. Kearney xx/mm.yyyy/00000 3
The global automotive market will grow at ~3% annuallydriven largely by the Asian demand
-13%
+3.3%
2020e
100
42
20
16
7
7
7
2018e
95
39
20
16
7
7
2010
5
54
14
16
30
74
2011e
6
54
15
18
32
80
2012e
6
5
5
16
19
84
2013e
6
33
5
6
16
20
35
88
2014e
66
6
16
20
36
90
69
28
14
14
34
5
2009
61
22
12
15
2015e
44
2008
66
20
16
15
6
45
2007
70
20
19
17
545
2006
66
18
19
17
43
3
2005
64
17
20
16
43
4
6
6
6
16
20
37
926
2016e
6
6
7
16
20
38
94
2017e
4
Global Car Sales (millions)
Source: IHS Automotive; International Organization of Motor Vehicle Manufacturers 2009; A.T. Kearney analysis
Asia
North
America
West
Europe
East
Europe
South
America
RoW
Global Automotive Industry Trends
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A.T. Kearney xx/mm.yyyy/00000 4
Going forward, number of major trends are shaping theglobal automotive industry
Source: A.T. Kearney
Sustainability Reduction of emissions/electric power-
train Environment friendly products, e.g.
non-solvent based coatings Importance of recyclability
Innovation Increasing amount of electronics Miniaturization of components New materials to reduce cost & weight Increased crash resistance and
additional safety features
Growth in emerging markets Shift of R&D and production capacities
to Asia Smaller cars/ultra low cost cars Reduction of other segments (SUV, )
Increasing consumer diversity Increasing number of models Shorter development cycles
Largely tailored cars
Cost reduction & integratedProcurement
Cost element optimization along chain
Weight reduction of materials Localization of spend
Comprehensive total cost reduction
Commoditization
Deployment of advanced sourcingmethodology and techniques
Increased cross-functionalcollaboration
OEM industry realignment
Redistribution of ownership amongestablished OEMs
New players redefining industrydynamics
Shift of value creation to suppliers Ongoing consolidation among
established players
Competition from local suppliers
Major Trends in the Automotive Industry
Global Automotive Industry Trends
http://images.google.de/imgres?imgurl=https://www.storesonlinepro.com/files/1701548/uploaded/throwing%20money%20away.jpg&imgrefurl=http://www.bottomlinerecoveryservices.com/home&h=600&w=800&sz=38&hl=de&start=4&tbnid=7vBpIjhDwfZ_ZM:&tbnh=107&tbnw=143&prev=/images?q=cost+reduction&gbv=2&hl=dehttp://images.google.de/imgres?imgurl=http://www.abnamromarketaccess.de/DE/Images/Content/ABN_ETF_Emerging_Markets_oben.jpg&imgrefurl=http://www.abnamromarketaccess.de/DE/Showpage.aspx?pageID=4&h=269&w=464&sz=98&hl=de&start=21&tbnid=4OPEM7UIx_9XJM:&tbnh=74&tbnw=128&prev=/images?q=emerging+markets&start=20&gbv=2&ndsp=20&hl=de&sa=Nhttp://images.google.de/imgres?imgurl=http://www.bizextra.biz/files/images/innovation.jpg&imgrefurl=http://www.bizextra.biz/content.asp?s1detail=4142&h=532&w=800&sz=227&hl=de&start=9&tbnid=cRINbJ5SZfyG0M:&tbnh=95&tbnw=143&prev=/images?q=innovation&gbv=2&hl=dehttp://images.google.de/imgres?imgurl=http://images.businessweek.com/ss/07/01/0119_sustainability/image/intro.jpg&imgrefurl=http://images.businessweek.com/ss/07/01/0119_sustainability/source/1.htm&h=450&w=350&sz=21&hl=de&start=7&tbnid=GxIsqR4IrjOGgM:&tbnh=127&tbnw=99&prev=/images?q=sustainability&gbv=2&hl=de -
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5A.T. Kearney /January 2010/KACST
XXXX and KSA will reap numerous benefits from theimplementation of TAISIR, fundamentally transforming both
Benefits of TAISIR to KACST and Saudi Arabia
Investing in a national STI infrastructure (Project TAISIR) will contribute toXXXXs growth and diversify Saudi Arabias economy and boost its GDP
Benefits to XXXX Benefits to Saudi Arabia
Revenuegeneration
Costreduction
Imageenhancement
Efficiencyimprovement
Infrastructureupgrade
GDP growth
CommercializationRevenue generatedthrough TAISIRapplications
Costs reducedthroughefficiencyimprovements
Imageenhancementattracts greaterfunding
GDP growththrough start-upincubation andSME support
Efficiencyimprovementsthroughstreamlinedprocesses
Infrastructureupgrade lays thefoundation fore-Government
GDP Growth
Source: A.T. Kearney
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A.T. Kearney xx/mm.yyyy/00000 6
A new idea assessment process has been developed toassist in the process of commercialization
Steps
Collect ideaform fromresearchinstitutes
This process will aid XXXX in promoting innovation and advancing thetechnological capabilities of KSA
Idea assessment process
Collect data
1
Populate data
2
Prioritizeideas
3
Detailed in thenext pages
Assessprioritized
ideas
4Make
fundingdecision
5
Description
Lead
Populate missing
data, evaluate
ideas based on
initial screening
criteria
Prioritize
ideas/
products and
compile
short-list
Complete
deep-dive
assessment
of short-
listed ideas
Funding
decision on
short list of
ideas
Researchers ATK/Researchers
ATK ATK/Researchers
XXXX
Source: A.T. Kearney
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7A.T. Kearney /January 2010/KACST
Shared Services can either be delivered internally orthrough partnering with a 3rd party
Overview of Shared Service Delivery Options
Description Rationale Requirements Benefits
Establish whollyowned andoperated facilities
Maintain culture andprocess expertise
Lower security risk todata and intellectualcapital
Allows high costsavings
Strategic intent to keepF&A functions in-house
Robust internalprocesses andmanagement
Management patienceto achieve maturity and
generate savings Highest investment and
exit costs Existing evidence of
success cases
Strong labor arbitragein a low cost location
Continuous processimprovement andstandardization
Potential for Build/Operate/Transfer of aregional center orfunctions
Select a primary,3rd party offshoreshared serviceprovider
Take several forms(e.g. degrees of
control)
Limited investmentrequired
Lower business riskdue to vendorsprocess experience
Easier to implement a
global/ multi-countrysolution
Partners familiarity andexpertise withfunctional specifics
Strong commitment forsupplier managementand work migration
Fast benefits realization Operations can start
with few functions inselect regions and thenroll-out globally
Large volume could
enable the client tobecome top priority forthe vendor
Create dedicatedfacilities in alliancewith established 3rdparty operators orprimary provider
Proven track record inoffshore locations
Deep process migrationexpertise
Partial risk transfer
Limited competitiveissues
High reliance onexpatriate expertise aswell as local supportand process maturity
Operational control forstrategic functions
Leverage vendorefficiency for skilltransfer
Medium investmentswith fast payback
Captive
Operation
Hybrid
Solution
Outsource
Modules
Model Options
Choice of
Model
Depends on:
Degree of
Control
desired
Appetite for
Cost
Savings
Available
Vendor/
Client
Process
Capabilities
Source: A.T. Kearney
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During transformation journey the right change agentssupport project initiatives to successfully achieve target
Change agent selection and duties
Source: A.T. Kearney
Professional and personalcharacteristics
Professional Must have an adequate level ofauthority
to influence their team (middlemanagement/team leads) while still beingclose to direct changes taking place
Should be knowledgeable andexperienced in their own area as well asto changes that will take place
Personal
- Must have excellent relationships within
KACST and be well regarded
- Should be enthusiastic about change
- Should be committed to learning and
communicating learnings to entire
organization
- Must persevere in face of opposition and
be vested in success of project
Potential roles and expectedtasks
Managing
Coordinate and align staff with new
changes in policies, processes and
systems Identify and address any resistance to
change
Act as focal points for change activities in
their area throughout project Educating
Act as first point of reference for staffwhen they have questions or concernsabout the new changes
Assist in training and educating staff Reporting
Monitor and track project progress,identify issues and consolidate stafffeedback
A.T. Kearney can assist in identifying and preparing change agents for theirrole through workshops and training sessions
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A RACI matrix was developed to ensure correctassignment of responsibilities
SalesOrder
Incoterms
OpenSTO
(DirectSales)
OpenSTO
(Warehouse)
STR
Inaccurate
STOs/POs
OBDs
Shipments
Leadtimes
(Routes/S.
Pt)
System
Related
Issues
SalesOrder
Incoterms
OpenSTO
(DirectSales)
OpenSTO
(Warehouse)
STR
Inaccurate
STOs/POs
OBDs
Shipments
Leadtimes
(Routes/S.
Pt)
System
Related
Issues
Sales R R R C C C
Warehousing(if applicable)
R C
Planning R R C C
Logistics R R R C C C
Sales A A A R A A A C
Warehousing(if applicable)
A R A C
Planning A A R A A C
Logistics A A A R A A A C
Sales I I I R R R
Warehousing(if applicable)
I R
Planning I I R R
Logistics I I I R R
BP & DQ Gov.Center
I C C I
ITS (ERP
P&DQ)
I I R AR
Dat
aMonitor
DataSteward
User
Outside
SBU
SBU
Data
Process Steps CorrectCommunicate
Source: A.T. Kearney
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BP & DQ roles have been aligned with different parts ofthe business and will be grouped into jobs
Executive Champion
BP/DQ Steering Committee
Strategic LeadershipCorporate Control Business and IT
Business Ownership & Advisory
Master DataMaintenance
Process Owner
Data Monitors
Business Process
Owners
User Groups/
Advisors
PolicyAdherence
Process/MasterData
ChangeRequests
SBUs / Corporate
Functions
Data Stewards
Local Business
Process Monitors
Local Process
Improvement
Team
BP & DQ Governance Center
Data Quality
Controller(s)
Master Data
Lead(s)
General Manager - BusinessProcess and Data Quality
Governance Center
DQ System
Administrator
Policies &Guidelines
Monitoring&
Reporting
SSIT
Business Process
Controller(s)
Business Process
Custodian(s) 2)
Business Process
Manager1)
Data Quality
Manager
1) A Business Process Manager role was created in line with the Data Quality Manager
Local Master Data
Business Lead
Data Owners
Source: A.T. Kearney
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7/27/2019 ATK Presentation Samples.pdf
11/11A T Kearney 82/11 2011/25821 11
Developing a holistic HRO approach will position XXX for aneffective HR contract transformation
Service and HR IT solutions
Self service, automation,optimization opportunities
Business case, benefits,ROI, NPV
Stakeholder buy-in
Retained org structure
Internal vendor / change
management resources
Stakeholder involvement
Adherence to deadlines
Contract level details sign off
Vendor and ClientScope Demarcation
Standardized
processes and tools Multiple vendors
participation
Situation and Objectives
All in vs. Staggered execution
Timeline overlap with contractrenewal / extension
Governance
HolisticHRO Solution
Source: A.T. Kearney