consulting response for training request

8/13/2019 Consulting Response for Training Request

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Siemens Corporation RFP 15978

Statement of Confidentiality

This document contains proprietary and confidential information of Atos, its affiliates, and its

subcontractors. This proposal is provided in reliance upon the recipients agreement not to use

or disclose the information except in connection with its business dealings with Atos. The

recipients of this document agree to inform its present and future employees who receive or

have access to the information contained in this document of its confidential nature, and to

instruct each employee that they must not disclose any information concerning this document

to others except to the extent that such matters are generally known to, and are available for

use by, the public. The recipients of this document agree that they will not duplicate or permit

others to duplicate any material contained herein except for its own internal use, for the

purpose this submission is intended.

Atos information is based on our understanding of the transaction at this time and are subject

to further due diligence, input from local counsel and subcontractors, and approval of

appropriate Atos management committees. Our proposal at this time does not include binding

information with respect to employee and asset transfers or terminations, and accordingly will

need to be adjusted to include such issues, including an adjustment to the price.

This response is a proposal only. Services will be performed only after the parties have entered

into a signed definitive agreement and statement of work. The services will be performed as

described in such documents and subject to the terms and conditions contained in such

documents.


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2011 Atos IT Solutions and Services, Inc. Proprietary & Confidential Page 3 of 50

Table of ContentsA. Supplier Executive Summary .................................................................................. ..................4

B. Financial Reports:................ ................................................ ....................................... .............7

C. Supplier Pricing Proposal ........... ................................................. ...................................... .......8

D. Supplier Implementation Plan ........................................... ................................................ ......11

E. Supplier Business Continuity, Disaster Recovery and Risk Mitigation Plans ...... ...... ..... ...... ..... ...37

F. Reporting Capabilities ............................ ....................................... .........................................39

G. Solution Design & Delivery Centers............................... ........................................ ..................41

H. Capacity Planning Methodology.......... ................................................ ....................................42

I. Alternative SOW, SLAs and Pricing... ......... ......... ............ ............ ......... ......... ... ...... ......... ........44

J. Suggested Changes to Siemens Contract Terms & Conditions .................................................45

K. Customer References ............................................. ................................................. .............46

L. Other Supplier Methodologies............. ................................................. ...................................46


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A. Supplier Executive Summary

3. A. EXECUTIVE SUMMARY (Supplier may insert a file with the narrative here or paste the text directly)

Please provide in no more than three (3) pages an overview of your organization, your products, andyour proposed services. Please tailor the discussion to areas of interest to Siemens and this

initiative.

Atos is pleased to respond to the MRP Training for MRP Controllers, Buyers, and Order Managers RFP.We at Atos firmly believe we are uniquely positioned to provide a support model which meets theunderlying business, financial, capability, and management drivers set forth to ensure that your end usershave the skills and competencies needed to be proficient using the recently implemented system to dotheir jobs.

We understand the objective of the MRP Training is to develop and deliver 3 -half day courses and 1-halfday course which totals 12 hours per end user (with the exception of management which is 4 hours).After examining the needs and scope of training for Siemens Energy, we have established acomprehensive course curriculum which can be done in 10 hours within the MRP Overview and MRPExecution courses. Should the same users need S&OP and Inventory courses, this would add an

additional 2 to 4 hours respectively, depending on the individual needs of the end user.

The course curriculum and the offerings are detailed within the Project ScopeCourse Curriculumfor MRP Trainingof this document (page 22). The courses identi fied are:

(1) Course 101MRP OverviewMake4 hours(2) Course 102MRP OverviewBuy4 hours(3) Course 103MRP Executive Summary Management4 hours(4) Course 201MRP Execution - Make6 hours(5) Course 202MRP ExecutionBuy6 hours(6) Course 301S&OPResponsible for S&OP (Long Term Planning) - 4 hours(7) Course 401Inventory Control Responsible for Stock - 2 hours (This is a key factor in the

effectiveness of MRP as Stock is the starting point of any MRP Generation)

It is further understood, that the Atos Consultant will work with the identified SME(s) to complete a shortinstructional analysis to ensure that the course curriculum meets the training requirements. Weunderstand the requirements for each course are the following:

Development of all training materials (e.g., Templates, Conceptual Process Slides,Instructor/Participant Guides, Data, Exercises, Quick Reference Cards, Evaluation).

Working with a Subject Matter Expert (SME) from MRP Make/Buy to create deliverables thatinclude;

o The step-by-step procedures for each transactiono SEspecific policies or internal SOP that must be followed while completing the

transaction

Delivery of End User Training using a role-based methodology.

In addition to the above requirements, Atos differentiates itself by also providing these additionalelements to the approach:

Enhanced course curriculum that takes the needs of Make and Buy end users into consideration. Knowledge Transfer with the SMEs to gather all business requirements needed to complete the

development of all training materials.

Knowledge Transfer with the SMEs to review the training documentation completion to ensure itfollows the business process in order to make any updates and/or edits.

By using six imperatives o f who, what, why, how, when and where during instructional delivery,we are able to clearly differentiate the roles involved in a given process. This methodology in


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conjunction with pointing out the integration points in the system and the impacts of the data willpeak the learning curve more quickly of the end user.

We will use the Communication Plan throughout instructional delivery to reinforce roleinvolvement within the same business unit and/or across business units (GT, GN, SU).

The Post Test will act as an indicator of where reinforcement should take place and can bescheduled to represent the knowledge of the users. The outcome of the Post Test results should

be acted upon immediately by Atos and SMEs.

The training development tools that we would like to propose are Word and Snagit. They will be utilizedto allow learners to practice the transactions following the screen shots and the field requirements alongwith specific business process notes/comments provided by Siemens Energy SMEs (subject matterexperts). The Word templates will be combined into an instructional manual with an end-to-end businessprocess approach which can be uploaded to Sharepoint. Although we are proficient in both trainingdevelopment tools we feel for this particular training need Word/Snagit may be a better fit because:

o Word/Snagit is more end user friendly and allows for more robust business requirementnotes.

o Can print out Word/Snagit in a more professional format to allow users to take notes.o Word/Snagit does not hang up or shut down during developer documentation.o Word/Snagit can be more quickly and easily edited and/or updated.o Word/Snagit step-by-step procedures can be sequenced and housed in one file to create

one manual which can easily be stored in one place on Sharepoint so that the end userdoes not have to search for multiple documents and try to sequence them in a businessprocess manner manually.

Why Atos?

Within the context of more than 2,600 successful SAP projects worldwide Atos has developed high qualityLearning Solutions. Our approach to training is favored by Siemens Learning Campus, by Central Units(e.g., Colorado Training for CHR and Finance Training for CF), Siemens Sectors (e.g., Energy andHealthcare) and Siemens external customers (e.g., Daimler/Chrysler). We are very proud of the trainingefforts for the NAM delivery of the OneP, and have received a standing letter of recommendation.

To be successful in this effort we would:

Utilize a full-time Functional Master Trainer Lead with certifications in MM, PP and PPPI. He has15 years of functional experience as a Production Controller as well as a Production Planner. Hehas also had the manufacturing roles as a Project Lead in Manufacturing for MAPICS MRPImplementation, Engineering Change Manager, Project Manager for ERP Project and SpecialProject for GEC Technology as a permanent employee for a manufacturing company. Afterspending 15 years in a manufacturing environment, he began working for Atos 15 years ago. Hehas worked heavily in the SCM and PLM areas including MM MRP, PP including capacityplanning, PPPI, PP/DS, WHM, MII, QM, APO, Logistics, and Document Management Archiving.He knows how to use training tools such as uPerform and Snagit. It is our intent to have himexecute the analysis on the front -end, develop the training materials in conjunction with ourmaster trainer who was on the OneP Project, review the materials with the SMEs, and deliver thetraining to the end users.

Utilize our Master Trainer Developer that was on the oneP project with a certification in SD. Shewill be utilized off-site from March 19

thApril 12

thto assist with training development/review part

time. During training delivery, she will be full -time April 15th

May 17th

to assist in aligning andorganizing the materials electronically and assisting in classroom instruction as a secondary role.This resource will provide continuity, understands the environment and the SMEs they will beworking with. She is an expert with communications, change management, training planning,training development and training instruction. She understands the materials need to be tailoredmost appropriately for this MRP project. She has MM and PP experience and works well with themain functional trainer listed above. She has trained process and industrial engineers in the past


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as well as spending time on the shop-floor helping train back flushing with AS400 interface withSAP. Additionally, this resource is an expert in the use Microsoft Office Products, Snagit, UPK,uPerform. Her understanding of the Siemens Energy culture, training tools, and the MRP processand the need to get to a just in time delivery will ensure that the training materials aredeveloped to high quality standards, and meet the needs of the Siemens Energy End Users.

Provide deep industry knowledge of Siemens based on our past, and current training efforts, andour expert SAP training skills within MRP execution and Master Planning as well as the masterdata impacts and integration points within SAP.

Optimize class room training delivery using a role and process-oriented approach for end usertraining development that supports the existing Siemens Energy training strategy, and the goalsand objects set-forth for the MRP training for Siemens Energy.

Atos will assign our top performers to this team. We have selected a Functional Master Trainer Lead witha proven track record in the SCM and PLM area. In addition, we have selected a Master TrainerDeveloper with a proved track record in Siemens Energy projects specifically on OneP and theirprofessional core competence in the respective processes. Atos is fully committed to contribute to the

success of this training project. High customer satisfaction is most important to us, and we are confidentbased on our current and recent training projects in the US with Siemens Energy and SiemensHealthcare that we can exceed your expectations. Our experience in SAP MRP, coupled with ourknowledge o f your processes, systems and tools, will enable a collaboration that delivers improvedperformance and e fficiency.


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B. Financial Reports:

3. B. ANNUAL REPORT, OTHER FINANCIAL STATEMENT DOCUMENTS & D&B REPORT(Supplier may insert a .pdf or other file here)

Annual Report, other Financial Statement documents, and/or D&B Report (If S uppli er has providedthe reports during RFI stage, you dont need to provide again) Please provide your Companys Annual Report and other Financial Statement documents for the

latest two fiscal years,and your Companys latest D&B Reportthat reflects your credit worthinessand financial viability.

Atos 2011 full year results

http://atos.net/en-us/Newsroom/en-us/Press_Releases/2012/2012_02_23_01.htm


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C. Supplier Pricing Proposal

3. C. PRICING TEMPLATES (Supplier must insert the pricing within the attached Excel workbookprovided here)

Time & Material Projects

The project is T&M, the consultants will only charge for the time that is worked. We consider a typicalwork day 8 hours. We understand that if more or less hours are incurred they will be billed at the hourlyrate. The overtime rate is the same as the hourly rates listed below. The consultant only begins billingwhen they have started work, the time spent traveling to the client site will not be billed.

Res. Lev Local Days/hrs

ClientRate inUSD/hr

ExpenseEst Per/

WkSummary

Rates in USD

SummaryExpense in

USDBudget in USD

AndrewBridge

ITEC 5

USAllCities

43days/344hrs

$155.00 $1,000/wk $53,320.00 $9,000.00 $62,320.00

AmyArmstrongITEC 5

USAllCities

34.5days/

276hrs.

$155.00 $425.00/wk(an avg, asthis is a pt.resource)

$42,780.00 $3,825.00 $46,605.00

SummaryRates

SummaryExpenses

TOTAL

Totals $96,100.00 $12,825.00 $108,925.00

Roles

Andrew Bridge (refer to Appendix 1 attached for a full resume) - Full -time Functional Master TrainerLead with certi fications in MM, PP and PPPI. He will be the lead of integrating with the SMEs togather business requirements in order to develop the training materials and be the primary instructorfor the end users.

Amy Armstrong (refer to Appendix 1 attached for a full resume) - Part-time Master Trainer Developerwill be off-site from March 19

thApril 12

thto assist with training development, review and formatting.

During training delivery, she will be full-time April 15th

May 17th

to assist in aligning and organizingthe materials electronically as well as assist ing in classroom instruction as a secondary role.

The above stated volumes are estimations and may deviate. Invoicing will be done monthly on a timeand material basis. The prices do not include taxes. Travel time and expenses to all locations will becharged as they occur in accordance with published Siemens Travel guidelines.


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* Please Note: If Siemens Energy would like to extend the current training resource (s) the same rateabove would apply on a T&M basis, the logistics to be worked out with the project team, and a changerequest for an extension submitted.

Atos Pricing Assumptions

Time and effort (with consideration of the travel policy), all expenses charged at cost at the time

incurred

Any amounts listed in this proposal are exclusive of value added taxes, sales taxes, trade taxes,withholding taxes, levies, duties and/or comparable taxes, which shall be the responsibility ofSiemens Corporation as prescribed by the applicable laws.

The Atos proposal and associated pricing is based upon our interpretation of the data and

volumes provided by Siemens Corporation and the information summarized in our response.

Any changes to scope, environment, or other assumptions may affect this T&M engagement. In

this event, the change management process will be initiated.

The proposal is based on the timeline schedule and milestones presented in the Atos response.

Any deviations from this timeline will have to be addressed by the parties and may result in

additional charges. Atos has presented the above pricing considering the award of the full scope of services

Siemens Corporation will ensure availability of its management, project team and us ers, as this is

a critical success factor to successfully complete the project in a timely manner and performknowledge transfer.

Changes to the defined scope will be handled through a formal change order process. As part ofthis process, the change will be described in detail, and Atos will provide an estimate of the timeand resources necessary to address the change. Pricing will be determined based on ratesagreed in the statement of work. Work will not be started on a change order until the changeorder has been formally accepted and signed by the appropriate Siemens Corporationrepresentative. A change is defined as any increase in scope either through additionalfunctionality, technical objects or services

Atos assumes that all hardware and software owned or leased by Siemens Corporation andpertinent to this engagement is under a maintenance agreement and is at current revision levels.Siemens is responsible to set-up and maintain the training client.

Siemens Corporation will monitor the dependencies of other major projects that have a potential

to impact the speed of delivery of the project and inform Atos of any potential delays ordependencies with sufficient time to allow for mitigation and further costs or obligations.

Language of communication will be in English

Atos assumes that all the personnel on the Siemens Corporation project will have access to the

Siemens Corporation network to connect to the Atos network via VPN.


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1.1.1. Bonus/Malus

1.1.2.

From To Hour Straight Bonus/Malus Billable

Band Band Price Price Addition Price

-30% 434 464 155.00 67,270$ 10,811$ 78,081$-25% 465 495 155.00 72,075$ 7,208$ 79,283$

-20% 496 526 155.00 76,880$ 4,805$ 81,685$

-15% 527 557 155.00 81,685$ 2,403$ 84,088$

-10% 558 588 155.00 86,490$ 1,201$ 87,691$-5% 589 619 155.00 91,295$ -$ 91,295$

ManHours 620 650 155.00 96,100$ -$

5% 651 681 155.00 100,905$ -$ 100,905$

10% 682 712 155.00 105,710$ (1,201)$ 104,509$

15% 713 743 155.00 110,515$ (2,403)$ 108,113$

20% 744 774 155.00 115,320$ (4,805)$ 110,515$

25% 775 805 155.00 120,125$ (7,208)$ 112,918$

30% 806 846 155.00 124,930$ (10,811)$ 114,119$

Bonus/Malus

1.1.3. Fixed price

Please state terms and conditions of a fixed price offer (e.g. including additional costs,

independent of consulting and person days, etc.). State the kind of contract you are

choosing in case of assignment. State the number of assigned resources per work

package and the profiles of key players. Also for fixed price offers there should be

transparence on expenditure on basis of roles. Please provide the break-down of

estimated efforts by resources, ITEC roles and days/hours.N/A

3-Year Cost Savings Plan Ifapplicable.

N/A

National Account Discount

N/A

Rebate/Incentive

If Supplier has a rebate/incentive structure (i.e. rebate/incentive % based on spend range),please provide here.

N/A

Description of optional additional offers with extra pricing


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N/A

D. Supplier Implementation Plan

3.D. Implementation Plan (Supplier may insert a file with the contents here or paste the contentsdirectly)

ProjectScope

Atos proposes to provide Siemens Energy with MRP (Material Resource Planning) training materials andtraining instruction to support seven courses to provide Siemens users (MRP ControllersMake/Buy;Buyers, Order Managers/Execution) with the information they need and the performance supportmaterials to be successful back on the job. We propose the following courses for MRP - MaterialResource Planning:

Identify and/or confirm the training curriculum of four MRP courses via the SMEs. The courses identified are:

(1) Course 101MRP OverviewMake4 hours

(2) Course 102MRP OverviewBuy4 hours(3) Course 103MRP Executive Summary Management4 hours(4) Course 201MRP Execution - Make6 hours(5) Course 202MRP ExecutionBuy6 hours(6) Course 301S&OPResponsible for S&OP (Long Term Planning) - 4 hours(7) Course 401Inventory Control Responsible for Stock - 2 hours (This is a key factor in theeffectiveness of MRP as Stock is the starting point of any MRP Generation)

Organization Scope

In Scope Out of Scope

Siemens EnergyCharlotte (GT, GN, SU) All other organizations not covered InScope

Overall Detailed Service Scope

*A description of the deliverables used in the classroom is defined in detail to illustrate usage and formatof each deliverable. This can be found the section Detailed Descripti on of Deliverables.


Ident i fy and/or con f i rm the train ing cu rr icu l um of Seven MRP

courses

Work in conjunction with Core Team and/or SMEs conductshort analysis of current training materials, confirm and/orrefine curriculum based on input

Develop and/or upd ate exi st ing Train ing M ater ia l via Word/Snagi t

and Prepare Train ing System (Exerci ses and Exerci se Data), based

on the agreed up on sco pe and curr icu lum

Work in conjunction with Core Team and/or SMEs

Develop and/or update Conceptual slides


All other Functionalities not mentioned the in Scope




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Develop and/or update Instructor Manual


Develop and/or update End-User Manual


Localize Training Material and Training Data (Training System) toreflect Site Specifics


Review and correct all training materials with the SME throughout

the training material development process


MRP Functional Master Trainer Lead Must Be available in theclassroom during End User Training along with the SMEs tosupport the Siemens Energy end users should any needs arise.

ILTInstructor Led in Person

Develop and/or update Quick Reference Cards (QRCs)


Develop Communication Plan Work in conjunction with Core Team and/or SMEs

Develop Post Test Work in conjunction with Core Team and/or SMEs

Post all online help documents to a website or SharePoint

Work in conjunction with an administrator










Application Scope


7 MRP Courses All other applications a re not covered InScope


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Technical Training Scope


Microsoft Office (PowerPoint, Word, and Visio)

Snagit

All other technologies or tools not covered InScope

Service Delivery Location Scope


The Consulting services will be performed at Siemens Energy in the US:Charlotte

Travel will be required and will be coordinated under the directionof Siemens Energy who will provide the facilities and officeaccommodations. The facilities will be provided at no cost toAtos. Facilities will be accessible to Atos personnel and pre-authorized employees only.

All other locations not covered In Scope


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Project Schedule

Atos proposes to complete this effort based on the following timelin e. Dates will be adjusted and a finaltimeline will be agreed upon with Siemens Energy at the beginning of the project. Based on the timelinebelow we anticipate this project will take 1 Full Time Contractor and 1 Part Time/Full Time Contractorapproximately 43 days to complete. The material development and review portion is very aggressive and

is subject to change based on analysis with the SMEs.

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week

Analysis Phase(ConfirmCurriculum)

Design (confirmtemplates)

DevelopTrainingCourseware(including SMEreview)

InstructionalDelivery

Evaluation

Finalization andTurnover


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Training Schedule

The schedule is based on the RFP estimate of attendees: GT ~ 45; GN ~30; SU ~ 15-30. Since endusers may be traveling in from Fort Payne and Orlando, Atos has tried to group the training into one weeksegments to avoid additional travel from one week to the next. In addition, thought was put into the timeofferings so that the end users can allocate their time to their jobs to avoid being tied up in a training class8am-5pm each day.

Make

4 hr

Course 101MRP OverviewMake Thursday, April 18th

1pm5pm

Make

6 hr

Course 201MRP Execution - Make Friday, April 19th

8am3pm

SOP

4 hr

Course 301S&OPResponsible for S&OP (Long Term Planning) Monday, April 22nd

1pm5pm

IC

2 hr

Course 401Inventory Control Responsible for Stock- 2 hours(This is a key factor in the effectiveness of MRP as Stock is the startingpoint of any MRP Generation)

Tuesday, April 23rd

10:00pm12:00pm

Buy

4 hr

Course 102MRP OverviewBuy Tuesday, April 23rd

1pm5pm

Buy

6 hr

Course 202MRP ExecutionBuy Wednesday, April 24th

8am3pm

SOP

4 hr

Course 301S&OPResponsible for S&OP (Long Term Planning) Thursday, April 25th

8am12pm

IC

2 hr


Thursday, April 25th

1:30pm 3:30pm

Mgmt

4 hr

Course 103MRP Executive Summary Management Friday, April 26th

8am12pm

Make4 hr

Course 101MRP OverviewMake Monday, April 29th

1pm5pm

Make

6 hr

Course 201MRP Execution - Make Tuesday, April 30th

8am3pm

SOP

4 hr

Course 301S&OPResponsible for S&OP (Long Term Planning) Wednesday, May 1st

8am12pm

IC

2 hr


Wednesday, May 1st

1:30pm 3:30pm

Mgmt

4 hr

Course 103MRP Executive Summary Management Thursday, May 2nd

1pm5pm

Buy

4 hr

Course 102MRP OverviewBuy Friday, May 3rd

8am12pm

Buy

6 hr

Course 202MRP ExecutionBuy Monday, May 6th

8am3pm

SOP

4 hr

Course 301S&OPResponsible for S&OP (Long Term Planning) Tuesday, May 7th

8am12pm


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IC

2 hr


Tuesday, May 7th

1:30pm 3:30pm

Make

4 hr

Course 101MRP OverviewMake Wednesday, May 8th

8am12pm

Make

6 hr

Course 201MRP Execution - Make Thursday, May 9th

8am3pm

SOP

4 hr

Course 301S&OPResponsible for S&OP (Long Term Planning) Friday, May 10th

8am12pm

IC

2 hr


Friday, May 10th

1:30pm 3:30pm

Mgmt

4 hr

Course 103MRP Executive Summary Management Monday, May 13th

1pm5-pm

Buy

4 hr

Course 102MRP OverviewBuy Tuesday, May 14th

8am12pm

Buy

6 hr

Course 202MRP ExecutionBuy Wednesday, May 15th

8am3pm

SOP

4 hr

Course 301S&OPResponsible for S&OP (Long Term Planning) Thursday, May 16th

8am12pm

IC

2 hr


Thursday, May 16th

1:30pm3:30pm

Training

Close

Trainer ClosureEnsure all materials are posted online; security badgeis turned in; inform manager of departure and exchange contact

information for any further information and/or questions.

Friday, May 17th

8am5pm

Atos Training Methodology

Atos believes the primary goal o f end user training is to help the Siemens Energy meet its projectobjecti ves by enabling effective use o f an existing system within the context of business processesalready in place. Our end user training approach for this project is derived from best practices andlessons learned, it is performance-based and highly integrated with the new business. A primaryobjective of our approach is to support impacted employees by:

Improving the role-based training via instruction of integration of all MRP modules involved

and the impacts the master data has within the business processes in order to reach the

benefits of managing planning, reducing excess inventory, on-time delivery to the customer,using the system to manage supply chain and production, improve morale, and reducing

frustration.

Preparing them for their roles by providing role based training

Minimizing disruption to business


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Integrating the training approach with change management via a communication plan perrole within the business processes across all business units (GT, GN, and SU) duringinstructional delivery

The adult learning process is characterized by different needs (Prepare me, Tell me, Show me, Let me,

Help me), which can be addressed by a set of learning and support measures, as outlined below.Atoss fundamental approach to designing an end-user training program addresses both the educationand training needs of the various end user audiences. The educationcomponents focus on new ways ofthinkingthrough presentation and discussion of new concepts, terms, and business processes. Thetrainingcomponents focus on new ways of doingthrough hands-on practice in completing system tasks.The figure below represents the end user model used in a variety of implementations. It has effectivelyaddressed the key elements of end user performance by providing an integrated solution for performancesupport. Application of this standard model to the performance solution, regardless of delivery method,helps provide students with a familiar, comfortable learning environment and helps increase learnin g. Wecall the five phases of this support model Prepare Me, Tell Me, Show Me, Let Me, and Help Me.

Figure 1 - Adult Learning and Performance Support Model

Atos Approach to Training Development and Instructional Delivery

The Atos training approach is based on the following principles:

Design and deliver the material in a manner consistent with the adult learning process as

mentioned above

The Atos Six Imperatives, during training material development and instructional delivery, are amust throughout the training process regardless of the vehicle in which the learning is delivered.The Atos Six Imperatives are directly a large contributing vehicle for Organizational ChangeManagement and Communications within the organization. These imperatives link OCM andTraining together throughout the implementation and go -live phases.

o WhoWhat role performs which task

o WhatWhat function or task is the end user to execute


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o WhyThe end user must understand the reason they are performing the task and/orfunction

o HowThe manner in which the function is executed

o WhenTiming of execution of task and/or function

o WhereSystem transaction of execution and where to navigate to the required fields

Atos Development Methodology

Analysis Phase

The Analysis Phase will include knowledge transfer between the Functional Master Trainer Lead and theSMEs. The first step is to exchange the business requirements specific to Siemens Energy as theypertain to the seven courses Atos has proposed. It is suggested that the SMEs from each business unit(GT, GN, SU) be involved in this process. Based on the knowledge transfer, the Functional MasterTrainer Lead will make suggest ions as to how to improve the course offerings. Secondly, the cours ecurriculum with be reviewed in conjunction with the SMEs to ensure the content will cover the SiemensEnergy specific business requirements. Adjustments to the curriculum will be made in this phase. TheMaster Trainer Developer (secondary role) will update the curriculum so the course materials areconsistent downstream of what is agreed upon during this process. Sign off and approval for thecurriculum will be made by Siemens Energy during this phase.

Design Pha se

The Design Phase will include review of the templates created specifically for the MRP Training which areattached in this document under the heading Samples and Formatted Templates to IllustrateExpertise . These documents will be reviewed with the SMEs to ensure they meet the needs of SiemensEnergy. If the templates are not satisfactory, the Master Trainer Developer (secondary role) will reworkthe templates in addition to setting the standards for the naming conventions or nomenclature. In thisphase, it is of utmost importance that the document for CJ20NProject Builder be reviewed to ensurethe procedural step-by-step instructions for this transaction is satisfactory for the transactions to bedeveloped. The document CJ20N Project Builder illustrates the standards and level of detail to becreated for all transactions for the MRP Training. In addition, the communication plan must be organizedin terms of layout in conjunct ion with the SMEs. Sign off and approval for the design of the materials will

be made by Siemens Energy during this phase.

Development Phase

The Development Phase will consist of the Functional Master Trainer Lead developing the coursematerials in conjunction with the Master Trainer Developer (secondary role). Throughout the process ofdevelopment, the SMEs will review and approve the documentation. The documentation developmentand review of the documentation will occur in parallel to avoid SMEs having to review the documentationall at one time. Continual engagement between the Functional Master Trainer Lead, Master TrainerDeveloper and the SMEs will occur throughout the process to ensure the accuracy of the documentation.Atos objective here is to keep the SMEs engaged in the process at all t imes. Sign off and approval forthe training materials will be made by Siemens Energy during this phase.

Instructional Delivery PhaseThe Instructional Delivery Phase will be role-based training combining the Adult Learning Principles andSix Imperatives mentioned in this document under Atos Training Methodology. The Functional MasterTrainer Lead will execute and deliver all the training courses. To assist in the classroom, the MasterTrainer Developer (secondary role) will assist in documenting parking lot questions, assist the end usersduring hands-on. In addition, the Master Trainer Developer will prepare all course materials for theclassroom and manuals prior to the course to enable the Functional Master Trainer Lead to focus ondelivery preparation and data for exercises leading up to a given course. It is recommended that SMEsbe in the classroom at all times.


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Evaluation Phase

The Evaluation Phase is a three-fold process. First, an evaluation based on the instructors performancewhile delivering the courses will be measured along with his depth of knowledge. The method will bedone through an evaluation form submitted by each end user at the end of class. Any issues will bemitigated immediately through the SMEs attending the course based on their feedback. Secondly, theevaluation phase will consist of a Post Test for each end user. The results of the Post Test must be

quickly tabulated after the course to enable the instructors and the SMEs to mitigate any inadequateresults of the Post Test grading. These tabulations will be compiled into a report after each coursedelivered by the Master Trainer Developer (secondary role) and submitted to the Functional MasterTrainer Lead and SMEs within 24 hours of a given course deli very so mitigation can occur. The third andfinal step is for the SMEs to give an overall rating for the evaluation of the MRP training performance byAtos once the engagement has ended.

Finalization and Turnover Phase

The Finalization and Turnover Phase will consist of delivering the final learning and performance supportcontent to the client via Website or SharePoint. Although the training materials will be uploaded to a siteprior to the courses to enable the instructor to share the location of the materials during course delivery, across-check must be done in this phase to ensure all documentation has been uploaded. It will be theresponsibility of the Master Trainer Developer (secondary role) to organize the layout on a website and/or

Sharepoint in such a way the end users can easily recognize the documentation they need for retrieval.The Master Training Developer will ensure the layout and organization of the documents is user friendlyfor retrieval purposes and that the naming conventions can be easily recognized and understood. We willeliminate as many naming conventions containing acronyms as possible to enable the end users to findthe documents more easily.

Samples and Formatted Templates to Illustrate Expertise (please note all attachments have a lso

been submitted in a separate zip file, that accompanies this propo sal)

Document Name Purpose Attachment

Siemens Energy

16468_Appendix 2_MRP MasterData

The purpose of this document is to

illustrate all the master data involvedin the MRP process including screenshots. It defines the field functionsand all master data for all modulesnecessary.

Siemens Energy16468_Appendix 2_M

Siemens Energy16468_Appendix 3_MRPCommunication Plan

The purpose of this document is forAtos to create a communicationsplan in conjunction with the SMEs.This is an example/sample of aRASCI where communications mustbe made within the same businessunit and also across business units.Again, this is just an example and

will need to be completed inconjunction with a SME to determinethe approach along with the bestlayout and headings.

Siemens Energy16468_Appendix 3_M

Siemens Energy16468_Appendix 4_WordTemplate

The purpose of this document is toillustrate the Word template inconjunction with Snagit to completethe step-by-step business proceduresteps with screen shots and notes.

Siemens Energy16468_Appendix 4_


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Siemens Energy16468_Appendix 5_PowerPointTemplate

The purpose of this document is toillustrate the PowerPoint template tobe used for conceptual slides foreach course. This is a short excerptfor Course 101MRP Overview -Make

Siemens Energy16468_Appendix 5_P

Siemens Energy16468_Appendix 6_CJ20NProject Builder

The purpose of this document is toillustrate a completed step-by-stepprocedure of CJ20N ProjectBuilder. This is the standard Atoswould like to use for the trainingdocumentation for step-by-stepprocedural instructions for a giventransaction.

Siemens Energy16468_Appendix 6_C


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Detailed Description of Deliverables in Scope

The following table summarizes our proposed deliverables to support the MRP training strategy. Anyadditional deliverables are out of scope.

Deliverable Description

Concepts & business process overviews (whereapplicable)

Overview of business processes and goals andobjectives of the implementation and functionalareas including the following elements:

Introduction / learning objecti ves; Processprerequisites; Business process overview flow;Business process overview detail; Exerciseinformation; Summary

Usage: provided as part of participants guide

Format: PowerPoint presentations to explainconcepts, and Visio Flows (or other format asused by Siemens Energy) to provide a businessprocess overview

Instructor Manual Written guidelines to be used by training contractor,Siemens OneP power users and trainers to ensureconsistent presentation of classroom materi als

Usage: Used when delivering instructor ledtraining. Provides structure of course, topics tobe discussed, timing, exercises etc

Format: Word document, which can be madeavailable on-line for instructors.

Instructor demonstrations Instructor demonstrates transactions using real lifescenarios to show the users the system

requirements and how to navigate to the necessaryfields and/or tabs to complete the task.

Usage: Used when delivering instructor ledtraining.

Format: Live instructor training.

Work Instructions and system simulations Detailed procedures for performing each majorrequired SAP task

Usage: Part of the training documentation andavailable after training as part of supportingmaterials

Format: Word/Snagit output document orsimulation preferably made available throughon-line help, but also available in paper format

End-user manual Includes printout step-by-step transactional stepinstructions, conceptual & business processoverviews, data sheets for hands-on exercise andquick reference cards.

Usage: Provided to be used during class and


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as a walk away.

Format: Either spiral notebook or binder clip

Exercises

*It is Atos belief that for every transaction, a

minimum of 3-5 data sets are needed for eachtransaction to enable repetition so the enduser acquires and remembers the required

steps within a transaction. For repetition, islearning. During the hands-on process, theAtos Six Imperatives must be spoken to

repeatedly.

Classroom hands-on practice using theWORD/SNAGIT printouts in addition to an Excelspreadsheet with the required SAP field data for

each end user. Usage: Referring to real life scenarios out of

the life of an end-user. This allows userspractice in a safe environment, e.g. SAP trainingclient or simulated environment withWord/Snagit.

Format: Excel spreadsheet

QRCsQuick Reference Cards Detailed procedures for performing each majorrequired SAP task without screen shots.

Usage: Part of the training documentation andavailable after training as part of supporting

materials Format: Word/Snagit output document or

simulation preferably made available throughon-line help, but also available in paper format

Online Help

*Including hands -on presentation of how toretrieve the training materials online during

course delivery

Includes all training materials included in the end-user manual posted online and organized in such away for easy retrieval.

Usage: Part of the training documentation andavailable after training as part of supportingmaterials

Format: Website or Sharepoint

Communication Plan

The example/sample attachment can be foundunder the sectionSamples and FormattedTemplates to Illustrate Expertise

It is an example/sample of a RASCI wherecommunications must be made within the samebusiness unit and also across business units.Again, this is just an example and will need to becompleted in conjunction with a SME to determinethe best layout and headings.

Communication Plan from one role to the next ineach sequence of the process to improve onchange management. Also, this communicationplan includes crossing over from business unitsGT, GN and SU when/where necessary. This canbe used in conjunction with a RASCI chart.

Usage: Part of the training documentation toimprove on the benefits: manage planning,reduce excess inventory, on-time delivery to thecustomer, using system to manage supply chainand production, improve morale and reducefrustration.

Format: Excel


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Course Curriculum for MRP TrainingSiemens Energy

All materials for all seven courses will-be tailor made with Siemens screen shots and data. The deliveryapproach is A+ERP which is a blended approach of End User Training and Project Team Training andlends itself to role-based training. Siemens Energys integration and the impacts of master data will be anemphasis throughout each course.

COURSE 1

Course 101 - MRP OverviewMake4 hours

The objective of this course is to address the goals and targets of MRP, the effectiveness of MRP, areasof integration with ERP, and the master data involved with MRP. In addition, to increase the efforts ofchange management a communication plan with be introduced. This course is intended for Make.

Positioning ERP (Enterprise Re source Planning)

Goals & Targets of MRP

MRP is designed to effectively manage the use of:

o Material

o Operation

o Resources

The effectiveness of MRP is determined by:

o Defining the process to achieve the plan

o Incorporating the Plan into the SAP system

o Executing the plan in the planned sequence

o Responding to and communicating deviations in the plan so it isreflected in the system and communicated appropriately.

MRP only works effectively if:

o The initial plan is realistic at its conception

o The resources needed to complete the plan are available in atimely manner

o The plan is properly reflected in the MRP system

o That deviations and exceptions are managed within the systemin a timely manner.

o That any changes are communicated to all the involved partiesto act upon going forward.

MRP Definition:

Consumption Based Planning (Reorder point)

Demand Based MRP

Objectives of Communication in MRP

To maximize the benefits of running MRP by:

o Better manage the whole planning process,

o Provide better on-time delivery to the customer,


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o Using the system to better manage the supply chain andproduction,

o Reduce unnecessary costs.

o Reduce inventory,

o Reduce Lead-times

o Improve efficiency

o Improve morale and reduce frustration through better results.

Areas of Integration with ERP

Role of MRP on Inventory Planning

Reduce unnecessary stock holding while maintaining productivity andreducing manufacturing costs.

Role of MRP on Production

Produce the right items, at the right time, at the expected cost byeliminating waste and utilizing resources effectively.

Understand dates in:

Production order dates

o Header

o BOM Items

o Operations

Sales order dates

o How ATP is determined for a Sales Order

Requisition/Purchase order

o What drives the requirements dates for a material

o When orders should be released to vendors.

Project systems

o How Project dates are determined

What drives Consumption of Demand in:

Project systems

Sales orders

Productionreservations

Static Master Data in ERP

Importance of Master Data Accuracy in MRP Master Data Requirements during the material planning phase:

Object Statuses and use of ECM.

Material Master

o Material Types

o Views and Key Fields: with an emphasis on MRP related fields


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especially lot sizing and safety stock) MM01, MM02, MM03

Basic Data

Material Change History

Additional Data

MRP1 MRP2

MRP3

MRP4

WS View

Purchasing View

SD

FI/CO

Bill of Material (BOM) CS01, CS02, CS03,

o BOM Types

o BOM Item Categories

o Components of a Single Level BOMs

o Multi-Level BOM concepts

o Variant BOMs

o Impact of Low Level Codes in MRP generation

o Settings specific to MRP

Fixed Quantity

LT Offset

Operation LT offsets

Distribution Keys

Explosion Types

SP Keys

Operation Scrap

Component Scrap

Material Provision

Storage Location

Supply Area

Document Assignment

Routings CA01, CA02, CA03

o Operation Elements (Move, Queue, Setup, Processing,Teardown)

o External Operations

o Operation Sequencing options


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o Alternate Routings

o Control Keys

o Impact of routing on scheduling

Work Centers CR01, CR02, CR03, CA85,

o

Work Centre Categorieso Scheduling setting

o Capacity Categories CR11, CR12, CR13

o Costing

o Standard Value Keys and Formulas

Factory Calendars

Production Versions C223

MRP Setting & Parameters

Background v Foreground

Frequency of MRP

Planning Time Fences

MRP By Plant

Scope of Planning

When to run which and with what parameters MD01, MDBT, MD02,MD03, MD43, MD50, MD51

Post Test

COURSE 2

Course 102MRP Overview Buy4 hours

The objective of this course is to address the goals and targets of MRP, the effectiveness of MRP, areasof integration with ERP, and the master data involved with MRP with an emphasis on procurementincluding STOs. In addition, to increase the efforts of change management a communication plan with beintroduced. This course is intended for Buy.


Goals & Targets of MRP

MRP is designed to effectively manage the use of:

o Material

o Operation

o Resources

The effectiveness of MRP is determined by:

o Defining the process to achieve the plan

o Incorporating the Plan into the SAP system

o Executing the plan in the planned sequence

o Responding to and communicating deviations in the plan so it is


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reflected in the system and communicated appropriately.

This only works effectively if:

o The initial plan is realistic at its conception

o The resources needed to complete the plan are available in atimely manner

o The plan is properly reflected in the MRP system

o That deviations and exceptions are managed within the systemin a timely manner.

o That any changes are communicated to all the involved partiesto act upon going forward.

MRP Definition:

Consumption Based Planning (Reorder point)

Demand Based MRP




o Provide better on-time delivery to the customer,

o Using the system to better manage the supply chain andproduction,


o Reduce inventory,

o Reduce Lead-times


o Improve morale and reduce frustration through better results

Areas of Integration with ERP

Role of MRP on Inventory Planning

Reduce unnecessary stock holding while maintaining productivity andreducing manufacturing costs.

Role of MRP in Procurement

Procure the right items, at the right time, at the expected price by havingvisibility of demand and netting demand to obtain economies of scale.

Understand dates for:

Purchase Requisitionso What drives the requirements dates for a material

Purchase Orders

o When orders should be released to vendors.

Static Master Data in ERP

Importance of Master Data Accuracy in MRP


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Master Data Requirements during the material planning phase:

Object Statuses and use of ECM.

Material Master

o Material Types

o Views and Key Fields: with an emphasis on MRP related fieldsespecially lot sizing and safety stock) MM01, MM02, MM03

Basic Data

Material Change History

Additional Data

MRP1

MRP2

MRP3

MRP4

WS View Purchasing View

SD

FI/CO

Bill of Material (BOM) CS01, CS02, CS03,

o BOM Types

o BOM Item Categories

o Components of a Single Level BOMs

o Multi-Level BOM concepts

o Variant BOMs

o Impact of Low Level Codes in MRP generation

o Settings specific to MRP

Fixed Quantity

LT Offset

Operation LT offsets

Distribution Keys

Explosion Types

SP Keys

Operation Scrap

Component Scrap

Material Provision

Storage Location

Supply Area

Document Assignment


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Routings CA01, CA02, CA03

o Operation Sequencing options

o Alternate Routings

o External Operations and Purchase Info Records

Factory Calendars Production Versions C223

Purchasing Info Records ME11, ME2, ME13, ME14


Background v Foreground

Frequency of MRP

MRP By Plant

Scope of Planning

When to run which and with what parameters MD01, MDBT, MD02,

MD03, MD43, MD50, MD51

Post Test

COURSE 3

Course 103MRP Executive Summary Management4 hours

The objective of this course is to introduce the best industry practices for MRP and the best practices forthe MRP Controller function. The course will speak to PO generation automation as well as the impactsof scheduling, inventory planning and production. Safety stocks will be emphasized from the standpointof their usage and how they should be used.

What is MRP

Better Question what MRP isnt

Explanation of MRP

Where it sits in ERP

Best Practices for ERP

High Stock Accuracy

High Master Data Accuracy

Clear role Accountability

Treat it as an ongoing process

Best Industry Practices

Realistic Planning Horizon

Setting consistent KPIs

Instilling MRP as the core of the business

Promoting Communication

Discourage silo mentality


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Commit your best people to overseeing it




o Provide better on-time delivery to the customer,o Using the system to better manage the supply chain and

production,


o Reduce inventory,

o Reduce Lead-times


o Improve morale and reduce frustration through better results

Demo MRP end-to-end process

Instructor led and to speak to integration points, impacts of master dataon other modules/work st reams


Batch v Online

When should it be run

How should it be run

How parameters should be used.

PO Generation Automation

Pros and Cons of Auto Generation

Impacts of scheduling, inventory planning & production Lot sizing: Safety stock

ReportingHands on

COURSE 4

Course 201MRP Execution - Make6 hours

The purpose of this course is to begin by re-iterating the objectives of MRP from Course 101 MRPOverviewMake as can be seen below as the repetition is learning. The objective of this course will beon MRP Execution for Make.


Review Goals & Targets of MRP

Planned and Production Orders

Planned Orders

Creation of Planned Orders MD11, MD12, MD13

Master Data assignment

Scheduling Planned Orders


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Pros/Cons of firm planning an order.

Material Requirements Generation

Production Orders

Converting Planned Orders to Production Orders CO40, CO41

Creating Production Order Directly CO01, CO02, CO03 ATP Check at Order Creation

Scheduling Production Orders

Understanding dates in Production Orders

o Header

o BOM

o Operations

Releasing Production Orders

ATP Check at Order Release

Generating Pick Lists CO04N

Material Staging

Operation/Order Confirmation CO11N, CO19, CO15, CO13

Material Consumption using Backflushing CO11N, CO19, CO15, CO13

Goods Receipt of Finished Product MIGO

Quality Management Recording and UD QE51N, QA11

Additional Production Order Functions

Clearing Shortages in Production Orders CO24

Adding Notes to Production Orders CO02

Deleting Planned Orders MD12

Setting TECO on Production Orders CO02

MRP Evaluation

Stock Requirements List MD04 verses MRP ListMD05

Why two transactions which look the same?

Display Stock Requirements List MD04

Individual V Collective Access MD07

Generation Time significance

Stock Line

Requirement Types (Dependent and Independent)

o Special MTO demand lines

Supply Types (Orders, Requisitions, STO)

Material Detail icon


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Period Totals icon

Show Overview Tree/Order Report

Exception Message

o Why they are generated

o What are there meanings (Sort Codes)o How to respond

MRP Demonstration End-To-End



Show results in Stock Requirements List MD04

Demo MRP end-to-end process walk along with users doing hands on thekeyboard using Excel spreadsheet exercises with data with an emphasis on thefollowing:

Exception messages

o Investigation

o Rescheduling

o Tagging Notes to Process Orders

Master Data Management

o Managing MM Settings

o Planning Parameters Change and How to Change Demand

o Creation of Routings (impact on scheduling)

Create a Planned Order

Convert a Planned Order and Release for production.

Review ATP checks.

Post Goods Issues, Operation Confirmations and Final GR.

Display MD04Stock Requirements List to understand

Post Test

Manual Constraints

COURSE 5

Course 202MRP ExecutionBuy6 hours

The purpose of this course is to begin by re-iterating the objectives of MRP from Course 101 MRPOverviewBuy as can be seen below as the repetition is learning. The objective of this course will be onMRP Execution for Buy.


Review Goals & Targets of MRP

Dependent Requirements, Requisitions and Purchase Orders


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Dependent Requirements

What are Dependent Requirements

How are requirements consolidated

Requisitions

How are Requisitions generated Lead-times elements in procurement

Assigning Source of Supply

Stock Item Purchase Orders

Converting a Requisition to a Purchase Orders

Creating a Purchase Order directly

Service Item Purchase Orders

From Requisitions

From Production Orders or Projects

Stock Transfer Orders

One Step verses Two Step Stock Transfer Orders

Automating Purchase Order Creation

When should you do this?

MRP Evaluation

Stock Requirements List MD04 verses MRP ListMD05

Why two transactions which look the same?

Display Stock Requirements List MD04

Individual V Collective Access MD07 Generation Time significance

Stock Line

Requirement Types (Dependent and Independent)

o Special MTO demand lines

Supply Types (Orders, Requisitions, STO)

Material Detail icon

Period Totals icon

Show Overview Tree/Order Report

Exception Message

o Why they are generated

o What are there meanings (Sort Codes)

o How to respond

Scrap

Assembly Scrap


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Component Scrap

MRP Demonstration End-To-End



Show results in Stock Requirements List MD04

Demo MRP end-to-end process walk along with users doing hands on thekeyboard using Excel spreadsheet exercises with data with an emphasis on thefollowing:

Exception messages

o Investigation

o Rescheduling

o Tagging Notes to Process Orders

Master Data Management

o Managing MM Settings

o Planning Parameters Change and How to Change Demand

o Creation of Routings (impact on scheduling)

Run Single Item MRP

Convert a Planned Order to a Requisition MD14

Convert Requisition into a Purchase Order. ME59N

Approve Purchase Order. ME29N

Post Goods Receipt and UD. MIGO

Display MD04Stock Requirements List

Post Test

COURSE 6

Course 301S&OPResponsible for S&OP (Long Term Planning)- 4 hours

The purpose of this course is to instruct the objectives of S&OP, Demand Management, Make to Stockversus Make to Order and Long Term Procurement. This Planning course is related to those responsiblefor the Sales and Operations Planning (Long Term Planning).

Sales and Operations Planning

Objectives of S&OP

Define a Forecast against which Financial Budgets are set

Validate that resources are available to achieve the forecast

Justify Capital Expenditure

Enter into long term contracts with Vendors

Set periodic targets for future performance measurement

Generate tentative Requirements Plans

Demand Management


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Create Time Based Demands for Production/Procurement

Product Group Planning

Disaggregation based on Historic Data

Planning Strategies

Requirements Types

Planned Independent Requirements

Off-set the Demand against the current and future Stock targets

Rough Cut Requirements Planning

Make to Stock Verses Make to OrderLong Term Procurement

Post Test

COURSE 7

Course 401Inventory ControlResponsible for Stock- 2 hours

The purpose of this course to instruct managing inventory and safety stocks. Safety stocks will beemphasized from the standpoint of their usage and how they should be used. This course is useful foranyone who has responsibility for stock as it is key factor in the effectiveness of MRP as Stock is thestarting point of any MRP Generation. Also, it is useful for anyone to be able to understand if stockadjustments have been posted recently or of a Physical Inventory has been run.

Managing Inventory

What is Inventory?

Inventory Assumptions

If it is in SAP it is there and its status is as defined.

Inventory Types

Restricted

Unrestricted

Quality

Blocked

Inventory Accuracy

Is a key factor in Good MRP execution

Accuracy levels of 98%+ should be expected on Key High Value Items

Physical Inventory

These are Annual or Semiannual Accounting requirements, not inventorycontrols

Cycle Counting

ABC Classification

A class items should be counted at least monthly.

Inventory Write Off/On MB1C


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Write Off/On show a lack of control in the inventory processes.

Inventory Obsolescence

Unplanned Obsolescence causes high procurement costs and causesunnecessary disruption to planning

Identified Obsolescence can indicate bad master data or poor planning.

Safety Stocks

Purpose of Safety Stock

Setting Safety Stock Levels

Managing Safety Stock Levels

Post Test

Responsibilities Matrix

Task AtosSiemens

Energy

Services and obligation to co-operate

To develop training materials, including exercises which reflect theprocedures using Word and Snagit

X

To create communication plan X X

To review and approve the materials X

To produce a master set of materials (electronic) X

To carry out the end user training X

To produce reports on the status of the training carried out and to pass onuser queries and problems

X

To give support to end user training X X

Administer Post Test X

Go live support X

Requirements Matrix

Task AtosSiemens

Energy

Services and obligation to co-operate

Functional Master Trainer Lead to develop the training documentation and deliver thecontent to the end users with SMEs in the classroom at all times

X X

Master Trainer to assist in developing the training materials and assist in deliveringthe content.

X X


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E. Supplier Business Continuity, Disaster Recovery and Risk Mitigation Plans

3.E. Supplier Business Continuity, Disaster Recovery & Risk Mitigation Plan (if Supplier has providedthe plan during the RFI stage, you dont need to provide again)

Here we want Suppliers to articulate how they expect to insulate Siemens from their financial risksand any other relevant risks that could impact their application solution, etc. Supplier may insert a filewith the narrative/contents here or paste the text directly

Atos has strong adherence to Risk Management, Business Continuity and DR processes and procedures.Due to our global delivery model we have central repositories for documentation that are rigorouslymaintained. Atos has implemented a Contingency Planning and Disaster Recovery (DR) process torespond to a DR situation that will enable a rapid and effective transition of critical information processingto an alternate support center in the event of a major disruption of Atos services. This process respondsto a disaster condition so that:

The impact on processing services provided to clients is minimal;

Financial losses, operational impacts, and corrupted data are kept to a minimum;

Operational control and business continuity is maintained;

Support of critical services resumes as quickly as possible; and

The affected area is repaired or replaced without delay.

The Contingency Planning and Disaster Recovery p rocess provides recovery strategies for informationsystems including computer operations, systems operations, technical support, and telecommunications.

However, for clients, Disaster Recovery is an elective service and each client that chooses to participatehas a Disaster Recovery Plan tailored to its requirements. The Disaster Recovery Plan contains theactions to be taken, the resources to be used, and the procedures to be followed before, during, and aftera disaster event takes place. The Disaster Recovery Plan document is a detailed manual of

responsibilities, guidelines, recovery actions, specific recovery procedures, and critical informationneeded to carry out the recovery e ffort.

Disaster Recovery response actions cover the entire timeframe from the beginning of the disruptionthrough to the return of normal operations. This timeframe is divided into three stages:

Stage I - The period from the point of disruption through to the mobilization of the recovery teams.This stage includes the notification of the Recovery Organization, Client Recovery Coordinators,and other key personnel.

Stage II - The period during which processing operations are established at the RecoveryCenter(s) and/or facility (ies).

Stage III - The period during which the damaged Atos data center is rebuilt or restored and

processing is migrated back to the Atos data center.

Notification and Outage Levels are part of the Disaster Recovery Plans. An Outage Level communicatesthe severity of the processing disruption and forms a basis for the type of recovery actions required by theRecovery Organization and the Client Recovery Coordinator. Atos has established the following OutageLevels:

MINOR - Processing will resume in less than 8 hours.

INTERMEDIATE - Processing will resume within 24 hours.


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MAJOR - Processing is not expected to resume within 24 hours of the event.

The Disaster Recovery Plans are activated when the interruption to processing services is expected to begreater than 24 hours, or would cause the following for Atos clients:

Significant loss of assets or revenue flow; or.

Inability to meet critical commitments or protect the interests of stockholders and employees.

A Recovery Di rector (by name), Recovery Group Managers, and Recovery Team Leaders have beenidentified by title to direct disaster recovery activities. In addition, alternate personnel for each of theabove mentioned positions have been identified by title. The team descriptions and specific procedures tobe followed by each recovery team in the event of a disaster are also documented in the plans.

It is recommended that each contracted client's disaster recovery plan is tested at least once a yearunless the client requests alternate procedures. For each recovery test, a written Exercise Plan isdeveloped to document the scope and objectives of the exercise and define the tasks to be performed inconducting the exercise. In addition, the detailed recovery procedures performed and results of the testare documented in a Critique Report following the exercise. The tests of the disaster recovery plans

include restoration and loading of the operating systems and associated system software, restoration ofonline environments, restoration of backed up client data, and switching from the client's productionnetwork to their recovery network if authorized by the client.


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F. Reporting Capabilities

3.F. Reporting Capabilities (Supplier may insert a file with the narrative/ contents here or paste thetext directly)

Here we want Suppliers to list and provide examples of weekly, monthly, quarterly and other reports

and analysis they plan to use on the Siemens contract to report status, to highlight service levels andachievement, and other areas of importance.

CommunicationA communication plan is established at the init iation of a project to align on communication needs andpreferred methods at the outset (e.g. which information is needed by which stakeholders on whichfrequency, via what method: rpt, email, call, etc).

At a minimum, project communication incl udes:

Weekly Reviews/Reports

Weekly status reports and meetings will occur between the client SPOC, the project manager andarchitect. The project is driven and managed by the project manager and the SPOC. Atos provides weekly status reports (PMRs) to the client SPOC. PMRs include reporting on status, budget, schedule, variances, planned/actual accomplishments. Atos maintains a consolidated Issue/Risk Log for the effort covered in this SOW.

Tracking resolution of the issues and risks are handled as an integral part of the weekly PMRagenda.

Ad-hoc Service Reviews/ReportsAd-hoc service reviews are provided to the client when requested. These reviews can be used as a toolto give the client a real-time view into program performance. They may also be used to close out potentialissues that require updates before the monthly review. The following list includes examples o f ad-hocreports:

Financial UpdateUsed to update potential issues that may impact the budget Project UpdateUsed to update the status of a project

Ad hoc reviews may be requested at any time by contacting the Atos Project or Program Manager.

Change Control

To address the potential for changes to the solution, we would employ a change control process. Anychange to the solution architecture (whether cost impacting or not) will be mutually coordinated by boththe Siemens Need to see where to put this maybe above

Atos will provide the following change control services:

Create and process solution architecture change requests Analyze impact of proposed changes, including cost, effect on existing service delivery, effect on

current Siemens Energy environment and process Create Change Orders upon acceptance of Change Request Maintain file copies of all Change Requests and Change Orders

A change request form will be the tool for communicating change to the solution architecture. If a changeto the systems, service levels, operational processes, or manner of delivering the Services is requested or


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required, the Siemens Energy or Atos will prepare an agreed upon change request form that describesthe reason for the change, and the anticipated impact of the change. This could include such items asany anticipated performance or cost impacts. The requester must document in detail the change to bemade. When completed, the change request form must be forwarded to the Atos change contact forfurther action. Upon approval, any such change will be set forth in a change request form signed by bothparties.

A change request form is appropriate in the following examples:

Changes to environment, scope, management, and performance of projects (regular and special),milestones, tasks, systems, service levels

Adding resources, scope, projects, new services, tasks Management and control of hardware and software changes (in the server or data center

environment) Adjustments to baselines, assets, volumes, or other areas where change over time results in the

need to adjust pricing

Adding, deleting, and/or changing sites where services are provided or the nature of servicesprovided at a site


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G. Solution Design & Delivery Centers

3.G. Solution Concept & Delivery Centers (Supplier may insert a file wit the narrative here or pastethe text directly)

N.A. All work will be performed onsite.


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H. Capacity Planning Methodology

3.H. Capacity Planning Methodology (Supplier may insert a file with the narrative/ contents here orpaste the text directly)

Atos leverages one Atos Concept through Global delivery centers aligned to singleprocess/development methodology via the Global Delivery Platform (GDP). In addition to thisAtos fosters incubation of small technology/innovation Centers in each of the Delivery locationsthat are not only aligned to global standards/processes but also facilitate client proximity andlocal cultural influence on business

Staffing PlanningAtos staffing planning is executed through a combination of long -range planning and short-termadjustments based on changing client needs. Staffing planning and any needed adjustments for thisproject will be managed within the larger context of resource planning, described below:

The Atos Siemens team works with designated client points of contact to procure the most current andaccurate view of Siemens needs. These critical inputs are then utilized within Atos internal planning and

management practices to plan and align staffing needs. An overview of these processes is outlinedbelow:

Annual Planning/Budgeting: Based on a combination of inputs from Siemens, historical volumes andcurrent contracted or pipelined work, Atos creates annual budgets of required resources to supportSiemens. Based on these budgets, the resource management teams in our locations evaluate whetherincreased resourcing will be required for the year, and plan recruitment timings and volumes ifappropriate. These budgets and plans are validated and adjusted monthly, based on the updatesdescribed below.

Quarterly Planning: Based on the most current updates of the inputs described above, the AtosSiemens team makes resource commitments with our delivery o rganizations to provide the required


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resources to meet client commitments. These requests are formalized within our internal managementsystems and any adjustments to planned staffing (recruitment or re -assignment) are executed based onthese commitments.

Monthly Planning: Our program managers participate in a formal monthly forecasting exercise based onthe most current updates to Siemens contracted and pipeline business. This exercise creates a picture ofthe resourcing needs based on allocation for contracted work and weighted probabilities for pipelinedwork. Based on this analysis of contracted and likely to be contracted business, actual resourceassignments are made to individual project efforts.

Weekly Adjustments:All program and project managers, along with t he Atos Siemens team and deliverymanagement representatives participate in the following weekly meetings to align staffing across projects:

Weekly Forecast Review: Review status of contracted work in terms of timing and sizing, updatestart and end dates for projects, update project sizing, validate probability and timelines forpipelined work, ensure all projects (contracted and pipeline represented)

Weekly Resource Utiliza tion: Review status of contracted projects. Re-assign un-utilizedresources to active projects (e.g. resources may be unutilized due to delays in project start,receipt needed inputs, etc). Re-level resources to ensure delivery of critical projects. Identifypossible staffing risks for following weeks and development risk management s trategies toaddress.


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I. Alternative SOW, SLAs and Pricing

3.I. Alternative SOW, SLA & Pricing (Supplier May insert a file with the narrative/ contents here orpaste the text directly)

Suppliers are welcome to provide alternative SOW, SLAs, and Pricing not covered under thescenario above. Additionally, if Supplier does not agree or does not intend to comply withSiemens positions on any matter contained in this RFP, this must be noted within this section. Ifmodifying an existing document, proposed changes to language should be inserted using revision

marking so that the evaluation team can see and understand them.

As described in the pricing section, Atos proposed a T&M approach and has provided

proposed/estimated pricing for each option requested; specifically, training without exercised and training

with exercises.


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J. Suggested Changes to Siemens Contract Terms & Conditions

3.J. Suggested Changes to Siemens Contract Terms and Conditions (Supplier may insert a filewith the narrative/ contents here or paste the text directly)

Here we want Suppliers to articulate clearly any provision of the Siemens Contract Terms andConditions provided in Exhibit 2 which they do not agree with, or intend to change. Additionally,

Suppliers must state how and why they do not agree or comply next to the specific change madeand what value Siemens may derive from the change.

All terms and conditions set forth in the current MSA/CRA are in place for this opportunity.


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K. Customer References

3.K. Customer References (Supplier may insert a file with the narrative/ contents here or paste thetext directly)

Suppliers are asked to provide at least three (3) customer references, comparable in size and scopeto Siemens (if Supplier does not have comparable customers like Siemens, please provide Supplierstop 3 customers in terms of annual revenue) so that Siemens can commence performance andcapability reference checks. Please provide reference (name, address, telephone number, emailaddress) and a brief paragraph on Suppliers relationship with the customer. Note: Siemens may ormay not call all these references but we may consider this additional information as part of ourSupplier E valuation process.

Atos works closely and diligently to earn the right to use a client as a reference. Through our partnership

and record of exceptional performance results, our clients have been generous in their willingness to

speak with potential clients and independent analyst firms such as Gartner and Forrester. We also valueour clients executive support and participation at global Atos conferences. Because we place a high

value on individuals time, logistics become the responsibility of the client partners who own the

relationships. If or when Siemens Corporation wishes to contact some of these clients, we can work

together to determine availability and ability to participate.

For your information, Siemens Energy, Siem

consulting response for training request

Documents