Bangkok Cable Company Limited BPR & ERP Solution Tendering Project Kick-off 26 August 2020 © 2020 PricewaterhouseCoopers Consulting (Thailand) Ltd. All rights reserved. In this document, \"PricewaterhouseCoopers\" and/or “PwC” refers to PricewaterhouseCoopers Consulting Ltd., which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. This document is subject to PwC risk management processes
Content 1 Executive Summary 2 Approach, methodology & project plan 3 Team structure 4 Project communication and management 5 Next steps DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 2
Executive summary
Project objectives Your expectations Our solution • Enhance efficiency of operation PwC Standard Software Selection (Triple S) Methodology in • Improve process efficiency and encourage digital transformation by summary conducting Business Process Re-engineering that streamlining for ERP • Phase one provides the foundation of business process re- implementation engineering and gather business requirements which aligned to the features and functionalities available in SAP S/4 HANA • Utilise software features and selecting right vendor • Align business requirements and incorporate into to-be business process to • Phase two is built upon this foundation and will seek the fit-for- purpose solutions and system implementer that best-fit the optimise ERP capabilities and identify the suitable vendor who fit with the requirements of BCC. pre-defined aspects • Phase three will support for the smooth implementation and • Analytics and insights assure all requirements identified in previous phase are followed • Aspire to have improved performance through the access IoT and Big Data, and ensure a high adoption rate of the implemented system to achieve business objectives (Optional) and most importantly, gain relevant insights into any data, in real-time which accommodate the company to make decisions faster DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 4
We will leverage our best practices and framework to enhance efficiency and ensure completeness with world-class standards Our proposed scope ERP Solution Tendering Project Management Office, Quality Assurance and Change Management ERP Strategy and Business Process Re-engineering PwC Supply Chain Operating PwC Finance Vendor Feedback Template Bidder Assessment Report Template Reference (SCOR) Framework Effectiveness Model PMO Framework Change Impact and Readiness Assessment Framework Evaluation & Selection Template Lean Six Sigma PwC Procurement Methodology Excellence Framework PwC’s People PwC Enterprise Application Review Centered Change Framework Framework PwC Fit-for-Purpose DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 5
Approach, methodology & project plan
High level approach and scope of work PwC Triple S Methodology in three phases We will deliver our services in 3 phases. These phases are based on BCC’s requirements and encompass a holistic approach to your ERP selection and implementation journey. Our approach consists of building blocks that builds upon the activities and deliverables from previous stages. Overall duration 4 months Our proposed scope Fit-Gap analysis & Redesign process Solution & Vendor Selection Implementation ERP strategy, ERP Solution Tendering Project Management Office, Quality Assurance and Business Process Re-engineering Change Management DeliverablesPhase One Phase Two Phase Three • Accessing the current system environment in BCC • Supporting tendering process. • Set up project management office to drive and monitor Deliverables• Developing an ERP implementation strategy of the• Formulating a structured and objective system implementation to-be system, capable of serving the business and approach in the selection of an ERP software • Providing project quality assurance to ensure system operational needs of BCC. and implementer to best-fit with BCC’s • Developing an enterprise-wide ERP requirement requirement. meet all requirements specifications definition.* • Provide change management advisory to engage all *Vendor evaluation and selection is not in scope • Gap Analysis and recommendation related stakeholders and increase user awareness as • To-be Process • RFP (Technical and functional requirements) well as adoption rate • Business Requirements • Key scenarios for vendor demonstration / Proof of Concept (PoC) • Project charter and governance *Phase one and two could streamline • Project risk & issue log • Scoring criteria and template • Project status report PwC I BCC BPR & ERP Kick-off • Testing, training and conversion & cutover strategy • Change Management strategy and plan • Stakeholder analysis & Communication plan • Change impact & readiness assessment • Integrated training plan DC2 - Confidential information for the sole benefit and use of PwC’s client. 7
Phase 1 - Key activities and sample deliverables Phase 1: ERP strategy and Business Process Re-engineering (3 Months) Descriptions Develop ERP Strategy and conduct business process Gap analysis report To-be processes re-engineering including perform assessment and develop To-be processes Record-To-Report: General Ledger Asset Master Data Management (Create Asset Master) • Gather information from BCC to analyse of BCC goals, objectives and business processes BU Related Start PWF Budget Department Initiate purchase Adjustment • Conduct maturity assessment workshop with process owner to identify current and preferred maturity level to effectively requisition No support BCC’s direction of Business Process Re-engineering Su p po rt ing • Conduct as-is process workshop with process owner to walk information through current practice to collect additional findings, pain points and business requirements Procurement Budgeting Required Sufficient Yes authorized budget? • Develop gap analysis and initial recommendations to close person s app ro val Record-To-Report: General Ledger PWF Asset Master Data Management (Write-off Asset Master) Asset Management BU Related AMS Issue•PO Write off approval RefeErntdo DOA will check the Department available Initiate request • If asset can be resell, it will be agreed stock before approving the Start Asset by fixed asset committee and asset PR retiremenItnfoterrmface with SAP PWF management team will sell the asset Workflow to Check completeness to generate asset Asset IT/ number and PWF and submit to AR to record other Management Workplace/ and update asset barcode HR will have master data Supporting income AMS to confirm information specification Good Receipt (GR) Update owner/ (if required) location serial no. Asset Management warranty SPBS Fixed PWF AMS Renovation? No Request for asset Approve to N0 End Asset Accouting Verify class of asset Check condition write off write off? Depreciation Asset Su pportin g Yes posting retirement form doc ume nt according to DOA SPBS AP • When IR interface to AMS Yes • Information is scanned and AP Record SPBS Fixed Asset saved in shared drive Accounting Key Activities SAP SAP Check asset value Write off and reconcile asset those gaps • Prioritise recommendation to identify quick-win activities Business requirements • Design to-be process with reference to our best-practice to Procure to Pay process align with ERP strategy and close gaps/pain points Requirement ID Company X Business Scenario Process Requirements Title Requirements Description Requireme Workaround Stakehol • Conduct to-be process workshop with process owner to nts Type discription der Division (Business Area/Process (Source) validate practicality and identify constraints and revise (if any) Group) • Develop business requirements list to include in RFP Procure to Pay process • Gap Analysis and recommendation • To-be Process P2P - 1.1 - 00001 RequiremeMntaIiDntain VeCnodmorpDaentyailXs BusPin2ePss ScenMarigiorate SuppliePrroRceecsosrds RBeaqsuiicreCmleeannstseToiftlVeendor MRaesqtueirrdeamtaenbetsfoDreesGcor-iLpitvieo,nwith a Functional ReqSuSirCeme Workaround Stakehol • Business Requirements P2P - 1.1 - 00002 Division more in-depth review after Go-Live Functional nts Type discription der (Business Area/Process (Source) PwC I BCC BPR & ERP Kick-off Maintain Vendor Details GroPu2pP) Automatically create / Adjust / Create Vendor based on the Payment Request Form SSC SSC amend Vendor Account (PRF) feed from: SSC - BSM (UK) SSC SSC P2P - 1.1 - 00001 Maintain Vendor Details P2P M-igerDaAteYSSu(pUpSlie–r Remecpolordysee BhaoslidicayCsletarancske)of Vendor Master data before Go-Live, with a Functional P2P - 1.1 - 00003 Maintain Vendor Details P2P Document Qualification In addition to creating the mveonrdeoirn, -ndeeepdtharetevixetwfiealfdtetroGdoo-cLuivmeent Functional SSC SSC P2P - 1.1 - 00004 Maintain VendoNr oDteetsails Aquutoamlifiactaictiaolnlyncorteeaste / P2P - 1.1 - 00002 P2P Adjust / Create Vendor based on the Payment Request Form Functional UK P2P - 1.1 - 00005 Maintain Vendor Details P2P Employee Number same amEmenpdloVyeeendvoernAdocrccoruenatted (bPyRtFhe) fienetedrffarocme :(from BSM to SAP) to Functional SSC in SAP HR and BSM have the same number in B- BSSMMan(UdKS)AP (currently held in SAP SSC P2P - 1.1 - 0M0a0i0n3tain Vendor Details FuncStSioCnal SSC HR on a sepparate instanc-ee)D. AYS (US – employee holidays track) SSC MainPt2aPin VendoKr eDeeptacilusrrent SPA2PPHR andDTohceumSeAnPt QHRuadliafictaabtiaosne is nInotadfodristieoenntotoccreoantsinoglidtahyetevewnidthort,hneeed aFutenxcttifoienladl to document interface it to XX SAP NnoetewsXX SAP instance, so qaunailnifticearftaiocne nnoeteedss to be built. SSC SSC P2P - 1.1 - 00006 P2P - 1.1 - 00004 Maintain Vendor Details P2P Employee Number same Employee vendor created by the interface (from BSM to SAP) to Functional SSC P2P - 2.2 - 00001 Maintain Vendor Details P2P Update BSM employee inInSXAXPSHARP,anthdeBleSgMal entitiehsavaerethleikeslaymtoe rneucmeibveerninewBSM and SAPFu(cnucrtrieonntalyl held in SAP UK SSC SSC P2P - 1.1 - 00005 file with new Company codification. Barclay's teamHRneoendatoseepxpteanradtethienisrtmanacpep)i.ng with UK SSC Maintain VendoCr oDdeetasils P2P KteheepnceuwrreCnotmSpAaPnyHCRoadneds aTnhde bSeAaPbHleRtodatatakbeaisneains enxottrafotrasbeleen to consolidayte with the Functional inftoerrftahceesiwt ittochXoXveSrAdPate. new XX SAP instance, so an interface needs to be built. UK Purchase Requisitions P2P Approve PR via mobile Approve Purchase Requisition via iPhones / iPads Functional SSC Deliverables P2P - 1.1 - 00006 Maintain VendodreDveicteasils P2P Update BSM employee In XX SAP, the legal entities are likely to receive new Functional P2P - 2.3 - 00001 Purchase Orders P2P Purchase Order date filPeuwrcithhanseewOCrdoemr pdaantey canncootdbifeicraettiroona.cBtiaverclay's team need to exteFnudncthtieoinraml apping with SSC P2P - 4.1 - 00001 cannot be retroactive Codes the new Company Codes and be able to take in an extra table Capture Invoices P2P Incoming Invoices Receive Invoice from: for the switchover date. Functional SSC P2P - 2.2 - 00001 Purchase Requisitions P2P A-pRprooyvaeltPyRSvyisatemmobile Approve Purchase Requisition via iPhones / iPads Functional de- vMicyesstery Shopping Supplier (US only) P2P - 4.1 - 00002 P2P - 2.3 - 0C0a0p0t1ure Invoices PurcPh2aPse OrderWs ithholding TaPx2P PWurcithhahsoeldiOngrdTear xdatotebe corrPeucrtclyhaidseentOifiredderadnadtecaclacnunlaottedbeonretthroeactFivuenctional FuncStSioCnal CapPtu2rPe InvoicesInvoice digitisaPtio2nP caInnvnooictebe retroactive P2P - 4.1 - 00003 P2P - 4.1 - 0C0a0p0t1ure Invoices InIcnovomicinegs Icnovonivceertsed during sRceacnenivinegIntovobiceesfarovmed: in TIFF format Functional FuncStSioCnal P2P - 4.1 - 00004 P2P Self-billing process then imported in SAP - Royalty System SSC Capture Invoices Invoices converted during s-cMaynsntinegrytoShboepspainvgedSiunpTpIlFieFr (foUrSmaotnly) Functional P2P - 4.1 - 00002 Capture Invoices P2P WthitehnhoimldpinogrtTeadxin SAP. Withholding Tax to be correctly identified and calculated on the Functional P2P - 4.1 - 00005 Capture Invoices P2P Tax computation Verify tax computation to bInevouisceed for P2P (business case Functional SSC P2P - 4.1 - 00006 P2P - 4.1 - 00003 Capture Invoices P2P Inrveoqicueireddig) itisation Invoices converted during scanning to be saved in TIFF format Functional Capture Invoices P2P Import Invoice Lines Items Imported Invoice Lines ItemthsenforimEpleocrtterodniinc SinAvoPices are to be Functional SSC P2P - 4.1 - 00004 Capture Invoices P2P Sienldf-ebxilelindgsparmoceeasss scannedIndvoocicuemsecnotsn.verted during scanning to be saved in TIFF format Functional P2P - 4.1 - 00007 Capture Invoices P2P EDI Invoices (UK) UK have an EDI solution wthheicnhimthpeoyrtaerde ikneSenAPto. continue in new Functional UK P2P - 4.1 - 00008 P2P - 4.1 - 00005 Capture Invoices P2P Tax computation Vesriofyluttaioxncomputation to be used for P2P (business case Functional Capture Invoices P2P Check Royalty and Royalty and mystery shoprpeeqrutirreadn)sactions to be recorded with Functional SSC P2P - 4.1 - 00006 Capture Invoicesmystery shoppPe2r P ImthpeorctoInrrveocict ecoLdininegs aItnedmtso bIme paoprpterodveIndvobiycethLeinbeussIitneemsss pforrioEr lteoctronic invoices are to be Functional DC2 - Confidential information for the sole benefit and use of PwC’s client.P2P -4.1-00009 transactions. sending upload to AP. indexed same as scanned documents. P2P - 4.1 - 0C0a0p0t7ure Invoices CapPtu2rPe InvoicesUpload seff-billPed2Pinvoices EUDKI Inhvaosicaens u(UplKoa) d file for inUvoKicheasvewahnichEDarIesosleultfiobnillewdhich they areFkuenecntiotonaclontinue in new FuncUtKional P2P - 4.1 - 00010 P2P - 4.1 - 0C0a0p0t8ure Invoices solution 8 CapPtu2rPe InvoicesReminders to aPp2pProvers CThoecrekmRionydaaltpyparonvders that aRnoiynavoltiyceanredqmuiyresstearyppsrhoovipnpger transactioFnusntcotiboenarel corded with FuncAtLioLnal mystery shopper the correct coding and to be approved by the business prior to transactions. sending upload to AP. P2P - 4.1 - 00009 Capture Invoices P2P Upload seff-billed invoices UK has an upload file for invoices which are self billed Functional P2P - 4.1 - 00010 Capture Invoices P2P Reminders to approvers To remind approvers that an invoice requires approving Functional ALL
Phase 2 - Key activities and sample deliverables Phase 2: ERP Solution Tendering (1 Month) Descriptions Support ERP Solution Tendering including RFP and key RFP (Technical and functional requirements) Scoring criteria and template scenarios for vendor demonstration / Proof of Concept • Key scenarios for vendor demonstration / Proof (PoC) developments 9 of Concept (PoC) Key Activities • Study BCC’s current practice and policies to define processes and procedures required to execute the tendering process • Develop RFP specifications including general information, related requirements and the bidder’s compliance matrix • Determine the weightings by considering various factors for vendor scoring • Specify key scenarios for vendor demonstration/ Proof of concept (POC) to help evaluate vendor on the effectiveness of the proposed solution • Develop scoring template and evaluation criteria for vendor’s evaluation and selection process • Support BCC in bid clarification meeting (1 time) • RFP (Technical and functional requirements)Deliverables • Key scenarios for vendor demonstration / Proof of Concept (PoC) DC2 - Confidential information for the sole benefit and use of PwC’s client. • Scoring criteria and template PwC I BCC BPR & ERP Kick-off
Timeline & Triple S Methodology Bi-weekly meeting Steering meeting Deliverable Delay Waiting to proceed On progress Potential to delay Activity August September October November December Project management [ Develop ][ Review ] Project Kick-off Phase 1: ERP strategy and Business Process Re-engineering Assessment & ERP Strategy - To analyse of BCC goals, objectives and business processes - Identify key strengths, weaknesses, deficiencies and gaps in the existing system supporting the business - To conduct maturity assessment workshop and recommendation report - To identify the need for integration between existing and future system - To develop and recommend preliminary estimated costs for the implementation - To perform prioritisation and identify quick-win activities and initial solutions - Prepare and facilitate the ERP goal workshop and identify ERP recommendation Business Process Re-engineering - To conduct comprehensive functional and technical* requirements study for the preparation of the RFP - To conduct business needs analysis for an integrated ERP solution that will enable BCC to consolidate and integrate its business processes - To develop level 3 process maps based on the requirement captured - To develop the requirement documents Phase 2: ERP Solution Tendering Tender Evaluation Strategy & Prepare Tender Document - To define processes and procedures to execute the tendering process - To develop RFP specifications and the bidder’s compliance matrix - To determine the weightings - To pre-select vendors to participate for the tender Pre-Selection - To specify scenarios for vendor demonstration/ Proof of concept (POC) - To prepare scoring template and evaluation criteria for vendor’s evaluation - To support vendor bid conference (1 Session) * BCC will provide technical requirement for PwC to consolidate DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 10
Scope of this engagement Our coverage of the business process re-engineering will be aligned to the features and functionalities available in SAP S/4HANA and based on proven practices. We will also provide effective and streamlined business processes that are not covered by SAP S/4HANA based on our leading practices. Key core business processes (L1) Key core business processes (L2) Procure-to-Pay Requisition Tactical Purchase Receiving Invoice Payment Supplier Sourcing Order Processing Performance Management Evaluation Forecast-to-Deliver Planning Production Inventory Engineering & Management Management Maintenance Order-to-Cash Customer Request Quotation Order Inventory Order Invoicing Collection Processing Record-to-Report Master Data Transaction Cost Account Management Record Management Recording and Closing Human Resource Process Human Resource Human Management Resource Administration Current SAP modules Sales & Material Production Quality Plant Financial Controlling Fixed Asset Human Distribution management planning Accounting Mgmt. Resources management maintenance DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 11
Maturity assessment approach Conduct maturity assessment Identify gap closure opportunities Develop gap analysis report • Conduct capability maturity • Perform gap analysis between current • Consolidate key findings lists / maturity assessment workshop to identify and targeted maturity level level / gaps analysis current maturity level of BCC from the workshop together with each • Identify gap-closure opportunities / area • Develop gap analysis report department for improvement • Identify targeted maturity level to Related Parties Related Parties support management direction with PwC PwC each department Sample deliverables Gap analysis report Related Parties Maturity level PwC and related teams from BCC Maturity framework DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 12
Example of business process levels 3 Level # Process Level Example Level # Process Level Perform Services Billing/Invoicing 0 Category Finance Transactional Processes 3 Activity 1 Process Group Management AccouBnutsdgReetcinegivable Forecasting Illustrative Reporting 2 Process Perform Inter- Perform Services Manage Customer Master company Billing/Invoicing Manage Customer Maintain Credit Perform Dunning Limit Receipting (Bank Transfer) Perform Manage Customer Perform AR Receipting Queries Closing (Cash/Cheque) DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 13
Key activities of this project Phase 1 : ERP strategy, Business Process Re-engineering Phase 2: ERP Solution Tendering 31 Aug – 25 Sep 21 - 25 Sep 16 Oct – 30 Nov 1 – 4 Dec 14 - 18 Dec 21 – 24 Dec Activities Maturity As-Is Process Present Maturity ERP strategy To-be Process Present Vendor bid Project closing Assessment Workshop Assessment workshop workshop To-be Process conference meeting Workshop Results (2 hour, 1 time) (2 hour, 1 time) (2 hour, 5 times) (3 hour, 12 times) (1 hour, 1 time) (2 hour, TBC) (1 hour, 1 time) (1 - 2 hour, 1 time) Related Parties Related Parties Related Parties Related Parties Related Parties Related Parties Related Parties Related Parties Steering Steering Steering Steering Steering Steering Steering Steering Committee Committee Committee Committee Committee Committee Committee Committee Project manager Project manager Project manager Project manager Project manager Project manager Project manager Project manager Project team Project team Project team Project team Project team Project team Project team Project team Process owner Process owner Process owner Process owner Process owner Process owner Process owner Process owner DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 14
Maturity assessment workshop No. Department Time Date Participants Process owners 1 Finance 13:00-16:00 20 Aug 2 Plant Maintenance 10:00-12:00 27 Aug 3 Production Planning 13:00-15:00 27 Aug 4 Purchase 10:00-12:00 28 Aug 5 Logistics 13:00-15:00 2 Sep DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 15
As-is process workshop (3 hours per session) Process No Department Proposed date Participants Human Resources Process 21 Aug Process owners Procure-to-Pay 1 31 Aug – 11 Sep (TBC) Human Resources Forecast-to-Delivery 14 - 25 Sep (TBC) 2 Order-to-Cash 3 Purchase Record-to-Report 4 Logistics 5 Finance 6 Production Planning 7 Logistics 8 Plant & maintenance 9 Sales 10 Logistics 11 Finance 12 Finance DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 16
Team structure
Team structure 1. Kantika P. Project Steering Committee Project Leader Subject Matter Expert 2. Termsak H. Marc Philipp 3. Tispol N. 6. Chalermchad K. Dr. Pirata Phakdeesattayaphong Operation Expert 4. Titinan N. 7. Sira B. Engagement Partner 5. Anuruk R. 8. Pongsapak N. Brandon Srivichit 9. Pithaya K. Project Manager F&A Expert Project Manager Arpasri Suwannapiem Project Manager 1. Anuruk R. 2. Prapassorn S. (Project coordinator) 3. Krissada M. (Project coordinator) Project Team Project Team 1. Sira B. 5. Wanchai C. 9. Wongsakorn S. 2. Pithaya K. 6. Eakchai L. 10. Chainan S. 3. Tanakrit W. 7. Sirirat T. 11. Jarin S. 4. Chongmas M. 8. Witchupan K. Process Owner Production Planning Finance Sale HR Thanate Ittisurasing Viroj Leelathanakul 1. Chongmas M. 1. Kitsana T. 1. Wongsakorn S. 1. Direk M. Project Team SAP Team Lead 2. Prasert K. 2. Pailin C. 2. Rungrot C. 2. Jiraphong J. 3. Montree M. 3. Onkamol M. 3. Ananya N. 3. Panida K. Papim Dejakaisaya 4. Siriphen N. 4. Nongnuch T. 4. Tida B. 4. Angkhana M. Project Team 5. Jarun S. 5. Kwanta I. 5. Piyanart M. 5. Yingkhwan T. 6. Jumnong M. 6. Worawut M. 6. Anong B. 6. Wararin P. 7. Kittikorn K. 7. Aporn N. 8. Kajohngiat H. 9. Thawatchai B. Logistics Purchase Plant Maintenance Orn-napat boonanantaphat 1. Khongpon A. 1. Nunta B. 1. Wanchai C. Project Team 2. Saran S. 2. Burin S. 2. Eakchai L. 3. Jirasak S. 3. Mayuree C. 4. Boonchuay R. 4. Nuananong L. *IT Team to support process owners in providing system-related details DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 18
Roles and responsibilities BCC Team Roles & Responsibilities PwC Team Roles & Responsibilities BCC Project • Determine project's overall scope and set directions of the project PwC • Overall responsibility for service and delivery Steering / Project • Sponsor project, support team activities, and finalise/ approve major Project Steering • Liaison between Project Steering / Project Sponsor Sponsor • Provide direction and guide project team project outcomes • Resolve escalated issues and decide on scope changes BCC Project • Resolve escalated issues and decide on scope changes Manager • Day-to-day project management • Provide focal point for consultant interaction with stakeholders (objectives, PwC • Monitor and report overall status of deliverables and project timeline Project Manager • Ensure the project meets the stated objectives and is implemented in deliverables, communications, activities) • Monitor status of deliverables and project timeline accordance to the agreed work schedule • Manage project issues and risks and escalate to Project Steering / Project • Manage project issues and risks and escalate to Project Steering / Project Sponsor for issue resolution Sponsor for issue resolution • Report to Project Steering / Project Sponsor on the status of the • Manage and communicate to key project stakeholders • Monitor working team and provide guidance and support deliverables • Ensure the project meets the stated objectives and is implemented in accordance to the agreed work schedule • Guide, review and approve project deliverables, status reports, project plan • Facilitate and arrange the workshop / meeting as requested • Provide support in data gathering, issues and decision required in timely manner BCC Project Team • Attend the workshops, meetings and other project activities with PwC PwC Project Team • Work with BCC Project Team to gather inputs required to develop project and Process Owner deliverables Project Team(s) PwC Subject Matter • Provide inputs, information and comments to support PwC Project Expert • Develop deliverables and ensure the completeness of the deliverables • Ensure project understanding and status to BCC Project Team Team(s) to develop project deliverables • Schedule all project activities and ensure the timeliness by the detailed • Work with the PwC Project Team(s) to complete the project assignments • Review and provide feedback on all project deliverables delivered by PwC project timeline Project Team(s) • Provide project advisory and support to the project related to their subject matter expertise DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 19
Roles and responsibilities of Process owner Attend the maturity workshops, Provide inputs, information and Work with the PwC Project Review and provide feedback on As-is workshops, To-be process comments of their expertise for Team(s) to complete the project gap analysis report (maturity workshops and other project developing project deliverables. assignments assessment) and to-be processes activities (e.g. their as-is process, way of working, and details of operation) DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 20
Project communication and management
Project communication Communication channel E-mail Face to face meeting or conference call Meeting types (Need to record the minute of meeting) Project Steering Meeting Communication Objective Method When/ Frequency Audience/ Recipient Project bi-weekly meeting Project steering To present executive Presentation Monthly • Project team meeting summary of project’s (30 mins) • Project steering Interview, workshop and confirmation session deliverable, provide guidance committee • Project advisor and solve escalated issues Project bi-weekly To report and discuss on the Meeting Tuesday • Project manager meeting status of project, completed (1 hour) 9:00-10:00 am/ • Project team member tasks, planned tasks, risks & issues to BCC bi-weekly Interview, workshop To clarify As-is/ To-be • Meeting Ad-hoc • Executives and confirmation process and other related • Email • Process owners session project information • Operations staff DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 22
Strong commitments, timely response and effective communications are critical for the success of this project Critical success factors Strong sponsorship from BCC executive to provide strategic direction High commitment and cooperative from all related stakeholders Effective and aligned communications approach by BCC to all stakeholders Arrange meetings and workshops within schedule Responsiveness of providing accurate data/information requested Proactively identify, escalate and resolve project risk/issues DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 23
Next steps
Next steps No. Activity Proposed date Time Related Parties 1 Prepare document according to information request list 5 - 28 Aug - BCC 2 Schedule As-Is Maturity Assessment and Process Workshop 18 – 28 Aug - BCC (Project coordinator), PwC 3 Maturity assessment workshop 31 Aug - 18 Sep 2 hours BCC (Process owner), PwC 4 As-Is process workshop 31 Aug - 25 Sep 3 hours BCC (Process owner), PwC DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 25
Project and team calendar (Aug - Mid Sep) Text in grey = To be confirmed Monday Tuesday Wednesday Thursday Friday Process Owners Upcoming meetings Finance 17 Aug 18 Aug 19 Aug 20 Aug 21 Aug Purchase 31 Aug – 25 Sep (TBC) • [Finance] Maturity • [HR] As-is process • 28 Aug assessment and as-is taxonomy confirmation • 31 Aug – 11 Sep (TBC) process taxonomy confirmation session Logistics • 2 Sep • 31 Aug – 25 Sep (TBC) 24 Aug 25 Aug 26 Aug 27 Aug 28 Aug • Project kick off • [Production Planning & • [Purchase] Maturity Production • 27 Aug Planning • 31 Aug – 11 Sep (TBC) Plant Maintenance] assessment and as-is Maturity assessment and process taxonomy as-is process taxonomy confirmation session Plant & • 27 Aug Maintenance • 31 Aug – 11 Sep (TBC) confirmation session HR • 31 Aug – 11 Sep (TBC) 31 Aug 1 Sep 2 Sep 3 Sep 4 Sep • As-is process workshop • As-is process workshop • As-is process workshop • As-is process workshop• [Logistics] Maturity 7 Sep • As-is process workshop assessment and as-is process taxonomy confirmation session 8 Sep 9 Sep 10 Sep 11 Sep • As-is process workshop • As-is process workshop • As-is process workshop • As-is process workshop 14 Sep 15 Sep 16 Sep 17 Sep 18 Sep • As-is process workshop • As-is process workshop • As-is process workshop • As-is process workshop • As-is process workshop DC2 - Confidential information for the sole benefit and use of PwC’s client. August 2020 PwC I BCC BPR & ERP Kick-off
Prepare yourself for Maturity assessment and As-is process workshop Maturity assessment (3 hours) As-is process workshop (3 hours) What the participant needs to prepare Objective Objective ✓ To understand and identify the current ✓ To understand the current process and • Understand of the current work that is happening in your maturity level of Bangkok Cable in each requirements of Bangkok Cable in each respective process process in order to perform a maturity process in order to develop To-be process analysis • Understand the extend of each Main activities activity and how its done Main activities 1. PwC to facilitate the workshop to collect As- • Know the current pain points or 1. PwC to share basic, developed, advanced is process challenges within your process and leading practices of various dimensions 2. BCC Process owner to help explain the within respective processes current process activities that they are 2. BCC Process owner to help identify the currently performing current maturity level within their respective 3. Discuss any constraints or challenges processes associated within each process/activity. 3. Discuss any constraints or challenges Expected outcome associated with each maturity dimension ✓ To capture as-is process and requirements Expected outcome ✓ To capture current maturity level of each process DC2 - Confidential information for the sole benefit and use of PwC’s client. PwC I BCC BPR & ERP Kick-off 27
Thank you Dr. Pirata Phakdeesattayaphong Arpasri Suwannapiem Partner Senior Manager Office: 66 (0) 2844 1000 Tel: +66 (0) 89 440 8265 [email protected] [email protected] pwc.com © 2020 PwC. All rights reserved. Not for further distribution without the permission of PwC. “PwC” refers to the network of member firms of PricewaterhouseCoopers International Limited (PwCIL), or, as the context requires, individual member firms of the PwC network. Each member firm is a separate legal entity and does not act as agent of PwCIL or any other member firm. PwCIL does not provide any services to clients. PwCIL is not responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professional judgment or bind them in any way. No member firm is responsible or liable for the acts or omissions of any other member firm nor can it control the exercise of another member firm’s professional judgment or bind another member firm or PwCIL in any way.
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