1TableofContents❑ExecutiveSummary❑Objectives,ScopeandApproach❑FindingsandRecommendations:ImprovementPortfolioMatrix❑FutureStateVision❑PreliminaryBusinessCase❑ImplementationStrategy❑SuggestedNextSteps❑Appendices2➢EstablishgroundworkforCarrierandUTC-widesharedservicesmodeltoincludeallnon-corefinance,supportandadministrativeservices,usingfinanceaspilotcasestudies➢DevelopasolutionsimprovementportfolioandbusinesscaseforCarrierfinanceandprocurementprocesses➢Craftahigh-levelvisionframeworkforCarriersharedservices,basedonbusinesscaseoutcomes➢Developanimplementationstrategyandframework,inclusiveofprojectrolesandresponsibilities,forthefollowingbusinesscasescenarios:⬥Sharedservicesonly,withminimaltechnologychange⬥SharedserviceswithSAPFinancialControlling(FI-CO)andMaterialManagement(MM)modulesBusinessObjectives3BusinessObjectives(Continued)➢DevelopasolutionsImprovementPortfolioandBusinessCaseforCarrierFinanceandProcurementProcesses.TestthefeasibilityofthefollowingpotentialsolutionsforFinanceandProcurement:⬥SharedServicesOnly:Migrate&consolidatecurrentoperationstoregionalsharedservicecenterswithlimitedtechnologychange;⬥SharedServicesEnabledbySAPFICOMM:“SharedServicesOnly”Modelabove,plusthebenefitsofusingthevanillaSAPMMFICOmodulesrelatedtotheprocessboundariesinscope;⬥FullSharedServicesSAP/ERP:integrationwithotherSAPmodulestoprovidefullfunctionalitytotheFinancemodules,utilizingwiththephysicalSharedServicesModel;⬥VirtualSharedServices:nosharedservicesphysicalmigrationorconsolidation,enabledbyvanillaSAPmodulesforthein-scopeprocessesmanagedcentrally,butsharedacrosstheexistingdecentralizedprocessingsites.4➢Generatemoretimelyinformationwithimprovedqualityandprocessingefficiencies➢Delivercommonandstandardpoliciesandprocedures,datadefinitionsandsystems➢Reduceprocessingcycletime➢Improvecustomerservice➢Meetchangingbusinessrequirements➢Managecustomersasaportfolio➢ImprovefinancialdecisionsupportOtherObjectives5ProjectScope➢LocationScope:⬥Thefollowingaccountingandfinanceoperationswereconsideredintheoverallapproach:•LAO(Brazil,Mexico,Argentina)•OtisLAO(Brazil,Mexico,Argentina)•NAO(includesCCD,CTD)•ETO(Italy,France,Spain,GFF)•APO(Malaysia,Korea,HongKong,Australia,Singapore,China,Taiwan)⬥Thefollowingprocurementoperationswereconsideredintheoverallapproach:•ETO(approximately70%ofthebusinessactivity)•LAO(approximately90%ofthebusinessactivity)•NAOandAPO100%6ProjectScope(Continued)➢ProcessScope:⬥Thefollowingaccountingprocesseswereconsideredfortheoverallapproach•Generalaccountingandreporting,fixedassets,accountspayable,accountsreceivable,travelandentertainment,cashandtreasurymanagement,budgetingandforecasting,taxaccounting,costaccountingandanalysis•Excluded:benefits,payroll,timecollection,governmentcompliance,internalaudit,riskandfinancialmanagement⬥Thefollowingprocurementprocesseswereconsideredfortheoverallapproach:•Productdevelopment,purchasingmanagement,suppliermanagement7ProjectApproachProcess&InfrastructureAssessmentDefineScope&DefineScope&ContentofContentofAssessmentAssessmentConductConductSurveys&Surveys&InterviewsInterviews3~~~~~~~~~~~~~~~~PreparePrepareCost/BenefitCost/BenefitAnalysisAnalysisObtainSponsorObtainSponsorAgreementAgreementGoForwardGoForwardChartersandChartersandStrategiesStrategies•ConfirmationofSharedConfirmationofSharedServicesAlternati...
