安达信中国电力行业分析+页.ppt

? 2000 Arthur Andersen All rights reserved. March 28, 2000 ? 2000 Arthur Andersen All rights reserved. Business Consulting Providing Management Consulting Services to the Power Industry in China November, 2001 Agenda Section I. The Situation in China and the Challlenges for Power Companies II. The Opportunities for Improvement II. Implementing BPR and ERP I. The Situation in China and the Challlenges for Power Companies The major stakeholders evident in other power markets are yet to fully develop in China From our work with a number of provincial utilities, we observe a number of areas where opportunities exist to significantly improve operating performance Inability to accurately account for different functional segments (Generation,Transmission, Distribution and Retail) Lack of quality financial information generally and inadequate management reporting Management to technical KPIs and some financial ones, but a broad group of performance measures not used Excessive duplication of effort between business units (eg. accounting, purchasing conducted at multiple locations) Duplication of data entry through lack of integration of technology Excessive manual processing of major transactional tasks, and some areas completely lacking any form of technology (ie. paper-based records) Non-standard processes (driven by differing uses of technology within the same organisation) Remuneration based on standard national salary scales impacting ability to reward employees based on performance III. The Opportunities for Improvement What is a “World Class” or “Best Practice” utility? The transition to becoming a “Best Practice” power company is an “evolution” driven, in most cases, by the deregulation of the market and the introduction of competition The evolution starts with operational excellence, and develops into innovation and a customer focus, to a focus on creating value from multiple business activities There are a number of shifts in general management pract