埃森哲公司中石化erp培训资料1.pptVIP

? Accenture 2001 Value@SpeedEnergy IndustryCEO Presentation October 2000 Agenda Welcome and Introductions Day 1 Chinese Oil Industry Context Thursday’s – Knowledge Sharing Session Day 2 Friday’s – Basic Progressive Pioneering Session Agenda Welcome and Introductions Day 1 Chinese Oil Industry Context Thursday’s – Knowledge Sharing Session Day 2 Friday’s – Basic Progressive Pioneering Session Agenda Welcome and Introductions Day 1 Chinese Oil Industry Context Thursday’s – Knowledge Sharing Session Day 2 Friday’s – Basic Progressive Pioneering Session Our Industry Experience Eight driving forces in the global energy chemicals sector Multi-nationals view ERP SCM as tools to take performancebeyond scale Technology has enabled and supported 5 phases of business change The challenges for the Chinese downstream oil industryare significant The unique characteristics of the oil industry will complicate the journey Agenda Welcome and Introductions Chinese Oil Industry Context Thursday’s – Knowledge Sharing Session Friday’s – Basic Progressive Pioneering Session Thursday’s Session Case Study Approach using Client examples Describe the current situation The complications arising from the situation What did they do What were the results Why these are considered Leading Practices Friday’s Session Discussion session using examples from our client’s journey from Basic, to Progressive to Pioneering Thursday’s Agenda Thursday’s Knowledge Sharing Session Case Study Approach using Client examples Logistics Management – Moving from Push to Pull Adam Excellence in Downstream Retail Ken Preventative Maintenance Ames MRO Procurement Adam Multinational Oil company This client is a multinational oil company with 30 refineries, 300 terminals, a large retail and commercial customer base in 40 countries No common ERP or SCM language Operating a Push supply chain Product replenishments were scheduled based on the ullage available in the tank Resulted