波士顿-上海宝钢项目报告-PhaseII-Final-B-23Jul01-JS-dwl-SHI.ppt

ACCOUNTABILITY FOR IMPLEMENTATION SHOULD PASS TO NEW LINE MANAGEMENT BS Trading Project Team BS Trading Line Management October 2001 December 2001 Lead role Support role Support role Lead role An implementation team should stay in place to support Line Management until major milestones on organization structure and processes have been met Recommended hand-over process Team support role Provide documentation and backup material Cross-Business Unit coordination Communication support Data expertise Monitoring of progress and top management reporting August 2001 IMPLEMENTATION TEAM APPROACH CAN MAXIMIZE IMPLEMENTATION SUCCESS BaoSteel Trading Top-Level Organization Corporate Structure Finished Goods (KAM) Iron Ore Logistics Central Functions Implementation Team BaoSteel Group BaoSteel Ltd. External Advisors Team members Main tasks Head of each future area 5-10 team members internal/external Detail new functional process/organization structure Functional teams Guide/monitor on-going implementation Other Mills Shearing Cutting Review project analyses and provide specific information Push next level of analysis where required Consulting Legal Tax Prepare implementation Road Maps FOCUS ON THE THE IMMEDIATE IMPLEMENTATION NEEDSThree Projects to Tackle Next Drive trading growth targets Specific growth strategies Definition of partnership and investor needs International strategy e-commerce strategy Push for next phase of Group restructuring Purchasing strategy across all mills Sales integration across all mills “Going public strategy” Refine portfolio management Asset productivity Value management People development Phase I: July 23rd Phase II Phase III Design new trading organization and business models for core businesses Scope of trading business Asset integration need Decision logic for corporate structure Organization design for core trading businesses Critical steps and pathway Defined linkages for trading business within BS Group Decide n