1、天天文档在线 联系qq：744421982I.BACKGROUNDProduct Name/Series:FourGen Business, FourGen Visual EnterpriseVendor Address:115 NE 100th St.Seattle, WA 98125Vendor Contact/Phone Number:Phone/FAX:Mary Rardin - Inside Sales, NE & Mid Atlantic206-522-0055/ 206-522-0053Steve Alves - Automated Environment (H/R module
2、)(916) 782-8887Marketing Literature Provided/Sent:Product Literature Total Number of Employees:100Year Established/Founded: 1982II.ARCHITECTURE/PLATFORMARCHITECTUREMAINFRAMECLIENT/SERVERHardware:No mainframe productHP/9000, RS/6000Operating Systems/NOS:HP-UX, IBM AIXDBMS:InformixUser Interface:Chara
3、cterDevelopment Tools:Informix GL, FourGen CASE toolIII.PRODUCT/VENDOR OVERVIEWSpecial focus on utility industry, if applicable:Limited utilities experienceOther industries served: Distribution, RetailRepresentative clients(with product and industry noted):FourGen will provide client references in t
4、he selection phaseTechnical direction/new products(per vendor):FourGens main technical goal is to develop a graphical interface for its products. To develop these new versions, FourGen is committed to using Informixs database and development tools. The companys product direction is to increase its a
5、ppeal to the retail market. Automated Environment, FourGens vertical partner for H/R, is in the process of upgrading its H/R modules which were released one year ago. Automated Environment has the same architecture and direction as FourGen.Other comments and analysis:FourGen has a complete set of pr
6、oducts for the client/server market, but does not support graphical environments yet.IV.MODULE INFORMATION - CLIENT/SERVERMODULE/FUNCTIONAVAILABLEINSTALLS PRICE PRICING ASSUMPTION/COMMENTSGeneral Ledger400N/ABudgetingIncluded in G/LAllocationsIncluded in G/LInter-Fund/Inter-Company ProcessingInclude
7、d in G/LConstruction / Job AccountingN/APayroll (4.1)N/ADecentralized F/E time and expense collectionN/AAuto H/R (2.3)12/6N/AGrievance and Disciplinary TrackingPerformance AppraisalsEEO/Affirmative ActionReporting included in Auto RecruitmentMedical/SafetyBasic functions only; Auto Risk (2Q 95) will
8、 expand functionalityPosition Control/PlanningN/APlanning to develop in Mid-1995Workers CompensationBasic functions only; Auto Risk (2Q 95) will expand functionalityPensions/Retiree PayrollN/ARetiree payroll can be supported by FourGens payroll moduleInvestments ManagementN/AAuto Benefits (2.0)N/ATr
9、aining and Tuition ReimbursementBasic functionality only; currently in the process of being upgradedCOBRADecentralized open enrollmentCan “dial-in” in from a remote locationAuto Recruitment (2.0)N/APersonnel Requisitions/Job ProfileApplicant TrackingAuto Risk2Q 95N/AAccounts ReceivableN/AAccounts Pa
10、yableN/APurchase OrderN/AFixed AssetsN/AInventoryN/AReport Writer$0Included in modulesOther notes: FourGen will provide more detailed pricing information in the selection phase. The breakdown by module was not available. FourGen has 400 total installs. Automated Environment has 12 total installs; 6
11、of which are FourGen integrated clients. Each product (Business and Visual Enterprise) have the same modules, Business is geared towards lower end environments and Visual Enterprise is geared towards higher end environments. Auto Risk (1.0) is currently under development, release date April 1995.ART
12、HUR ANDERSEN LLPArthur Andersen & Co, SCDate:May 15, 1995Subject:Advanced Cost Management/Activity-Based Costing TrainingARTHUR ANDERSEN LLPArthur Andersen & Co, SCTo:Training Coordinators and Activity-Based Costing Practice PersonnelFrom:Charles A. Marx, ChicagoR. Steven Player, Dallas/Fort WorthDa
13、te:May 31, 1995Subject:Updated Listing of Courses/Activity-Based Costing TrainingWorldwide interest in Activity-Based Costing (ABC) continues to be very high. Over the past two years, we have held a number of NetProphet and EasyABC training sessions for clients and Practice Personnel in St. Charles
14、with outstanding results (rated 4.25 out of 5). The training adds value to existing client relationships as well as bring in new clients. We have recently developed a relationship with Armstrong Laing, vendor of Hyper-ABC (called Power ABC in Europe). We will be co-hosting a series of public two day
15、 client workshops in St.Charles. These sessions, like the Sapling and ABC Technologies sessions, will be open to Arthur Andersen Practice Personnel.Listed below are the classes that have been scheduled to be held over the next year:VendorCourses (all listed under Operational Consulting)Course Conten
16、t# of DaysClient Cost(includes housing)AndersenCost* SaplingImplementing: ABC The Model ApproachBasic and Software Specific2$995$900SaplingImplementing ABC: The Workshop Series (using NetProphet)Advanced2$920$900ABC TechThe ABCs of ABMBasic1$930$450ABC TechUsing Easy ABC PlusSoftware Specific2$1465$
17、900ABC TechApplying ABMAdvanced1$630$450ABC TechUsing Oros/MasteringAdvanced2$1765$1200ArmstrongLaingImplementing ABC: Hyper ABCCompleteSoftware Specific2$1165$900*Andersen Cost excludes housing and transportation. There is no transportation equalization.The current calendar for these courses is as
18、follows:PlaceVendorCourseDatesSt. CharlesSapling Corp.The Model ApproachJune 26-27, 1995The Workshop SeriesJune 28-29, 1995St. CharlesABC TechnologiesUsing OrosJune 28-29, 1995St. CharlesSapling Corp.The Model ApproachAugust 14-15, 1995The Workshop SeriesAugust 16-17, 1995St. CharlesABC Technologies
19、Using OrosAugust 28-29, 1995St. CharlesABC TechnologiesThe ABCs of ABMUsing Easy ABC PlusApplying ABMSept. 11, 1995Sept. 12-13, 1995Sept. 14, 1995St. CharlesHyper ABCHyper ABC CompleteSept. 20-21, 1995St. CharlesSapling Corp.The Model ApproachOct. 23-24, 1995The Workshop SeriesOct. 25-26, 1995St. Ch
20、arlesABC TechnologiesThe ABCs of ABMUsing Easy ABC PlusApplying ABMOct. 30, 1995Oct. 31- Nov. 1, 1995Nov. 2, 1995Using OrosNov. 27-28, 1995St. CharlesHyper ABCHyper ABC CompleteNov. 15-16, 1995St. CharlesSapling Corp.The Model ApproachDec. 11-12, 1995The Workshop SeriesDec. 13-14, 1995ABC Technologi
21、es has introduced the Oros Framework for client server. We have added Oros training in St. Charles for the summer and fall. If you have questions regarding Oros, please direct them to Cathie Wier at (214) 741-8310 (or Octel 741-6024). If you have been trained in Easy ABC, you would benefit from atte
22、nding the new Oros training.One of the members of our Firmwide Cost Management Competence Center is expected to attend each session as a host/guest instructor. This individual will also provide insights into marketing and conducting ABC/ABM engagements for Andersen participants. Guest instructors fo
23、r the classes include members of our Advanced Cost Management Services Team:Formerly withJay Collins, TampaAT&T ParadyneJohn Dutton, DallasBoeing AircraftGreg Elliott, St. Louis Southwest BellBillie Gayle LewisICMS and ABM-IMitch Max, Toronto UnitelMark Moelling, Dallas Johnson & Johnson and ICMSBob
24、 Thames, Denver IBMJohn Vale, Houston Halliburton EnergyCathie Wier, San Jose ABC TechnologiesAfter attending one of the basic training classes, individuals may choose a specific product path. We offer training in these three products because our clients generally use one of these three commercially
25、 available models in their ABC implementations. While we do not prescribe, we will help them select appropriate software. Although all vendors promote their products across industry boundaries and have significant success across industries, we have seen the following industry and use tendencies in s
26、electing an ABC model:NetProphetEasyABC-Plus/OrosHyper ABCHeavy ManufacturingLight AssemblyLight AssemblyCapital IntensiveHigh White CollarDiscrete/Process Mfg.Telecom & UtilitiesFinancial ServicesTelecomHealthcareDistributorsHealthcareForest Products FranchisersFinancial ServicesExtractive Industri
27、esService CompaniesService CompaniesIn addition to successful implementation in an industry, it is important to understand the differences in implementation methodologies and software features. Here is a high-level list of features that stand out in each of the software packages:NetProphet IIEasy AB
28、C Plus/Oros FrameworkHyperABCScenario playingSource data integration, import columns of dataSource data integration, specification file describes import file layoutProcess viewProcess analysis through attributesMulti-dimensional cost object analysisVariable resource analysisData Query Language, expo
29、rt results to Excel, 1-2-3, other toolsReport links to 1-2-3, Excel and EIS systemsCapacity analysisCustom report generatorProfitability analysisOperations focusScripts for automationFinancial focusAnalysis by attributePerformance measure analysisCapacity analysisProcess flow structure cost assignme
30、ntsFlexible, multi-level cost assignmentsStructured rules of cost assignments and profitability calculationsFor a more detailed analysis of the tools features, contact Cathie Wier,(214/ 741-8310 or Octel 741-6024), a member of the Advanced Cost Management Services Team.Arthur Andersen registrations
31、should be handled like any other class. For registration of your clients, contact the software companies directly at the following phone numbers:Sapling Corporation - Toby Hatch (905) 678-1661ABC Technologies - Rick Musser (503) 671-1808Armstrong Laing - Royce Malone (404) 842-7777If you have any qu
32、estions about the training offered, contact Steve Player in Dallas, (214) 741-8789, Chuck Marx in Chicago, (312) 507-6262, or Joanne Kaufman in St. Charles, (208) 377-3100.Copies to:David Aldea, TorontoJoseph J. Blaszynski, St. CharlesMary L. Chaussee, St. CharlesJay Collins, TampaJohn J. Dutton, Da
33、llas/Fort WorthGreg Elliot, St. LouisJoanne L. Kaufman, St. Charles (North Avenue Building)Billie Gayle Lewis, Dallas/Fort WorthMitchell Max, TorontoMark A. Moelling, Dallas/Fort WorthPhyllis A. Short, St. CharlesRobert C. Thames, DenverJohn F. Vale, HoustonCarl L. Waller, AtlantaCathie Wier, San Jo
34、seSLGFinance functions - multiple centers4 - Europe, 2 - Asia, 2 - U.S. - team based workersImplementing SAP R-3Kemp Bohlen, Financial Service Center2. Owens CorningFinance functions - 1 U.S. center, 1 European site under construction Reach award - CFO Magazine winner Recent article in ForbesImpleme
35、nting SAP R-3Dave Devonshire, CFO3. General ElectricWhat is required to be successful in implementing shared services?1)Leadership: The head of the shared services effort must have an entrepreneurial spirit and run it like a business, not just a collection of staff functions.2)Costs: Define your bas
36、e-cost accurately so you can measure the success of the shared services effort.3)Resources: Utilize your best demonstrated practices. Looking internally costs you nothing, and yet affords you the opportunity to adopt that practice in the shared services group.4)Location: A greenfield, or new locatio
37、n, ensures an easy transition to best demonstrated practices.5)Teams: Create a team environment.6)Reorganize: Delayer your organization in order to facilitate a team environment.7)Implementation: Encourage voluntary participation versus mandating participation.8)Focus: Focus on continuous improvemen
38、t in these areas:Cycle time (e.g. unit costs, defect rates)Service levels9)Measurement: If you cant measure it, you cant manage it. Incorporate measurements in client service agreements.10)Success/Failure: To ensure success, remember to market successes and admit failures.What should be considered i
39、n choosing a shared services location?Greenfield is optimalAway from corporate to avoid stigma of overhead/staff.Away from other corporate entities in order to maximize freedom to experiment organizationally.Help available from local/state agencies for training and learning curve subsidies.Adequacy
40、of work force- education without paying a premium- experience- diversity- wage rates- productivity- impediments/offsets to turnoverPositive image of locationTechnology infrastructure (e.g., telecommunications adequacyNon-stop flights from key corporate citiesWhat are the goals of shared services?- R
41、educe costs while enhancing service for selected functions.- Improve cash flow- Free up time for CFOs at all levels of the company to be able to spend more time on higher value added functionsWhat are some of the hurdles that must be overcome in implementing shared services?At Arthur Andersen we bel
42、ieve:- Addressing the were different syndrome- Dealing with the loss of some peoples jobs- Selling the concept versus having it mandated- Ensuring the former positions actually leave the system once shared services is implemented- Educating division management that shared services is not another wor
43、d for centralization- Marshaling enough time and energy to get the resolve and resources to implement the concept- Selecting the candidate who will make it successfulWhat is the role of technology?Technology is a great enabler and can function to optimize the initiatives success. However, this is a concept
