1. ContentsOur proposal is divided into the following sections:Section 1 Introduction... What does Plaskolite want from this project?
Section 2 Project Overview... What is Arthur Andersen’s perspective on software evaluations?
Section 3 Project Approach... How will we conduct the evaluation?
Section 4 Project Team… Who will work on the project?
Section 5 Project Timing... How long will it take?
Section 6 Project Costs... How much will it cost?
Section 7 Arthur Andersen... Why Arthur Andersen?
Section 8 Project Resources... What are the qualifications of our team?
2. Our Understanding of Your NeedsPlaskolite’s overall goal is to evaluate and select an integrated customer service, distribution, manufacturing and financial software package that best supports your business information needs.
To help achieve this goal, Plaskolite would like a Arthur Andersen to assist with the evaluation and selection of a new software package. The specific objectives of this project will be to:
Define and prioritize business and information requirements
Identify process improvement opportunities
Research and identify viable software candidates
Objectively facilitate the evaluation of the most appropriate software alternatives
Define appropriate technical architecture
Assist with vendor negotiations
Plan the software implementation at a high levelGoalProject ObjectivesSection 1: Introduction
3. Our Understanding of Your NeedsThe key deliverables to meet your objectives for this phase of the project will be:
High level business process maps
Process Improvement Opportunities
Software requirements and “knock-out” criteria
Functional
Technical
Vendor
List of potential software candidates
Vendor demonstration scripts
Software selection recommendation
Software, hardware and services cost estimates
High-level implementation plan
Organizational impact assessmentSection 1: IntroductionDeliverables
4. Our PerspectiveOur local experience with integrated software packages is deep and broad. Our Ohio Consulting practice, which includes Columbus, Cleveland and Cincinnati, has over 140 full-time consultants. Software implementation is the cornerstone of our practice. Below is a list of some of our recent engagements in Ohio.Section 2: Project OverviewOur Local Manufacturing ExperienceArthur Andersen’s philosophy is to remain independent of software vendors.
Consequently, Arthur Andersen can objectively evaluate integrated software packages against the information needs of our clients.High Tech Mfg.
Custom Products Mfg.
Custom Products Mfg.
Automotive Supplier
Consumer Products Mfg.
5. What Our Software Vendor Alliances MeanArthur Andersen does not sell software or receive any financial incentives from integrated software package vendors. However, we do maintain alliance programs with the leading software providers in the market. The purpose of these alliances is to establish a team of qualified personnel from the vendor and Arthur Andersen who can effectively serve clients by delivering integrated solutions to improve business performance.
Alliance agreements typically provide the following:
Arthur Andersen can sub-contract programming services at a discounted price
Arthur Andersen receives discounted training for its professionals
Arthur Andersen has access to software, product support and other resources
By strategically aligning themselves with Arthur Andersen, key software vendors can focus on their core businesses -- product development, training and support.
Arthur Andersen has installed the alliance software packages at our Technology Innovation Centers for client demonstrations, training, testing and remote access.
To capitalize on the collective knowledge we have gained in this area, Arthur Andersen has also formed a Competency Center of qualified professionals with deep expertise in packaged software implementations. Through an on-line software database, this center promotes information sharing among Arthur Andersen professionals on alliance products and projects on a global basis.
®SSASection 2: Project Overview
6. ExperienceIndustry Expertise
Best Practices/Process Skills
Software Expertise
Knowledge CapitalOur Perspective - Collaboration We believe true business change can only be sustained by Plaskolite team members. We will serve as “Change Agents” challenging and partnering with Plaskolite during all phases of the project.
We take a facilitative approach to ensure mutual ownership and a focus on collaborative efforts, positioning Plaskolite to own the selection criteria and decision.
Our approach is relationship-oriented. We will work with you as a business partner in this endeavor, taking your agenda as our own, and seeing the project through to a successful completion.
Arthur AndersenHired ExpertsPlaskolitePlaskoliteIndustry Expertise
Best Practices/Process Skills
Software Expertise
Knowledge CapitalExperienceTypical Approach:
Outsiders “drive” the solution
Our Approach:
We create an environment that enables you to develop deep skills and the final solutionFacilitative, Teaming ApproachSection 2: Project Overview
7. Our Perspective - Business IntegrationHolistic Business Integration Approach
Implementation of any significant change requires the integration of strategy, business processes, people, and information technology. Application software must be evaluated within the context of this business integration concept to have relevance.Section 2: Project OverviewHow to:
Transfer/improve skills
Speed up actions
Flatten structures
Empower individuals
Improve service
Leverage knowledge capitalHow to:
Simplify/eliminate
Do things more quickly
Reduce costs
Decentralize decisions
Capitalize on technology
Restructure relationshipsWhat focus
What core activities
What geographical areas
How to:
Organize internally
Achieve synergy
Capitalize on strengthsHow to:
Enable business change
Migrate to better solutions
Focus on core activities and people
Capitalize on/share best practices
Integrate information across functions
Centrally monitor a decentralized business
8. Our Perspective - Knowledge Sharing ToolsLeveraging our Firm’s global information sharing network is key during software evaluation projects.FinalistsPackage Software Competency Center
Methodologies
Selection Matrices
Research & Evaluations
Resource ClearinghouseAndersen Firm-wide Experience
Engagement Team
Software Expertise
Industry Expertise
Manufacturing Industry ProgramAndersen Knowledge Sharing Tools
Lotus Notes
AA On-line - Andersen’s Global Information Sharing Network
Global Best Practices Knowledge Base (Intranet)
KnowledgeSpaceSM (Intranet)Third Party Information Sources
The Gartner-Group
Advanced Manufacturing Research Inc. (AMR)
Computer Select
DATAPRO
Industry PublicationsArthur Andersen Selection ToolsSection 2: Project Overview
9. Project Approach - Evaluation ComponentsDuring the software evaluation process, the field of potential software solutions is quickly narrowed to two. These two vendors demonstrate their products and are evaluated by the selection team. The final product is selected based on the demonstration results, contract considerations, and further analysis as described below.All Software Candidates15+ Candidates2 FinalistsIndustry InsightMarket ResearchVendor ViabilityArthur Andersen Firm-wide Knowledge3-5 CandidatesFunctional
FitVendor
ViabilityFinal
SelectionTechnology Use
& Vision References &
Site VisitsImplementation
CostsPricing &
NegotiationsRFI responses, screening interviewsDetailed Knock-out Criteria, Company size, Market Presence, AA Insight (Plaskolite and Arthur Andersen)High Level Knock-out Criteria &
Preliminary Screening
(Arthur Andersen)Software demonstrations, reference checks, negotiations, and
Cost / Benefit Analysis
(Plaskolite & Arthur Andersen)The vendors execute the scripts during their demonstrations; the selection team scores each area based on how well the package met the needs of Plaskolite. Immediately after the demonstrations, the scores are tallied. Arthur Andersen facilitates a discussion to share the scoring results and reach a consensus on strengths and weaknesses.The demonstration results are only one component (although the most important component) of the final selection criteria. Section 2: Project Overview
10. Software Evaluation - Lessons LearnedOur approach works to complement the business knowledge of Plaskolite with the industry knowledge, technical expertise, and “best practice” work of Arthur Andersen. A package will not be embraced by Plaskolite if it is chosen solely by Arthur Andersen. We will facilitate Plaskolite through our methodology to ensure a partnering endeavor based on your agenda.Communicate that no package will meet every perceived need and that perceptions must change. Sell the idea that nothing will improve unless it changes. Ensure the demonstration audience understands that vendors want to show their strengths, not necessarily what is best for Plaskolite. Facilitate the demonstrations accordingly. Ensure references are in similar industries with similar volumes and are using the product (not testing or ready to rollout). Ensure the organization understands that package software implementation projects are more expensive and provide less relative benefit than strategic, competitive initiatives; however, these projects are critical to establishing a solid foundation to support future strategic initiatives.Some gaps will be identified during the selection process, but it isn’t until the Business Process Simulation (BPS) phase of the project that all gaps are known. Packaged software vendors incorporate industry-wide best practices from their customer base into their software. During BPS, each Plaskolite business scenario is executed in the software. The team will be able to identify how Plaskolite will further change its business processes to align with the software vendor’s approach. We recommend a “no-mod” policy, this is achieved by executing these newly aligned business processes in the software. But unless Plaskolite management is willing to support this approach, this goal will not be achieved and modifications will be required.Use “knock-out” criteria to quickly get to a short list of vendors. This will allow deep focus on a handful of viable contenders and allow more time for value-added activities like identifying areas for improvement.Facilitative ApproachManage ExpectationsThe Short ListGaps Between Business Requirements and Software CapabilitiesSection 2: Project Overview
11. On-goingProject Scope & ApproachArthur Andersen’s packaged software methodology framework consists of 6 major phases while emphasizing an aggressive program of project management and change enablement. This proposal addresses the first 3 phases of work. At the completion of these phases, we will take a checkpoint with Plaskolite’s management to determine Arthur Andersen’s involvement with future phases of work.“Where do we want to be?”“What tools will we use?”“How will we use the tools?” “Construct and roll-out the solution.”“How will we get there?”PeopleProcessesTechnologyStrategyRequirements DefinitionSoftware Evaluation & Selection Design & Business
Process SimulationImplementationSupport & Continuous ImprovementImplementation Planning “Stabilize and prioritize.”CheckpointCheckpointCheckpoint5-6 weeks3-4 months5-8 monthsProject Management and Change Enablement= within scope of this proposal= future phasesCheckpoint3-4 weeks2 weeksCheckpointSoftware Selection and ImplementationSoftware SelectionSoftware ImplementationSection 3: Project ApproachThe scope of this project will be limited to the evaluation and selection of
a single integrated software package.
12. Design
Technical
ArchitectureSoftware Selection OverviewWe have a proven methodology and approach to software evaluation and selection. Throughout this approach, business requirements are balanced with system functionality to maximize business opportunities and benefits.Functional
Technical
VendorIdentify
Process
Improvement
OpportunitiesIdentify
Requirements
& “Knock-out “
CriteriaResearch Software AlternativesStrategy
Processes
Organization
Technology REQUIREMENTS
DEFINITIONSOFTWARE EVALUATION
& SELECTIONIMPLEMENTATION
PLANNINGCheckpointCheckpointPlan the
ImplementationReview Current StateDevelop Preliminary
Cost EstimateFinalize & Obtain ApprovalDefine Business Scenarios & Conduct S/W DemosNegotiate and Complete Cost EstimateEvaluate Vendors and Choose FinalistSection 3: Project Approach
13. Project Approach - Requirements DefinitionThe purpose of this phase is to gather business requirements and document business processes. This is accomplished through our facilitative consulting style. We work with the selection team to ensure an appropriate understanding of the current state and cooperatively craft Plaskolite’s “to-be” business process vision.
Plan the project and mobilize the “core” selection team
Facilitate group discussions and interviews with executives and key users
Identify and map key business processes
Identify key customer and vendor business requirements, as well as functional and technical software requirements
Review Arthur Andersen’s Global Best PracticeSM Knowledgebase, examples of best practices, best companies, and performance measures by business process
Identify process improvement opportunities
Prioritize the list of systems requirements from the interviews and process reviews
Research software candidates
Develop software selection “knock-out” criteria (functional, technical, vendor) to shorten the list to a manageable number of contenders
Begin discussions with the software finalists regarding proposed configuration and resource requirements
Develop high level systems architecture
Develop preliminary estimate of hardware, software, training, and implementation costs and optionsKey Tasks
High level process maps
Global Best PracticeSM Knowledgebase examples
List of process improvement opportunities
Prioritized software selection “knock-out” criteria
Initial list of software candidates through market research, industry insight, vendor viability, Arthur Andersen firm-wide knowledge
Responses to software selection “knock-out” criteria (Request for Information - RFI)
Short list of software finalists
List of assumptions impacting cost estimate
Preliminary cost estimate
Key DeliverablesSection 3: Project ApproachREQUIREMENTS
DEFINITIONSOFTWARE & HARDWARE
EVALUATION & SELECTIONIMPLEMENTATION
PLANNINGCheckpointCheckpoint
14.
Prepare demonstration scripts incorporating Plaskolite’s “knock-out” criteria
Schedule vendor demonstrations, review expectations and provide scripts
Facilitate vendor demonstrations
Identify perceived gaps between software capabilities and business requirements
Evaluate quantitative and qualitative strengths and weaknesses of the demonstrations, by gathering individual script “score cards” from the Plaskolite participants and facilitating re-cap discussions to gain consensus
Check vendor references and perform site visits as necessary
Identify contract negotiation objectives and strategy
Confirm initial assumptions regarding preliminary cost estimate
Understand other potential cost components (one time and on-going costs)
Negotiate with the finalists
Gather final quotes from software vendors
Finalize cost estimate based on hardware, software, training, implementation
Senior management to select the final vendor based on:
Functional fit
Technology use and vision
Vendor viability
Project Approach - Evaluation and SelectionThe purpose of this phase is to ensure a fair and effective selection. It involves developing demonstration scripts and facilitating the software demos to ensure adherence to those scripts so a consistent comparison can be made. Initial gaps between requirements and software capabilities are identified and addressed. This phase enables the final selection of the integrated package solution.Key Tasks
Demonstration scripts
Software finalist evaluation criteria
Vendor demonstrations
Demonstration evaluations
Review of vendor references
Inventory of identified software “gaps”
Negotiation objectives and strategy
Final cost estimate
Contract signed and software procured
Key DeliverablesREQUIREMENTS
DEFINITIONSOFTWARE EVALUATION
& SELECTIONIMPLEMENTATION
PLANNINGCheckpointCheckpointReferences and site visits
Pricing negotiations
Estimated implementation costsSection 3: Project Approach
15. Project Approach - Implementation PlanningOnce the final selection is made, the planning for the implementation may occur. This involves designing, in detail, the technical architecture, planning the implementation tasks, and estimating the implementation effort. Once these plans are firmed up, expectations may be set and approval to proceed may occur.REQUIREMENTS
DEFINITIONSOFTWARE EVALUATION
& SELECTIONIMPLEMENTATION
PLANNINGCheckpointCheckpoint
Finalize the technical architecture design
Plan the Business Process Simulation and Implementation
Identify the overall implementation approach
Develop high-level implementation plan with a proposed timeline and identified resources
Assess organizational impact
Meet with management to obtain approval to proceed
Key Tasks
High-level plan for the Business Process Simulation and Implementation
Organizational Impact Assessment
Approval to move forward with the implementationKey DeliverablesSection 3: Project Approach
16. Project Team OrganizationThe following is our suggested joint Plaskolite/Andersen project team structure. Plaskolite Executive TeamPlaskolite Project Sponsor
AA Engagement Partner - Todd Fisher
AA Project Manager - Chris WenzkeProject
LeadershipSteering
CommitteeResearch & Support - AA ConsultantPlaskolite Team Lead
AA - Doug Hood
Order
Management/
Customer Service
TeamFinance
TeamManufacturing
TeamPlaskolite Team Lead
AA - TBDPlaskolite Team Lead
AA - TBDPlaskolite Team Lead
AA - Chris Wenzke
AA - TBD
Section 4: Project TeamTechnology
TeamSteering committee meetings will be held on a monthly basis, and will last 1 to 2 hours.
Plaskolite team lead participation will average 1 to 2 days per week on average.
Additional representatives from Plaskolite’s functional departments will participate in each team on an as needed basis.
Plaskolite will need to identify a “core evaluation team” who will participate in the software demonstrations. Software demonstrations will require 2 consecutive full days for each vendor.
Warehouse
Management
TeamPlaskolite Team Lead
AA - R. J. Nicolosi
17. Roles & ResponsibilitiesWe believe a joint project team is essential to the ultimate success of the project.PlaskoliteArthur AndersenProject LeadershipTeamActivitiesSponsor the project at the executive management level
Provide overall project leadership and direction
Evaluate findings and recommendations
Liason with executive management
Liason with the organization to coordinate project activities between Plaskolite and AndersenProvide project management guidance based on experience with similar clients and proven methodologies
Provide access to firmwide expertise and knowledge capital as appropriate
Lead the development of project deliverables
Assist in the communication process with executive management
Provide tools and methodology frameworks to conduct activities to meet the project objectivesProvide internal perspective on information opportunities
Provide internal business and functional expertise
Assist in accessing Plaskolite information as required during the project
Assist in the creation of deliverables and help verify accuracy, thoroughnessLead team activities
Provide industry functional and analytical skills
Provide external perspective based on knowledge of industry trends and best practices
Ensure project deadlines are met and deliverables exceed quality expectationsSection 4: Project Team
18. Estimated Project TimelineThe estimated time frame for this project is 10-12 weeks. The actual time frame is dependent upon several factors, including the availability of Plaskolite resources and software vendor responsiveness. This timeline is based on our understanding of your needs and our experience with projects of this nature.Selection Step Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 101.0 Review Current State
2.0 Identify Process Improvement Opportunities
3.0 Identify Requirements & “Knock-Out” Criteria
4.0 Research Software Alternatives
5.0 Develop Preliminary Cost Estimate
6.0 Define Business Scenarios/Conduct SW Demos
7.0 Negotiate and Complete Cost Estimate
8.0 Evaluate Vendors and Choose Finalist
9.0 Implementation PlanningCheckpointCheckpointSection 5: Project Timing
19. Project Assumptions & Fee EstimateOur fees for this project will be $135,000, plus out of pocket expenses. We will bill you in three equal installments.
We have made the following assumptions in developing our fee estimate. If any of these assumptions do not hold true, our fee estimate could be impacted.
A senior executive within Plaskolite will sponsor the project and has overall responsibility for the project’s success.
A project steering committee, consisting of Plaskolite executive management, will stay actively involved in monitoring and directing the project.
Plaskolite will commit to providing project resources as described in the project organization chart.
Two (1.5-2 days for each) software demonstrations will be conducted.
Project completion according to the provided schedule is dependent upon the ability to schedule time with both Plaskolite personnel and the software vendors.
Our fee estimate does not include Arthur Andersen participation in vendor/reference site visits.
Section 6: Project Costs
20. The Arthur Andersen DifferenceOur Experienced TeamWe have proposed a team with vast experience in facilitating clients through package software selections and implementations in the manufacturing industry. Integrated software is the core of our consulting services. Our broad experiences have enabled us to work with many different products in a variety of different manufacturing environments.Facilitative ApproachWe take your agenda as our own and work with your representatives to help articulate your requirements with our industry expertise to ensure mutual ownership and selection of a package based on these objective facts.We believe we are uniquely qualified to help you in this important initiative.Middle Market FocusIntegrated Business SolutionsOur consulting approach focuses on implementing integrated business solutions that address all aspects of Plaskolite: strategy, process, people, and technology.Objectivity/IndependenceWe have a vested interest in providing the right solutions for our clients, not solutions that are limited by our relationships or agreements. We provide a proven methodology that helps clients leverage enabling technologies that fit their requirements, not ours.Local ResourcesWe have over 50 consultants in our Columbus office and over 140 in the state of Ohio. Being local positions us to be more responsive and provide high quality service at a more reasonable cost.Global KnowledgeWe have a global infrastructure from which we leverage. We have a package software competency center that performs work extensively with application selections and implementations. We have alliances with industry research groups and market analysis firms. We use our KnowledgeSpace and Global Best Practices to share insight internally and with our clients.We focus on the middle market. We operate in small, nimble teams that collaborate with your team to deliver realistic, practical solutions that work in a company your size.Section 7: Arthur Andersen
21. ResumesTodd FisherBackground
Todd is the Partner who leads Arthur Andersen's Business Consulting practice in Columbus. Todd has over 13 years of consulting experience with the firm working with clients in the distribution and manufacturing industries. He provides consulting services to clients on process reengineering and operational improvement, as well as, information systems planning, design, and implementation.
Todd received his BA in Mathematics and Computer Science from Capital University. He is certified in production and inventory management (CPIM) by The American Production and Inventory Control Society (APICS).Representative Clients:
Ross Labs
Ashland Chemical
Advanced Drainage Systems
Belden Wire & Cable
Safelite Glass
Drug Emporium
Cardinal Health
The Butler Co.
Anomatic Corporation
Stanley Electric
Pioneer Industrial ComponentsIndustry Expertise:
Process Manufacturing
Consumer Products
Electrical Products
Industrial Products
Automotive
Wholesale-Distribution
Relevant Experience Profile:
Currently leading two ERP implementations, an automotive supplier (PeopleSoft) and a packaging products manufacturer (Symix).
Engagement partner for an ERP implementation for tier 1 automotive supplier (J.D. Edwards).
Directed the ERP implementation for a $750 million wire and cable manufacturer (SSA - BPCS). The scope of the project included 4 manufacturing sites and 1 distribution center.
Project manager for the software selection, design and implementation of an ERP software package (SSA-BPCS) for a multi-plant specialty plastics manufacturer. The scope of the project included 19 manufacturing plants.
Engagement partner for an ERP implementation for a wholesale distributor of veterinary products (JBA).
Project manager for the development of an IT strategy for a $300 million wholesale distributor. The IT strategy covered a three year span of time.
Led financial process design and implementation project for a large pharmaceutical wholesale distributor.
Led financial process design and implementation project for consumer products manufacturer of nutritional products.
Manufacturing and Cost Accounting team leader for ERP implementation (MAC-PAC) for chemical manufacturer.
Section 8: Project Resources
22. ResumesChris WenzkeBackground
Chris is a manager in the Columbus office of Arthur Andersen's Business Consulting practice. He has over five years of consulting experience with the firm working in manufacturing and distribution. As a manager, he provides consulting services to clients on information systems planning, design, and implementation, as well as process reengineering and operational improvement.
Chris received his Bachelor of Science degree in Mechanical Engineering from the University of Michigan and a Master of Business Administration degree from The Ohio State University. His graduate concentration focused on Operations and Logistics Management. Chris is an active member of the American Production and Inventory Control Society (APICS) and is Certified in Integrated Resource Management (CIRM).
Relevant Experience Profile:
For a consumer packaged goods manufacturer, Chris led a technology assessment and planning project for integrating the acquisition of another CPG manufacturer.
For a $300 million specialty plastics manufacturer, Chris managed a Year 2000 ERP Upgrade project. His team was responsible for facilitating a detailed system test of the new software and planning the migration process to cutover to the new system.
For a $750 million manufacturer and distributor of wire and cable, Chris led the manufacturing team in the design and implementation of an integrated manufacturing software package. He was responsible for facilitating the manufacturing team through a conference room design, executing a detailed system test of the new software and procedures, and planning the conversion and cutover to the new system.
For a $160 million packaged foods manufacturer, Chris led the distribution team in the testing and implementation of an integrated manufacturing software package. Chris led the planning and execution of the Distribution Training Workplan, was responsible for testing all of the distribution-related software modifications, and supported conversion activities during a multiple phased conversion.
For an $85 million automotive components supplier, Chris led the manufacturing team in the design and implementation of an integrated manufacturing software package. He supervised the conversion of manufacturing data to the new system. Industry Expertise:
Industrial Products
Consumer Products
Wholesale Distribution
Third Party LogisticsRepresentative Clients:
Advanced Drainage Systems
Showa Aluminum
Orval Kent
Belden Wire & Cable
Blue Coral / MEDOSection 8: Project Resources
23. ResumesRon ZeschBackground
Ron is a manager in Arthur Andersen’s Columbus Business Consulting practice. He has over 9 years of consulting experience. Ron has served clients in the manufacturing, wholesale distribution, utilities, state government, and insurance industries. His project roles have focused on integrating technology and business from many different perspectives including software design, development, and implementation; change management; and business process improvement.
Ron received his BS in Industrial and Systems Engineering from the Ohio State University. He is an American Production and Inventory Control Society (APICS) member and has his CIRM certification. Representative Clients:
Pioneer Industrial Components
Stanley Electric
The Butler Company
Belden Wire and Cable
Advanced Drainage Systems
Showa Aluminum
Ashland Chemical
Reltec
Industry Expertise:
Industrial Products
Automotive
Electrical Products
Wholesale Distribution
Relevant Experience Profile:
Currently managing a Peoplesoft implementation project for a tier 1 automotive supplier.
Managed a J.D. Edwards ERP implementation for a Japanese-owned tier one automotive supplier. The project scope included all core finance, sales order management, and manufacturing functions for a single plant operation.
Led the finance team on a BPCS ERP software implementation for a large multi-plant wire manufacturer. The financial scope included cost accounting, AR, AP, GL, financial reporting, budgeting, and fixed assets.
Implemented process improvements in support of the installation of BPCS for a Japanese owned automotive parts supplier. The functional scope included cost accounting, accounts payable, accounts receivable, financial reporting, and shop floor data collection.
Programmed the inventory control, receipt of materials application within a widely distributed integrated manufacturing software product during a development project for a chemical processing company.
Designed customer maintenance and financial/billing parameter adjustment applications while working with a multi-service utility to replace legacy software systems. The system’s chief requirement was the ability to manage (customer maintenance, billing,...) 700 of the most complex industrial accounts (Approximately 25% of total revenues).
Section 8: Project Resources
24. ResumesPete BeckwithBackground
Pete is a Manager in Arthur Andersen’s Business Consulting Practice in Columbus. He has over 6 years consulting experience with the firm and serves Manufacturing and Wholesale Distribution clients. Pete provides consulting services to clients in planning, design, and implementation of information systems, as well as process reengineering.
Pete received his Bachelor of Science in Manufacturing Engineering from Miami University. He is an American Production and Inventory Control Society (APICS) member and is pursuing his CIRM certification. Representative Clients:
The Butler Co.
Wayne-Dalton
Eveready Battery Co.
Energizer Power Systems
Montgomery WardIndustry Expertise:
Consumer Products
Wholesale-Distribution
Retail
Relevant Experience Profile:
Pete led an ERP software implementation for the nation’s largest distributor of veterinary pharmaceuticals. Pete managed and facilitated the areas of Sales and Marketing, Warehouse Operations, Purchasing, Finance, and Information Systems.
Pete led a packaged software selection project for a wholesale distributor. He facilitated articulation of all business and technical requirements, and identification of process improvements by leveraging Best Practices. He facilitated the research activities, vendor demonstrations, evaluation discussions, and site visits with client team members.
Pete worked with a national manufacturer-distributor of consumer products to map as-is processes and identify areas of risk and areas for process improvement in warehousing operations.
Pete worked with a billion-dollar manufacturer of consumer batteries to implement packaged SAP R/3 software, as part of a global standardization initiative.
Pete worked with a national retailer through its acquisition and merger of an east-coast retailer. Pete led the integration efforts of the distribution systems area.
Section 8: Project Resources
25. Background
Mr. Hood is an experienced consultant in the Columbus office of Arthur Andersen’s Business Consulting practice. He has over 6 years of financial accounting and consulting experience. His experiences focus on technical and analytical project implementations for the manufacturing and financial services industries.
Educational Background. Doug holds a BA from Anderson University, with a major in Accounting and a minor in Business Administration. He is a Certified Public Accountant in the State of Indiana and is a member of the American Institute of Certified Public Accountants.
Representative Clients:
Stanley Electric
Tigerpoly
Arvin Industries
Hancor
Industry Expertise:
Automotive
Industrial Products
Fabricated Products
Wholesale Distribution
Relevant Experience Profile:
Currently, leading the finance team on a J. D. Edwards implementation for a manufacturing company
Led the finance and sales order management teams on a J.D. Edwards ERP implementation for a Japanese tier one automotive supplier. The project scope included all core finance, sales order management, and manufacturing functions for a single plant operation. Responsibilities included defining business requirements, testing and implementation.
Facilitated financial team requirements definition on a software selection project for a tier 1 automotive supplier. QAD MFG/PRO was ultimately selected by the client.
Managed an SAP implementation project for a captive finance company. Responsibilities included facilitating team meetings, reporting project status to company management, providing process descriptions, developing the conceptual design and configuring the Financial Accounting (FI) and Controlling (CO) modules of SAP.
Managed several audit and professional services engagements variety of industries, including Wholesale Distribution, Savings and Loan and Fabricated Products Manufacturing. Responsibilities included coaching, directing, and evaluating the engagement team; drafting financial statements, independent audit report, SEC and regulatory filings; engagement budgeting explanation of variances.
Section 8: Project ResourcesResumesDouglas S. Hood
26. Background
Heather is an experienced consultant in the Columbus office of Arthur Andersen’s Business Consulting practice. She has 5 years of industry experience focused in materials, logistics, advanced planning, and production and operations management.
Heather holds a BS in Business Administration with a double major in Transportation & Logistics and Production & Operations Management from The Ohio State University, Columbus, Ohio. She holds an MBA from Capital University in Columbus, Ohio.
Heather is a Certified Implementor of I2’s Factory Planner, Certified Purchasing Manager (C.P.M.) with the National Association of Purchasing Management (NAPM) and a member of the American Production & Inventory Control Society (APICS). Functional Expertise:
Business Process Reengineering
Materials & Purchasing
Logistics & Distribution
Inventory/Warehousing
Production Planning/Scheduling
Cost Management (ABC/ABM)
Industry Expertise:
Manufacturing
Telecommunications
Retail Distribution
Aerospace
Relevant Experience Profile:
Facilitated a Report Management software selection process with the MIS department of a $300 million plastic drainage pipe manufacturing company. Identified key business and technical requirements, developed criteria matrix to evaluate potential vendors, and recommended an efficient software package that met the identified requirements and client expectations. Lead consultant on an information system project.
Operations Project Manager for Entek IRD International, a $50 million systems manufacturing company. Performed and managed the following functions; inventory control, domestic and international purchasing, production planning, shop floor scheduling, capacity requirements planning, and warehouse operations.
Project Manager of a supply chain reengineering initiative for Sprint/United Telephone company, targeting the logistics, ordering, purchasing, tracking, and receiving processes across 3 states, resulting in an annual savings of $2 million. Designed and implemented solutions for purchasing, distribution and warehousing processes on a continuous basis.
For a $300 million manufacturer, facilitated the system test and conversion phases of a year 2000 ERP upgrade project. Developed testing conditions and scripts, and facilitated a detailed system test of the new software. Managed the conversion planning activities resulting in an executable workplan for conversion to the new system.
Section 8: Project ResourcesResumesHeather M. Yakes, C.P.M.
27. Plaskolite, Inc.
Requirements Definition and
Software Evaluation Proposal
April 1999