People supply chain for knowledge based organizations
1. Proposed - Solution Blueprint Legacy Peoplesoft SAP Hyperion Phase 2 Posting to job Portals Resource GAP linked to recruitment WO to agency Service procurement Program Management Project Costing Activities budget team WBS Contracts & Billing Resource Management Schedule Resources People Supply Chain & Projects Customer information Recruitment Workforce Planning Org Stru Compete Ncies Leave Appraisal People Model/Revenue Model… CRM (Leads, Oppty’s, Forecast) Pipeline, Opportunity Information eCube Tedweb Ticketing System K-Net Synergy Payroll Hyperion SAP Reporting DB2 DWH SAP Financials Projects AP Billing GL MM Project Plan & Review Ticketing Requsition Project documents/K.Manag Sales Users Project Users Contracts Users Finance Users HRMS Users Application Users Role based User Access Oracle Technology (Database and Fusion Middleware) IT Staff Delegated Admin Access Manager Identity Management Project Information Procurement cost Travel & Expense Management Project Expenses & Time sheet Employee expenses cost Billing Information Vendor Performance/Project Performance, HR Performance, People Supply Chain Dashboard Payroll (Phase II) Payroll Journals
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4. Integration Touchpoints Serial No From System To System Data Info Needed Frequency Daily/Need based Project Definition PSFT Projects eCube 2. Daily/Need based Project Information eCube PSFT – Projects 9 Daily/Need based Project asset/other procurement cost done directly through SAP-MM updated to projects PSFT – Project costing SAP – MM 8 Daily/need based Expense Information for payment through SAP- AP SAP Payables PSFT Time & Expense 7. Daily/need based Service procurement information for raising PO SAP – MM PSFT - Service Procurement 6 Daily/Need based Candidate/ Resource required information Synergy PSFT - eRecruitment 5 Daily/Need based Ticketing Information related to project PSFT – Project costing Tedweb-Ticketing 4. Daily/ Need based Revenue, Billing Information, Customer Information SAP Billing PSFT-Contracts & Billing 3. Daily / Need based Customer Information, Opportunity Information PSFT - Program Management Sales Logix 1.
5. People Supply Chain – Strategic Sourcing Information Flow Create Organization Structure Create Organization Structure Create cost & Revenue Budgets Sales Logix Create Pipeline /Oppts Create Resource Requirement Create business Strategies Create separate Organization Structure Resource Mgt/ Human Resource Support new business oppty Store People Information Associate Skills to the people Resource Search Resource Assignment/ Approval eRecruitment Resource Capacity (GAP) Recruitment Synergy Candidate Selection Services WO For the agent Integration to SAP MM SAP FICO Services Procurement Resource Mgt/ Human Resource Human Resource PSFT Legacy SAP 1 2 3 4 5 9 7 8 10 11 Note – Numbering is to highlight the steps followed to address Strategic Source Process and configurable workflow at relevant processes 6 Reporting Resource Gap Vendor Analysis EPM Hyperion Global Leave Management Award of Contract Proposal Submission Create Customer
6. People Supply Chain – Project Execution Information Flow Create cost & Revenue Budgets Create Pipeline /Oppts Create Resource/Role Requirements Support new business oppty Resource/Role Search Resource Assignment/ Approval PSFT Legacy SAP Payables Sales Logix Travel & Exp Management Project Costing Contracts & Billing Fixed Assets Resource Mgt/ Human Resource eCube Project MGMT Project Approvals Create project plan/ Work plan Project metrics & Risk Define Project in psft Create/Update estimate, approved budget & forecast Submit expenses & Timesheet Update timesheet To projects Pay Expense report Forecast Update Project actual cost Cost Allocation Update Assets procured Process managed in SAP MM Generate Revenue Generate Invoice Invoice interfaced to SAP AR Billing engine interfaced to SAP for revenue accounting Billing & Revenue accrual as per contract Contracts & Projects MS Projects 2 2 Note – Numbering is to highlight the steps followed to address PS chain transaction information process and configurable workflow at relevant processes 1 3 4 5 6 7 8 9 10 11 15 13 12 14 16 17 18 Global Leave Management Award of Contract Proposal Submission Create Customer Approval SAP FICO
7. People Supply Chain – Project Execution Information Flow Create cost & Revenue Budgets Create Pipeline /Oppts Create Resource/Role Requirements Support new business oppty Resource/Role Search Resource Assignment/ Approval PSFT Legacy SAP Payables Sales Logix Travel & Exp Management Project Costing Contracts & Billing Fixed Assets Resource Mgt/ Human Resource eCube Project MGMT Project Approvals Create project plan/ Work plan Project metrics & Risk Define Project in psft Create/Update estimate, approved budget & forecast Submit expenses & Timesheet Update timesheet To projects Pay Expense report Forecast Update Project actual cost Cost Allocation Update Assets procured Process managed in SAP MM Generate Revenue Generate Invoice Invoice interfaced to SAP AR Billing engine interfaced to SAP Billing & Revenue accrual as per contract Contracts & Projects MS Projects 2 2 Note – Numbering is to highlight the steps followed to address PS chain transaction information process and configurable workflow at relevant processes 1 3 4 5 6 7 8 9 10 11 15 13 12 14 16 17 18 Global Leave Management Reporting EPM Hyperion Resource Analysis Project Analysis People Analysis Award of Contract Proposal Submission Create Customer Approval SAP FICO
Notas del editor
Gone are the days when it was enough to deliver incremental savings by forcing suppliers to shave a couple of percentage points off their prices. Now CEOs are demanding that their supply chain/strategic sourcing organizations become competitive competencies for their companies. Creating complex global supply chains to take advantage of constantly moving cost arbitrage opportunities and managing the inherent risk involved; constantly increasing the value from supplier relationships by relying on them for things like joint product innovation; and having supply chain strategies drive business strategies — these are examples of the new realities facing our profession. In fact, in certain industries the supply market is so constrained that the sourcing professional's challenge is to create competitive advantage for the company by securing capacity at favorable terms over the competition. The role that supply chain/strategic sourcing professionals are expected to play in today's environment has shifted dramatically, demanding competencies that reach far beyond traditional process skills. Savvy supply chain/strategic sourcing leaders have recognized that "process" skills are not strategic. Some of the skills and competencies necessary to play a more strategic role are: consulting and facilitation, change management, project management, industry expertise and information technology savvy. In addition, the complex issues that face world-class supply chain/strategic sourcing organizations require a brand new way of thinking about skill and competency development. This article will focus on the complex issue of talent management within a supply chain/strategic sourcing environment and how effective people development can be your secret weapon. What is "Strategic"? The definition of "strategic," according to Webster's Dictionary, is: "Of or relating to strategy. Of great importance within an integrated whole or to a planned effect." The Mpower Group's (TMG) sourcing/supply chain Maturity Model highlights the meaning of "strategic" within sourcing/supply chain and how it has shifted over the last five years. This model allows us to look at the characteristics of a sourcing/supply chain organization at various levels of maturity: The Value Creating maturity level is where truly "strategic" organizations operate. Elements of this maturity level are: Corporate, business unit and sourcing/supply chain goals and objectives are tightly aligned and managed. Sourcing/supply chain leads value engineering efforts to drive out inefficiencies. Technology is appropriately deployed and seamlessly integrated into process. The strategic sourcing process is well-defined, articulated and utilized throughout the organization. A robust infrastructure is in place to support the strategic sourcing process (tools, templates, etc.) Global supply markets are researched for cost arbitrage opportunities. Performance metrics are closely tied to strategic goals and objectives. People are clearly your strongest asset and your source of competitive advantage. When we look at the role the sourcing/supply chain professional plays, it is very different from the old approach of "three bids and a buy." Today, sourcing/supply chain is strongly supported by senior management and led by a C-level executive. The sourcing/supply chain professional is considered to be among the best and brightest in the company and helps to define enterprise strategies. In addition, sourcing/supply chain is involved in or leading product strategy and development. The role, which is really a combination of several roles. improving HR service delivery, performance and effectiveness and managing the people implications of major change business programmes. presents financials in a transparent fashion is based upon the right performance requirements is structured to obtain participation and feedback from all corporate infrastructure can be easily tracked and amended as conditions change includes all inputs from connectivity costs to property leases effectively manages feedback and assumptions from a range of stakeholders can be sold at both the corporate and business line level ow to Become "Strategic" There are four key elements within an effective talent management program that need to be aligned and integrated for success: recruiting, people development, career development and compensation. The one common thread that runs through all these elements is "clearly defined competencies." In recruiting, define the role your recruits will play within your organization and the competencies required to execute that role before you begin hiring people. In people development, understand the competencies required to be successful within your organization, where your organization is today against those competencies and what the gap is. That competency gap analysis should then drive your training and development programs. In career development, it is necessary for you and your employees to clearly understand the competencies required to move to the next level, so you can help them get there. In compensation, most Human Resource departments will need to know the competencies required for a sourcing/supply chain professional, along with the role the new hire will play in order to fairly assess the salary market. In other words, the development of a comprehensive competency model is an absolute necessity in winning the talent management game. How do you get started in developing a comprehensive competency model? The first step is to identify those technical and functional skills and competencies necessary to function at a world–class level within a strategic sourcing/supply chain environment within your organization. Step two is to evaluate your current organization against that world-class model to identify skill gaps and develop gap closure strategies. The ultimate goal is to enable your sourcing/supply chain organization to realize the full benefits of world-class strategic sourcing by determining the current organizational gaps and developing strategies to close those gaps.
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