Distribution Solution

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Distribution Solution

  1. 1. Distribution Solution Frans Thamura © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed. 2.0.2
  2. 2. Meruvian • Meruvian adalah Lembaga Pengembangan dan Pelayanan berbasis Java dan Enterprise OpenSource. • Didirikan untuk mengurangi kesenjangan industri • Meruvian didirikan pada 28 Maret 2006 • Pendiri Meruvian adalah Frans Thamura © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  3. 3. Who is Frans Thamura? • CEO of Intercitra Innovation Center (www.intercitra.com) • BlueOxygen (www.blueoxygen.net) - Open Source Project on Java, since 2001. • Founder of JUG Indonesia • Meruvian Group – Founder • JENI Advisory Board • jTechnopreneur - Founder © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  4. 4. Our Program © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  5. 5. Meruvian USP © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  6. 6. Meruvian Strategic Flow Industri – Education Link © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  7. 7. SkillSet Sallary Matrix © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  8. 8. Meruvian Center Overview • Meruvian Center adalah sebuah model sarana pendukung implementasi dari program (jTechnopreneur) • Merupakan sarana terintegrasi untuk pengembangan SDM untuk menghasilkan pengusaha global dengan pengalaman praktek © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  9. 9. Meruvian Services Vision © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  10. 10. The Fenomena © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  11. 11. The Internet is a revolution © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  12. 12. A New Business Form for the New Economy Customer– driven Service Internetworked enhanced customization enterprise Business Web Virtual Corporation Value ● Extended creation ● Tightly Industrial coupled age corp. ● Vertical ● Fully integrated Industry Supply-driven environment Mass production Physical Scarce Resources Digital knowledge Abundance © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  13. 13. The Old versus the New Economy Product Electronic Business The E-Business Core of the New Economy Digital Physical Process The Core of the Digital Old Economy Physical Physical Digital Agent © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  14. 14. E-Business Transformation High Short-Term Strategies Long-Term Strategies E-Business Community Channel Master Extranets Extranets Tech-Enabled Integrated Business Value Relationship Mgmt.Supply Chain Web Store Management Interactive Unassisted Marketing Selling Web Storefront Procurement & E-Catalog Automation B2C Customer Collaborative Extranets Web Brochures B2B Self-Service Short-Term Projects Operations Automation Low High Time to Implement Source: Gartner Group © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  15. 15. Indonesia © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  16. 16. The World © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  17. 17. Boundaries Are Being Redefined Value Chains Are Evolving into Business Networks Value chain Business network Company-centric Customer-centric Command and control Connect and collaborate Ownership-driven Relationship-driven Self-contained risk Shared risk © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  18. 18. Supply Chain Management © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  19. 19. What is SCM ? SCM is a business network covering from buying, making, moving, warehousing to selling Making Moving Buying Selling Ware housing © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  20. 20. Traditional SCM © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  21. 21. Supply Chain Collaboration Supplier Customer Collaboration Collaboration Supplier Manufacturer Customer  Material Requirements  Sales Forecasts  Production Schedules  Order Forecasts  Purchase Plans  Promotions/Price  Shipment Schedules  Inventory Levels  Shipment Schedules Supply Chain Optimization Seek maximum efficiency with the shortest cycle time to improve satisfaction ratings with customers © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  22. 22. Power to the Person - Factory Planner Kevin McCullough - Factory Planner APO 3.0 Workplace Purchasing Workbench Supply Chain KPIs Cockpit Marketplace at www.mySAP.com Production Planning / Detailed Scheduling Company/ Organizati on boundary © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  23. 23. SCM Exchange Model SCM Facilitate Specialization  Intermediaries provide Exchange efficiencies Intermediaries Producer Customer Connectivity is King for product delivery when and where © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  24. 24. Supply Chain Management • Smart Dashboard* – Supplier – Customer – Employee – Partner – Shareholder © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  25. 25. Enterprise Resource Planning © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  26. 26. Definition of ERP  Software solution that addresses the enterprise needs taking the process view of an organization to meet the organizational goals tightly integrating all functions of an enterprise. © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  27. 27. What is ERP? • ERP systems are the software tools used to manage enterprise data. • Facilitates Company-wide integrated Information Systems Covering all functional Areas. • Performs core corporate activities and increases customer service augmenting Corporate Image. • Organizes & optimizes the data input methodologies systematically. © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  28. 28. What is inside ERP?  Databases  Applications  Interfaces  Tools © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  29. 29. Evolution of ERP systems Types of systems Time  Reorder point 1960s  Material requirement 1970s planning (MRP)  Manufacturing resource 1980s planning (MRP-I I )  Enterprise resource 1990s and planning (ERP) onwards © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  30. 30. Siebel CRM © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  31. 31. If You Were To Start a Company Today... SkillsVillage / PwC AA / FiServ Recruiting/HR Financials ERM Big D, Inc Thin ERP SiebelNet/Usi e-Convergent, APAC Procurement Plasticsnet.com Oracle Metalsite IBM? SAP? Manufacturing Distribution & Fulfillment ITEs i-Logistix, Agile Fingerhut, ADS Solectron © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  32. 32. E-Business Platform Supply chain management must be considered within the context of an overall e-business framework. E-business Framework Business Strategy e-business Strategy Integrated Product Development Customers Suppliers Customer Supply Chain Management Relationship Management Processes & ERP Management Knowledge Management Information Management © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  33. 33. Dashboard © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  34. 34. Siti Dashboard – Oracle Web Center © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  35. 35. Siti Dashboard – Oracle Web Center © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  36. 36. Customer Management © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  37. 37. Why Market Change Dynamically? Customer Market sectors behaviour Customer segment needs UK market Route to market © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  38. 38. Key Issue: What is CRM? © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  39. 39. CRM Definition • GartnerGroup defines CRM as a business strategy designed to optimise profitability, revenue, and customer satisfaction. To realise CRM, organisations must foster behaviours and implement processes and technologies that support co-ordinated customer interactions throughout all customer channels © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  40. 40. Strategic Guideline © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  41. 41. Strategic Planning Assumption © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  42. 42. Strategic Planning Assumption © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  43. 43. Strategic Planning Assumption © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  44. 44. Old Business Model “The Company that is remote, uninterested & inaccessible” Channel End User Vendors Product Solution Partner Customer Direct End User Product Vendors Customer © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  45. 45. The Vision Servic Sales e Channel ERM Customer Web © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  46. 46. The New Business Model Channel End User Vendor Product Solution Partner Customer © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  47. 47. System of record • High degree of flexibility and support: Account Technical Order management Support processing Small & medium Campaign business Complaints management Consumer Reporting © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  48. 48. holistic vision of the customer’s touch points Siebel ERM Advanced Solutions Advanced Features Billing Product Catalogue Customized Invoicing Complex Customer Management Customer Information Analysis CORE BILLING FUNCTIONS • Customer Management Subscription and Assignment • Product Ordering Usage Processing: Support • Usage Processing & Activation • • Wire-line CDR Functions Pricing & Rating • Invoice Preparation • Wire-line meters Local Loop • • Fixed Wire-less Account Treatments Payments VPN • • Financial Management GSM Inter-Connect Acct • Customer Inquiries • CATV Fibre • Security Switch Mediation GSM Fraud Management CATV Trouble Management Work Force Management Services Services Activation Solutions Assurance Packages © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  49. 49. Value Chain for Customer Focus PHONE, MAIL DIRECT MARKETING, CAMPAIGN MANAGEMENT, DISTRIBUTION & CRM MARKET RESEARCH, DELIVERY CUSTOMER ANALYSIS SUPPORT and SERVICE Branches ISS MEASUREMENT CUSTOMER Sales people Call Center PRODUCTS & SERVICES DEFINITION and DESIGN Internet PRODUCT & SERVICES PROCESSING Home Banking © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  50. 50. © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.

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