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Pivotal Architecture Group<br />Exercise 10<br />Don Brancato        Neeraj Gupta       Joshua McDonald          Mark Bown...
Conceptual View:  SOW<br />
Critical Business Problems Defined<br />Routing inefficiencies observable<br />High cost per mile for aircraft and truckin...
Proposed Business Solution:  Package Routing<br />Continually reports current state of regional through global delivery<br...
Enterprise Architecture Proposed Scope<br />Phase 1 ($3.5MM – 5MM)<br />Identify key profitable global delivery routes<br ...
Major Constraints<br />Budget<br />Timeframe to merger completion<br />Resource Availability<br />Technical Resources<br /...
Stakeholders Involved<br />Global Business Operations<br />Transportation Management<br />Marketing<br />Sales and Distrib...
Operational State ‘To Be’<br />Real-time route reporting in 6/12-months<br />Opex savings estimated at 15% year 1-3<br />C...
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Pivotal Architecture Group Ex 10 Final

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Transcript of "Pivotal Architecture Group Ex 10 Final"

  1. 1. Pivotal Architecture Group<br />Exercise 10<br />Don Brancato Neeraj Gupta Joshua McDonald Mark Bowne Michael Miller <br />
  2. 2. Conceptual View: SOW<br />
  3. 3. Critical Business Problems Defined<br />Routing inefficiencies observable<br />High cost per mile for aircraft and trucking fleet<br />Low sales in geographic areas<br />Timeliness not apparent<br />New package tracking system high Internet reliance – some geographies poor comm<br />High equipment cost/maintenance in certain areas<br />Unprofitable Routes are not easily identified<br />Real-time reporting for ‘best routes’ absent<br />
  4. 4. Proposed Business Solution: Package Routing<br />Continually reports current state of regional through global delivery<br />Defines corps target: efficient, profitable global delivery<br />
  5. 5. Enterprise Architecture Proposed Scope<br />Phase 1 ($3.5MM – 5MM)<br />Identify key profitable global delivery routes<br />Rationalize non-profitable routes<br />Phase 2 ($6MM – 10MM)<br />Implement global delivery routes<br />
  6. 6. Major Constraints<br />Budget<br />Timeframe to merger completion<br />Resource Availability<br />Technical Resources<br />Transportation Stock (aircraft, trucks)<br />
  7. 7. Stakeholders Involved<br />Global Business Operations<br />Transportation Management<br />Marketing<br />Sales and Distribution<br />CxO<br />
  8. 8. Operational State ‘To Be’<br />Real-time route reporting in 6/12-months<br />Opex savings estimated at 15% year 1-3<br />Capex savings estimated at 8% annually after 2-years<br />Competitive market increases to 5-10%<br />Global delivery solution, compared to previous regional paradigm<br />

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