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Pivotal Architecture Group   Ex 10   Final
Pivotal Architecture Group   Ex 10   Final
Pivotal Architecture Group   Ex 10   Final
Pivotal Architecture Group   Ex 10   Final
Pivotal Architecture Group   Ex 10   Final
Pivotal Architecture Group   Ex 10   Final
Pivotal Architecture Group   Ex 10   Final
Pivotal Architecture Group   Ex 10   Final
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Pivotal Architecture Group Ex 10 Final

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

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