The document discusses how Buckman Laboratories was able to weather an economic recession through organization-wide process reengineering and global project portfolio management of its business systems. It implemented a single, flexible global business system using ERP software to gain efficiencies and consolidate reporting across its operations in over a dozen countries. This allowed the company to continue growing sales and avoid layoffs during the economic downturn, while other companies were cutting costs and projects. The success was attributed to executive sponsorship of the aligned initiatives and a professional approach to project management.

1. From Boom to Bust and Back Project Portfolio Management & Organization wide Re-Engineered Process In a Recession Driven Economy Saji Madapat, CPIM, PMP, CIERP Buckman Laboratories PMI Professional Development Day - 2002

4. Party’s Over. . . What to do?

6. The Corporate Ship: High Tide Unpublished work,copyright 2002 Saji Madapat & Gertrude Moeller Inefficiencies

7. The Corporate Ship: Low Tide Unpublished work,copyright 2002 Saji Madapat & Gertrude Moeller Inefficiencies

8. The Corporate Ship: Busted! Unpublished work,copyright 2002 Saji Madapat & Gertrude Moeller Sell strategic units Layoffs Cut projects Strategic budget cuts Inefficiencies

10. Expose & Eliminate Inefficiencies Expose & Eliminate Inefficiencies

11. The Corporate Ship: High and Dry Unpublished work,copyright 2002 Saji Madapat & Gertrude Moeller STRATEGIC INVESTMENTS Inefficiencies

18. It’s not a dream! It’s a CHOICE. Unpublished work,copyright 2002 Saji Madapat & Gertrude Moeller

19. Examples from “Real Life” Unpublished work,copyright 2002 Saji Madapat & Gertrude Moeller

20. Example #2: Unpublished work,copyright 2002 Saji Madapat & Gertrude Moeller Dedicated to Father of Knowledge Management “ Communications is human nature; Knowledge sharing is human nurture!”*

27. Unpublished work,copyright 2002 Saji Madapat & Gertrude Moeller Buckman’s Global Business System Global BS PPM Team, Solution & Infrastructure Buckman Laboratories, Inc. Memphis, Tennessee, U.S.A. Buckman Laboratories, Inc. Cadet, Missouri, U.S.A. Buckman Laboratories, S.A. DE C.V. Cuernavaca, Mexico Buckman Laboratorios LTDA Campinas, Brasil Laboratorios Buckman S.A. Buenos Aires, Argentina Buckman Laboratories (PTY.) LTD. Hammarsdale, South Africa Buckman Laboratories PTE LTD Singapore Buckman Laboratories,K.K. Tokyo, Japan Buckman Laboratories PTY. LTD. Wagga Wagga, Australia Buckman Laboratories,LTD. Auckland, New Zealand Buckman Laboratories Italiana,S.r.l., LTD. Milano, Italy Buckman Laboratories Quimica, LDA Parede, Portugal Buckman Laboratories, S.A.M. Principaute de Monaco Buckman Laboratories, Iberica Barcelona, Spain Buckman Laboratories, S.A. Ghent, Belgium Buckman Laboratories,Gesellschaft Vienna, Austria Buckman Laboratories Gmbh Bad Homburg v.d.H.,Germany BaaN & Hyperion

31. Unpublished work,copyright 2002 Saji Madapat & Gertrude Moeller ERP Project Scenario BOOM vs. Bust BaaN Implementation USA (1998) Canadian (Planned 2003) Cost of Capital (Fed Rt) Consultancy Expenses Hardware/software Project Duration Support, Maint., Optimization Implementation Team Customization Percent of Business Practices in Business System post-impl Bonus Systems Business Continuity Plans Probability of Success pre-impl Global Business System Global Consolidation & Reporting 7-8% +$3 M +$0.5 M 1.5 Years Many Consultants Inexperienced Heavy 70% Nil Nil 20-40% 9 SW systems* No 2-3% Nil Nil 4 months Internal resources Experienced Not needed 95% Hyperion etc.* Fully equipped 90% One system* Yes

33. Wrapping Up. . . Unpublished work,copyright 2002 Saji Madapat & Gertrude Moeller

35. The End Unpublished work,copyright 2002 Saji Madapat & Gertrude Moeller