战略研究准备Word下载.docx
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战略研究准备Word下载.docx
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HighTechLead,EnterpriseValueCreation
KPMGConsulting
BaoSteelGroup
ExecutiveSummary……………………………………3
Introduction…………………………………………4
MethodologyandAnalysis…..……………………5
Findings..……..………………………………….…7
Results…..…………………………………….……10
Contents
ExecutiveSummary
Yichang,asubsidiaryofthe$8billionChinesesteelbehemothBaoSteelGroup,cametoKPMGConsultingtounderstandthechangesrequiredtobegloballycompetitive,nowthatChinahasbeenadmittedintotheWorldTradeOrganization(WTO).
TheclientselectedKPMGConsulting’sEnterpriseValueCreationframeworkthathasbeenknowntocreatevalueforcompanies,andhasearnedfavorableacclaimfromexternalanalystsatGoldmanSachs,AberdeenGroupandAMR,amongothers.
ThroughtheEnterpriseValueCreation(EVC)framework,theteamwasabletounderstandYichang’sprimaryproblems,andtodevelopsolutionstoaddresstheseissues.Fromthebeginning,ahighlevelofexecutiveparticipationhelpedtheteamtohoneinontheprocessareasoffocus.Theyincluded:
1.NewProductDevelopment
2.Marketing,MarketAnalysis,ProductPricing
3.Sales,CustomerService,ChannelManagement,CustomerSolutionDevelopment
4.FinancialandManagerialAccounting,CostControls
5.PerformanceManagement
Theteamreliedoninterviews,managementreports,quantitativeanalysis,benchmarking,competitiveintelligenceandbestpracticeinformationtoascertainanddocumentthecurrentstateofYichang’sprocessesandoperationalefficiency.AScorecardandValueImpactAnalysiswereusedtocreatemediumandlong-termtargetmetrics.
Aftertwoclientoffsitemeetingstogatherfeedbackandtodevelopconsensuswithinthemanagementteam,aroadmapwasdevelopedthatprioritizedandlaidoutfutureinitiatives.Thescorecardmetricsweredirectlylinkedtothefulfillmentoftheroadmapprojectssoongoingmeasurementcouldbeappliedtogaugeprogress.TheimpactofprocesschangeswerealsolinkedtoBaoSteel’sfinancialstatements.
IntenweeksKPMGConsulting’sworkpositionedtheclientto:
∙Achieveconsensusonthecurrentstateissues
∙Distinguishtheareasofgreatestopportunity
∙Agreeonremediestocurrentproblems
∙Mobilizeeffortstobecomemoreefficientandcompetitive
∙Systematicallymeasureandachievethedesiredresults
KPMGConsulting’sprimarysponsor,theCFO,believestheEVCprojectwaspivotalinthecompany’sabilitytobesuccessfulastheimplicationsofChina’sacceptanceintotheWorldTradeOrganizationarerealized.
Introduction
China’seconomyhasbeenexpandingatanannualrateofsevenpercentoverthepastthreeyears.TheGDPgrowthofShanghaihasapproachedtenpercentduringthatsameperiod.ThishasbeenfueledbyChina’sentryintotheWorldTradeOrganization,aswellastheincreasedglobalizationoftradeandthedevelopmentofaneducated,tech-savvyworkforce.
WhileChina’ssteelmarkethasbecometheworld’slargest,withannualdemandestimatedtogrowby50milliontonstomorethan182milliontonsby2005,industryexpansionplansfallfarshortofthesenumbers.Only27millionadditionaltonsofcapacityareforecasttobebuilt,forcingtheexistingplantstoeitherbecomemoreefficientquickly,ortoleavealotofdemandonthetable.
DemandforsteelintheUS,EuropeandJapanhasbeensluggishwhileChinahasseengrowthofover400%since1980.Consumingover130milliontomsin2000,Chinaisnowthebiggeststeelmarketintheworld.Chinaconsumedmorethan130milliontons1ofsteelin2000,surpassingtheUnitedStatestobecomethebiggeststeelmarketintheworld.Threepercentofthenation’s$1Trilliongrossdomesticproductcomesfromsteelandoverthreemillionpeopleareemployedintheindustry.
JonathanWoetzel,adirectorinMcKinsey&
Co’sShanghaiofficebelievesthatthe“country’ssteelproducersareinpoorshapetotakeadvantageoftheirhomeland’sboom.Fragmented,uncompetitive,unprofitable,heavilyindebt,andgearedtothewrongproducts,theyarelosingouttoimports.”
BaoSteelYichang,likemostofChina’ssteelindustry,hasfocusedprimarilyonproducingsteelratherthanonsatisfyingcustomers.ThecompanytriestokeepthemillrunningatoptimalcapacitytomaximizetheirReturnOnAssetsinsteadoffocusingonincreasingprofitandcustomersatisfaction.Manyoperationalimprovementsandmind-setchanges,suchasmanagingprocessesinsteadofmanagingsiloedfunctions,arerequiredforrealefficiencygainstobefelt.
Yichang,asubsidiaryofthe$8billionsteelbehemothBaoSteelGroup,cametoKPMGConsultingtounderstandthemanychangesitwouldhavetomaketocompeteintheglobalmarketeffectively.
Theclientwantedanactionableroadmaptheycouldembedintheirimmediateoperatingplans.Theyviewedtheroadmapastheinitiatingstepofanevolutionaryprocesstosustaintheirprofitabilityastheyentertheglobalsteelmarket.ManymanagementpracticesthatareestablishedinfastermovingindustriesandinmoreaggressivemarketshadnotyetbeenintroducedintoBaoSteel,giventheprotectedmarketsandsignificantgovernmentinvolvementinChina’ssteelindustry.TheChiefFinancialOfficerconsidersKPMGConsultingastrategicpartnerineducatingtheteaminprovenbusinesspractices.
MethodologyandAnalysis
Specifically,BaoSteelYichangsoughtto:
1.Diagnoseinefficienciesinitsoperationalandinfrastructureprocesses
2.Identifyimprovementopportunities
3.Developspecificrecommendationsandsolutionsforfutureexecution
4.Addmetricsandquantitativemeasurementaroundit’skeyprocessareas
5.Instillmorerigorousperformancemanagementpracticestoaidinaccomplishinggoals
TheclientselectedKPMG’sEnterpriseValueCreationframeworkthathasbeenknowntocreatevalueforcompanies,andhasearnedfavorableacclaimfromexternalanalystsatGoldmanSachs,AberdeenGroupandAMR,amongothers.
ThroughtheEnterpriseValueCreation(EVC)framework,theteamwasabletounderstandYichang’sprimaryproblems,andtodevelopsolutionstoaddresstheseissues.Fromthebeginningahighlevelofexecutiveparticipationhelpedtheteamtohoneinontheprocessareasoffocus.Theyincluded:
▪NewProductDevelopment
▪Marketing,MarketAnalysis,ProductPricing
▪Sales,CustomerService,ChannelManagement,CustomerSolutionDevelopment
▪FinancialandManagerialAccounting,CostControls
▪PerformanceManagement
Startingwithdetailedinpersoninterviewswitheachofthefunctionalareaheads,theteamsteppedthroughthefivestageEVCprocess.
Theinterviewsfocusedonunderstandingthecurrentprocessesusedineacharea.Thesemeetings,pairedwithreviewingmanagementreportsandothermaterials,comprisedtheprimarymethodusedtodeveloptheOperationalBlueprint(EVCPhase2).Pointedquestions
laidthefoundationfortheteams’explorationoftheAs-Isstate.Eachinterviewwasaugmentedbyfurtherdiscussionswithindividualsresponsibleforkeytaskswithineachprocess.
Interviewquestionsincluded:
1.Whatarethekeyprocessesinyourarea?
2.Diagramthekeyprocesses.
3.Whatistheestimatedcostofeachprocess?
a.Howlongdoesittake?
b.Howmanypeopleareinvolved?
4.Whatmetricsareusedtodaytomanagetheprocesses?
5.Whataretheproblemsassociatedwiththecurrentprocesses?
6.Whatdoyouthinkshouldbedoneinstead?
7.Whatmetricsshouldbeusedtomanagethenewprocess?
8.Whatchangesareneededtotransitiontothenewprocesses?
9.Whatorganizationalstructurewouldoptimizeprocessefficiency?
(Drawit)
Processmapsweredevelopedthathighlightthekeystepsineachfocusarea.
Theteamdistilledthemetricscurrentlyappliedtoas-isprocessestounderstandhowefficientandeffectivetheyare.Theseprocessmaps,togetherwithconclusionsregardinghowtheprocessesaremanagedandmonitored,wereintegratedintoacurrentstateblueprint.
Findings
Basedonthisinformation,theteamidentifiedtrendsthroughouttheorganizationsuggestingthataninconsistentlevelofintegrationamongthefunctionalgroupswashinderingefficientmanagementoffundamentalcross-functionalprocesses.Insomecasestheteamhadtocreatetheas-isprocessmapsduringtheinterviewandtoferretouttheimplicitmetricsaroundthevitalactivitieswithinthatprocess.Togethertheteamcametoanunderstandingthatfunctionalwallsandthesiloedorientationoftheenterpriseweresignificantfactorsincreatinginefficienciesanddrivingupcosts.Informationusefultomanyteamswasfrequentlythedomainofonefunction,andwasnotnecessarilycommunicatedtoothergroups.Decisionmakingreliedonlimitedunderstandingoftheimpactonprocessesfurtherupanddownthevaluechain.Thisimpededaccountabilityforthedecisions,anddisincentedabroad,contextuallyinformedapproachtotasks.
Additionally,performanceincentiveswerefunctionspecificandputtheManufacturing,SalesandMarketingteamsatloggerheads.Theformerisincentedtokeepassetutilizationlevelshigh,whilethelatertwoaremeasuredoncustomersatisfactionandsaleslevels.Anumberofthegroupshadadifficulttimediagrammingthekeyprocessesunderinvestigation.Individuals’thinkinghadbeencaughtwithinfunctionalwalls.Linkingtasksthatspanneddifferentdepartments,suchasnewproductdevelopment,requiredpuzzelingtogetherpiecesofdisparatefunctionalresponsibilities.
Thismeantthatcommunicationaddressedspecifictasksinsteadofoverallprocesses.Italsomeantthattherewere
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