• 1. ContentsOur proposal is divided into the following sections:Section 1 Introduction... What does Plaskolite want from this project? Section 2 Project Overview... What is Arthur Andersen’s perspective on software evaluations? Section 3 Project Approach... How will we conduct the evaluation? Section 4 Project Team… Who will work on the project? Section 5 Project Timing... How long will it take? Section 6 Project Costs... How much will it cost? Section 7 Arthur Andersen... Why Arthur Andersen? Section 8 Project Resources... What are the qualifications of our team?
    • 2. Our Understanding of Your NeedsPlaskolite’s overall goal is to evaluate and select an integrated customer service, distribution, manufacturing and financial software package that best supports your business information needs. To help achieve this goal, Plaskolite would like a Arthur Andersen to assist with the evaluation and selection of a new software package. The specific objectives of this project will be to: Define and prioritize business and information requirements Identify process improvement opportunities Research and identify viable software candidates Objectively facilitate the evaluation of the most appropriate software alternatives Define appropriate technical architecture Assist with vendor negotiations Plan the software implementation at a high levelGoalProject ObjectivesSection 1: Introduction
    • 3. Our Understanding of Your NeedsThe key deliverables to meet your objectives for this phase of the project will be: High level business process maps Process Improvement Opportunities Software requirements and “knock-out” criteria Functional Technical Vendor List of potential software candidates Vendor demonstration scripts Software selection recommendation Software, hardware and services cost estimates High-level implementation plan Organizational impact assessmentSection 1: IntroductionDeliverables
    • 4. Our PerspectiveOur local experience with integrated software packages is deep and broad. Our Ohio Consulting practice, which includes Columbus, Cleveland and Cincinnati, has over 140 full-time consultants. Software implementation is the cornerstone of our practice. Below is a list of some of our recent engagements in Ohio.Section 2: Project OverviewOur Local Manufacturing ExperienceArthur Andersen’s philosophy is to remain independent of software vendors. Consequently, Arthur Andersen can objectively evaluate integrated software packages against the information needs of our clients.High Tech Mfg. Custom Products Mfg. Custom Products Mfg. Automotive Supplier Consumer Products Mfg.
    • 5. What Our Software Vendor Alliances MeanArthur Andersen does not sell software or receive any financial incentives from integrated software package vendors. However, we do maintain alliance programs with the leading software providers in the market. The purpose of these alliances is to establish a team of qualified personnel from the vendor and Arthur Andersen who can effectively serve clients by delivering integrated solutions to improve business performance. Alliance agreements typically provide the following: Arthur Andersen can sub-contract programming services at a discounted price Arthur Andersen receives discounted training for its professionals Arthur Andersen has access to software, product support and other resources By strategically aligning themselves with Arthur Andersen, key software vendors can focus on their core businesses -- product development, training and support. Arthur Andersen has installed the alliance software packages at our Technology Innovation Centers for client demonstrations, training, testing and remote access. To capitalize on the collective knowledge we have gained in this area, Arthur Andersen has also formed a Competency Center of qualified professionals with deep expertise in packaged software implementations. Through an on-line software database, this center promotes information sharing among Arthur Andersen professionals on alliance products and projects on a global basis. ®SSASection 2: Project Overview
    • 6. ExperienceIndustry Expertise Best Practices/Process Skills Software Expertise Knowledge CapitalOur Perspective - Collaboration We believe true business change can only be sustained by Plaskolite team members. We will serve as “Change Agents” challenging and partnering with Plaskolite during all phases of the project. We take a facilitative approach to ensure mutual ownership and a focus on collaborative efforts, positioning Plaskolite to own the selection criteria and decision. Our approach is relationship-oriented. We will work with you as a business partner in this endeavor, taking your agenda as our own, and seeing the project through to a successful completion. Arthur AndersenHired ExpertsPlaskolitePlaskoliteIndustry Expertise Best Practices/Process Skills Software Expertise Knowledge CapitalExperienceTypical Approach: Outsiders “drive” the solution Our Approach: We create an environment that enables you to develop deep skills and the final solutionFacilitative, Teaming ApproachSection 2: Project Overview
    • 7. Our Perspective - Business IntegrationHolistic Business Integration Approach Implementation of any significant change requires the integration of strategy, business processes, people, and information technology. Application software must be evaluated within the context of this business integration concept to have relevance.Section 2: Project OverviewHow to: Transfer/improve skills Speed up actions Flatten structures Empower individuals Improve service Leverage knowledge capitalHow to: Simplify/eliminate Do things more quickly Reduce costs Decentralize decisions Capitalize on technology Restructure relationshipsWhat focus What core activities What geographical areas How to: Organize internally Achieve synergy Capitalize on strengthsHow to: Enable business change Migrate to better solutions Focus on core activities and people Capitalize on/share best practices Integrate information across functions Centrally monitor a decentralized business
    • 8. Our Perspective - Knowledge Sharing ToolsLeveraging our Firm’s global information sharing network is key during software evaluation projects.FinalistsPackage Software Competency Center Methodologies Selection Matrices Research & Evaluations Resource ClearinghouseAndersen Firm-wide Experience Engagement Team Software Expertise Industry Expertise Manufacturing Industry ProgramAndersen Knowledge Sharing Tools Lotus Notes AA On-line - Andersen’s Global Information Sharing Network Global Best Practices Knowledge Base (Intranet) KnowledgeSpaceSM (Intranet)Third Party Information Sources The Gartner-Group Advanced Manufacturing Research Inc. (AMR) Computer Select DATAPRO Industry PublicationsArthur Andersen Selection ToolsSection 2: Project Overview
    • 9. Project Approach - Evaluation ComponentsDuring the software evaluation process, the field of potential software solutions is quickly narrowed to two. These two vendors demonstrate their products and are evaluated by the selection team. The final product is selected based on the demonstration results, contract considerations, and further analysis as described below.All Software Candidates15+ Candidates2 FinalistsIndustry InsightMarket ResearchVendor ViabilityArthur Andersen Firm-wide Knowledge3-5 CandidatesFunctional FitVendor ViabilityFinal SelectionTechnology Use & Vision References & Site VisitsImplementation CostsPricing & NegotiationsRFI responses, screening interviewsDetailed Knock-out Criteria, Company size, Market Presence, AA Insight (Plaskolite and Arthur Andersen)High Level Knock-out Criteria & Preliminary Screening (Arthur Andersen)Software demonstrations, reference checks, negotiations, and Cost / Benefit Analysis (Plaskolite & Arthur Andersen)The vendors execute the scripts during their demonstrations; the selection team scores each area based on how well the package met the needs of Plaskolite. Immediately after the demonstrations, the scores are tallied. Arthur Andersen facilitates a discussion to share the scoring results and reach a consensus on strengths and weaknesses.The demonstration results are only one component (although the most important component) of the final selection criteria. Section 2: Project Overview
    • 10. Software Evaluation - Lessons LearnedOur approach works to complement the business knowledge of Plaskolite with the industry knowledge, technical expertise, and “best practice” work of Arthur Andersen. A package will not be embraced by Plaskolite if it is chosen solely by Arthur Andersen. We will facilitate Plaskolite through our methodology to ensure a partnering endeavor based on your agenda.Communicate that no package will meet every perceived need and that perceptions must change. Sell the idea that nothing will improve unless it changes. Ensure the demonstration audience understands that vendors want to show their strengths, not necessarily what is best for Plaskolite. Facilitate the demonstrations accordingly. Ensure references are in similar industries with similar volumes and are using the product (not testing or ready to rollout). Ensure the organization understands that package software implementation projects are more expensive and provide less relative benefit than strategic, competitive initiatives; however, these projects are critical to establishing a solid foundation to support future strategic initiatives.Some gaps will be identified during the selection process, but it isn’t until the Business Process Simulation (BPS) phase of the project that all gaps are known. Packaged software vendors incorporate industry-wide best practices from their customer base into their software. During BPS, each Plaskolite business scenario is executed in the software. The team will be able to identify how Plaskolite will further change its business processes to align with the software vendor’s approach. We recommend a “no-mod” policy, this is achieved by executing these newly aligned business processes in the software. But unless Plaskolite management is willing to support this approach, this goal will not be achieved and modifications will be required.Use “knock-out” criteria to quickly get to a short list of vendors. This will allow deep focus on a handful of viable contenders and allow more time for value-added activities like identifying areas for improvement.Facilitative ApproachManage ExpectationsThe Short ListGaps Between Business Requirements and Software CapabilitiesSection 2: Project Overview
    • 11. On-goingProject Scope & ApproachArthur Andersen’s packaged software methodology framework consists of 6 major phases while emphasizing an aggressive program of project management and change enablement. This proposal addresses the first 3 phases of work. At the completion of these phases, we will take a checkpoint with Plaskolite’s management to determine Arthur Andersen’s involvement with future phases of work.“Where do we want to be?”“What tools will we use?”“How will we use the tools?” “Construct and roll-out the solution.”“How will we get there?”PeopleProcessesTechnologyStrategyRequirements DefinitionSoftware Evaluation & Selection Design & Business Process SimulationImplementationSupport & Continuous ImprovementImplementation Planning “Stabilize and prioritize.”CheckpointCheckpointCheckpoint5-6 weeks3-4 months5-8 monthsProject Management and Change Enablement= within scope of this proposal= future phasesCheckpoint3-4 weeks2 weeksCheckpointSoftware Selection and ImplementationSoftware SelectionSoftware ImplementationSection 3: Project ApproachThe scope of this project will be limited to the evaluation and selection of a single integrated software package.
    • 12. Design Technical ArchitectureSoftware Selection OverviewWe have a proven methodology and approach to software evaluation and selection. Throughout this approach, business requirements are balanced with system functionality to maximize business opportunities and benefits.Functional Technical VendorIdentify Process Improvement OpportunitiesIdentify Requirements & “Knock-out “ CriteriaResearch Software AlternativesStrategy Processes Organization Technology REQUIREMENTS DEFINITIONSOFTWARE EVALUATION & SELECTIONIMPLEMENTATION PLANNINGCheckpointCheckpointPlan the ImplementationReview Current StateDevelop Preliminary Cost EstimateFinalize & Obtain ApprovalDefine Business Scenarios & Conduct S/W DemosNegotiate and Complete Cost EstimateEvaluate Vendors and Choose FinalistSection 3: Project Approach
    • 13. Project Approach - Requirements DefinitionThe purpose of this phase is to gather business requirements and document business processes. This is accomplished through our facilitative consulting style. We work with the selection team to ensure an appropriate understanding of the current state and cooperatively craft Plaskolite’s “to-be” business process vision. Plan the project and mobilize the “core” selection team Facilitate group discussions and interviews with executives and key users Identify and map key business processes Identify key customer and vendor business requirements, as well as functional and technical software requirements Review Arthur Andersen’s Global Best PracticeSM Knowledgebase, examples of best practices, best companies, and performance measures by business process Identify process improvement opportunities Prioritize the list of systems requirements from the interviews and process reviews Research software candidates Develop software selection “knock-out” criteria (functional, technical, vendor) to shorten the list to a manageable number of contenders Begin discussions with the software finalists regarding proposed configuration and resource requirements Develop high level systems architecture Develop preliminary estimate of hardware, software, training, and implementation costs and optionsKey Tasks High level process maps Global Best PracticeSM Knowledgebase examples List of process improvement opportunities Prioritized software selection “knock-out” criteria Initial list of software candidates through market research, industry insight, vendor viability, Arthur Andersen firm-wide knowledge Responses to software selection “knock-out” criteria (Request for Information - RFI) Short list of software finalists List of assumptions impacting cost estimate Preliminary cost estimate Key DeliverablesSection 3: Project ApproachREQUIREMENTS DEFINITIONSOFTWARE & HARDWARE EVALUATION & SELECTIONIMPLEMENTATION PLANNINGCheckpointCheckpoint
    • 14. Prepare demonstration scripts incorporating Plaskolite’s “knock-out” criteria Schedule vendor demonstrations, review expectations and provide scripts Facilitate vendor demonstrations Identify perceived gaps between software capabilities and business requirements Evaluate quantitative and qualitative strengths and weaknesses of the demonstrations, by gathering individual script “score cards” from the Plaskolite participants and facilitating re-cap discussions to gain consensus Check vendor references and perform site visits as necessary Identify contract negotiation objectives and strategy Confirm initial assumptions regarding preliminary cost estimate Understand other potential cost components (one time and on-going costs) Negotiate with the finalists Gather final quotes from software vendors Finalize cost estimate based on hardware, software, training, implementation Senior management to select the final vendor based on: Functional fit Technology use and vision Vendor viability Project Approach - Evaluation and SelectionThe purpose of this phase is to ensure a fair and effective selection. It involves developing demonstration scripts and facilitating the software demos to ensure adherence to those scripts so a consistent comparison can be made. Initial gaps between requirements and software capabilities are identified and addressed. This phase enables the final selection of the integrated package solution.Key Tasks Demonstration scripts Software finalist evaluation criteria Vendor demonstrations Demonstration evaluations Review of vendor references Inventory of identified software “gaps” Negotiation objectives and strategy Final cost estimate Contract signed and software procured Key DeliverablesREQUIREMENTS DEFINITIONSOFTWARE EVALUATION & SELECTIONIMPLEMENTATION PLANNINGCheckpointCheckpointReferences and site visits Pricing negotiations Estimated implementation costsSection 3: Project Approach
    • 15. Project Approach - Implementation PlanningOnce the final selection is made, the planning for the implementation may occur. This involves designing, in detail, the technical architecture, planning the implementation tasks, and estimating the implementation effort. Once these plans are firmed up, expectations may be set and approval to proceed may occur.REQUIREMENTS DEFINITIONSOFTWARE EVALUATION & SELECTIONIMPLEMENTATION PLANNINGCheckpointCheckpoint Finalize the technical architecture design Plan the Business Process Simulation and Implementation Identify the overall implementation approach Develop high-level implementation plan with a proposed timeline and identified resources Assess organizational impact Meet with management to obtain approval to proceed Key Tasks High-level plan for the Business Process Simulation and Implementation Organizational Impact Assessment Approval to move forward with the implementationKey DeliverablesSection 3: Project Approach
    • 16. Project Team OrganizationThe following is our suggested joint Plaskolite/Andersen project team structure. Plaskolite Executive TeamPlaskolite Project Sponsor AA Engagement Partner - Todd Fisher AA Project Manager - Chris WenzkeProject LeadershipSteering CommitteeResearch & Support - AA ConsultantPlaskolite Team Lead AA - Doug Hood Order Management/ Customer Service TeamFinance TeamManufacturing TeamPlaskolite Team Lead AA - TBDPlaskolite Team Lead AA - TBDPlaskolite Team Lead AA - Chris Wenzke AA - TBD Section 4: Project TeamTechnology TeamSteering committee meetings will be held on a monthly basis, and will last 1 to 2 hours. Plaskolite team lead participation will average 1 to 2 days per week on average. Additional representatives from Plaskolite’s functional departments will participate in each team on an as needed basis. Plaskolite will need to identify a “core evaluation team” who will participate in the software demonstrations. Software demonstrations will require 2 consecutive full days for each vendor. Warehouse Management TeamPlaskolite Team Lead AA - R. J. Nicolosi
    • 17. Roles & ResponsibilitiesWe believe a joint project team is essential to the ultimate success of the project.PlaskoliteArthur AndersenProject LeadershipTeam ActivitiesSponsor the project at the executive management level Provide overall project leadership and direction Evaluate findings and recommendations Liason with executive management Liason with the organization to coordinate project activities between Plaskolite and AndersenProvide project management guidance based on experience with similar clients and proven methodologies Provide access to firmwide expertise and knowledge capital as appropriate Lead the development of project deliverables Assist in the communication process with executive management Provide tools and methodology frameworks to conduct activities to meet the project objectivesProvide internal perspective on information opportunities Provide internal business and functional expertise Assist in accessing Plaskolite information as required during the project Assist in the creation of deliverables and help verify accuracy, thoroughnessLead team activities Provide industry functional and analytical skills Provide external perspective based on knowledge of industry trends and best practices Ensure project deadlines are met and deliverables exceed quality expectationsSection 4: Project Team
    • 18. Estimated Project TimelineThe estimated time frame for this project is 10-12 weeks. The actual time frame is dependent upon several factors, including the availability of Plaskolite resources and software vendor responsiveness. This timeline is based on our understanding of your needs and our experience with projects of this nature.Selection Step Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 101.0 Review Current State 2.0 Identify Process Improvement Opportunities 3.0 Identify Requirements & “Knock-Out” Criteria 4.0 Research Software Alternatives 5.0 Develop Preliminary Cost Estimate 6.0 Define Business Scenarios/Conduct SW Demos 7.0 Negotiate and Complete Cost Estimate 8.0 Evaluate Vendors and Choose Finalist 9.0 Implementation PlanningCheckpointCheckpointSection 5: Project Timing
    • 19. Project Assumptions & Fee EstimateOur fees for this project will be $135,000, plus out of pocket expenses. We will bill you in three equal installments. We have made the following assumptions in developing our fee estimate. If any of these assumptions do not hold true, our fee estimate could be impacted. A senior executive within Plaskolite will sponsor the project and has overall responsibility for the project’s success. A project steering committee, consisting of Plaskolite executive management, will stay actively involved in monitoring and directing the project. Plaskolite will commit to providing project resources as described in the project organization chart. Two (1.5-2 days for each) software demonstrations will be conducted. Project completion according to the provided schedule is dependent upon the ability to schedule time with both Plaskolite personnel and the software vendors. Our fee estimate does not include Arthur Andersen participation in vendor/reference site visits. Section 6: Project Costs
    • 20. The Arthur Andersen DifferenceOur Experienced TeamWe have proposed a team with vast experience in facilitating clients through package software selections and implementations in the manufacturing industry. Integrated software is the core of our consulting services. Our broad experiences have enabled us to work with many different products in a variety of different manufacturing environments.Facilitative ApproachWe take your agenda as our own and work with your representatives to help articulate your requirements with our industry expertise to ensure mutual ownership and selection of a package based on these objective facts.We believe we are uniquely qualified to help you in this important initiative.Middle Market FocusIntegrated Business SolutionsOur consulting approach focuses on implementing integrated business solutions that address all aspects of Plaskolite: strategy, process, people, and technology.Objectivity/IndependenceWe have a vested interest in providing the right solutions for our clients, not solutions that are limited by our relationships or agreements. We provide a proven methodology that helps clients leverage enabling technologies that fit their requirements, not ours.Local ResourcesWe have over 50 consultants in our Columbus office and over 140 in the state of Ohio. Being local positions us to be more responsive and provide high quality service at a more reasonable cost.Global KnowledgeWe have a global infrastructure from which we leverage. We have a package software competency center that performs work extensively with application selections and implementations. We have alliances with industry research groups and market analysis firms. We use our KnowledgeSpace and Global Best Practices to share insight internally and with our clients.We focus on the middle market. We operate in small, nimble teams that collaborate with your team to deliver realistic, practical solutions that work in a company your size.Section 7: Arthur Andersen
    • 21. ResumesTodd FisherBackground Todd is the Partner who leads Arthur Andersen's Business Consulting practice in Columbus. Todd has over 13 years of consulting experience with the firm working with clients in the distribution and manufacturing industries. He provides consulting services to clients on process reengineering and operational improvement, as well as, information systems planning, design, and implementation. Todd received his BA in Mathematics and Computer Science from Capital University. He is certified in production and inventory management (CPIM) by The American Production and Inventory Control Society (APICS).Representative Clients: Ross Labs Ashland Chemical Advanced Drainage Systems Belden Wire & Cable Safelite Glass Drug Emporium Cardinal Health The Butler Co. Anomatic Corporation Stanley Electric Pioneer Industrial ComponentsIndustry Expertise: Process Manufacturing Consumer Products Electrical Products Industrial Products Automotive Wholesale-Distribution Relevant Experience Profile: Currently leading two ERP implementations, an automotive supplier (PeopleSoft) and a packaging products manufacturer (Symix). Engagement partner for an ERP implementation for tier 1 automotive supplier (J.D. Edwards). Directed the ERP implementation for a $750 million wire and cable manufacturer (SSA - BPCS). The scope of the project included 4 manufacturing sites and 1 distribution center. Project manager for the software selection, design and implementation of an ERP software package (SSA-BPCS) for a multi-plant specialty plastics manufacturer. The scope of the project included 19 manufacturing plants. Engagement partner for an ERP implementation for a wholesale distributor of veterinary products (JBA). Project manager for the development of an IT strategy for a $300 million wholesale distributor. The IT strategy covered a three year span of time. Led financial process design and implementation project for a large pharmaceutical wholesale distributor. Led financial process design and implementation project for consumer products manufacturer of nutritional products. Manufacturing and Cost Accounting team leader for ERP implementation (MAC-PAC) for chemical manufacturer. Section 8: Project Resources
    • 22. ResumesChris WenzkeBackground Chris is a manager in the Columbus office of Arthur Andersen's Business Consulting practice. He has over five years of consulting experience with the firm working in manufacturing and distribution. As a manager, he provides consulting services to clients on information systems planning, design, and implementation, as well as process reengineering and operational improvement. Chris received his Bachelor of Science degree in Mechanical Engineering from the University of Michigan and a Master of Business Administration degree from The Ohio State University. His graduate concentration focused on Operations and Logistics Management. Chris is an active member of the American Production and Inventory Control Society (APICS) and is Certified in Integrated Resource Management (CIRM). Relevant Experience Profile: For a consumer packaged goods manufacturer, Chris led a technology assessment and planning project for integrating the acquisition of another CPG manufacturer. For a $300 million specialty plastics manufacturer, Chris managed a Year 2000 ERP Upgrade project. His team was responsible for facilitating a detailed system test of the new software and planning the migration process to cutover to the new system. For a $750 million manufacturer and distributor of wire and cable, Chris led the manufacturing team in the design and implementation of an integrated manufacturing software package. He was responsible for facilitating the manufacturing team through a conference room design, executing a detailed system test of the new software and procedures, and planning the conversion and cutover to the new system. For a $160 million packaged foods manufacturer, Chris led the distribution team in the testing and implementation of an integrated manufacturing software package. Chris led the planning and execution of the Distribution Training Workplan, was responsible for testing all of the distribution-related software modifications, and supported conversion activities during a multiple phased conversion. For an $85 million automotive components supplier, Chris led the manufacturing team in the design and implementation of an integrated manufacturing software package. He supervised the conversion of manufacturing data to the new system. Industry Expertise: Industrial Products Consumer Products Wholesale Distribution Third Party LogisticsRepresentative Clients: Advanced Drainage Systems Showa Aluminum Orval Kent Belden Wire & Cable Blue Coral / MEDOSection 8: Project Resources
    • 23. ResumesRon ZeschBackground Ron is a manager in Arthur Andersen’s Columbus Business Consulting practice. He has over 9 years of consulting experience. Ron has served clients in the manufacturing, wholesale distribution, utilities, state government, and insurance industries. His project roles have focused on integrating technology and business from many different perspectives including software design, development, and implementation; change management; and business process improvement. Ron received his BS in Industrial and Systems Engineering from the Ohio State University. He is an American Production and Inventory Control Society (APICS) member and has his CIRM certification. Representative Clients: Pioneer Industrial Components Stanley Electric The Butler Company Belden Wire and Cable Advanced Drainage Systems Showa Aluminum Ashland Chemical Reltec Industry Expertise: Industrial Products Automotive Electrical Products Wholesale Distribution Relevant Experience Profile: Currently managing a Peoplesoft implementation project for a tier 1 automotive supplier. Managed a J.D. Edwards ERP implementation for a Japanese-owned tier one automotive supplier. The project scope included all core finance, sales order management, and manufacturing functions for a single plant operation. Led the finance team on a BPCS ERP software implementation for a large multi-plant wire manufacturer. The financial scope included cost accounting, AR, AP, GL, financial reporting, budgeting, and fixed assets. Implemented process improvements in support of the installation of BPCS for a Japanese owned automotive parts supplier. The functional scope included cost accounting, accounts payable, accounts receivable, financial reporting, and shop floor data collection. Programmed the inventory control, receipt of materials application within a widely distributed integrated manufacturing software product during a development project for a chemical processing company. Designed customer maintenance and financial/billing parameter adjustment applications while working with a multi-service utility to replace legacy software systems. The system’s chief requirement was the ability to manage (customer maintenance, billing,...) 700 of the most complex industrial accounts (Approximately 25% of total revenues). Section 8: Project Resources
    • 24. ResumesPete BeckwithBackground Pete is a Manager in Arthur Andersen’s Business Consulting Practice in Columbus. He has over 6 years consulting experience with the firm and serves Manufacturing and Wholesale Distribution clients. Pete provides consulting services to clients in planning, design, and implementation of information systems, as well as process reengineering. Pete received his Bachelor of Science in Manufacturing Engineering from Miami University. He is an American Production and Inventory Control Society (APICS) member and is pursuing his CIRM certification. Representative Clients: The Butler Co. Wayne-Dalton Eveready Battery Co. Energizer Power Systems Montgomery WardIndustry Expertise: Consumer Products Wholesale-Distribution Retail Relevant Experience Profile: Pete led an ERP software implementation for the nation’s largest distributor of veterinary pharmaceuticals. Pete managed and facilitated the areas of Sales and Marketing, Warehouse Operations, Purchasing, Finance, and Information Systems. Pete led a packaged software selection project for a wholesale distributor. He facilitated articulation of all business and technical requirements, and identification of process improvements by leveraging Best Practices. He facilitated the research activities, vendor demonstrations, evaluation discussions, and site visits with client team members. Pete worked with a national manufacturer-distributor of consumer products to map as-is processes and identify areas of risk and areas for process improvement in warehousing operations. Pete worked with a billion-dollar manufacturer of consumer batteries to implement packaged SAP R/3 software, as part of a global standardization initiative. Pete worked with a national retailer through its acquisition and merger of an east-coast retailer. Pete led the integration efforts of the distribution systems area. Section 8: Project Resources
    • 25. Background Mr. Hood is an experienced consultant in the Columbus office of Arthur Andersen’s Business Consulting practice. He has over 6 years of financial accounting and consulting experience. His experiences focus on technical and analytical project implementations for the manufacturing and financial services industries. Educational Background. Doug holds a BA from Anderson University, with a major in Accounting and a minor in Business Administration. He is a Certified Public Accountant in the State of Indiana and is a member of the American Institute of Certified Public Accountants. Representative Clients: Stanley Electric Tigerpoly Arvin Industries Hancor Industry Expertise: Automotive Industrial Products Fabricated Products Wholesale Distribution Relevant Experience Profile: Currently, leading the finance team on a J. D. Edwards implementation for a manufacturing company Led the finance and sales order management teams on a J.D. Edwards ERP implementation for a Japanese tier one automotive supplier. The project scope included all core finance, sales order management, and manufacturing functions for a single plant operation. Responsibilities included defining business requirements, testing and implementation. Facilitated financial team requirements definition on a software selection project for a tier 1 automotive supplier. QAD MFG/PRO was ultimately selected by the client. Managed an SAP implementation project for a captive finance company. Responsibilities included facilitating team meetings, reporting project status to company management, providing process descriptions, developing the conceptual design and configuring the Financial Accounting (FI) and Controlling (CO) modules of SAP. Managed several audit and professional services engagements variety of industries, including Wholesale Distribution, Savings and Loan and Fabricated Products Manufacturing. Responsibilities included coaching, directing, and evaluating the engagement team; drafting financial statements, independent audit report, SEC and regulatory filings; engagement budgeting explanation of variances. Section 8: Project ResourcesResumesDouglas S. Hood
    • 26. Background Heather is an experienced consultant in the Columbus office of Arthur Andersen’s Business Consulting practice. She has 5 years of industry experience focused in materials, logistics, advanced planning, and production and operations management. Heather holds a BS in Business Administration with a double major in Transportation & Logistics and Production & Operations Management from The Ohio State University, Columbus, Ohio. She holds an MBA from Capital University in Columbus, Ohio. Heather is a Certified Implementor of I2’s Factory Planner, Certified Purchasing Manager (C.P.M.) with the National Association of Purchasing Management (NAPM) and a member of the American Production & Inventory Control Society (APICS). Functional Expertise: Business Process Reengineering Materials & Purchasing Logistics & Distribution Inventory/Warehousing Production Planning/Scheduling Cost Management (ABC/ABM) Industry Expertise: Manufacturing Telecommunications Retail Distribution Aerospace Relevant Experience Profile: Facilitated a Report Management software selection process with the MIS department of a $300 million plastic drainage pipe manufacturing company. Identified key business and technical requirements, developed criteria matrix to evaluate potential vendors, and recommended an efficient software package that met the identified requirements and client expectations. Lead consultant on an information system project. Operations Project Manager for Entek IRD International, a $50 million systems manufacturing company. Performed and managed the following functions; inventory control, domestic and international purchasing, production planning, shop floor scheduling, capacity requirements planning, and warehouse operations. Project Manager of a supply chain reengineering initiative for Sprint/United Telephone company, targeting the logistics, ordering, purchasing, tracking, and receiving processes across 3 states, resulting in an annual savings of $2 million. Designed and implemented solutions for purchasing, distribution and warehousing processes on a continuous basis. For a $300 million manufacturer, facilitated the system test and conversion phases of a year 2000 ERP upgrade project. Developed testing conditions and scripts, and facilitated a detailed system test of the new software. Managed the conversion planning activities resulting in an executable workplan for conversion to the new system. Section 8: Project ResourcesResumesHeather M. Yakes, C.P.M.
    • 27. Plaskolite, Inc. Requirements Definition and Software Evaluation Proposal April 1999