Enterprise Software Selection

Group B4 - Mita | Kanika | Prabhjot | Manasa | Lavanya

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SiLK-Supplier Information Link
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SiLK- Team responsible for improving the purchasing department at
Harley Davidson

Gerry Berryman, VP, Materials Management considered suppliers as
partners in HDs business

Supply Chain Management Strategy(SMS)

This was to ensure procurement of
Right product at the right time
With the best quality
At lowest cost possible

Colocation of suppliers with the production facilities and integration
into companys development process to maintain long term
relationship was the focus



Contd..
3
Involvement of Functional Areas was essential to
implement the strategy

SMS initiative was intended to drive a transformational
change

Dissatisfaction in existing system due to lacking skills and
resources Reason behind forming SiLK Team

Consisted Handpicked influential players from across the
Produce Products Group(PPG), who would help to
implement the strategy and improve the existing processes



SiLK Project - Procedure
SiLK teams explicit choice of Part-ERP implementation Strategy to
Action
Mapping As-Is Processes for Procurement
Stakeholder Survey
Mapping To-Be Processes representing the future vision of Harley
Davidson
Envisaged Benefits of SiLK Project:

People
Eliminate
Duplication
Strategic
Sourcing
Process
Reduced
Procurement
Cycle Time
Reduced
Complexity
Technology
Reduced
Complexity
through
common tools
Data
Consolidation
4
Phases in SiLK Implementation
Phase 1
Transaction
Processes
Processes to support
Execution of Purchasing
Activities
Requisitions
Ordering
Receipts/Tracking
Invoice Processing
Phase 2 Supplier
Information
Processes
Processes to manage
relationships and
information exchange
Supplier Performance
Rating
Supplier Communication
& Integration
Contact Management
Phase 3 Project
Tracking Processes
Processes supporting
Purchasing Activities
Product Planning
Resource Allocation
Target Costing
Build And Launch
readiness
5
Pros and Cons of Providers
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Provider 1
1. Clear
understanding of
requirements
2. Similar company
culture
1. No Provision for
Web Enablement
2. Not leader in
terms of
functionality
Provider 2
1. Early leaders +
major ERP
suppliers in the
industry
2. Providing
seamless web
enabled interface
1. Consultant
Attitude
2. Expensive
Provider 3
1. Major ERP
player
2. Already in
collaboration in
another project
1. Casual attitude
2. Condescending
behaviour
Selection Criteria for ERP Consulting Partner
Vendor industry experience
Process consulting experience
Client reference and client satisfaction
level
Ability to provide end-to-end service
Quality of project management
7
Presence in different geographies
Quality of tools and methodologies
Global delivery capability
Reputation
Price and value for money

HD looking for

Functionality
Change Management
and Implementation
ERP Consulting Company Selection Matrix
Criteria Wt
(in %)
Provider 1
rank
Provider 1
Wtd rank
Provider 2
rank
Provider 2
Wtd rank
Provider 3
rank
Provider 3
Wtd rank
Functionality 25 3 0.75 4 1 4 1
Change
Management and
Implementation
25 5 1.25 4 1 3 0.75
Industry
experience
5 3 0.15 5 0.25 4 0.2
Project
management
10 0.4 0.5 0.4
Process
consulting
10 5 0.5 4 0.4 3 0.3
Price 10 4 0.4 3 0.3 4 0.4
End-to-end
service
10 5 0.5 4 0.4 3 0.3
Methods and
tools
5 4 0.2 5 0.25 4 0.2
Total 100
4.15
4.1 3.55
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Consulting Partner - Provider 1
1
Clear awareness of Change Management
2
Similar Company Culture
3
Manufacturing Experience
4
Architecture compatibility
5
Platform portability
9
10
THANK YOU