ContentsOurproposalisdividedintothefollowingsections:Section1Introduction... WhatdoesPlaskolitewantfromthisproject?Section2ProjectOverview... WhatisArthurAndersen’sperspectiveon softwareevaluations?Section3ProjectApproach... Howwillweconducttheevaluation?Section4

ProjectTeam… Whowillworkontheproject?Section5

ProjectTiming... Howlongwillittake?Section6

ProjectCosts... Howmuchwillitcost?Section7ArthurAndersen... WhyArthurAndersen?Section8ProjectResources... Whatarethequalificationsofourteam?OurUnderstandingofYourNeedsPlaskolite’soverallgoalistoevaluateandselectanintegratedcustomerservice,distribution,manufacturingandfinancialsoftwarepackagethatbestsupportsyourbusinessinformationneeds.

Tohelpachievethisgoal,PlaskolitewouldlikeaArthurAndersentoassistwiththeevaluationandselectionofanewsoftwarepackage.Thespecificobjectivesofthisprojectwillbeto:DefineandprioritizebusinessandinformationrequirementsIdentifyprocessimprovementopportunitiesResearchandidentifyviablesoftwarecandidatesObjectivelyfacilitatetheevaluationofthemostappropriatesoftwarealternativesDefineappropriatetechnicalarchitectureAssistwithvendornegotiationsPlanthesoftwareimplementationatahighlevelGoalProjectObjectivesSection1:IntroductionOurUnderstandingofYourNeedsThekeydeliverablestomeetyourobjectivesforthisphaseoftheprojectwillbe:HighlevelbusinessprocessmapsProcessImprovementOpportunitiesSoftwarerequirementsand“knock-out”criteriaFunctionalTechnicalVendorListofpotentialsoftwarecandidatesVendordemonstrationscriptsSoftwareselectionrecommendationSoftware,hardwareandservicescostestimatesHigh-levelimplementationplanOrganizationalimpactassessmentSection1:IntroductionDeliverablesOurPerspectiveOurlocalexperiencewithintegratedsoftwarepackagesisdeepandbroad.OurOhioConsultingpractice,whichincludesColumbus,ClevelandandCincinnati,hasover140full-timeconsultants.Softwareimplementationisthecornerstoneofourpractice.BelowisalistofsomeofourrecentengagementsinOhio.Section2:ProjectOverviewOurLocalManufacturingExperienceArthurAndersen’sphilosophyistoremainindependentofsoftwarevendors.Consequently,ArthurAndersencanobjectivelyevaluateintegratedsoftwarepackagesagainsttheinformationneedsofourclients.HighTechMfg.CustomProductsMfg.CustomProductsMfg.AutomotiveSupplierConsumerProductsMfg.WhatOurSoftwareVendorAlliancesMeanArthurAndersendoesnotsellsoftwareorreceiveanyfinancialincentivesfromintegratedsoftwarepackagevendors.However,wedomaintainallianceprogramswiththeleadingsoftwareprovidersinthemarket.ThepurposeofthesealliancesistoestablishateamofqualifiedpersonnelfromthevendorandArthurAndersenwhocaneffectivelyserveclientsbydeliveringintegratedsolutionstoimprovebusinessperformance.Allianceagreementstypicallyprovidethefollowing:ArthurAndersencansub-contractprogrammingservicesatadiscountedpriceArthurAndersenreceivesdiscountedtrainingforitsprofessionalsArthurAndersenhasaccesstosoftware,productsupportandotherresourcesBystrategicallyaligningthemselveswithArthurAndersen,keysoftwarevendorscanfocusontheircorebusinesses--productdevelopment,trainingandsupport.ArthurAndersenhasinstalledthealliancesoftwarepackagesatourTechnologyInnovationCentersforclientdemonstrations,training,testingandremoteaccess.Tocapitalizeonthecollectiveknowledgewehavegainedinthisarea,ArthurAndersenhasalsoformedaCompetencyCenterofqualifiedprofessionalswithdeepexpertiseinpackagedsoftwareimplementations.Throughanon-linesoftwaredatabase,thiscenterpromotesinformationsharingamongArthurAndersenprofessionalsonallianceproductsandprojectsonaglobalbasis.?SSASection2:ProjectOverviewExperienceIndustryExpertiseBestPractices/ProcessSkillsSoftwareExpertiseKnowledgeCapitalOurPerspective-CollaborationWebelievetruebusinesschangecanonlybesustainedbyPlaskoliteteammembers.Wewillserveas“ChangeAgents”challengingandpartneringwithPlaskoliteduringallphasesoftheproject.Wetakeafacilitativeapproachtoensuremutualownershipandafocusoncollaborativeefforts,positioningPlaskolitetoowntheselectioncriteriaanddecision.Ourapproachisrelationship-oriented.Wewillworkwithyouasabusinesspartnerinthisendeavor,takingyouragendaasourown,andseeingtheprojectthroughtoasuccessfulcompletion.ArthurAndersenHiredExpertsPlaskolitePlaskoliteIndustryExpertiseBestPractices/ProcessSkillsSoftwareExpertiseKnowledgeCapitalExperienceTypicalApproach:Outsiders“drive”thesolutionOurApproach:WecreateanenvironmentthatenablesyoutodevelopdeepskillsandthefinalsolutionFacilitative,TeamingApproachSection2:ProjectOverviewOurPerspective-BusinessIntegrationHolisticBusinessIntegrationApproachImplementationofanysignificantchangerequirestheintegrationofstrategy,businessprocesses,people,andinformationtechnology.Applicationsoftwaremustbeevaluatedwithinthecontextofthisbusinessintegrationconcepttohaverelevance.Section2:ProjectOverviewHowto:Transfer/improveskillsSpeedupactionsFlattenstructuresEmpowerindividualsImproveserviceLeverageknowledgecapitalHowto:Simplify/eliminateDothingsmorequicklyReducecostsDecentralizedecisionsCapitalizeontechnologyRestructurerelationshipsWhatfocusWhatcoreactivitiesWhatgeographicalareasHowto:OrganizeinternallyAchievesynergyCapitalizeonstrengthsHowto:EnablebusinesschangeMigratetobettersolutionsFocusoncoreactivitiesandpeopleCapitalizeon/sharebestpracticesIntegrateinformationacrossfunctionsCentrallymonitoradecentralizedbusinessOurPerspective-KnowledgeSharingToolsLeveragingourFirm’sglobalinformationsharingnetworkiskeyduringsoftwareevaluationprojects.FinalistsPackageSoftwareCompetencyCenterMethodologiesSelectionMatricesResearch&EvaluationsResourceClearinghouseAndersenFirm-wideExperienceEngagementTeamSoftwareExpertiseIndustryExpertiseManufacturingIndustryProgramAndersenKnowledgeSharingToolsLotusNotesAAOn-line-Andersen’sGlobalInformationSharingNetworkGlobalBestPracticesKnowledgeBase(Intranet)KnowledgeSpaceSM(Intranet)ThirdPartyInformationSourcesTheGartner-GroupAdvancedManufacturingResearchInc.(AMR)ComputerSelectDATAPROIndustryPublicationsArthurAndersenSelectionToolsSection2:ProjectOverviewProjectApproach-EvaluationComponentsDuringthesoftwareevaluationprocess,thefieldofpotentialsoftwaresolutionsisquicklynarrowedtotwo.Thesetwovendorsdemonstratetheirproductsandareevaluatedbytheselectionteam.Thefinalproductisselectedbasedonthedemonstrationresults,contractconsiderations,andfurtheranalysisasdescribedbelow.AllSoftwareCandidates15+Candidates2FinalistsIndustryInsightMarketResearchVendorViabilityArthurAndersenFirm-wideKnowledge3-5CandidatesFunctionalFitVendorViabilityFinalSelectionTechnologyUse&VisionReferences&SiteVisitsImplementationCostsPricing&NegotiationsRFIresponses,screeninginterviewsDetailedKnock-outCriteria,Companysize,MarketPresence,AAInsight(PlaskoliteandArthurAndersen)HighLevelKnock-outCriteria&PreliminaryScreening(ArthurAndersen)Softwaredemonstrations,referencechecks,negotiations,andCost/BenefitAnalysis(Plaskolite&ArthurAndersen)Thevendorsexecutethescriptsduringtheirdemonstrations;theselectionteamscoreseachareabasedonhowwellthepackagemettheneedsofPlaskolite.Immediatelyafterthedemonstrations,thescoresaretallied.ArthurAndersenfacilitatesadiscussiontosharethescoringresultsandreachaconsensusonstrengthsandweaknesses.Thedemonstrationresultsareonlyonecomponent(althoughthemostimportantcomponent)ofthefinalselectioncriteria.Section2:ProjectOverviewSoftwareEvaluation-LessonsLearnedOurapproachworkstocomplementthebusinessknowledgeofPlaskolitewiththeindustryknowledge,technicalexpertise,and“bestpractice”workofArthurAndersen.ApackagewillnotbeembracedbyPlaskoliteifitischosensolelybyArthurAndersen.WewillfacilitatePlaskolitethroughourmethodologytoensureapartneringendeavorbasedonyouragenda.Communicatethatnopackagewillmeeteveryperceivedneedandthatperceptionsmustchange.Selltheideathatnothingwillimproveunlessitchanges.Ensurethedemonstrationaudienceunderstandsthatvendorswanttoshowtheirstrengths,notnecessarilywhatisbestforPlaskolite.Facilitatethedemonstrationsaccordingly.Ensurereferencesareinsimilarindustrieswithsimilarvolumesandareusingtheproduct(nottestingorreadytorollout).Ensuretheorganizationunderstandsthatpackagesoftwareimplementationprojectsaremoreexpensiveandprovidelessrelativebenefitthanstrategic,competitiveinitiatives;however,theseprojectsarecriticaltoestablishingasolidfoundationtosupportfuturestrategicinitiatives.Somegapswillbeidentifiedduringtheselectionprocess,butitisn’tuntiltheBusinessProcessSimulation(BPS)phaseoftheprojectthatallgapsareknown.Packagedsoftwarevendorsincorporateindustry-widebestpracticesfromtheircustomerbaseintotheirsoftware.DuringBPS,eachPlaskolitebusinessscenarioisexecutedinthesoftware.TheteamwillbeabletoidentifyhowPlaskolitewillfurtherchangeitsbusinessprocessestoalignwiththesoftwarevendor’sapproach.Werecommenda“no-mod”policy,thisisachievedbyexecutingthesenewlyalignedbusinessprocessesinthesoftware.ButunlessPlaskolitemanagementiswillingtosupportthisapproach,thisgoalwillnotbeachievedandmodificationswillberequired.Use“knock-out”criteriatoquicklygettoashortlistofvendors.Thiswillallowdeepfocusonahandfulofviablecontendersandallowmoretimeforvalue-addedactivitieslikeidentifyingareasforimprovement.FacilitativeApproachManageExpectationsTheShortListGapsBetweenBusinessRequirementsandSoftwareCapabilitiesSection2:ProjectOverviewOn-goingProjectScope&ApproachArthurAndersen’spackagedsoftwaremethodologyframeworkconsistsof6majorphaseswhileemphasizinganaggressiveprogramofprojectmanagementandchangeenablement.Thisproposaladdressesthefirst3phasesofwork.Atthecompletionofthesephases,wewilltakeacheckpointwithPlaskolite’’smanagementtodetermineArthurAndersen’’sinvolvementwithfuturephasesofwork.“Wheredowewanttobe?”“Whattoolswillweuse?”“Howwillweusethetools?””“Constructandroll-outthesolution.””“Howwillwegetthere?””P(pán)eopleProcessesTechnologyStrategyRequirementsDefinitionSoftwareEvaluation&SelectionDesign&BusinessProcessSimulationImplementationSupport&ContinuousImprovementImplementationPlanning“Stabilizeandprioritize.”CheckpointCheckpointCheckpoint5-6weeks3-4months5-8monthsProjectManagementandChangeEnablement=withinscopeofthisproposal=futurephasesCheckpoint3-4weeks2weeksCheckpointSoftwareSelectionandImplementationSoftwareSelectionSoftwareImplementationSection3:ProjectApproachThescopeofthisprojectwillbelimitedtotheevaluationandselectionofasingleintegratedsoftwarepackage.DesignTechnicalArchitectureSoftwareSelectionOverviewWehaveaprovenmethodologyandapproachtosoftwareevaluationandselection.Throughoutthisapproach,businessrequirementsarebalancedwithsystemfunctionalitytomaximizebusinessopportunitiesandbenefits.FunctionalTechnicalVendorIdentifyProcessImprovementOpportunitiesIdentifyRequirements&““Knock-out““CriteriaResearchSoftwareAlternativesStrategyProcessesOrganizationTechnologyREQUIREMENTSDEFINITIONSOFTWAREEVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointPlantheImplementationReviewCurrentStateDevelopPreliminaryCostEstimateFinalize&ObtainApprovalDefineBusinessScenarios&ConductS/WDemosNegotiateandCompleteCostEstimateEvaluateVendorsandChooseFinalistSection3:ProjectApproachProjectApproach-RequirementsDefinitionThepurposeofthisphaseistogatherbusinessrequirementsanddocumentbusinessprocesses.Thisisaccomplishedthroughourfacilitativeconsultingstyle.WeworkwiththeselectionteamtoensureanappropriateunderstandingofthecurrentstateandcooperativelycraftPlaskolite’s““to-be”businessprocessvision.Plantheprojectandmobilizethe““core””selectionteamFacilitategroupdiscussionsandinterviewswithexecutivesandkeyusersIdentifyandmapkeybusinessprocessesIdentifykeycustomerandvendorbusinessrequirements,aswellasfunctionalandtechnicalsoftwarerequirementsReviewArthurAndersen’sGlobalBestPracticeSMKnowledgebase,examplesofbestpractices,bestcompanies,andperformancemeasuresbybusinessprocessIdentifyprocessimprovementopportunitiesPrioritizethelistofsystemsrequirementsfromtheinterviewsandprocessreviewsResearchsoftwarecandidatesDevelopsoftwareselection““knock-out”criteria(functional,technical,vendor)toshortenthelisttoamanageablenumberofcontendersBegindiscussionswiththesoftwarefinalistsregardingproposedconfigurationandresourcerequirementsDevelophighlevelsystemsarchitectureDeveloppreliminaryestimateofhardware,software,training,andimplementationcostsandoptionsKeyTasksHighleveGlobalBestPracticeSMKnowledgebaseexamplesListofprocessimprovementopportunitiesPrioritizedsoftwareselection“knock-out”criteriaInitiallistofsoftwarecandidatesthroughmarketresearch,industryinsight,vendorviability,ArthurAndersenfirm-wideknowledgeResponsestosoftwareselection“knock-out”criteria(RequestforInformation-RFI)ShortlistofsoftwarefinalistsListofassumptionsimpactingcostestimatePreliminarycostestimateKeyDeliverablesSection3:ProjectApproachREQUIREMENTSDEFINITIONSOFTWARE&HARDWAREEVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointPreparedemonstrationscriptsincorporatingPlaskolite’’s““knock-out”criteriaSchedulevendordemonstrations,reviewexpectationsandprovidescriptsFacilitatevendordemonstrationsIdentifyperceivedgapsbetweensoftwarecapabilitiesandbusinessrequirementsEvaluatequantitativeandqualitativestrengthsandweaknessesofthedemonstrations,bygatheringindividualscript““scorecards””fromthePlaskoliteparticipantsandfacilitatingre-capdiscussionstogainconsensusCheckvendorreferencesandperformsitevisitsasnecessaryIdentifycontractnegotiationobjectivesandstrategyConfirminitialassumptionsregardingpreliminarycostestimateUnderstandotherpotentialcostcomponents(onetimeandon-goingcosts)NegotiatewiththefinalistsGatherfinalquotesfromsoftwarevendorsFinalizecostestimatebasedonhardware,software,training,implementationSeniormanagementtoselectthefinalvendorbasedon:FunctionalfitTechnologyuseandvisionVendorviabilityProjectApproach-EvaluationandSelectionThepurposeofthisphaseistoensureafairandeffectiveselection.Itinvolvesdevelopingdemonstrationscriptsandfacilitatingthesoftwaredemostoensureadherencetothosescriptssoaconsistentcomparisoncanbemade.Initialgapsbetweenrequirementsandsoftwarecapabilitiesareidentifiedandaddressed.Thisphaseenablesthefinalselectionoftheintegratedpackagesolution.KeyTasksDemonstrationscriptsSoftwarefinalistevaluationcriteriaVendordemonstrationsDemonstrationevaluationsReviewofvendorreferencesInventoryofidentifiedsoftware““gaps”NegotiationobjectivesandstrategyFinalcostestimateContractsignedandsoftwareprocuredKeyDeliverablesREQUIREMENTSDEFINITIONSOFTWAREEVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointReferencesandsitevisitsPricingnegotiationsEstimatedimplementationcostsSection3:ProjectApproachProjectApproach-ImplementationPlanningOncethefinalselectionismade,theplanningfortheimplementationmayoccur.Thisinvolvesdesigning,indetail,thetechnicalarchitecture,planningtheimplementationtasks,andestimatingtheimplementationeffort.Oncetheseplansarefirmedup,expectationsmaybesetandapprovaltoproceedmayoccur.REQUIREMENTSDEFINITIONSOFTWAREEVALUATION&SELECTIONIMPLEMENTATIONPLANNINGCheckpointCheckpointFinalizethetechnicalarchitecturedesignPlantheBusinessProcessSimulationandImplementationIdentifytheoverallimplementationapproachDevelophigh-levelimplementationplanwithaproposedtimelineandidentifiedresourcesAssessorganizationalimpactMeetwithmanagementtoobtainapprovaltoproceedKeyTasksHigh-levelplanfortheBusinessProcessSimulationandImplementationOrganizationalImpactAssessmentApprovaltomoveforwardwiththeimplementationKeyDeliverablesSection3:ProjectApproachProjectTeamOrganizationThefollowingisoursuggestedjointPlaskolite/Andersenprojectteamstructure.PlaskoliteExecutiveTeamPlaskoliteProjectSponsorAAEngagementPartner-ToddFisherAAProjectManager-ChrisWenzkeProjectLeadershipSteeringCommitteeResearch&Support-AAConsultantPlaskoliteTeamLeadAA-DougHoodOrderManagement/CustomerServiceTeamFinanceTeamManufacturingTeamPlaskoliteTeamLeadAA-TBDPlaskoliteTeamLeadAA-TBDPlaskoliteTeamLeadAA-ChrisWenzkeAA-TBDSection4:ProjectTeamTechnologyTeamSteeringcommitteemeetingswillbeheldonamonthlybasis,andwilllast1to2hours.Plaskoliteteamleadparticipationwillaverage1to2daysperweekonaverage.AdditionalrepresentativesfromPlaskolite’sfunctionaldepartmentswillparticipateineachteamonanasneededbasis.Plaskolitewillneedtoidentifya“coreevaluationteam””whowillparticipateinthesoftwaredemonstrations.Softwaredemonstrationswillrequire2consecutivefulldaysforeachvendor.WarehouseManagementTeamPlaskoliteTeamLeadAA-R.J.NicolosiRoles&ResponsibilitiesWebelieveajointprojectteamisessentialtotheultimatesuccessoftheproject.PlaskoliteArthurAndersenProjectLeadershipTeamActivitiesSponsortheprojectattheexecutivemanagementlevelProvideoverallprojectleadershipanddirectionEvaluatefindingsandrecommendationsLiasonwithexecutivemanagementLiasonwiththeorganizationtocoordinateprojectactivitiesbetweenPlaskoliteandAndersenProvideprojectmanagementguidancebaseProvideaccesstofirmwideexpertiseandknowledgecapitalasappropriateLeadthedevelopmentofprojectdeliverablesAssistinthecommunicationprocesswithexecutivemanagementProvidetoolsandmethodologyframeworkstoconductactivitiestomeettheprojectobjectivesProvideinternalperspectiveoninformationopportunitiesProvideinternalbusinessandfunctionalexpertiseAssistinaccessingPlaskoliteinformationasrequiredduringtheprojectAssistinthecreationofdeliverablesandhelpverifyaccuracy,thoroughnessLeadteamactivitiesProvideindustryfunctionalandanalyticalskillsProvideexternalperspectivebasedonknowledgeofindustrytrendsandbestpracticesEnsureprojectdeadlinesaremetanddeliverablesexceedqualityexpectationsSection4:ProjectTeamEstimatedProjectTimelineTheestimatedtimeframeforthisprojectis10-12weeks.Theactualtimeframeisdependentuponseveralfactors,includingtheavailabilityofPlaskoliteresourcesandsoftwarevendorresponsiveness.Thistimelineisbasedonourunderstandingofyourneedsandourexperiencewithprojectsofthisnature.SelectionStepWeek1Week2Week3Week4Week5Week6Week7Week8Week9Week101.0ReviewCurrentState2.0IdentifyProcessImprovementOpportunities3.0IdentifyRequirements&“Knock-Out””Criteria4.0ResearchSoftwareAlternatives5.0DevelopPreliminaryCostEstimate6.0DefineBusinessScenarios/ConductSWDemos7.0NegotiateandCompleteCostEstimate8.0EvaluateVendorsandChooseFinalist9.0ImplementationPlanningCheckpointCheckpointSection5:ProjectTimingProjectAssumptions&FeeEstimateOurfeesforthisprojectwillbe$135,000,plusoutofpocketexpenses.Wewillbillyouinthreeequalinstallments.Wehavemadethefollowingassumptionsindevelopingourfeeestimate.Ifanyoftheseassumptionsdonotholdtrue,ourfeeestimatecouldbeimpacted.AseniorexecutivewithinPlaskolitewillsponsortheprojectandhasoverallresponsibilityfortheproject’’ssuccess.Aprojectsteeringcommittee,consistingofPlaskoliteexecutivemanagement,willstayactivelyinvolvedinmonitoringanddirectingtheproject.Plaskolitewillcommittoprovidingprojectresourcesasdescribedintheprojectorganizationchart.Two(1.5-2daysforeach)softwaredemonstrationswillbeconducted.ProjectcompletionaccordingtotheprovidedscheduleisdependentupontheabilitytoscheduletimewithbothPlaskolitepersonnelandthesoftwarevendors.OurfeeestimatedoesnotincludeArthurAndersenparticipationinvendor/referencesitevisits.Section6:ProjectCostsTheArthurAndersenDifferenceOurExperiencedTeamWehaveproposedateamwithvastexperienceinfacilitatingclientsthroughpackagesoftwareselectionsandimplementationsinthemanufacturingindustry.Integratedsoftwareisthecoreofourconsultingservices.Ourbroadexperienceshaveenabledustoworkwithmanydifferentproductsinavarietyofdifferentmanufacturingenvironments.FacilitativeApproachWetakeyouragendaasourownandworkwithyourrepresentativestohelparticulateyourrequirementswithourindustryexpertisetoensuremutualownershipandselectionofapackagebasedontheseobjectivefacts.Webelieveweareuniquelyqualifiedtohelpyouinthisimportantinitiative.MiddleMarketFocusIntegratedBusinessSolutionsOurconsultingapproachfocusesonimplementingintegratedbusinesssolutionsthataddressallaspectsofPlaskolite:strategy,process,people,andtechnology.Objectivity/IndependenceWehaveavestedinterestinprovidingtherightsolutionsforourclients,notsolutionsthatarelimitedbyourrelationshipsoragreements.Weprovideaprovenmethodologythathelpsclientsleverageenablingtechnologiesthatfittheirrequirements,notours.LocalResourcesWehaveover50consultantsinourColumbusofficeandover140inthestateofOhio.Beinglocalpositionsustobemoreresponsiveandprovidehighqualityserviceatamorereasonablecost.GlobalKnowledgeWehaveaglobalinfrastructurefromwhichweleverage.Wehaveapackagesoftwarecompetencycenterthatperformsworkextensivelywithapplicationselectionsandimplementations.Wehaveallianceswithindustryresearchgroupsandmarketanalysisfirms.WeuseourKnowledgeSpaceandGlobalBestPracticestoshareinsightinternallyandwithourclients.Wefocusonthemiddlemarket.Weoperateinsmall,nimbleteamsthatcollaboratewithyourteamtodeliverrealistic,practicalsolutionsthatworkinacompanyyoursize.Section7:ArthurAndersenResumesToddFisherBackgroundToddisthePartnerwholeadsArthurAndersen'sBusinessConsultingpracticeinColumbus.Toddhasover13yearsofconsultingexperiencewiththefirmworkingwithclientsinthedistributionandmanufacturingindustries.Heprovidesconsultingservicestoclientsonprocessreengineeringandoperationalimprovement,aswellas,informationsystemsplanning,design,andimplementation.ToddreceivedhisBAinMathematicsandComputerSciencefromCapitalUniversity.Heiscertifiedinproductionandinventorymanagement(CPIM)byTheAmericanProductionandInventoryControlSociety(APICS).RepresentativeClients:RossLabsAshlandChemicalAdvancedDrainageSystemsBeldenWire&CableSafeliteGlassDrugEmporiumCardinalHealthTheButlerCo.AnomaticCorporationStanleyElectricPioneerIndustrialComponentsIndustryExpertise:ProcessManufacturingConsumerProductsElectricalProductsIndustrialProductsAutomotiveWholesale-DistributionRelevantExperienceProfile:CurrentlyleadingtwoERPimplementations,anautomotivesupplier(PeopleSoft)andapackagingproductsmanufacturer(Symix).EngagementpartnerforanERPimplementationfortier1automotivesupplier(J.D.Edwards).DirectedtheERPimplementationfora$750millionwireandcablemanufacturer(SSA-BPCS).Thescopeoftheprojectincluded4manufacturingsitesand1distributioncenter.Projectmanagerforthesoftwareselection,designandimplementationofanERPsoftwarepackage(SSA-BPCS)foramulti-plantspecialtyplasticsmanufacturer.Thescopeoftheprojectincluded19manufacturingplants.EngagementpartnerforanERPimplementationforawholesaledistributorofveterinaryproducts(JBA).ProjectmanagerforthedevelopmentofanITstrategyfora$300millionwholesaledistributor.TheITstrategycoveredathreeyearspanoftime.Ledfinancialprocessdesignandimplementationprojectforalargepharmaceuticalwholesaledistributor.Ledfinancialprocessdesignandimplementationprojectforconsumerproductsmanufacturerofnutritionalproducts.ManufacturingandCostAccountingteamleaderforERPimplementation(MAC-PAC)forchemicalmanufacturer.Section8:ProjectResourcesResumesChrisWenzkeBackgroundChrisisamanagerintheColumbusofficeofArthurAndersen'sBusinessConsultingpractice.Hehasoverfiveyearsofconsultingexperiencewiththefirmworkinginmanufacturinganddistribution.Asamanager,heprovidesconsultingservicestoclientsoninformationsystemsplanning,design,andimplementation,aswellasprocessreengineeringandoperationalimprovement.ChrisreceivedhisBachelorofSciencedegreeinMechanicalEngineeringfromtheUniversityofMichiganandaMasterofBusinessAdministrationdegreefromTheOhioStateUniversity.HisgraduateconcentrationfocusedonOperationsandLogisticsManagement.ChrisisanactivememberoftheAmericanProductionandInventoryControlSociety(APICS)andisCertifiedinIntegratedResourceManagement(CIRM).RelevantExperienceProfile:Foraconsumerpackagedgoodsmanufacturer,ChrisledatechnologyassessmentandplanningprojectforintegratingtheacquisitionofanotherCPGmanufacturer.Fora$300millionspecialtyplasticsmanufacturer,ChrismanagedaYear2000ERPUpgradeproject.Histeamwasresponsibleforfacilitatingadetailedsystemtestofthenewsoftwareandplanningthemigrationprocesstocutovertothenewsystem.Fora$750millionmanufactureranddistributorofwireandcable,Chrisledthemanufacturingteaminthedesignandimplementationofanintegratedmanufacturingsoftwarepackage.Hewasresponsibleforfacilitatingthemanufacturingteamthroughaconferenceroomdesign,executingadetailedsystemtestofthenewsoftwareandprocedures,andplanningtheconversionandcutovertothenewsystem.Fora$160millionpackagedfoodsmanufacturer,Chrisledthedistributionteaminthetestingandimplementationofanintegratedmanufacturingsoftwarepackage.ChrisledtheplanningandexecutionoftheDistributionTrainingWorkplan,wasresponsiblefortestingallofthedistribution-relatedsoftwaremodifications,andsupportedconversionactivitiesduringamultiplephasedconversion.Foran$85millionautomotivecomponentssupplier,Chrisledthemanufacturingteaminthedesignandimplementationofanintegratedmanufacturingsoftwarepackage.Hesupervisedtheconversionofmanufacturingdatatothenewsystem.IndustryExpe