1. NhnThc V H Thng Qun L Ton Din TPS (Total Performance Scorcard) BFOVN - People creates value ! BizForceOne version 8: H iu hnh doanh nghip

2. NI DUNG 1. GII THIU BMI 2. THCH THC TRONG NN KINH T 3. NHU CU CA DOANH NGHIP 4. CNG C BIZFORCEONE 5. DCH V BMI 3. 1. GII THIU V BIZFORCEONE (BFO) c Mega Solution Center LLC, USA pht trin t nm 2000 trn nn tng H thng Tch Hp Thng Tin Qun Tr Doanh Nghip (Integrated management System/Enterprise System). BizForceOne l h iu hnh doanh nghip gip cc t chc hin thc ha nhim v - chin lc ca mnh mt cch trc quan sinh ng theo trit l 3 dng chy (*) . BFO gm c cc phin bn sau: 1. BFO version 2run on Window + SQL server: Smartclient 2. BFO version 3run on Window + SQL server: webtop 3. BFO version 4,5,6run on Window + SQL/Oracle: Webtop 4. BFO version 7run on Window + SQL/Oracle: Web+webtop 5. BFO version 8run on Window + SQL/Oracle: Web (HTML5) +webtop 4. CNG TY TNHH CNG NGH BNH MINH - BMI L i din thng mi ca Mega Solution Center LLC, USA pht trin t nm 2000 Phn phi, trin khai, chuyn giao v cung cp cc dch (H thng qun l ton din TPS) trn nn tng H iu Hnh Doanh Nghip BizForceOne Nhim v - Gia tng gi tr doanh nghip. Tm nhn H tr doanh nghip ng u. Gi tr ct li - Cung cp h thng qun l ph hp da trn nn tng tri thc th gii v o c ngh nghip vi hnh trang l cng ngh tin tin v tin ch gia tng gi tr doanh nghip. 5. THCH THC TRONG NN KINH T HI NHP CA VN -> TH GII 1. Traditional Industries Ky ng 2. Stability nh 3. Physical Assets c 4. Products/services 5. Financial data nh 6. Cost Reduction nh From To 1. Networked Economy i 2. Speed of Change i 3. Use of Technology 4. Customers / Markets ng 5. Future Value Tng Lai 6. Revenue Growth ng Doanh Thu Old Economy New Economy 6. C CA MC TIU Certainty n Risk i Ro Measurement Focus ng Emphasis nh Success Criteria nh cng High Low Financial Reporting Historical Simple ROI Lower Higher Balanced financial and non-financial Future potential Strategy assurance and validation Old EconomyFeature New Economy 7. Top 10 Non-Financial Effective Measures 10 These non-financial factors can impact an organisations market value significantly t cng ty. At least 35 percent of investor portfolio allocation decisions are made based on them 35% y. 1) Strategy Execution c 2) Management Credibility 3) Quality of Strategy c 4) Innovativeness i 5) Ability to Attract Talented People i nng 6) Market Position ng 7) Management Experience 8) Quality of Executive Compensation o 9) Quality of Major Processes nh 10) Research & Development Leadership u & n Source: Ernst & Youngs Centre for Business Innovation survey Recent Research & Study 8. Management Information Weaknesses i Forward looking c Outward facing - i Commercially orientated ng thng mi Strategy driven c Backward looking a sau Focused on the use of internal resources ng c n c bn trong Financially oriented nh Poorly linked to strategic intent ng n c. 9. Cng ngh thng tin v Qun tr doanh nghip TK20 (Ch trng vo sn xut SP - khng phi dch v KH) H iu Hnh My Tnh My tnh c nhn MS DOS Win 3.1 Windows 98 Windows 2000 Windows XP Windows 7 My ch (Server): Unix WinNT WinServer 2003 WinServer 2008 ng Dng CN QT Thng Tin cho C Nhn MS Office OpenOffice GoogleDoc Cng Ngh Qun Tr C S D Liu Database Data Link Data Warehouse Data Mining i Din: Oracle SQL ng Dng CN Qun Tr Doanh Nghip Tng Th EOQ/BOM (Y50) MRP (Y65) MRP II (Y70) ERP (y80) ERM (Y90) BI (2k) i Din: SAP Oracle MS Dynamics 10. => Doanh nghip chn la v kt hp th no ? => Ai gia cng cho DN? t t chc trin khai ? C thay i? => Ai ng hnh cng qu v trong thi i ton cu ha ? => thnh cng v hiu qu nh th no ? MRPI I VR M MR P MR P ER P ER M PR M SCM 5 SGAMP 6 Sigma FME A ISO 22000 ISO 27000 ISO 9001 GDP Mc Kinsey SWOT 4P SCAMPE R 7P TP S Cng c phn mm Cng c v nng sut cht lng Cng c nh gi u t Cng c chin lc Chn la cng ngh no gia tng gi tr, sinh tn v pht trin ? 11. Mi t chc hot ng u c con ngi c nng lc : 1. Xc lp c qui trnh to sn phm/dch v mang tnh h thng (H thng qun l doanh nghip ton din); 2. a sn phm/DV ca mnh p ng nhu cu th trng. -> T chc (DN) tn ti u c gi tr p ng nhu cu no ca x hi bng cch bit th trng, hiu gi tr ct li ca mnh cung cp hay cng hin cho x hi. -> nng cao nng lc cnh tranh - sinh tn, doanh nghip cn xy dng & pht trin h sinh thi (1) ca mnh bng qui trnh ph hp nht v nh hng theo mc tiu (KPI), tm nhn (vision) hon thnh nhim v (mission). 11 Kinh t phng vi Mc Tiu 12. M hnh qun tr trong doanh nghip TK21 H thng qun l theo tiu chun quc t (ISO): iu l t chc Qui ch DN Cc cng c o lng nng sut KPIs/KRI theo phng php: Lean sigma, JIT, BCG TQM Cc cng c qun l/kim sot qui trnh/th tc: ERP, CRM, SCM MISSION Cng ty tn ti? CORE VALUES Ci g l quan trong vi cng ty? VISION Cng ty mun tr thnh? STRATEGY K hoch thc hin cng ty STRATEGY MAP Bn dch ca chin lc KRI (OBSC) and KPI (TQM) Thc o v s tp trung PBSC -TARGETS AND INITIATIVES (Regulation, Policy) Cng ty v cc b phn cn g thc hin Talent Management (Workflow, process, SOP) Tng c nhn cn lm vi cc qui trnh, th tc Cc kt qu chin lc (u ra) Hi lng ca nh u t Tha mn khch hngCc quy trnh nng sut & hiu qu ng lc 3.0 v lao ng sn sng 13. Lch s hnh thnh h sinh thi qun tr - TPS Nm 1992: Robert Kapland, GS i hc Havard, Hoa k cho ra i "H thng o lng nng sut DN - Performance Measurement System sau khi h thng ISO (ra i 1935) c nhiu lc hu v hnh thc giy t khng nh gi Doanh Nghip theo cc tiu chun (KPI). Nm 1996: David Norton (CEO ca KPMG) v Robert Kapland kt hp cho ra i Th im cn bng Balanced Scorecard hay cn tm dch l "Bng cn i ch tiu qun tr" sau khi ci tin PMS ca Kapland vi Bn chin lc -Strategy Map v p dng cho 60% cc Doanh Nghip trong nhm Fortune 500. Nm 2000: Norton Kapland c trao gii thng Norbell Kinh t v hc thuyt ny v n tr thnh cng c cho nhiu Doanh Nghip ln n 90% trong Fortune 500 tnh gi tr doanh nghip (Company valuation by MCKinsey) hay cho cc nh u t (thnh phn quan trng trong phn tch DD - Due Dilligence). n 2010: BSC v MC Kinsey Company hon thnh Bng o lng nng sut ton din Total Performance Scorecard -TPS hay cn gi l H sinh thi qun tr TPS bng cch m rng thm: Personal BSC, Improving Developing Learning, Talent management v Total Quality Manament - TQM. 13 14. Xy dng h thng kim sot ni b kt ni vi vision, mision, Core value Review li vn ha doanh nghip (chnh sch, ch , qui ch, dng chy, qui trnh). HT KSNB Lin kt vi chin lc theo bn chin lc (Strategy map) nh bin nhn s v nh gi ngun nhn lc (Talent Management & PBSC) OBSC, PBS C v TM Nng sut cht lngTQM (KPI/KI/KRI) S dng BI nh data warehouse, datamining hin th trc quan sinh ng cc KPI bng biu (Dashboard) hay BIV H thng TQM (PI/KPI/KRI) T chc trin khai h thng qun l (ERP/ERM/ES) hng h sinh thi VD: h iu hnh doanh nghip BFO, SAP, m ngun m Phn mm qun l: ES (ERP/CRM/SCM) Xy dng mi quan h gia cc b phn/phng ban + Xy dng qui trnh + bo co qun tr. H thng thng tin qun l (MIS) Nhn thc v xy dng h thng qun l ISOH thng qun l ISO THP H THNG QUN TR CHO H SINH THI TPS 15. H sinh thi qun tr TPS (Total Performance Scorecard) Sn phm/dch v cnh tranh trn th trng (Dng hng) Gi tr ct li trong h sinh thi qun tr (Dng ngi) Gi tr o lng KPI/KRI m t chc t c (Dng tin) Mi trng sinh thi hc tp & pht trin/vn ha DN Kh nng sinh tn 16. BNG CN BNG CH TIU QUN TR - BALANCED SCORECARD (BSC) Robert S. Kaplan cha m hnh Balanced Scorecard The philosophy of the three components is simple: You cant manage (third component) what you cant measure (second component) You cant measure what you cant describe (first component) 17. TRIN KHAI BSC TRONG BFO 18. XY DNG KPI BN CHIN LC Gi c Cht lng Kh nng i tcTnh nng Dch v Thng hiuchn lc Quy trnh Qun l Hot ng Cc Quy trnh chn la NCC, sn xut, chuyn giao SP/DV+ Rui ro Quy trnh Qun l Khch hng Cc Quy trnh gia tng Gi tr Khch hng Quy trnh i mi Cc Quy trnh to sn phm & Dch v mi Quy nh v Quy trnh X hi Cc Quy trnh ci thin cng ng & mi trng Thuc tnh ca Sn phm/Dch v Mi quan h Gi tr cho n Khch hng Ci tin cu trc chi ph Gia tng gi tr Khch hng Tng hiu qu s dng ti sn M rng c hi tng Doanh thu Gi tr Doanh Nghip Chin lc nng sut Chin lc tng trng Vn Nhn lc K nng o to Kin thc Vn Thng tin H thng C s d liu Mng Vn T chc Vn ha Tnh lnh o kt ni ng i Chin lc h cng vic TO KT NI Chin lc CNTT Chng trnh thay i t chc TO S SN SNG Hnh nh Phm vi Khch hng Phm vi Ti chnh Phm vi Quy trnh Phm vi Hc hi & Pht trin 19. KPIs ON BFO 20. STRATEGY MAP IMPLEMENTED ON BFO 21. 3. TRIT L QUN TR 3 DNG CHY CN BNG NG CC CH TIU QUN TR 22. DNG HNG (SCM) Tng ha quan h ca 05 NGUN LC gm : 23. DNG TIN (FCM): XC NH GI TR NI TI DOANH NGHIP Th trng lao ng; Th trng hng ha (T dng hng chuyn qua); Th trng ti chnh; Th trng ngoi hi. -> Xc nh chit khu dng tin (DCF) -> Xc nh gi tr ni ti doanh nghip. Cn bng 04 th trng gm: 24. Cn bng ng cc ch tiu KRIs & KPIs Tng ha quan h ca 5 ngun lc (BCG). Cn bng 4 th trng (Xc nh DCF). Ngun ti nguyn ca doanh nghip QUN TR DNG HNG V DNG TIN 25. QUN TR DNG NGI (HR Capital) 1. Xy dng dng chy cng vic cho tng b phn; 2. Thit lp nng lc nhn vin (Core competancy); 3. Xy dng tiu ch & nh gi nhn lc; 4. Xy dng qui trnh, qui ch lao ng tin lng. 26. NH HNG NGUN LC LAO NG VI CHIN LC CNG TY 27. BFO BUSINESS LOGICS SCHEMA 28. 4. M PHNG KINH DOANH TNH GI TR NI TI CA DOANH NGHIP Making decisions Phn tch ri ro Xy dng tm nhn, s mng, gi tr ct li v mc tiu Gi nh cc tnh hung trong kinh doanh 29. M PHNG KINH DOANH TNH GI TR NI TI CA DOANH NGHIP I. Dng hng (Supply chain managemet) 1. D bo v phn tch th lc m hnh ma trn cnh tranh BCG 2. Xy dng kinh lc Tnh im ha vn (BEP) Xy dng chnh sch bn hng (Chnh sch gi, KM, Hu mi.) K hoch tiu th: sn lng, gi bn 3. Sn lc Tnh nng lc sn xut Ci tin quy trnh sn xut Tnh gi thnh k hoch 4. ng lc K hoch thu mua 5. Ti lc Cn i dng tin II. Dng tin: KRI v chit khu dng tin (DCF) III. nh bin nhn s -> o to & pht trin ngun nhn lc. 30. CHIN LC & HNH NG 31. End of Material If you find this presentation useful, please consider telling others about our site (www.bmi.vn) Implemented on Bizforceone as a BFOv8- Business Operating System 32. BNG TIN IN T TRC QUAN SINH NG CA BFO MRP 65x MRPII-75x (+CRP) ERP 90x (+Finance) ES 2000 (SCM/CRM ) DIS 2010 (KPI/KRI) 33. 36 34. TNH NNG CA H IU HNH DOANH NGHIP BFO 1. Tnh tin tin - tin ch nhm cung cp thng tin y v kp thi (online) h tr ra quyt nh. 2. Tch hp cc trit l qun tr tin tin (dashboard, KPI/KRI, BSC, BPI) p ng v tun th cc chun mc. 3. Tnh h thng gip doanh nghip ti c cu hay ci thin kinh doanh theo hng: chun mc + linh hot + ng b 4. Tnh an ton v bo mt vi cng ngh hin i (ISO27001, h thng bo co thng minh: Pivot, dashboard, Bulletin). 5. Chuyn giao cng ngh ngun (PaaS)-> nhm p ng tnh m rng v cng ng (google, youtube, facebook, BFO) 6. Hiu qu u t: tnh quc t nh a ngn ng, a tin t, nhng phi thun Vit 35. BIZFORCEONE (BFO) 36. 1. Hiu qu trong qun l 2. Hiu qu kinh t 3. Cu chuyn thnh cng TNH HIU QU KHI DNG BFO 37. Hiu qu qun l khi ng dng BFO Nng cao hiu qu hot ng hng ngy H thng BFO to nn mt mi trng lm vic tch hp. BFO lm tng hiu qu v gim i nhng cng vic d tha. BFO gip tng ln s lin kt, tng tnh chnh xc ca thng tin, nng cao thc lm vic ca nhn vin. Mi hot ng ca doanh nghip s c a vo h thng online; nhng thng tin sai lch s b pht hin v c bin php x l nhanh chng. Gim thiu ri ro do thng tin khng chnh xc, thng tin trng lp v khng lin mch hoc b tht lc. 38. Thng tin chnh xc, kp thi, tm ng ngi cn Cc thng tin v doanh thu, li nhun, tn kho, cng n c cp nht online. BFO ghi nhn ngay cc nghip v khi pht sinh v t ng hch ton. chnh xc cao: Tt c cc s liu u c tnh ton t ng v khng th sa i. Vi h thng phn tch a chiu v cc bo co linh ng. Hiu qu qun l khi ng dng BFO 39. Tng lng thng tin qun l v s dng hiu qu ngun nhn lc BFO gip gim i nhng cng vic tha, nhng cng vic trng lp. H thng BFO cng gip doanh nghip c nhiu hn thng tin qun l. Vic tng nhn s khng c ngha l pht sinh chi ph m l tng thng tin qun l, nhn s tuy c tng nhng nhn s c s dng hiu qu nhm em li li nhun cho doanh nghip. Hiu qu qun l khi ng dng BFO 40. Hiu qu kinh t khi ng dng BFO Gim chi ph qun l: Khng cn thng tin trng lp do vy gim c chi ph nhp liu v x l thng tin. Tng nng sut lao ng do cc quy trnh qun l cht ch v lin thng vi nhau. 41. Gim u t CNTT: Gim chi ph nng cp v bo tr v chi ph nhn s IT Gim chi ph u t phn cng Gim chi ph khi c thm Cng ty/Chi nhnh mi Trc khi p dng ERP Sau khi p dng ERP Chi ph CNTT trung bnh gim 20% sau mi nm ng dng ERP 20% Hiu qu kinh t khi ng dng BFO 42. Gim thi gian chun b bo co ti chnh: Qui trnh c kim sot cht ch, cc bt ton c nh ngha trc v hch ton ngay khi c giao dch pht sinh. i chiu s liu, chun b bo co nhanh hn. H thng BFO rt ngn thi gian chun b bo co. 20 ngy 5 ngy S ngy ng s Trc khi p dng ERP Sau khi p dng ERP 20 15 10 5 Thi gian chun b cc bo co ti chnh rt ngn xung 5 ngy sau khi trin khai ERP Hiu qu kinh t khi ng dng BFO 43. Gim chi ph nhn s v nhng l do chnh sau: Cc tc nghip u xy dng trn cc quy trnh c chun ha, c tnh cng tc v t ng ha cao. Nhn s cho b phn IT gim ng k ti cc n v thnh vin Chi ph o to: Cc tc nghip u c quy trnh ha v chuyn mn ha theo tng chc danh trn h thng nn vic o to v chuyn giao cng ngh kh d dng v nhanh chng, khng tn nhiu chi ph, c bit l i vi cc nhn vin mi. Hiu qu kinh t khi ng dng BFO 44. Hiu sut chi ph STT Tn tiu ch nh gi T l hiu qu Ghi ch 1 Gim chi ph tn kho 30 % So vi trc khi trin khai BFO 2 Gim chi ph qun l 30 % -nt- 3 Gim chi ph pht sinh do giao hng tr hn 60 % -nt- 4 Gim u t CNTT trong nhng nm tip theo 50% -nt- 5 H thng bo co Online gip gim chi ph giy t 70% -nt- 6 Gim thi gian chun b bo co ti chnh Xung cn 5 ngy 7 Gim chi ph nhn s 20% So vi trc khi trin khai BFO 45. 0 2 4 6 8 10 12 14 16 18 20 2006 2007 2008 2009 S lng doanh nghip ng dng BFO S lng doanh nghip ng dng BFO S lng khch hng ng dng BFO 46. Case Study - CASUMINA Ct gim hng tn kho n Doanh thu tng vt, nh im t 260 t/ 1 thng. 47. ng dng BFO vo cc hot ng sn xut v kinh doanh, doanh thu qu gn nht tng 25%, li nhun l 125% (tnh n qu 3 nm 2009). Biu tng trng c phiu Dc Hu Giang Ngun: Cng ty TNHH Chng khon Ngn hng u t v Pht trin Vit Nam Dc Hu Giang DHG Pharma 48. Tp on Thnh Ti TTA Group p dng LEAN Production, ct gim hng tn kho. Ti ch dnh 30 pht mi ngy xem bng Balanced Scorecard bit c tnh trng sc khe doanh nghip mnh Trch li pht biu ca ng Trng Hiu CT.HQT kim TG TTA Group. 49. Corporate Performance Management One accurate Measurement is worth more than a thousand expert opinions - Admiral Grace Hopper 50. Dch v gi tr gia tng 1.Cung cp bng tin in t - dashboard; 2.Xy dng + ci tin nng lc kinh doanh; 2.Trin khai h thng qun l doanh nghip in t; 3.Cho thu phn mm (Saas). 51. Cu hi & tho lun