Spare parts hub HarmonizationJP CabreraUpdates:V1: 16/05/2008 V2: 20/05/2008V3: 06/06/2008

Summary:MissionProject TeamProject DeliverablesProject process structureProcesses in scopeHigh level IT and Masterfiles definitionsProject WorkplanDetailed PlanningProject CostsOpen Action list

MissionAcer and Packard Bell want to take substantial advantages of repairing the Packard Bell products in the Acer Repair Centers.To do so, the implementation of PLS in Angers is a pre-requisite, to enable the RC to order spare parts for repair.The dependency between the two projects requires that this project Team delivers the fully integration of PLS in Angers for the 1st of August.

Project Team StructurePiloting CommitteeProject leadersBusiness ExpertsIT ExpertsFunctional Orgchart

Project Deliverables

The Team commits to deliver:

A presentation up-to-date with:a project charter, a detailed planning with owners, dates, completion statuscosts of the projectstatus of the projectactions list for open questions and escalations

PLS implemented in Angers: Process study Process changes in Angers (and Esplex), where required Adjustments and Add Ons in PLS where required Data elements migrated from current tools to PLS Interfaces with existing tools and applications Implementation and deployment CSS Field Service Delivery functionalities implemented

Best capabilities in screening and recovery are implemented.

Project Process Structure

The Piloting Committee meets every Friday for workshops synchronization , high level escalations and structural decisions

The PLS and CSS experts train the project members, help to set-up the prototypes, help to specify the new activities, propose solutions to use the max of applications functionalities

The Project Leaders contribute to the project, by organizing the meetings with the business experts, facilitating the communication between the members, following the progresses and escalating the difficulties to an upper level. They warrants the tasks in their scope are due on time.

The Business Experts have to specify their new way of working by adapting their processes using the existing functions of PLS and CSS, requiring an adaptation of the application when mandatory, formalizing the new processes in a document (form for specifications), writing the new procedures and instructions, formalizing the inconsistencies when testing (form for UAT replication). They commit to deliver the tasks in their scope in due time, and ensure that their activity can start smoothly at the GO-LIVE.

The Project Manager drives the project, gives the visibility on the achievements, liaise with the IT Workshop for synchronization, ensure that the deliverables follow the plan, and assists the members when facing issues

PROCESSES IN SCOPE

Process overviewProcess analysis

HIGH LEVEL ITand Masterfiles definitions

Current PB Information Systems architecture in scope

Mid term PB Information Systems architectureSonsys(Call center)CSS PBBV(Interventions)CSS Acer NS(Repair Center)PB TPMBizTalkPLS PBBVPSFTDWHPDBGNSDRL(RLCS)XelusCVS1234567KB78PIBB2B(ex CSA)PBOMSPortal

Mid term PB Information Systems architectureSIR passed to BTK with Service Type BV and TPM destination. BTK will transform message (P/N+S/N, warranty condition, error codes,) and route to right CSS:CSS BV for all countries with only PB TPM service that receives current PB message, orCSS Acer NS for countries where ACER RC is available. To adapt capacity, Acer RC can pass intervention to local PB TPM that remains managed and paid by PB. To allow existing PB applications continue using PDB, the new products supplied by Acer Supply Chain will have S/N records pushed from GSND to PDB. To allow Acer applications accessing PB SN information PDB will be exposed as a Web Service to CSS and PLS In the transformation an Acer SN will be created Joining PB P/N and PN S/N, and vice versa.PB TPM and ASP will continue placing orders through the PIB section in CSA portal. The basket is pushed into PLS portal that will manage the spare part orders onwards.RLCS functionality will be supported through a slight modification in the PLS RL module. RPA Matching information will be passed from PLS RL to CVSIN addition to the current way to place an RPA ( that should be renamed RMA) through the CSV file, the TPM and ASP will be offered the possibility to create a case in CSS PBBV ASP Module. This will allow to validate warranty claim and get problem information beforehand

Overview of Acer EMEA CS SystemsAs of Jan 2008CSS Call Center / Repair Center ASPAuthorized Service Provider DCSDealer Care Systems DPS Demand Planning System SICService Information Center AFR Annual Failure Rate System EMS Escalation Mgmt System AAW Acer Advantage Warranty PLS Parts Logistics System PLM Product Life Cycle Mgmt ITW International Traveler Wrnty ESREMEA Service Reporting Microsoft .NET Framework 1.1 & 2.0Smart Client, Infragistics, CrystalSQL Server 2000 SP3 -ClusterWindows 2003 Server SP1aAcer 710 serversInfrastructure & Technology

MASTERFILESIT Tasks Scheduling

Sheet1

User Departments / EntitiesNowPhase ITarget

Authorized Service Providers (ASP)

How do we achieve thisIntegrate the Shopping basket to PLS OrderingPort the Portal / PIB into .NET as this would be a common requirement for all Regions

Build Interace between CSA and Esplex OMS

Open QuestionsHow do we manage Order Mgmt, cancellation etc - this would determine how to move forwardThis would mean a development cost. Are we ready to absorb. Yet to determine the cost of conversion. (Gut Feel - USD 15K)

Acer Repair CentersNone

How do we achieve thisIn CSS, PO and DSO should become EDI Orders, New PB-Anger Supplier to be created.

Open QuestionsIf Acer Repair Center has a common part number in stock - ex. HDD - will Acer Repair Center use this for PB Repair. Will the pricing of PB HDD and Acer HDD be the same ?

PB Repair CentersNone????

PB - Customer Service

PB - Shipping

PB- Warehousing - Good Stock

PB - Warehousing - Defective Stock

Planning and Procurement

Portal

CSA

PIB

New

CVS

Def

Portal

PIB

New

CVS

Def

PLS

CSA

Portal

PIB

New/Def

PLS

PLS

New/Def

CSS

CentralOrdering

New/Def

CSS

Order MgmtManual Allocation

D1

PLS

Order MgmtAllocation Auto Manual

PLS

Order MgmtAllocation Auto Manual

PicklistShipping Documents

D1

Robocop

PicklistShipping Documents

PLS

PicklistShipping Documents

PLS

D1

>Quality Sampling (manual)>Reciept Bulk/Active/FOC>Serialization.>Binning>Work Order - Bulk to Active

PLS

>Quality Sampling (System)>Reciept Bulk/Active/FOC>Serialization.>Binning>Work Order - Bulk to Active>Vendor Performance

PLS

RLCS

D1

CVS

RLCS

>Defective Reciept>Defective Doc filling>Testing for NFF>Vendor Picklist by Demand>RMA Authorization

PLS

CVS

>Defective Reciept>Defective Doc filling>Testing for NFF>Vendor Picklist by Demand>RMA Authorization>Claims Validation

PLS

>Claims Validation

Xelus

D1

PSFT

Xelus

PLS

PSFT

> From PSFT, PO will be pushed into PLS.

Xelus

PLS

> PLS will place the PO and push the info to AFS

RLCS

PLS

PSFT

PSFT

PSFT

CSS

ASP

Sheet2

Department / EntityPhaseChange requiredSystemDifficultyBusiness Pre-Requisites

WarehousePhase I

Solution to manage the central remote stocks (to be discussed)CSS BVSupplierVendorForecastEndCustomerASPMgmtQualityConsignDhlEasyMRQInterventionXelusPlan/DemandDSGSwapSwapSale /Market ReturnDiff. LocSame. LocPeople SoftMMI / SDOD1 / SonSysPLS BVASPShipmentsStock OutAuto AllocationShipmentBased on the OrderDefective OutPick/Pack/Ship to Customer

SupplierPLS(Angers)PLS(DHL)Place order to SupplierFrom PSFT / PLSDHL Receipt in DHS WhsCase Creation with Defective Part #Activity Flow - DHL (Similar to Easy Repair Flow PLSBV)Sonsys(CC)DHLCSS(FSD)Shipment from SupplierAssign the new monitor part #Advex Order to PBAllocate/ Generate Picklist from DHL WhsShip to Customer and generate the UPS LabelAuto upload from CSS to generate Advex order based on interventionFSD has to log into PLS to check for the stock informationCase Sync Case Type = Advex SwapDe Asset the case, move to Awaiting DefectiveReceive Defective from Customer & make entry in PLSBad to Bad Stock Transfer to Main Whs in AngersReceipt of DefectiveClose the caseNeed to check with CSS team as this happens without Stock movement they need to do some adjustmentFinancePB Finance needs to map the flow to complete the financial transactions?sce type

Project Workplan

WorkstreamSub WorkstreamOrderManagementLogistics Hub Harmonization ROADMAPReviewed By: Not authorized

Approved By:Author: Jean-Pierre Cabrera

Version: 1.4 Implementation Plan March 2008FinanceApril 2008May 2008June 2008 July 2008August 2008PO CreationNew Supply MgtReturn to VendorSystems / ITReceiving and biningSales Order entryInterventionManagementExpertFranoisFredericOrder mgtMonitorsEasy repairOther typesMRQsSubstitution mgtProduct and Supplier Master files set-up and maintenanceFranoisCustomer and Service Partners Master files set-up and maintenanceChrystelleChrystelleChrystelleChrystelleNellaNellaNellaNellaSpares parts ShipmentsPick Pack ShipArnaudCustoms & transportLucMaterial transfers(DHLModusDSGI)EtienneReverse logisticsRPA BadTransfer (DSGI)Monitors Easy repairScreening and routingVirginieFredericEtienneThierryThierryScrapResellRepairCreditEtienneBenoitFranoisFranoisSystem access+ Integrated Testing environnement Part 2Detailed Business specificationsPrepare test scenariiMigrationProblem replicationsIT Synchronization RPA GoodLeaderXavierXavierXavierXavierXavierRegisRegisJean-PierreRegisRegisRegisRegisJean-PierreJean-PierreJean-PierreJean-PierreChrystelleChrystelleJoseChrystelleXavierXavierXavierIntegrated Testing environnement part 1

Detailed Project PlanningProject Planning Overview

Project Costs

The costs are not completely definedCosts overview:Investments for PLS implementation at Angers: 139kequipmentsboxesshelves

Extra Human Resources: 90Kextra resources needed to replace people working on the project for day to day activitiesextra resources needed to manage the changes (shelves, boxes, labelling)extra resources needed when training the operators to the new processesextra resources needed for the ramp-up period, when the standard level of productivity is not reached again

Travels: 15K

Investments, due to the new lay-out 80K

Open Actions

Open actions Visibility

End

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