安达信咨询方法与工具资料库PUR_RFI
安达信咨询方法与工具资料库ILVER
Item Processing
Investments
SILVERLAKE N
FINSER 1987
Safe Deposit SILVERLAKE
N
MEMO POST Y AS/400 BASED
N/A RPG400
Stockholder Accounting
SILVERLAKE 1987
N
IPS 1987
Y
Fixed Assets
General Ledger
SILVERLAKE N
1987
MEMO POST Y AS/400 BASED
Additional Comments:
1627738039.xls, SILVER
2020/11/12, 1:15
Service Bureau/In-house System Survey
Appendix A
Arthur Andersen
Name of Package? How old is the Program? Third Party ( Y/N/Partly)
Asset Liability Management
Customer Profitability
Product Profitability
安达信咨询方法与工具资料库PLANNING
1.4
CREAR EL PLAN DE PROYECTO.
1 Crear el Plan de Trabajo del Proyecto. 2 Asignar fechas de realizaci髇 de las tareas. 3 Asignar responsables a las tareas.
4 Preparar los datos. 5 Preparar la documentaci髇 para los usuarios. 6 Mostrar el prototipo a usuarios y direcci髇. 7 Revisar la lista de puntos de calidad de la fase de Dise駉
FASE 2: DISE袿 DETALLADO Y PARAMETRIZACI覰
SD DISE袿 DETALLADO SD Dise馻r modelo de organizaci髇 Determinar datos b醩icos Dise馻r modelo de procedimientos Identificar procesos recurrentes Implementar interfases Configurar formularios Configurar reporting Determinar autorizaciones
安达信咨询方法与工具资料库MISSION
I. SERVICE DEFINITI ON
New Product Development is the process of creating, developing and commercializing new products/services, including generation of the initial idea, investigation of the product/service concept and its market feasibility, screening and select of the highest potential product/service development projects, design and development of the product (including all technical, operational, manufacturing, marketing, sales, distribution, financial, service and warranty plans) through launc of the new product/service in the marketplace. It begins with formulation of a product strategy (driven by the overall corporate strategy) and includes management of the entire product portfolio.
Page 1
安达信咨询方法与工具资料库WORKPLAN193
Training Inadequate Training program in use Certification tied to advancement Incentives and awards used
Machine utilization not optimal Run-time as % of total time Actual time as % of planned time Line/ Shift Balancing used Cooperative recovery/ Parallel processing Machine Types w/ Setup times Run-Times (w/ reason documented) Down Times (w/ reasons documented) Total throughput time % Avail. & demonstrated capacity by shift
PRODUCTION WORKPLAN PLANNING
Insufficient Planning
PRODUCT COST
Management unaware of true cost of products
安达信咨询方法与工具资料库AP_RFI
-Vendor name with alpha look up
Prepared By Arthur Andersen & Co.
2
Priority Response
2020/8/1
Request for Information Accounts Payable
-Inventory item -Fixed asset Allo ws invoi ce entry to futur e perio d Abili ty to flag invoi ce that will take acco unt over budg et
Item No.
125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167
mum invoi ce
amou
nt Coun try
code
Com ment
s
(free form text,
clipb
oard 40
chara
cter mini
mum
) Defa
ult distri butio
n sets
w/ overr
ide at
invoi ce
level
119
120
A/P
121
168
安达信咨询方法与工具资料库BENRESUM
Process Description Sell to customers through a field sales force Facilitate information sharing and communication Manage customer orders Measure organizational performance Miscellaneous Develop, deliver and maintain customer billing Select and certify suppliers Purchase materials and supplies Process accounts payable Manage information services Assure product quality Handle warranties and claims Develop advertising and promotion strategy Manage inventories Manage facilities and network operations Invoice the customer Respond to customer inquiries Plan for information resources management Close the books Process finance and accounting transaction (general) Warehouse or store product Move materials and resources Provide internal financial information Manage the tax function Arrange product shipment Manage information storage and retrieval Process accounts receivable, credit and collection Provide external financial information Develop and train employees Manage cash flow Ensure compliance with regulations Develop sales forecast Document and monitor order status Develop and deploy enterprise support systems Schedule production Conduct internal audits Monitor the external environment Manage legal and ethical issues Develop community relations Manage travel and entertainment expenses Develop new product/service concept and plans Build lender relationships Cascade strategy to work level Develop and adjust production delivery process Manage government relationships Ensure employment involvement Design, build, and evaluate prototype products or services Refine existing products/services Respond to billing inquiries Measure customer satisfaction Monitor changes in the market or customer expectations Sell to customers via alternative channels Develop budget Select channels of distribution Manage physical resources Manage deployment of personnel Process benefits and retiree information Sell to customers through retail outlets Interface with board of directors Provide post-sales service Grand Total
安达信咨询方法与工具资料库QMWORK
Sheet1
Page 10
C on du ct th e Q ua lit y Le ad er S es si on to en su re ev er yo ne ha s a si mi lar st 2 ar
Sheet1
Page 11
A s pa rt of th e Q ua lit y Le ad er S es si on , co nd uc t an int ell ec tu all y ho ne 3 st
St ep D eli ve ra bl es : N o D eli ve ra bl es .
T as ks
Sheet1
Page 16
R ev ie w th e C us to mi zi ng Cl ie nt Tr ai ni ng to ol as w ell as ea ch of th e su gg 1 es
Sheet1
Page 5
M ee t wi th st ee rin g co m mi tte e m e m be rs to ex pl ai n th eir re sp on si bil iti 3 es
Sheet1
Page 6
S pe nd ti m e an d eff or t in di sc us si on s wi th th e st ee rin g co m mi tte e to 4m
St ep D eli ve ra bl es : N o D eli ve ra bl es .
T as ks
Sheet1 Page 9
S ch ed ul e a ti m e to m ee t wi th le ad er sh ip (t hi s m ay be th e st ee rin g 1 co
安达信咨询方法与工具资料库QPWOR
Sheet1 Page 15
R ev ie w w or kp la n co m pa re d to pr oj ec t ob je cti ve 2 sH av e so m eo ne ex pe rie nc ed in A B C/ M im pl e m en tat io n re vi e w yo ur w 3 or
Sheet1 Page 21
St ep D eli ve ra bl es :
A cti vit yba se d S oft w ar e S co re ca rd
T as ks
G at he r re qu ire m en ts fr o m cr os sfu nc tio na l te a 1 m.
Sheet1
Page 12
St ep D eli ve ra bl es :
R es ou rc e Li st
T as ks
Id en tif y re so ur ce srol es an d re sp on si bil iti es 1.
Sheet1
Page 13
O bt ai n co m mi tm en t fr o m re so ur ce s to ful fill rol es 2.
St ep N a m e: Q ua lit y A ss ur an ce
Sheet1
Page 14
St ep D eli ve ra bl es : N o D eli ve ra bl es .
T as ks
O bt ai n cli en t in vo lv e m en t in de ve lo pi ng pr oj ec t w or kp la 1n
安达信咨询方法与工具资料库BRWOR
Sheet1
Page 12
Pha se Deli vera bles : No Deli vera bles .
Ste p Na me: Car e Abo ut Peo ple
Ste p Deli vera bles : No Deli vera bles .
Tas ks: No Tas ks.
Tas ks: No Tas ks.
Sheet1
Page 8
Ste p Na me: Deli ver On Pro mis es
Ste p Deli vera bles : No Deli vera bles .
Tas ks: No Tas ks.
Ste p Na me: Rec ogni ze Deg ree of Clie nt Trus t in the Rel atio nshi p
Tas ks: No Tas ks.
Sheet1
Page 6
Ste p Na me: Be Ethi cal
Ste p Deli vera bles : No Deli vera bles .
Tas ks: No Tas ks.
Pha se Na me: Cre ate Trus t
Pha se Deli vera bles : No Deli vera bles .
Sቤተ መጻሕፍቲ ባይዱeet1
Page 5
Ste p Deli vera bles : No Deli vera bles .
Tas ks: No Tas ks.
Ste p Na me: De mon strat e Skill s and Acc omp lish men ts
Ste p Deli vera bles : No Deli vera bles .
安达信咨询方法与工具资料库00_NEW
What ' s New in 1997Several changes have been made to the January 1997 release of the Business Consulting Engagement Quality Assurance (EQA) Procedures & Guidelines. These changes are based primarily on the feedback provided by BC practitioners, the results of our 1996 practice reviews, and input from the Firm ' s Legal Group. Identified below are these changes.Risk SMARTRisk SMART has been automated. Key features include the on line entry of risk indicators, on line entry ofaction steps for high risk items and the automated preparation of the Risk Management Action Plan.Automation of the risk assessment process will facilitate the completion of the required forms and in obtainingthe required consultation from the mandated BC partners.The automated Risk SMART is available from the BC KnowledgeSpace. The Word documents will continueto be available in the EQA manual to allow for a smooth transition to the automated system.InterimAgreement On occasion it may not be possible to get a contract fully negotiated before the scheduled commencement date of AA ' s services. In these cases, we now have anInterim Agreement (See Appendix 21). An Interim Agreement is a short contract that documents the fact thatthe parties are working toward, but have not yet finalized, a definitive agreement. Specific usage guidance isincluded in the appendix.Changes to theJobArrangement Letter and Consulting Services Agreement There have been several changes to the standard terms and conditions associated with our Job Arrangement Letter (Appendix 14) and our Consulting Services Agreement (Appendix 15). These changes are defined below and have been included in the appendices.These new contracts must be used on all new engagements.Remember, these appendices are based on the laws of the United States. Countries outside the U.S. will need to work with their Area Legal Group (Nancy Laben in Hong Kong and Michael Hughes in Paris) to make the appropriate changes based on local laws and regulations.Ownership ofWork ProductIt has been our initial position that the client retains ownership of the work product. This has raised questionsregarding knowledge capital and the reuse of developed products on subsequent engagements, particularlyon custom systems development engagements. Consequently, we have changed the initial position in ourcontracts so that AA retains the ownership of the work products and the client has a non-exclusive license touse the work products. Optional provisions continue to be offered in the Consulting Services Agreement. Year 2000Potential risks to the Firm associated with the “ Year 2000 ” problem have beenaddressed in our standard contracts. Areas affected include the limits of liability, indemnification andwarranty. Please note the inclusion of the appropriate legal language and guidance for usage.Warranty Government Contracts (U.S. only) The default warranty period offered in our standard contracts has been reduced from 90 days to 30 days. In some instances, such as custom systems development, this time frame may be insufficient. Changes to the warranty period are a matter of business and you should involve your Country/Regional Quality Leader in these discussions.In the past we have offered alternate limit of liability, indemnification, and warranty language for contracts with any government agencies. Our experience has been that contracts with government agencies go far beyond these three areas and typically require the involvement of the Firm ' s legal group. In gaodvdeitrionnm,ent clients tend to present us with their contract to sign thereby creating the need to include the Firm ' s legal group.Therefore, this alternate language has been removed and it is now recommended that all government contracts be reviewed with th e Firm ' s legal group.。
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Request For Information Purchasing
Item No.
CORE REQUIREMENTS
154
Amount on order
155
Amount in stock
156
Quote required
157
Item purchase order lead time
158
Delivery quantity tolerance allowed (over/under) - days
I TI TP u
- Requisition processing
- Quotation processing
-P Purchase order processing uL eL eS p
Organizational entity (corporation) User's item number Item description
191
Price break discount(s)
192
Last quoted price
193
Last purchase order number
194
Last purchase order date
195
Last purchase order price
196
Blanket order number
159
Delivery quantity tolerance allowed (over/under) - percent
160
Delivery time tolerance allowed (before/after) - days
161
Delivery time tolerance allowed (before/after) - percent
183
Item number
184
Vendor number
185
Effective date
186
Vendor's catalog number
187
List price
188
Discount from list price
189
Price break quantity(s)
190
Price break price(s)
Request For Information Purchasing
Item No. 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153
Currency code
Standard cost Average cost Target cost Last price paid
Maximum order quantity
PRIORIT Y RESPONSE
Prepared by Arthur Andersen & Co.
1
2020/9/28
Stock location(s)
Minimum order quantity for each vendor
Economic order quantity Comments for internal purposes only Item shelf life period
Inspection required flag
162
Vendor quoted lead time
163
Last actual lead time
164
Quபைடு நூலகம்tation lead time
165
Contract negotiation lead time
166
Quotation number
167
Ship to address
168
Stop purchase (i.e. item has been defective or it is out of date)
Special comments/instructions (handling, care, etc.)
Comments or codes to be printed on RFQ's Comments or codes to be printed on P.O.'s Dock to stock comments or codes
V EV eS y
By vendor name By vendor address
CORE REQUIREMENTS
S By combination of name and address e
R ES tT h
Vendor List by name
Vendor List by number Rolodex Cards Mailing Labels
169
Dock to stock routing
170
Number of days between PO submit date and PO
171
Follow-up date
172
Vendor's catalog number
173
Internal catalog number
174
General ledger distribution account
175
General ledger distribution code
176
Internal stockkeeping unit
177
Purchasing unit of measure
178 N Evaluation weight fields 179 uIt 180 eD 181 aF 182 i
Item short description
Commodity (material) code Engineering drawing number Primary vendor Other vendors that sell the item
Vendor rotation code
Alternate (substitute) item Buyer code Expediter code