Agenda - Chng Trinh

1. t vn
1. 2. 3. 4. 5. S thay i trong qun tr mc tiu Nhng thach thc cua qun tr mc tiu 10 o lng phi tai chinh hiu qu im yu trong thng tin qun tr im cn bng cua 4 th trng chnh cua DN
H thng qun tr doanh nghip thng minh? Li ch trong vic s dng h thng qtdn thng minh. trit l qun tr BSC M phng kinh doanh

2. 3. 4. 5.

Lch s pht trin Cng Ngh Qun Tr

1. 2. 1. 2.

M hnh qun tr doanh nghip (BSC) Tnh nng cua h iu hanh doanh nghip BFO Phn tch hiu qu khi p dng h iu hnh doanh nghip

A Period of Transition Thi ky chuyn i

From
1. 2. 3.
4. 5.

To
1. Networked Economy Kinh T mang li 2. Speed of Change Tc Thay i
3. Use of Technology S dng Cng Ngh 4. Customers / Markets Khach Hang / Th Trng

Traditional Industries Ky Ngh Truyn Thng Stability n nh Physical Assets Tai sn hin thc
Products/services Sn phm / Dch V Financial data D kin Tai Chinh

5. Future Value Gia Tr Tng Lai 6. Revenue Growth Tng Trng Doanh Thu

6.

Cost Reduction Gim gia thanh

Old Economy

New Economy

Performance Management Challenges Nhng thach thc cua qun tr mc tiu

Feature Old Economy New Economy

Certainty Chc Chn Risk Rui Ro

High Low

Lower Higher

Measurement Focus Chu Trong o Lng

Financial Reporting
Historical Simple ROI

Balanced financial and non-financial

Future potential Strategy assurance and validation

Emphasis Nhn manh

Success Criteria iu kin thanh cng

Top 10 Non-Financial Effective Measures 10 o lng phi tai chinh hiu qu

Recent Research & Study
1) Strategy Execution Thi hanh chin lc 2) Management Credibility Tin nhim trong qun tr 3) Quality of Strategy Cht lng chin lc 4) Innovativeness i mi 5) Ability to Attract Talented People Kh nng thu hut tai nng 6) Market Position V tri trong th trng 7) Management Experience Kinh Nghim qun tr 8) Quality of Executive Compensation Cht lng tr lng cho lanh ao 9) Quality of Major Processes Cht lng cua nhng qui trinh chinh 10) Research & Development Leadership quyn lanh ao trong nghin cu & phat trin
Source: Ernst & Youngs Centre for Business Innovation survey

These non-financial factors can impact an organisations market value significantly Nhng yu t phi tai chinh nay co th nh hng quan trong n gia tr th trng cua mt cng ty.

At least 35 percent of investor portfolio allocation decisions are made based on them Ii nht la 35% quyt nh u t cn c trn nhng o lng nay.

Management Information Weaknesses im yu trong thng tin qun tr

Hu ht nhng thng tin quan tri oi hoi

forward looking nhin v phia trc outward facing - nhin ra ngoai commercially orientated xu hng thng mai strategy driven c nh hng theo chin lc

Tuy nhin hu ht nhng thng tin quan tri sn co

backward looking nhin lai phia sau focused on the use of internal resources tp trung x dng cac ngun lc bn trong financially oriented xu hng tai chinh poorly linked to strategic intent lin kt kem ti nh hng chin lc.

im cn bng ca 4 th trng trong doanh nghip

Xy dng nh bin nhn s; M phng chui cung ng hng ha theo cc kch bn; Xc nh gi tr ni ti doanh nghip.

Cng ngh thng tin v Qun tr doanh nghip

ng Dng CN QT Thng Tin cho C Nhn MS Office OpenOffice GoogleDoc ng Dng CN Quan Tri Doanh Nghip Tng Th EOQ/BOM (Y50) MRP (Y65) MRP II (Y70) ERP (y80) ERM (Y90) BI (2k) DIS (EOS) ai Din: BFO (EOS) SAP (ERP + BI) Oracle (ERP + BI) MS Dynamics (ERP)

H iu Hnh My Tnh My tnh c nhn MS DOS Win 3.1 Windows 98 Windows 2000 Windows XP Windows 7 My chu (Server): Unix WinNT WinServer 2003 WinServer 2008

Cng Ngh Quan Tri C S D Liu Database Data Link Data Warehouse Data Mining ai Din: Oracle SQL

BFO technology Model (BIV)

DIS 2010 (BI) ES 2000 (+ERM/MIS) ERP 90x (+Finance)

MRPII-75x (+CRP)
MRP 65x

M hnh qun tr doanh nghip

Cc cng c qun tr doanh nghip

H thng qun l theo tiu chun quc t (ISO) hay BSC: iu l t chc Qui ch DN (Mission/vision/Core value)

Cc cng c o lng nng sut

KPIs/KRI theo phng php: Lean sigma, TQM, JIT, SCADA, BCG, SCM, CRM, BPR

ISO/BSC

Tools
JIT, FMEA, TQM, Lean,6 Sigma, SCM, CRM, BCG

ERP Accounting, Inventory, MFG He thng Email, Documents

Cc cng c kim sot qui trnh: ERP

(FM, Inventory, MFG, HRM, Order management)

Balanced Score Card Framework (BSC)

Robert S. Kaplan cha m hnh Balanced Scorecard

Trin khai BSC trong BFO

Xy dng KPI Bn chin lc

Gi tr C ng Di hn
Chin lc nng sut Tng hiu qu s dng ti sn

Phm vi Ti chnh

Chin lc tng trng

Ci tin cu trc chi ph

M rng c hi tng Doanh thu

Gia tng gi tr Khch hng

Phm vi Khch hng

Gi c

Cht lng

Gi tr cho n Khch hng

Kh nng chn lc Tnh nng

Dch v Mi quan h

i tc

Thn g hiu

Thuc tnh ca Sn phm/Dch v

Hnh nh

Phm vi Quy trnh

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

TO KT NI
Phm vi Hc hi & Pht trin

Chin lc h cng vic

Chin lc CNTT

Chng trnh thay i t chc

TO S SN SNG

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

KPIs ON BFO

1. Dng ngi 2. Dng hng 3. Dng tin

Qun tr dng hng (SCM)

Tng ha quan h ca 05 NGUN LC gm :

ng dng KRI v KPI

TO DNG CHY Tng ha quan h ca 5 ngun lc S DNG HU HIU

NGUN TI NGUYN CA DOANH NGHIP

Qun tr dng ngi (HRM)

1. 2. 3. 4. Xy dng dng chy cng vic cho tng b phn Thit lp nng lc nhn vin (Core competancy) Xy dng qui trnh, qui ch lao ng tin lng Xy dng tiu ch & nh gi nhn lc

nh hng ngun lc lao ng vi chin lc cng ty

BFO Business Logics schema

Strategy map implemented on BFO

M phng kinh doanh tnh gi tr ni ti ca doanh nghip

Xy dng tm nhn, s mng, gi tr ct li v mc tiu
Phn tch ri ro

Gi nh cc tnh hung trong kinh doanh

Making decisions

M phng kinh doanh tnh gi tr ni ti ca doanh nghip

I.
II. 1. 2. 3. 1. 2. 3. IV. V.

Phn tch th lc m hnh ma trn BCG

Xy dng kinh lc Tnh im ha vn (BEP) Xy dng chnh sch bn hng (Chnh sch gi, KM, Hu mi.) K hoach tiu th: sn lng, gi bn Tnh nng lc sn xut Ci tin quy trnh sn xut Tnh gi thnh k hoach ng lc K hoach thu mua Ti lc Cn i dng tin

III. Sn lc

Translates strategy into actions

LEVERS
Increase price Increase Revenue Increase GOP Decrease Mfg costs Increase volume Proactive production planning

IMPACTS
Profit driven marketing efforts

Increase mix
Improve processes Reduce input costs Optimal capacity utilization Optimal production processes

Increase NOPAT

Improve utilization
Reduce Selling costs

Increase productivity
Optimize staffing Optimize schedule

Focus on profit accounts

IMPROVE NEV

Decrease Operations Expenses

Improved inv. flow, visibility

Reduce Distribution costs

Optimize physical
Alternative distribution

Improved carrier management

Higher quality cust. service

Improve Capital allocation

Capital Deployment Cost of Capital

Improve AP / AR

Reduce inventory Improve portfolio

Improve supply chain visibility

Improve capital stewardship

26

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Implemented on Bizforceone as a BFOv8- Business Operating System

End of Material

Tnh nng cua h iu hanh doanh nghip BFO

1. Cung cp cc thng tin mang tnh :
Tch hp ng b Cng ngh hin ai - tin ch Tham s (c tnh nng m rng vi c s tri thc cua chuyn gia ) Tc th (online nhm h tr kp thi ra quyt nh) H thng (qui trnh hay chun mc)

2. Tch hp cc trit l qun tr tin tin (dashboard, KPI, BSC, BIV) 3. Gip doanh nghip ci thin quy trnh chun mc + linh hoat + ng b 4. H thng bo co tch hp thng minh 5. Chuyn giao cng ngh ngun -> nhm ap ng tnh cng ng (google, youtube, facebook, BFO)

30

TNH HIU QU KHI DNG BFO

1. 2. 3.

Hiu qu qun l khi ng dng BFO Operating System Hiu qu kinh t khi ng dng BFO Operating System Mt s thng tin khch hng ng dng BFO Operating System

THP QUN TR
BIV
Business Intelligence Visualization Hin thc ha d liu bng hnh nh. i chun v h tr ra quyt nh qun tr Tp hp cc loi d liu c thit k Phn tch, thng k theo cc ch tiu KPI
Tch hp cc modules qun tr (SCM, CRM, HRM,GMP, GDP, GSP, GPP) vo ti chnhk ton Thun Vit -> Kt ni v p ng yu cu, c th DN

Data Warehouse

FM/ SCM/ CRM/ HRM/Project/ Asset...

BFO Technology

Chuyn giao cng ngh ngun (BLD/BFW) H thng Auto-Report

Hiu qu qun l khi ng dng BFO

Nng cao hiu qua hoat ng hng ngy
H thng BFO tao nn mt mi trng lm vic tch hp. BFO lm tng hiu qua v giam i nhng cng vic d tha. BFO gip tng ln s lin kt, tng tnh chnh xc cua thng tin, nng cao thc lm vic cua nhn vin.
Moi hoat ng cua doanh nghip s c a vo h thng online; nhng thng tin sai lch s bi pht hin v c bin php x l nhanh chng. Giam thiu rui ro do thng tin khng chnh xc, thng tin trng

lp v khng lin mach hoc bi tht lac.

Hiu qu qun l khi ng dng BFO

Thng tin chnh xc, kip thi, tm ung 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 hach ton. chnh xc cao: Tt ca 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

Hiu qu qun l khi ng dng BFO

Tng lng thng tin quan l v s dng hiu qua ngun nhn lc
BFO gip giam i nhng cng vic tha, nhng cng vic trng lp. H thng BFO cng gip doanh nghip c nhiu hn thng tin quan l. Vic tng nhn s khng c ngha l pht sinh chi ph m l tng thng tin quan l, nhn s tuy c tng nhng nhn s c s dng hiu qua nhm em lai li nhun cho doanh nghip.

Hiu qu kinh t khi ng dng BFO

Giam chi ph quan l:
Khng con thng tin trng lp do vy giam c chi ph nhp liu va x l thng tin. Tng nng sut lao ng do cc quy trnh quan l cht ch va lin thng vi nhau.

Hiu qu kinh t khi ng dng BFO

Giam u t CNTT:
Giam chi ph nng cp va bao tr va chi ph nhn s IT Giam chi ph u t phn cng Giam chi ph khi co thm Cng ty/Chi nhnh mi
20%

Trc khi p dng ERP

Sau khi p dng ERP

Chi ph CNTT trung bnh gim 20% sau mi nm ng dng ERP

Hiu qu kinh t khi ng dng BFO

Giam thi gian chun bi bo co ti chnh:
Qui trnh c kim sot cht
S ngy ng s 20

ch, cc bt ton c inh

ngha trc v hach ton ngay khi c giao dich pht sinh. i chiu s liu, chun bi bo co nhanh hn. H thng BFO rt ngn thi gian chun bi bo co.

20 ngy

15

10

5 ngy

Trc khi p dng ERP

Sau khi p dng ERP

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

Giam chi ph nhn s v nhng l do chnh sau:
Cc tc nghip u xy dng trn cc quy trnh c chun hoa, co tnh cng tc va t ng hoa cao. Nhn s cho b phn IT giam ng k tai cc n vi thanh vin Chi ph ao tao: Cc tc nghip u c quy trnh hoa va chuyn mn
hoa theo tng chc danh trn h thng nn vic ao tao va chuyn giao cng ngh kh d dang va nhanh chong, khng tn nhiu chi ph, c bit la i vi cc nhn vin mi.

Cc thng tin khc

STT 1 2 Tn tiu ch nh gi Gim chi ph tn kho Gim chi ph qun l T l hiu qu 30 % 30 % Ghi ch So vi trc khi trin khai BFO -nt-

3 4 5 6
7

Gim chi ph pht sinh do giao hng tr hn Gim u t CNTT trong nhng nm tip theo H thng bo co Online gip gim chi ph giy t Gim thi gian chun b bo co ti chnh
Gim chi ph nhn s

60 % 50% 70% Xung cn 5 ngy

20%

-nt-nt-nt-

So vi trc khi trin khai BFO

S lng ngi s dng BFO

S lng khch hng ng dng BFO

Case Study - CASUMINA

Ct gim hng tn kho n Doanh thu tng vt, nh im t 260 t/ 1 thng.

Dc Hu Giang DHG Pharma

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

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.

One accurate Measurement is worth more than a thousand expert opinions

- Admiral Grace Hopper

Corporate Performance Management

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