CISCO年度1994股東常會 1993-1994

科技長報告 Welcome to the era of Network!

Cisco’s Amazings 1984’s Credit Card Financing Now → 1 Billion Net Sales 1 Billion Net Assets 1987’s Investment of 2.5 Millions Now → 40 Times Capitalization

In 1979, Stanford Campus Lerner Bosack CS Building APARNET email Business Building

In 1979, Stanford Campus Lerner Bosack Router CS Building email Business Building

User Cisco Router 思科路由器 B A C

Choose CISCO You choose the world !

財務長報告 Financial history Of CISCO

財務發展 1984 - 創立 1990 - 公開上市（創始人離開） 1997 - 首度登上Fortune 500公司 return on revenues return on assets 1998市場價值超過1000億馬克 Next Dominant Company!

經營狀況 New Team Decentralized 行銷、研發 Centralized 製造、客服、財務、 銷售、人力資源、資訊科技 CEO John Morgridge (1988-?? ) New Team Decentralized 行銷、研發 Centralized 製造、客服、財務、 銷售、人力資源、資訊科技

經營狀況~continued Unix-based software package to support core transaction CIO Pete Solvik (1993 - ) Unix-based software package to support core transaction processing (財務、製造、訂單)

經營狀況~continued 目前：5億  目標：50億。 1993購併Crescendo Communication 業務量大增、現有系統需要擴充。 NO ERP！每個部門自行決定！

You choose the fortune !  Choose Cisco You choose the fortune ! 

SHUT DOWN FOR 2 DAYS

原Unix系統僅供畫面切換，功能不彰。

企業資源規劃系統 (Enterprise Resources Planning)

1. 巨大衝擊、作業失序。 2. 尚有80%成長率。

原系統無法滿足擴大中的規模 需要更快速反應訂單。

成本考量？時間考量？

約1500萬美金！九個月！

失敗的例子：Dell

成功的例子：聯華、Colgate

@Q#$$%H<FAG…….

VOTE : ERP?

VOTE: ERP Vendor?

小嬋小妹大 預估經費: 50million 公司地點:西雅圖 誠意

好姨當家 預估經費:25million 公司地點:New York 誠意

Oracle 預估經費 : 15million 公司地點 : SILICON VALLEY 公司規模 誠意與其他 製造經驗 Emphasis on manufacturing 長期合作 Promise: long term development of functionality of the package 彈性 Flexibility since Oracle was close to them

勝 勝 勝 勝 勝 comparison 經費 地點 製造經驗 其他 小嬋 5000萬 西雅圖 無 ? 好姨 2500萬 紐約 Oracle 1500萬 矽谷 有 長期合作、高度誠意 勝 勝 勝 勝 勝

15 Months Later 過了十五個月以後……

Cisco ERP 計畫 檢討會議 1995.5

ＣＩＳＣＯ導入ERP流程圖

ERP TEAM CRP PHASE Conference Room Pilots CRP0, CRP1, CRP2, CRP3 SMART CROSS-FUNCTIONAL FIRST PRIORITY CRP PHASE Conference Room Pilots CRP0, CRP1, CRP2, CRP3

CRP 0 訓練ERP團隊，建立技術環境。 所有團隊集合一同確立系統參數。 掌握精髓而非掌握全部，80/20。 → 1% Effort 80% Accuracy 模型系統無誤後可適應並且無波動後，才植入正常運作。

CRP 1 Task: 1.Detailed script 2.Business process prototype Response to gap → Modify Oracle to support the system Modification Requests Classified as Red & Green

CRP2 Implement the Database 80% IT Group Decommits from other projects Introduce Database Renumber Products & Customers Change Bill-of-Material Structures Database Bridges the whole company Spans history and future

CRP3 & Cutting Over Real One-Day Simulation → OK! Go Live! Shot Down Daily! Capacity: Hardware & Software 5 Months Later → STABLIZING!

Three Years Later 過了三年以後……

CISCO年度1998股東常會 1997-1998

PROJECT VALUATION MONEY:33 million (1)80 Cisco personnel = 10.24 million (2)IT support = 5.76 million (3)Hardware expenditure = 2.4million TOTAL = 18.4 million Cost overrun 122% TIME :13 months(+4 month)

Where had the ERP team been smart? 勇於創新的組織文化 目標明確 高層的支持與決心 優秀團隊如KPMG、Oracle

Where had the ERP team been lucky? 事前未作成本效益分析 Oracle允諾Cisco為示範廠商 壓縮訓練課程的時間

Architecture

ERP的效益 5000 Backlogged order in one week $825 million a year in operating costs savings 90% of orders transacted over the web.

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