埃森哲-番禺南沙物流园信息系统建设建议书.ppt

* * Strategic Alternatives-Cash Flow Summary Building a new facility to capture additional sale growth offers a higher net present value and internal rate of return than the baseline case and repairing the current facility and limiting sales Scenario Execution Strategy Net CapitalRequirement CumulativeOperationsSavings AdditionalEarnings Net PresentValue Internal RateOf Return Baseline(no capacity exp) Stay in Existing Facility Implement Base Process Improvements $9,000,000 $5,867,428 $0 ($5,287,323) -16.2% Alternative #1 (limit growth) Stay in Existing Facility  Implement Optimized Operations $9,300,000 $14,062,037 $0 ($30,673) 6.4% Alternative #2 (add capacity) Construct New Facility  Implement Optimized Operations $31,325,000 $17,668,175 $24,709,062 $4,912,527 11.1% * * Implementation Plan Task Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Implement Process Improvements Implement WMS Site Selection Detailed Design Prepare Specifications Evaluate Specifications/ vendors Select vendor/ Contractor Preliminary Engineering Detailed Engineering Procurement Permits construction Transition into new facility Fully operational * * Table of Contents Project Background Requirement of Successful Distribution Center Project Approach Deliverable Sample: 1. Phase I:“Conceptual Design” 2. Phase II: “Detail Design” Accenture Capability * * New Facility Layout The new facility will include 390,000 sq. ft of warehouse space and 40,000 sq. ft. of office space * * Contractor Selection The second phase was the bid process, where a pre-architectural building specification/RFP was developed, identifying facility requirements * * Contractor Selection Vendor meetings were held on November 13 14, with the remaining firms proposing their capabilities and initial cost estimates Attendees: Client Accenture John PurvisCharles EasonBill Crenshaw Bobby BoundsRick BarnhardtGayle Moore Pete BooneSteve Kendrick ProposalHighligh