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Current State

Sherpa Opportunity: Having a Deliberate IT Strategy That Drives IT Investment Decisions Has Been Proven To Be a Critical Enabler of Closing Business Capability Gaps. Proven IT Strategy Development Methodology. Current State. Future S tat e. Invest in IT When It’s a “Good Idea”.

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Current State

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  1. Sherpa Opportunity: Having a Deliberate IT Strategy That Drives IT Investment Decisions Has Been Proven To Be a Critical Enabler of Closing Business Capability Gaps. Proven IT StrategyDevelopment Methodology Current State Future State Invest in ITWhen It’s a “Good Idea” Invest in IT When it Closes the Most Valuable Strategic Business Gaps

  2. Sherpa’s Objectives • Develop anintegrated Global Downstream IT investment strategy with a blueprint and roadmap that will be used to manage Downstream’s IT investments on an ongoing basis • MIT/Sloan research finds that companies taking this sort of approach achieve a 40% greater return on their IT investment than companies who don’t. • Pilot the Everest* methodology • Develop a sustainable process for ensuring IT investments stay aligned with business strategy and objectives. * Sherpa is part of Project Everest, an initiative to develop a Chevron-wide IT strategy.

  3. Quick Wins / Mktg Focus LT Value / Higher Cost ST Value / Lower Cost Targeted Value Sherpa Started With an Understanding of Business Strategy and Identified What Capability Gaps Downstream Has To Achieving That Strategy. A Roadmap That Closes the Capability Gaps That Produce the Most Business Value Was Endorsed By the DOC in April 2005. Component Business Map (CBM) Hot Components SBU / DSO Strategies Refining SBU / DSO Imperatives Refining SBU / DSO Strategies S&T SBU / DSO Strategies S&T SBU / DSO Strategies Marketing SBU / DSO Strategies Marketing 20-Year Strategic Plan Hot Business Capability Gaps SBU / DSO Strategies Lubricants SBU / DSO Strategies Lubricants SBU / DSO Strategies Service Functions SBU / DSO Strategies Service Functions IT Initiatives Review annually with strategic update process, and as needed Cold Business Capability Gaps Choose Best-Fit Roadmap Screen initiatives through agreed-upon strategic dimensions 2006 DCOPProcess Update Roadmap On-Going IT Governance Processes Once we had identified business capability gaps, we then defined IT initiatives to fill those gaps. For projects already underway, we matched those initiatives to those projects (e.g., Lynx, Olympic) and worked to ensure scope, timing, and cost by year fit our strategic direction.

  4. The Selected Roadmap Enables Global Downstream To Focus On Its Top Value Generators Without Increasing Downstream’s Total IT Spend. It Includes Key Initiatives for Refining, Fuels Supply Chain and Marketing and Lubricants Efficiencies. • Refinery of the Future: • Refining initiatives targeted at preventing and managing abnormal situations (incidents) • Next Generation Refining with increased Refinery of the Future technology pilot funding • Fuels Supply Chain Optimization (Lynx): • Enables capabilities required for optimization of the fuels supply chain including: • S&OP • Demand Forecasting • Primary Distribution • Refinery Blending & Scheduling • Marketing and Lubricants Efficiencies (Olympic): • Through ERP Rationalization key Marketing, Lubricants, Finance and Human Resources business capabilities are implemented to optimize value. • Supply Chain Management for Lubricants • Customer Relationship Management for Marketing and Lubricants • Fuel Pricing for Marketing • Consolidated Customer Service Centers for Marketing and Lubricants • Global reporting and process standardization for improved cost and visibility • Other Key Initiatives: • Enables S&T improvements in information availability to make better trading decisions through Trade Systems Integration • Provides Franchise enablement and other Retail improvements for Marketing

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