P0078: Cox - The Project Formerly Known As Catalyst

Slide 1

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The Project Formerly Known as Catalyst
February 13, 2004

COX003314 HIGHLY CONFIDENTIAL

Slide 2

CornerStone

Our mission is to create stable, integrated, and flexible systems to better manage our financial operations and supply chain. This effort will be Cox lead, field focused and software driven to meet our current and future needs in an expeditious manner. Our work will lay the foundation for process improvement, and position our operations as an industry leader in the broadband technology environment.

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COX003315 HIGHLY CONFIDENTIAL

Slide 3

Where are we?

• Budget Approved
• Leadership Established
• Reviewing proposals from systems integrators:
  • Accenture
  • Bearing Point
  • Cap Gemini, Ernst & Young

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Slide 4

Where are we going?

• SI selection March 1
• Software selection by May 1
• Target completion date July 1, 2005

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Slide 5

Important Selection Activity

• Mobilization
• Validate our processes
• Engage the field
• Get a running start

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Slide 6

What is an ERP?

• Enterprise Resource Planning-family of applications linking business processes- evolved from manufacturing industry
• JDE replacement - yes and no
• ICOMS, Essbase - interfaces not replacement

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Slide 7

What is an ERP?

• Financials - G/L, Accounts Payable, Financial reporting
• Supply Chain - Purchasing, Inventory Management, Advanced Warehouse Management, Planning
• Capital Management - Capital Project Tracking, Reporting

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Slide 8

Project Scope

Supply Chain FP & A/ Accounting Capital Management   Wave 1: Technology [illegible] [illegible] [illegible] Short- term Long- term Wave 2: Process Optimization [illegible] [illegible] [illegible] Wave 3: Strategy/ Transformation [illegible] [illegible] [illegible]

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Slide 9

Oracle or PeopleSoft?

• We expect the accounting functionality will not be a differentiator - Supply Chain and Capital Management
• What will be considered?
  • TCO
  • Integration Architecture
  • Vendor's vision and product roadmap
  • Relationship with the vendor

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Slide 10

Organization

[D]

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Slide 11

Engineering Roles

• Sherryl Love - Executive Sponsorship Team and principle project oversight along with Bill Fitzsimmons
• Charlie Whitehead - Leads the Supply Chain Team
• Doug Brooks- Interim Capital Management Team Lead
• Multi discipline approach on all teams
• Integration of diverse Field processes

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Slide 12

Engineering Issues

• Better integration between Capital Planning and business benefits
• Improve visibility and coordination of Field Capital spending and Supply Chain activities
• In the first wave of implementation limited impact on Engineering processes
• Transformation wave will likely impact and dovetail into Facilities and Outside Plant Inventory projects
• As work proceeds we will engage Engineering SME as needed
• The PMO will keep you informed

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