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									                                                 LAN000913002-11334-409




IT Board Meeting Agenda
- Implementation Roundtable & Future Milestone
- Global and Supply Chain Expansion Activities
- PIP™ Methodology & Standards Priorities
- Future Aspirations & 2001 Priorities
- Q4, 2000 Noteworthy Activities




October 10, 2000
HANDOUT MATERIALS



        • Today’s Attendee List
        • Today’s Agenda
        • Today’s Presentation

        • Minutes from June Board Meeting
        • Board Member Scorecard
        • 10.10.2000 Press Kit
        • PIP™ Validation & Maintenance Methodology
        • Current PIP™ Schedule
        • RosettaNet Full-Time Staff & Resource Requirements
        • GTIN ROI Study: Phase I
        • Software Compliance Technical Description
        • Software Compliance Program Description




                                                               1
                                              LAN000913002-11334-409




IT Board Meeting Agenda
- Implementation Roundtable & Press Event Update
- Global and Supply Chain Expansion Activities
- PIP™ Methodology & Standards Priorities
- Future Aspirations & 2001 Priorities
- Q4, 2000 Noteworthy Activities



October 10, 2000
             Of the 28 reporting, 13 IT Board members achieved two or more PIP™s in Production,
             3 achieved one PIP™ in Production, and another 4 are in final pilot testing.


IT BOARD 10.102000 PIP™ IN PRODUCTION MILESTONE STATUS



   PIP™ Activity

   PIP™(s) in Production                     16    3Com, Arrow, Avnet, Cisco, Compaq, GSA, HP, IBM,
                                                   Ingram, Insight, Intel, Lucent, MicroAge, Pioneer,
                                                   Solectron, TechData

   PIP™(s) in Final Pilot                     4    CompUSA, FedEx, Quantum, UPS


   PIP™(s) in Evaluation or Implementation    5    Dell, NEC, Office Depot, pcOrder, Toshiba

   No PIP™ Activity Indicated                 3    American Express, Netscape, SAP

   Did Not Report                             2    ComputaCenter, Siemens

                                             30




                                                                                                        3
            Of the 30 reporting, 23 EC Board members achieved the 10.10.2000 PIP™ in Production
            milestone and another 4 are in final pilot testing.


EC BOARD 10.102000 PIP™ IN PRODUCTION MILESTONE STATUS



   PIP™ Activity

   PIP™(s) in Production                     23   Agilent, Arrow, Avnet, Bourns, Cisco, FCI, Future, Hitachi,
                                                  IBM, Intel, Kemet, Lucent, Memec, Micron, Molex, Motorola,
                                                  National Semiconductor, Philips Semiconductors, Pioneer,
                                                  Solectron, Toshiba, Tyco, Xilinx

   PIP™(s) in Final Pilot                    3    AMD, STMicroelectronics, Texas Instruments


   PIP™(s) in Evaluation or Implementation   4    Altera, AVX, NEC, Samsung

   No PIP™ Activity Indicated                0

   Did Not Report                            0

                                             30




                                                                                                          4
10.10.2000 SELF-ASSESSMENT (board member use only)



          
          5 Stars - Two Supply Chain Partners exchanging a PIP™ in production, fully conforming to
          RosettaNet standards (RNIF, PIP™, GTIN, DUNS, UN/SPSC, Dictionaries), connected to
          back-end system(s) and integrated into their business process(es).

          
          4 Stars - Two or more partners executing multiple exchanges of a PIP™ in production,
          integrated into their business process(es) and conforming to the RNIF.

          
          3 Stars - Two or more partners executing multiple exchanges of a PIP™ in production,
          integrated into their business process(es).

          
          2 Stars - Two or more partners executing multiple exchanges of a PIP™ in production
          over a period of time.

          
          1 Star - Two partners executing a one-time exchange of a PIP™ in production.
                                                                                                     5
   Of the 16 IT Board Members with a PIP™ in Production, 94% have achieved “Four Stars” or better.


IT BOARD ASSESSMENT OF 10.10.2000 PRODUCTION MILESTONE



   Five Star Assessment

                      8        3Com, Arrow, Cisco, Ingram, Insight, Intel, MicroAge, Pioneer


                       7        Avnet, Compaq, HP, IBM, Lucent, Solectron, TechData


                        0


                         1        GSA



                          16




                                                                                                     6
   Of the 22 EC Board Members with a PIP™ in Production, 95% have achieved “Four Stars” or better.


EC BOARD ASSESSMENT OF 10.10.2000 PRODUCTION MILESTONE


   Five Star Assessment

                     16       Agilent, Arrow, Avnet, Bourns, Cisco, FCI, Future, Hitachi, Micron
                                   Motorola, National Semiconductor, Philips Semiconductors,
                                   Pioneer, Toshiba, Tyco, Xilinx

                       6       IBM, Intel, Lucent, Memec, Molex, Solectron


                        1       Kemet



                          23




                                                                                                        7
PRESS EVENT PARTICIPANTS:
IT/EC Board Members


           • Agilent           • Memec
           • AMD               • Micron
           • Arrow             • Molex
           • Avnet             • Motorola
           • Bourns            • National Semiconductor
           • Cisco             • pcOrder
           • Dell              • Philips Semiconductors
           • FCI               • Pioneer
           • Future            • STMicroelectronics
           • Hewlett Packard   • Tech Data
           • Hitachi           • Texas Instruments
           • IBM               • Toshiba
           • Intel             • Tyco
           • Lucent            • Xilinx




                                                          8
PRESS EVENT PARTICIPANTS:
Solution Partners



          • Attunity           • Saqqara
          • Chip Data          • Savvion
          • Comergent          • Silverstream
          • Danzas             • Sterling
          • Electron Economy   • STC
          • Eleris             • Taviz
          • Epic               • TTI
          • Exemplary          • Viacore
          • Extricity          • Vitria
          • Netfish            • Xoriant




                                                9
PRESS EVENT PARTICIPANTS:
Media & Analysts


    Scheduled for Live Event                    Scheduled for Teleconference
    • BusinessWeek                              • Aberdeen
    • Computerworld                             • AMR
    • CRN                                       • Application Development Trends
    • Datarise                                  • CNET
    • Ecompany Now                              • EWeek
    • Electronic Buyers’ News                   • Hurwitz Group
    • Electronic News                           • IDC
    • EWeek                                     • META Group
    • Forrester Research                        • Semiconductor International
    • Gartner Group                             • Zona Research
    • IDC
    • IntelligentERP / Intelligent Enterprise
    • Interactive Week
    • Internet Week
    • Patricia Seybold Group
    • TechTV (Formerly ZDNet)
    • TechWeb
    • The 451.com

                                                                                   10
ROSETTANET IMPLEMENTATION ROUNDTABLE




      What are your company's most notable RosettaNet successes?

      What is your company's most significant RosettaNet challenge?

      What are your company's future aspirations for RosettaNet?




                                                                      11
NEXT IMPLEMENTATION MILESTONE




                                12
                                              LAN000913002-11334-409




IT Board Meeting Agenda
- Implementation Roundtable & Press Event Update
- Global and Supply Chain Expansion Activities
- PIP™ Methodology & Standards Priorities
- Future Aspirations & 2001 Priorities
- Q4, 2000 Noteworthy Activities



October 10, 2000
GLOBAL EXPANSION


        RosettaNet Japan
        • (update provided by Yoshikawa-san, NEC Board Director and RosettaNet Japan Chairman)

        RosettaNet Singapore
        • organization formed in September with 20 members
        • expected to have 30 members by year end, 2000
        • goal to have 2000 members by 2005
        • focus on implementation support and compliance

        RosettaNet Taiwan
        • organization formalized in September
        • focus on semiconductor manufacturing supply chain and implementation support

        RosettaNet Korea
        • organization expected to be formalized by Oct/Nov

        RosettaNet Europe
        • European organization with country-specific user groups
        • second EConcert held in September with 170 attendees

        RosettaNet North America
        • EConcert held this week with over 700 attendees
        • help desk is providing 24-48 hour email response
        • partner support resources spread extremely thin (40 members per partner relations manager)
                                                                                                       14
SUPPLY CHAIN EXPANSION


         Semiconductor Manufacturing
         • first board meeting held last week in Hong Kong
         • 20 initial board members with goal to expand to 30-35 by November
         • initial focus on semiconductor manufacturing backbone




                                                                               15
  INITIAL SEMICONDUCTOR MANUFACTURING BOARD



    Segment           Company                    Segment     Company
    IDM-U.S.          • Agilent                  Foundry     • Chartered
                      • Intel                                • TSMC
                      • Lucent                               • UMC
                      • Motorola
                      • National                 ATP         • Amkor
                        Semiconductor                        • ASE
                      • Texas Instruments                    • SPIL
    IDM-Asia          • NEC
                      • Samsung*                 Materials   • JSR
                      • Winbond                              • Sumitomo Bakelite
                                                             • Toppan
    IDM-Europe        • Philips Semiconductors
                      • ST Microelectronics*     Equipment   • Applied Materials*

    FDM               • Adaptec*
                      • Xilinx



* Expected to join.                                                                 16
   The Semiconductor Manufacturing (SM) Board will cover the full supply chain in scope, but will initially
   focus on fabrication, probe, assembly and test and the materials that supply those processes.


SCOPE OF SM BOARD WITHIN FUNCTIONAL SUPPLY CHAIN




  Materials and Equipment




                     Masks
                                                                                        Test
                                                                    Assembly/                        To EC
    Design          Process        Fabrication      Probe                               and
                                                                    Packaging                        industry
                                                                                        Burn-in
                    Package
                                   Process coordination
                                                  Shipping and logistics



                                                   Supply chain backbone




                                                                                                                17
   SEQUENCING STANDARDS DEVELOPMENT AND VALIDATION




         Readiness                 Wave 1                       Wave 2


         • Update appropriate      • Enhance existing PIP™s     • Enhance existing PIP™s
           dictionaries              – Order management           – Forecasting
         • Conduct detailed          – WIP tracking               – Invoicing and payment
           technical review of       – Shipping and logistics
           applicable existing       – Inventory management     • Build new PIP™s
           PIP™s                                                  – Engineering and
         • Initiate business       • Build new PIP™s                manufacturing
           readiness                 – Manufacturing                planning data
         • Initiate IT implemen-       planning data              – SM equipment
           tation process                                           processes
                                                                  – New product
                                                                    introduction
                                                                  – Design collaboration




Timing   0-6 Months                0-12 Months                  12-24 Months


                                                                                            18
SUPPLY CHAIN BUSINESS DEVELOPMENT


        Automotive
        • interest by sell-side (retail) on hold (may be looking to OAG for B2B XML standards)
        • interest by supply-side (Covisint & AIAG) to engage with RosettaNet has recently picked up
        • need business development resources to respond in a timely way

        Telecommunications
        • Nokia and Eriksson considering joining RosettaNet (possibly at the board level)
        • general consensus is that these two companies are critical mass players

        Consumer Electronics
        • no proactive efforts at this time

        General Merchandise
        • most retailers are putting their weight behind the GCI (Global Commerce Initiative)
        • RosettaNet strategy will likely be seek interoperability with GCI and their business process
          standards effort supported by the UCC and UCCnet

        Others
        • interest in RosettaNet expressed by chemicals, pharmaceuticals, healthcare and steel
          supply chains
        • current response is that, while RosettaNet is willing to share best practices, we are
          not in a position to support them at this time

                                                                                                         19
eMARKETPLACE/eXCHANGE/DIRECTORY SERVICE UPDATE


        eHITEX
        • public commitment to support RosettaNet
        • transacting business on 2A1 in production

        e2open
        • commitment to support RosettaNet
        • request to join IT and/or EC board in 2000

        UDDI
        • appears to be complimentary to RosettaNet, but more analysis required
        • Microsoft has asked RosettaNet to be on advisory board




                                                                                  20
                                              LAN000913002-11334-409




IT Board Meeting Agenda
- Implementation Roundtable & Press Event Update
- Global and Supply Chain Expansion Activities
- PIP™ Methodology & Standards Priorities
- Future Aspirations & 2001 Priorities
- Q4, 2000 Noteworthy Activities



October 10, 2000
    In the near term, we must focus our priorities on producing and implementing a limited number of
    high quality PIP™s. To get there, we have to significantly redesign our assembly line methodology.


ROSETTANET PRIORITIES



                      Contribution to B2B commerce



                                                                      "Selective expansion"




                                                                        • Expand standards role
                          "Maintaining leadership"                        – Expand into a small
                                                                            number of key verticals
                                                                          – Extend breadth of
                                                                            standards to encompass
                                                                            additional processes and
                              • Focus on implementing standards             commerce participants
                                that capture real value for members
                                – Publish                               • Pursue ongoing
                                – Maintain                                stewardship roles
                                – Implement

                                      Today                                  Beyond 6-9 months



                                                                                                         22
                The development of PIP™s has proved to have significant production challenges.



PIP™ PRODUCTION ISSUES – SUMMARY

                     Observation                           Root causes

                     • Incomplete specifications of        •   Inappropriate representation at workshops
                       PIP™s passing through the           •   Unstructured discussion, incompletely recorded
Assembly line          assembly line                       •   Inefficient “blank page” approach                   • Significant rework and
                     • Sequential process with             •   Concurrency not designed into process                 delays
                       structural deficiencies amplifies   •   Inclusion of low value, time consuming steps
                       errors along the line               •   Feedback and reviews too late for significant
                                                               impact
                     • Large backlog of PIP™s in the       • Workshops conducted early on without capacity
                                                                                                                   • RosettaNet unlikely to
                       beginning of the assembly line        for rapid turnaround of the results
Capacity                                                                                                             meet current production
                     • Limited resources deployed on       • "Release-review" cycle is slowed by
                                                                                                                     requests
                       key functions                         – RosettaNet resources performing multiple
                                                                                                                   • Staff resources are a
                                                               functions
                                                                                                                     bottleneck
                                                             – Fewer and less skilled people at Edifecs
                                                             – Software changes requested by RosettaNet
                                                           • Inadequate appreciation of load at different points
                                                             in the assembly line
                     • Inadequate project management       • No shared project plan, commitments on
                                                             deliverables, and understanding of work duration
Execution                                                    at RosettaNet and Edifecs
                                                           • Inadequate configuration and release                  • Project management
                                                             management                                              inadequate
                     • Changing design work output         • RosettaNet definition of PIP™ deliverable is fluid    • Insufficient vendor
                                                           • Architecture and design work on processes and           management and
                                                             data not performed                                      relationship
                     • Problematic team dynamics           • Limited communication between RosettaNet and
                                                             Edifecs
                                                           • Significant new staff at both companies
                     • Little vendor management            • Replacement of Holosophix by Edifecs left
                                                             stranded work
                                                           • Insufficient contract with Edifecs
                                                           • Unclear roles and responsibilities
                                                                                                                                               23
                     Inefficient workshop activities, capacity constraints, particularly in the BluePrint and
                     Design Review Stages, slow the Assembly Line. Beta test and maintenance are
                     processes undefined.


      PIP™ ASSEMBLY LINE BOTTLENECKS                                                                                   Edifecs activities




                                                                     PIP™
                                        Industry                     protocol &     Design
       Workshops        BluePrint                       Vote         message                      B    Beta Test   P   Production
                                        feedback                                    review
                                                                     guideline



                                                                                                      • Beta test phase undefined
• Workshops start w/“blank page”
                                                                                                      • Solution Providers reluctant
• Participation inconsistent
                                                                                                        to support “beta release”
                                             Release Review Cycle                                     • Maintenance process undefined


      Edifecs bottlenecks                                                RosettaNet bottlenecks
                                               QA
      • Limited business                                                 • Design review is
        analyst resources for                                              constrained by the                Resource constrained
        dictionaries                                                       number of industry                ”Release-review"
      • Limited modeling        Dictionary                                 members available at              cycle significantly
        resources – number      creation                                   any given time                    increases delays at
        and skills                                             Reviews                                       many stages of the
      • Ability to change                                                                                    assembly line
        software (with QA) in
        response to
        document format              Modeling                             Insufficient change
        changes                                                           management and
                                                                          version control increases
                                                                          duration of cycles                                                24
          While many companies have provided full-time resources on-loan, the Standards
          organization, and specifically the PIP™ production team, is severely understaffed.




ROSETTANET FULL-TIME RESOURCES (as of 13-Sep-00)

                                                Current               Resource Gaps              Resources
                                               Resources          Critical     Valuable           Required

          Executive                                 2                0               0                2

          Standards Development                    21               24               1                46

          Global Implementation – Global            1                0               1                2

          Global Implementation – Americas          6                0               2                8

          Global Implementation – Europe            2                0               2                4

          Global Implementation – Asia              3                0               3                6

          Marketing & Business Development          7                1               4                12

          Finance & Administration                  3                0               3                6

                                                   45*              25              16                86




          * Includes 22 on-loan resources (14 from Supply Chain Partners, 8 from Solution Partners)

                                                                                                             25
FULL-TIME RESOURCES REQUIRED TO SUPPORT STANDARDS ACTIVITIES (as of 13-Sep-00)

                                            Current         Gap       Resources
                                           Resources                   Required

          Standards Management                  2             0            2

          Technical Architecture                3             5            8

          Business Process Model                5             3            8

          PIP™ Production                       3             8            11

          Dictionaries                          7             4            11

          Technical Services                    1             5            6

                                               21*           25            46




          * Includes 17 on-loan resources (9 from Supply Chain Partners, 8 from Solution Partners)




                                                                                                     26
 Board member interviews emphasized the need for getting a small, core set of PIP™s implemented quickly.



BOARD MEMBERS COMMENTS ON SHORT-TERM PRIORITIES

                                                                               Focus is highest priority

                 • "I am concerned about RosettaNet's level of                  • "I'm focused and self-
Development        prioritization - I don't want to hear about PIP™ '145'"        interested. My goal is to get
                 • I am open to seeing RosettaNet's prioritization linked to      this stuff useful for us"
                   the [main] adopters if it provides a tighter focus"
                 • "We're developing our own processes in the                   • "Focus"
                   meantime . . . we'll switch to RosettaNet down the road"
                 • "Let's identify 20 or 30 PIP™s and get them done"            • "We will need to re-evaluate
                                                                                  the business case in
                                                                                  December - results are
                 • "Initially published PIP™s need to be quickly revised, so      needed by then"
Maintenance        they can be implemented in the real world"
                 • "Most members would rather see 20 high-quality PIP™s         • "The potential for taking on a
                   than 100 with bugs. Getting good revisions out quickly         larger role must be considered
                   should be a high priority"                                     in the context of the near term
                                                                                  priorities"
                 • "[RosettaNet] should not bring another PIP™ into the
Implementation                                                                  • "We should keep the
                   world, unless it will be implemented and get
                                                                                  exchanges close, and develop
                   commercial value"
                                                                                  agreements with verticals to
                 • "We need industrial strength production ready PIP™s"
                                                                                  the extent it helps current
                 • "We should post names of people who haven't
                                                                                  adoption, but does not take
                   implemented according to their commitments"
                                                                                  away 'worker bee' resources"

                                                                                                                    27
 ROSETTANET PROGRAM FOR SUCCESS

                                  What This Means…



Re-engineer PIP™ assembly line
methodology to increase quality
and throughput




Reprioritize PIP™ schedule to
emphasize PIP™ implementation,
not just release




                                                     28
 New methodology reduces PIP™ development and validation phases from 12-18 months to 4-6 months.


PIP™ LIFECYCLE METHODOLOGY                                                                                       Current scope of
                                                                                                                 RosettaNet
                                                                                                                 Methodology /
                                                                                                                 Assembly Line



           Approx. 2-3 months duration,                                       Controlled, long term evolution
           compared to 6-9 months for                                         of all RN standards - PIP™s,
           existing Assembly Line                                             dictionary, RNIF



                                              PIP™ Configuration Management

                                                                 Public Feedback
     PIP™
                                          Development
     Portfolio        Prioritization                         R                     R&V   Maintenance
                                          and Vote
     Management
                                                                 Validation


                                                                                   Released &    Key features
                                                           Released
                                                                                   Validated     • Shifts RosettaNet
   Determine                                      • PIP™ testing between trading                   focus to deployment of
                           SC members
   evolution of RN                                  partners                                       PIP™s
                           determine
   PIP™s, e.g., new                               • Approx. 3 months duration,                   • Builds member
                           priorities based
   releases, new                                    compared to 6-9 months now                     commitment by
                           on their
   segments and                                   • Quick turnaround of changes by                 supporting deployment
                           deployment
   PIP™s                                            Rosettanet                                     of high-priority PIP™s
                           schedule
                                                                                                 • Increases quality via
                                                                                                   rigorous requirements
                                                                                                   gathering and
                                                                                                   configuration
                                                                                                   management                       29
                  The stages of the new development methodology should be tightly synchronized
                  to ensure rapid, complete, and accurate capture of PIP™ requirements. Along
                  with a shorter approval cycle, this will result in faster PIP™ rollout.



PIP™ DEVELOPMENT & VOTE

               Pre-workshop                 BluePrint definition      Message Guideline
                                                                                                  SC member vote         R
               preparation                  and review                definition and review



Duration       1-3 weeks                                       2-4 weeks                         3 weeks                      6-10 weeks

Description    • Define scope of          • Conduct workshop          • Conduct workshop by       • Time-boxed voting
                 workshop                   (3-4 days)                  using external              stage
               • Gather relevant            – Review external           knowledge as              • Approval based on
                 external knowledge           knowledge                 strawman to define          simple majority of
                 on process and data        – Gather requirements       message guides              votes submitted
                 – Supply-chain               and define BluePrint      (3-4 days)                                       Drivers of speed
                    member                • BluePrint compilation     • Message guideline                                • Tight coupling of
                 – Solution providers       by Edifecs (2-5 days)       compilation by Edifecs                             participants, information,
                    (e.g., Oracle, SAP)   • Review of compiled          (2-5 days)                                         and output
                 – Standards bodies         BluePrint by workshop     • Review of compiled                               • Up-front focus on quality
                    (e.g., NEMI, OAG)       participants (1 day)        message guidelines                                 of requirements and
               • Determine                                              by workshop                                        participants
                 workshop-                                              participants (1 day)                             • Structured, complete
                 participation criteria                                                                                    requirements capture
                 – Supply-chain                                                                                          • Industry feedback moved
                    members                                                                                                to later stage of
                 – Solution providers         PIP™ complexity may increase time in early phases
                                                                                                                           methodology
                 – Edifecs/RosettaNe
                    t
Participants   • SC experts and           • SC experts                • Member company            ____
                 Solution providers                                     process and
                 (from member                                           technology experts,
                 companies)                                             and content experts
                                                                        from solution
                                                                        providers                                                                       30
 PIP VALIDATION METHODOLOGY

PIP™ VALIDATION METHODOLOGY


                                                  Accelerated maintenance


  Enroll members         Perform PIP
                                                    Report issues           Resolve issues
  for testing            implementation

                                                                                             Key differences with
                                                                                             PIP maintenance
                                                    Update and                               • Criteria for handling
                                                    release                                    and routing change
 • Enroll members       • Perform                   standards                                  requests
   based on               – Business process                                                 • More frequent release
   prioritization and       analysis                                                           of changed PIPs – at
   readiness              – Integration with                                                   least twice a week
   – Communicate            back-end execution
     validation             systems
     expectations       • Test PIP with trading
   – Determine PIP        partners
     features and
     functionality to
     be tested

  30-60 days,                                        30-90 days
  in advance of
  PIP Development

                                                                                                                        10
                                                                                                                       31
 MAINTENANCE METHODOLOGY – PIP AND BUSINESS DICTIONARY

MAINTENANCE METHODOLOGY – PIP™s AND BUSINESS DICTIONARY




                                                           Key differences from
  Perform PIP
                      Report issues       Resolve issues   validation
  implementation
                                                           • Handling and routing
                                                             criteria are less
                                                             flexible and
                                                             enhancements are
                      Update and                             forwarded to portfolio
                      release                                management
                      standards                            • Standards released
                                                             on quarterly basis




                                                                                      3219
 ROSETTANET PROGRAM FOR SUCCESS

                                  What This Means…


                                  • Shortened and streamlined PIP™ development process
Re-engineer PIP™ assembly line
                                  • Validation process in place for released PIP™s to test
methodology to increase quality
                                    and refine for production readiness
and throughput
                                  • Maintenance organization and processes in place to
                                    support necessary revisions



Reprioritize PIP™ schedule to
emphasize PIP™ implementation,
not just release




                                                                                             33
Immediate implementation plans of leading adopters generates a small set of priority PIP™s.

PRIORITIZED SETS OF PIP™S
                                       Priority 1 PIP™s for production: 10-15 PIP™s
                                         • Preparation for distribution
                                         • Quote and order entry
                                         • Design win management

Process for prioritization             Priority 2 PIP™s for validation: 30-45 PIP™s
• Priority 1 PIP™s
                                         •   Preparation for distribution
  – PIP™s available to be
                                         •   Quote and order entry
    implemented by more than
                                         •   Transportation and distribution
    10 committed and “ready”
                                         •   Returns and finance
    board members
                                         •   Product configuration
  – PIP™s not scheduled for next
                                         •   Collaborative forecasting
    major release in short term
                                         •   Inventory reporting
                                         •   Ship from stock and debit
• Priority 2 PIP™s                       •   Partner review
  – PIP™s requiring second major
    release to function sufficiently
  – PIP™s required to keep             Remaining PIP™s: 60+ PIP™s
    remaining board members “in
                                         •   Product change notification
    the game”
                                         •   Inventory allocation
  – PIP™s near imminent release          •   Inventory replenishment
                                         •   Sales reporting
                                         •   Price protection
                                         •   Lead/opportunity management
                                         •   Provide and administer warranties
                                         •   Technical support and service management
                                         •   Administrative
                                                                                              34
         Limitations in the current PIP™ assembly line methodology and staffing,
         combined with board member emphasis on “validated” PIP™s, require a change
         in the targeted 2000 PIP™ schedule.



CURRENT SHIFT IN PIP™ PRODUCTION FOCUS

     Original 2000 PIP™ Schedule

       - 1.0 PIP™s Released to Beta        62    - 1.0 PIP™s Released for Production       0
       - 2.0 PIP™s Released to Beta        18     - 2.0 PIP™s Released for Production      0
                                           80                                              0



     New 2000 PIP™ Schedule

       - 1.0 PIP™s Released for Validation 46    - 1.0 PIP™s Released & Validated       10-15
       - 2.0 PIP™s Released for Validation 9      - 2.0 PIP™s Released & Validated          0
                                           55                                           10-15



     Outstanding PIP™ Assembly Line Activities for 2001

       - 1.0 PIP™s to be Released          59
       - 1.0 PIP™s Requiring 2.0 Release   16

       - PIP™ Releases to be Validated115-120
                                                                                                35
 ROSETTANET PROGRAM FOR SUCCESS

                                  What This Means…


                                  • Shortened and streamlined PIP™ development process
Re-engineer PIP™ assembly line
                                  • Validation process in place for released PIP™s to test
methodology to increase quality
                                    and refine for production readiness
and throughput
                                  • Maintenance organization and processes in place to
                                    support necessary revisions

                                  • 55 unique PIP™s released to validation including 46
Reprioritize PIP™ schedule to       in Release 1.0 and 9 in release 2.0
emphasize PIP™ implementation,
                                  • 10-15 unique PIP™s released and validated for production
not just release
                                  • Further prioritization required in order to focus on PIP™s
                                    that membership is has prioritized for 2001 implementation




                                                                                             36
WHAT’S NEEDED FROM BOARD MEMBERS




        Focused involvement
        • prioritization
        • development & vote stage
        • validation stage (breakout session on Thursday 10.12.2000 during EConcert)

        People
        • key leadership talent
          – technical architecture
          – dictionaries
          – PIP™ program management
          – technical services
          – partner relations
        • focused PIP™ team members and expertise
          – project managers
          – subject matter experts




                                                                                       37
 ROSETTANET ROLES OF ENGAGEMENT

                Role                                            Duration                       Time commitment


Roles of        Board Member                                     • On-Going                    • 3 days per year
Board
members         Chairman, Vice Chairman, and Representative      • 1 year                      • 1-2 hours per month


                Membership Committee (4-5)                       • 1 year                      • 30 minutes per month



                Content Contributors                             • As required as              • 10-20% of time
Roles of                                                           required to
company                                                            support PIP™
personnel                                                          development
focused
externally on   On-loan resources                                • 6 months to                 • 100% of time
                (Various on-going roles)                           2 years
RosettaNet
activities
                On-loan resources                                • 3-4 months                  • 100% of time
                (Focused Business Process Team Members)       Same person with gradual transition from external RosettaNet
                                                              develop-ment to internal company-specific validation activities
                                                              for 100% of their time for a total of 6-8 months.

Internal,       Focused Business Process Team Member             • 3-4 months                  • 100% of time
company-
specific        RosettaNet Champion (business lead)              • Ongoing                     • 50-100%
roles
                E-Concert Champion (technical lead)              • Ongoing                     • 25% of time

                                                                                                                                38
ADDITIONAL STANDARDS DEVELOPMENTS/OPPORTUNITIES:
Organization and Standards Convergence Opportunities


   CompTIA
   • offered to provide major funding in exchange for absorbing RosettaNet into CompTIA
   • proposal discussed and tabled by Executive Board

   IPC/NEMI/VFIIP
   • plan to use VFIIP work as basis of future RosettaNet manufacturing PIP ™s to address
     GTIN gaps and SM board goals

   ebXML
   • RNIF plan to be TRP agnostic in release 3.0 (i.e. will support ebXML messaging service)
   • opportunity to adopt future ebXML work in the areas of core components and process
     metamodel, but likely to be several years before ebXML is production ready in these areas

   OAG
   • opportunity to merge efforts (RosettaNet process standards and OAG XML specifications)
   • technical convergence and governance issues can be addressed, but not insignificant
   • Lucent proposing to form working group of interest members to assess opportunity


                                                                                                 39
ADDITIONAL STANDARDS DEVELOPMENTS/OPPORTUNITIES:
GTIN ROI Study


        Phase I Components (funded by UCC)
        • research experiences and benefits from other industries that have adopted
          standard part number schema
        • construct a model to identify potential benefits of adopting the GTIN in the EC
          supply chain

        Phase II (jointly funded by UCC & RosettaNet)
        • develop a cost-benefit template for five EC segments
          (manufacturers, OEMs, distributors, contract manufacturers, resellers)
        • provide high-level baseline implementation plan ROI templates
        • extrapolate results to identify potential benefits and costs to the entire EC
          supply chain




                                                                                            40
ADDITIONAL STANDARDS DEVELOPMENTS/OPPORTUNITIES:
GTIN ROI Study (continued)

    Phase I Findings
    • three major industries have attempted wholesale standardized numbering systems
      with varying degrees of success:
      – book industry: cost/benefit so obvious that no attempts were made to quantify value
      – grocery: savings quantified at 2.8% of sales due to increased process efficiencies
        and productivity gains and an additional 5.25% in potential savings as a result of
        improved collaboration
      – pharmaceutical: government mandated program led to limited focus on cost/benefit
        opportunities
    • conclusions for high-technology sector:
      –implementation must be led by a few influential players
      –it will take time (2-10 years)
      –there will be significant impact on business processes and systems
      –simply implementing a standard numbering scheme is not sufficient to reap full
        benefits; partners must be willing to share information and collaborate

    Phase II Plan (2/01 estimated completion date)
    • conduct 200 email and phone surveys supply chain and solution partners
    • conduct in-depth interviews with 10 EC Board members (2 per EC segment)
    • create ROI templates and final report
                                                                                              41
ADDITIONAL STANDARDS DEVELOPMENTS/OPPORTUNITIES:
GTIN ROI Study Impact on Current Activities


   Short-Term Plan
   • support GTIN plus 2 proprietary part number fields in future PIP™s
   • address remaining GTIN gaps
   • focus GTIN adoption efforts in 1st tiers manufacturers (i.e. components first)

   Mid-Term Plan (Q1, 2001)
   • evaluate GTIN Phase II ROI results
   • focus GTIN adoption efforts in 2nd tier manufacturers (I.e. OEMs)




                                                                                      42
ADDITIONAL STANDARDS DEVELOPMENTS/OPPORTUNITIES:
Software Compliance Program Stages & Software Releases
                                                         $3,750K
                                  $1,925K

              $1,100K




                                                                   43
ADDITIONAL STANDARDS DEVELOPMENTS/OPPORTUNITIES:
Software Compliance Program Implementation Scenario
                                                      Recommendation
                                                      • Secure additional $1M funding
                                                      • Implement first two phases




                                                                                44
                                              LAN000913002-11334-409




IT Board Meeting Agenda
- Implementation Roundtable & Press Event Update
- Global and Supply Chain Expansion Activities
- PIP™ Methodology & Standards Priorities
- Future Aspirations & 2001 Priorities
- Q4, 2000 Noteworthy Activities



October 10, 2000
         To plan for the future, we need to make important choices about RosettaNet’s role and vision.

ROSETTANET PRIORITIES



                    Contribution to B2B commerce



                                                                   "Selective expansion"




                          "Maintaining leadership"                   • Expand standards role
                                                                       – Expand into a small
                                                                         number of key verticals
                                                                       – Extend breadth of
                                                                         standards to encompass
                                                                         additional processes and
                           • Focus on implementing standards             commerce participants
                             that capture real value for members
                             – Publish                               • Pursue ongoing
                             – Maintain                                stewardship roles
                             – Implement

                                   Today                                  Beyond 6-9 months



                                                                                                         46
 Based on RosettaNet's position along each set of options, RosettaNet's future
 role can range from a limited time and function organization, to a perpetual,
 dominant standards provider and commerce enabler.



 SPECTRUM OF ROSETTANET'S FUTURE ROLE

           Ongoing                                                                 Future Role C
           stewardship

                                                        Future Role B

                                                                               Cross-industry,
                                Future Role A                                  perpetual standards
                                                                               provider and
                                                      Ongoing, but
                                                                               commerce enabler
                                                      focussed standards
                                                                               • Activities in Role B
                                                      organization
                                                                               • Expand into
Types of                                              • Activities in Role A
                             Focused standards                                   nonadjacent verticals
Roles                                                 • PIP™ maintenance
                             development, sunset      • Expand into adjacent
                             organization               verticals
                             • Produce and enable     • Develop universal
                               adoption of PIP™s        directory service
                             • Extend standards in
                               EC/IT
                             • Increase global
                               EC/IT membership
           Standards
           development


                         EC/IT Industry                                                Many Industries

                                                     Breadth of Scope
                                                                                                         47
KEY DIMENSIONS FOR ROSETTANET'S FUTURE ROLES

                                         Board member views divergent
                                         From                           To
                          Breadth of     "RosettaNet is the developer   "RosettaNet is really the industry
                          B2B            of PIP™ standards"             adoption enabler"
                          processes


                          Breadth of     "Lets stick with the current   "We need to better leverage the
            Standards     EC/IT          supply-chain participants"     solutions providers"
            development   participants


                          Breadth of     "Only if they are "marquee"    "Should be the dominant cross-
                          vertical       industries"                    industry B2B standard"
Potential                 industries
future
roles
                          Maintenance/   "Their activities should be    "As processes evolve, the
                          revisions      transitioned to solutions      maintenance/revision of PIP™s
                                         providers"                     is clear"
            Ongoing
                          Compliance     "We can leverage solutions     "Ensuring software and
            stewardship
                                         providers (like Viacore) to    implementation compliance is a
                                         ensure compliance"             critical role"

                          Enabling       "Should let the marketplace    "There may be key
                          services       entities evolve to provide     enabling/consulting services that
                                         services"                      RosettaNet can provide"
                                                                                                             48
MAJOR OPTIONS FOR ROSETTANET'S FUTURE ROLES



      High potential options      Description


       Increase adoption/         Maintain focus on activities enhancing the adoption of PIP™s,
       production of PIP™s        especially, production of currently committed PIP™s, and
                                  development of systems integrators for implementation support.

       Extend processes and       Develop new PIP™s for additional B2B collaboration
       participants               processes, support processes required for e-marketplaces in
                                  the electronics industry
                                  Provide additional services that increase adoption of PIP™s,
       Provide utility services   and provide value leveraging RN’s neutral, third party role,
                                  e.g., directory services, and industry data consolidation
                                  Enroll major EC/IT companies outside North America to RN’s
       Increase global reach      industry boards to ensure global applicability and adoption of
                                  RN PIP™s.

       Expand RosettaNet          Support B2B standards creation for other industries to meet the
       into other verticals       demand for RosettaNet-like standards.

                                                                                                    49
         RosettaNet's highest priorities should be aligned against aspirations with
         high potential for value creation and high urgency

PRIORITIZATION OF POSSIBLE OPPORTUNITIES


                                                                                                         High
                                                                                                         priorities
                                                 Expanding to                    Producing and
                                                 urgent adjacent                 enabling adoption
                                                 verticals                       of PIP™s
                                                             Covering                Increasing global
                            High



                                                             marketplace             membership
                                                             processes
                                                                      Extending standards in EC/IT to
                 Urgency*




                                                                      cover new processes



                                                                                     Expansion to
                                                                                     adjacent, non-
                            Low




                                     Expansion to                                    urgent verticals
                                     nonadjacent                       Utility services,
                                     verticals                         e.g., directories



                Low                           Low                                     High
                priorities
                                                Value to RosettaNet membership


         * Urgency is defined by the probability of alternative standards adoption by the membership                  50
                  RosettaNet’s current production and enabling efforts, as well as pursuing urgent
                  adjacent verticals are of highest value and urgency, as the collaboration potential is
                  valuable and supply chain members are moving forward rapidly in these areas.

NEAR-TERM PRIORITIZATION
                                                                                                                                             Urgent and
                                                                                                                                             high value


                                                                                                                                             Annual
                                                                                                                                Up-front     ongoing
                                                                                                              Magnitude of      investment   cost
Priority Aspirational roles        Value to members                        Urgency                            effort required   $ Millions   $ Millions
1         Produce and enable       Very high – important to enable         Very high – essential for          High              1-1.5        1.8
          adoption of PIP™s        collaboration on highest priority       maintaining credibility and
                                   processes with key partners             support
          Expand into new
          verticals
4          • Urgent adjacent       High – collaboration with closely-      High – semiconductor fabrication   High              1.4*         3*
                                   connected suppliers                     may choose alternate partner
6          • Nonurgent adjacent    High – collaboration with closely-      Low – low readiness                High              0.9*         3*
                                   connected suppliers
8          • Other (nonadjacent)   Low – limited transaction potential     Low – risk of standards            High              2            0.2*
                                   with members                            fragmentation affecting EC/IT
7          • Develop universal     Medium – would reduce costs and         Low – no threat associated with    High              15           1.5*
             directory service     inefficiencies associated with          waiting
                                   updates and coordination
          Extend standards in
          EC/IT to cover
5          • New processes for     High – isolated clusters of next-tier   Medium – members may develop       Medium            0            0
             core EC/IT            processes needed by some                their own processes rather than
             members               members                                 wait for RosettaNet development
3          • Marketplaces          Medium – mixed participation in         High – marketplaces                Medium            0            0.2
             processes             exchanges                               aggressively developing and
                                                                           adopting standards for impending
                                                                           launch
2          • Increase global       Medium – many members are               Medium – EbXML threat in other     Low               0            0.5*
             membership            global in scope                         markets

* Self funding                                                                                                                                            51
       To support global expansion activities, we need to modify our membership structure.


2001 MEMBERSHIP STRUCTURE & FEE GOALS




    • Ensure support for critical 2001 objectives (standards development & implementation
      support services) [estimated to be between $10M-$16M]

    • Support emerging regions while transitioning them to a self-funding model
      as quickly as possible

    • Recognize regional variations in ability to pay (proliferation of small to
      medium size businesses)

    • Optimize standards voting population

    • Provide structured forum for Solution Partner participation and support
      [possible creation of Solution Partner Board]

    • Target Board member company fees in same range as in 2000

    • Keep fee structure as simple as possible



                                                                                             52
        We will be more likely to achieve our adoption and implementation goals more quickly
        if we engage with horizontal software and services companies at an executive level.


SOLUTION PARTNER BOARD SCOPE & PARTICIPANTS (preliminary)


 Proposed Value Proposition
 • stronger technical architectural roadmap
 • better implementation support of board members (validation involvement, global support)
 • reduced implementation complexity and cost for small and medium supply chain participants
 • additional RosettaNet funding and human resources (I.e. compliance program)

 Proposed Scope
 • technical architecture (RNIF)
 • software compliance program
 • solution oriented implementation tools (focus on holistic approach
   and reduced complexity & cost)
 • Solution Partner Scorecard

 Proposed Range of Solution Partner Representation
 • enterprise software (i.e. SAP, Oracle, i2, Adexa, Ariba)
 • EIA/IEA software (i.e. Extricity, Netfish, Tibco, Vitria, WebMethods)
 • consultancies (i.e. PwC, KPMG, McKinsey, EDS, USWeb, IBM Global Services)
 • training and skills certification providers (i.e. ITC Learning, CompaTIA)
 • others ??

                                                                                               53
ROSETTANET ORGANIZATION CHART (proposed)


                                    Executive Board

      IT                  EC                      SM                 SP
      • Chair             • Chair                 • Chair            • Chair
      • Vice chair        • Vice chair            • Vice chair       • Vice chair
      • Representative    • Representative        • Representative   • Representative

                                     + RosettaNet CEO




     EC Board                 IT Board                  SM Board          SP Board




                    CEO




                                                        Executive         Executive
                                                         Director          Director



    RosettaNet organization
                               RosettaNet Full-Time Staff
                                                                                        54
                                              LAN000913002-11334-409




IT Board Meeting Agenda
- Implementation Roundtable & Press Event Update
- Global and Supply Chain Expansion Activities
- PIP™ Methodology & Standards Priorities
- Future Aspirations & 2001 Priorities
- Q4, 2000 Noteworthy Activities



October 10, 2000
Q4, 2000 NOTEWORTHY ACTIVITIES



        Architecture Office Announcement (October)
        • search for new Chief Architect (overlap current Chief Architect for 3 months)
        • search for additional industry leading architects

        Semiconductor Manufacturing Ramp-Up (October-November)
        • 10-15 new board members anticipated
        • production milestone commitment (likely press event in November)

        Asia Developments (October-December)
        • RosettaNet Competency Center
        • help desk support in Asia




                                                                                          56
Q4, 2000 NOTEWORTHY ACTIVITIES (continued)


          New Board Member Nominations (October-December)
          • e2open
          • Nokia and/or Eriksson
          • Sony

          Solution Partner Board Formation
          • 20-40 board members expected including end-to-end software and services
          • focus on technical architecture, compliance, and implementation support

          Additional Developments
          • FedEx education and awareness
          • future support for ebXML messaging service standard
          • BizTalk product announcements supporting RosettaNet




                                                                                      57
2001 BOARD MEETINGS




         February
         • Denver, Colorado
         • IT Meeting on Tuesday, February 20
         • Combined IT/EC Dinner on Tuesday, February 20

         June
         • Boston, Massachusetts
         • IT Meeting on Tuesday, June 5th
         • Combined IT/EC Dinner on Tuesday, June 5th

         October
         • San Jose, California
         • IT Meeting on Tuesday, October 9th
         • Combined IT/EC Dinner on Tuesday, October 9th




                                                           58

								
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