2025年战略研究准备.docx

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A Case Study of KPMG Consulting’s Enterprise Value Creation Framework
By: Marcy Jill Strauss
High Tech Lead, Enterprise Value Creation
KPMG Consulting
BaoSteel Group
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海量免费资料尽在此Executive Summary……………………………………3
Introduction…………………………………………4
Methodology and Analysis…..……………………5
Findings..……..………………………………….…7
Results…..…………………………………….……10
Contents
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E x e c u t i v e S u m m a r y
Yichang, a subsidiary of the $8 billion Chinese steel behemoth BaoSteel Group, came to KPMG Consulting to understand the changes required to be globally competitive, now that China has been admitted into the World Trade Organization (WTO).
The client selected KPMG Consulting’s Enterprise Value Creation framework that has been known to create value for companies, and has earned favorable acclaim from external analysts at Goldman Sachs, Aberdeen Group and AMR, among others.
Through the Enterprise Value Creation (EVC) framework, the team was able to understand Yichang’s primary problems, and to develop solutions to address these issues. From the beginning, a high level of executive participation helped the team to hone in on the process areas of focus. They included:
New Product Development
Marketing, Market Analysis, Product Pricing
Sales, Customer Service, Channel Management, Customer Solution Development
Financial and Managerial Accounting, Cost Controls
Performance Management
The team relied on interviews, management reports, quantitative analysis, benchmarking, competitive intelligence and best practice information to ascertain and document the current state of Yichang’s processes and operational efficiency. A Scorecard and Value Impact Analysis were used to create medium and long-term target metrics.
After two client offsite meetings to gather feedback and to develop consensus within the management team, a roadmap was developed that prioritized and laid out future initiatives. The scorecard metrics were directly linked to the fulfillment of the roadmap projects so ongoing measurement could be applied to gauge progress. The impact of process changes were also linked to BaoSteel’s financial statements.
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In ten weeks KPMG Consulting’s work positioned the client to:
Achieve consensus on the current state issues
Distinguish the areas of greatest opportunity
Agree on remedies to current problems
Mobilize efforts to become more efficient and competitive
Systematically measure and achieve the desired results
KPMG Consulting’s primary sponsor, the CFO, believes the EVC project was pivotal in the company’s ability to be successful as the implications of China’s acceptance into the World Trade Organization are realized.
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I n t r o d u c t i o n
China’s economy has been expanding at an annual rate of seven percent over the past three years. The GDP growth of Shanghai has approached ten percent during that same period. This has been fueled by China’s entry into the World Trade Organization, as well as the increased globalization of trade and the development of an educated, tech-savvy workforce.
While China’s steel market has become the world’s largest, with annual demand estimated to grow by 50 million tons to more than 182 million tons by , industry expansion plans fall far short of these numbers. Only 27 million additional tons of capacity are forecast to be built, forcing the existing plants to either become more efficient quickly, or to leave a lot of demand on the table.
Demand for steel in the US, Europe and Japan has been sluggish while China has seen growth of over 400% since 1980. Consuming over 130 million toms in , China is now the biggest steel market in the world. China consumed more than 130 million tons1 of steel in , surpassing the United States to become the biggest steel market in the world. Three percent of the nation’s $1Trillion gross domestic product comes from steel and over three million people are employed in the industry.
Jonathan Woetzel, a director in McKinsey & Co’s Shanghai office believes that the “country’s steel producers are in poor shape to take advantage of their homeland’s boom. Fragmented, uncompetitive, unprofitable, heavily in debt, and geared to the wrong products, they are losing out to imports.”
BaoSteel Yichang, like most of China’s steel industry, has focused primarily on producing steel rather than on satisfying customers. The company tries to keep the mill running at optimal capacity to maximize their Return On Assets instead of focusing on increasing profit and customer satisfaction. Many operational improvements and mind-set changes, such as managing processes instead of managing siloed functions, are required for real efficiency gains to be felt.
Yichang, a subsidiary of the $8 billion steel behemoth BaoSteel Group, came to KPMG Consulting to understand the many changes it would have to make to compete in the global market effectively.
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The client wanted an actionable roadmap they could embed in their immediate operating plans. They viewed the roadmap as the initiating step of an evolutionary process to sustain their profitability as they enter the global steel market. Many management practices that are established in faster moving industries and in more aggressive markets had not yet been introduced into BaoSteel, given the protected markets and significant government involvement in China’s steel industry. The Chief Financial Officer considers KPMG Consulting a strategic partner in educating the team in proven business practices.

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Methodology and Analysis
Specifically, BaoSteel Yichang sought to:
Diagnose inefficiencies in its operational and infrastructure processes
Identify improvement opportunities
Develop specific recommendations and solutions for future execution
Add metrics and quantitative measurement around it’s key process areas
Instill more rigorous performance management practices to aid in accomplishing goals
The client selected KPMG’s Enterprise Value Creation framework that has been known to create value for companies, and has earned favorable acclaim from external analysts at Goldman Sachs, Aberdeen Group and AMR, among others.
Through the Enterprise Value Creation (EVC) framework, the team was able to understand Yichang’s primary problems, and to develop solutions to address these issues. From the beginning a high level of executive participation helped the team to hone in on the process areas of focus. They included:
New Product Development
Marketing, Market Analysis, Product Pricing
Sales, Customer Service, Channel Management, Customer Solution Development
Financial and Managerial Accounting, Cost Controls
Performance Management
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Starting with detailed in person interviews with each of the functional area heads, the team stepped through the five stage EVC process.
The interviews focused on understanding the current processes used in each area. These meetings, paired with reviewing management reports and other materials, comprised the primary method used to develop the Operational Blueprint (EVC Phase 2). Pointed questions

laid the foundation for the teams’ exploration of the As-Is state. Each interview was augmented by further discussions with individuals responsible for key tasks within each process.
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Interview questions included:
What are the key processes in your area?
Diagram the key processes.
What is the estimated cost of each process?
How long does it take?
How many people are involved?
What metrics are used today to manage the processes?
What are the problems associated with the current processes?
What do you think should be done instead?
What metrics should be used to manage the new process?
What changes are needed to transition to the new processes?
What organizational structure would optimize process efficiency? (Draw it)
Process maps were developed that highlight the key steps in each focus area.
The team distilled the metrics currently applied to as-is processes to understand how efficient and effective they are. These process maps, together with conclusions regarding how the processes are managed and monitored, were integrated into a current state blueprint.
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