Consulting Response For Training Request

Response to Siemens Corporation Request for Proposal (RFP)
RFP Reference ID: 16468 MRP Training for MRP Controllers (Make & Buy), Buyers and Order Managers/Execution (SE)
ATOS IT Solutions and Services, Inc. (ATOS) February 28, 2013
Siemens Corporation RFP 15978
Statement of Confidentiality
This document contains proprietary and confidential information of Atos, its affiliates, and its subcontractors. This proposal is provided in reliance upon the recipients agreement not to use or disclose the information except in connection with its business dealings with Atos. The recipients of this document agree to inform its present and future employees who receive or have access to the information contained in this document of its confidential nature, and to instruct each employee that they must not disclose any information concerning this document to others except to the extent that such matters are generally known to, and are available for use by, the public. The recipients of this document agree that they will not duplicate or permit others to duplicate any material contained herein except for its own internal use, for the purpose this submission is intended. Atos information is based on our understanding of the transaction at this time and are subject to further due diligence, input from local counsel and subcontractors, and approval of appropriate Atos management committees. Our proposal at this time does not include binding information with respect to employee and asset transfers or terminations, and accordingly will need to be adjusted to include such issues, including an adjustment to the price. This response is a proposal only. Services will be performed only after the parties have entered into a signed definitive agreement and statement of work. The services will be performed as described in such documents and subject to the terms and conditions contained in such documents.
Siemens Corporation RFP 15978
Table of Contents
A. B. C. D. E. F. G. H. I. J. K. L. Supplier Executive S ummary ....................................................................................................4 Financial Reports: ....................................................................................................................7 Supplier Pricing Proposal .........................................................................................................8 Supplier Implementation Plan .................................................................................................11 Supplier Business Continuity, Disaster Recovery and Risk Mitigation Plans ...............................37 Reporting Capabilities ............................................................................................................39 Solution Design & Delivery Centers.........................................................................................41 Capacity Planning Methodology ..............................................................................................42 Alternative SOW, SLAs and Pricing .........................................................................................44 Suggested Changes to Siemens Contract Terms & Conditions .................................................45 Customer References ...........................................................................................................46 Other Supplier Methodologies.................................................................................................46
2011 Atos IT Solutions and Services, Inc.
Proprietary & Confidential
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A. Supplier Executive Summary

3. A. EXECUTIVE SUMMA RY (Supplier may insert a file with the narrative here or paste the text directly) Please provide in no more than three (3) pages an overview of your organization , your products, and your proposed service s. Please tailor the discussion to areas of intere st to Siemens and thi s initiative. Atos is pleased to respond to the MRP Training for MRP Controllers, Buyers, and Order Managers RFP. We at Atos firmly believe we are uniquely positioned to provide a support model which meets the underlying business, financial, capability, and management drivers set forth to ensure that your end users have the skills and compet encies needed to be proficient using the recently implemented system to do their jobs. We understand the objective of the MRP Training is to develop and deliver 3 -half day courses and 1-half day course which totals 12 hours per end user (with the exception of management which is 4 hours). After examining the needs and scope of training for Siemens Energy, we have established a comprehensive course curriculum which can be done in 10 hours wit hin the MRP Overview and MRP Execution courses. Should the same users need S&OP and Inventory courses, this would add an additional 2 to 4 hours respectively, depending on the individual needs of the end us er. The course curriculum and the offerings are detailed within the Project Scope Course Curriculum for MRP Training of this document (page 22). The courses identified are: (1) Course 101 MRP Overview Make 4 hours (2) Course 102 MRP Overview Buy 4 hours (3) Course 103 MRP Executive Summary Management 4 hours (4) Course 201 MRP Execution - Make 6 hours (5) Course 202 MRP Execution Buy 6 hours (6) Course 301 S&OP Responsible for S&OP (Long Term Planning) - 4 hours (7) Course 401 Invent ory Control Responsible for Stock - 2 hours (This is a key factor in the effectiveness of MRP as Stock is the starting point of any MRP Generation) It is further understood, that the Atos Consultant will work with the identified SME(s) to complete a short instructional analysis to ensure that the course curriculum meets the training requirements. We understand the requirements for each course are the following:
Development of all training materials (e.g., Templates, Conceptual Process Slides, Instructor/Participant Guides, Data, Exercises, Quick Reference Cards, Evaluation). Working with a S ubject Matter Expert (SME) from MRP Make/Buy to create deliverables that include; o The step-by-step procedures for each transaction o SE specific policies or internal SOP that must be followed while completing the transaction Delivery of End User Training using a role-based methodology.
In addition to the above requirements, Atos differentiates itself by also providing these additional elements to the approac h: Enhanced course curriculum that takes the needs of Make and Buy end users into consideration . Knowledge Trans fer with the SMEs to gather all business requirements needed to complet e the development of all training materials. Knowledge Trans fer with the SMEs to review the training documentation completion to ensure it follows the business process in order to make any updat es and/or edits. By using six imperatives of who, what, why, how, when and where during instructional delivery, we are able to clearly differentiate the roles involved in a given process. This methodology in
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conjunction with pointing out the integration points in the system and the impacts of the data will peak the learning curve more quickly of the end user. We will use the Communication Plan throughout instructional delivery to reinforce role involvement within the same business unit and/or across business units (GT, GN, SU). The Post Test will act as an indicator of where reinforcement should take place and can be scheduled to repres ent the knowledge of the users. The outcome of the Post Test results should be acted upon immediately by Atos and SMEs.
The training development tools that we would like to propose are Word and Snagit. They will be utilized to allow learners to practice the transactions following the screen shots and the field requirements along with specific business process notes/comments provided by Siemens Energy SMEs (subject matter experts). The Word templates will be combined into an instructional manual with an end-to-end business process approach which can be uploaded to Sharepoint. Although we are proficient in both training development tools we feel for this particular training need Word/Snagit may be a better fit because: o Word/Snagit is more end user friendly and allows for more robust business requirement notes. o Can print out Word/Snagit in a more professional format to allow users to take notes. o Word/Snagit does not hang up or shut down during developer documentation. o Word/Snagit can be more quickly and easily edited and/or updat ed. o Word/Snagit step-by-step proc edures can be sequenced and housed in one file to creat e one manual whic h can easily be stored in one plac e on Sharepoint so that the end user does not have to search for multiple documents and try to sequence them in a business process manner manually. Why Atos? Within the context of more than 2,600 successful SAP projects worldwide Atos has developed high quality Learning Solutions. Our approach to training is favored by Siemens Learning Campus, by Central Units (e.g., Colorado Training for CHR and Finance Training for CF), Siemens Sectors (e.g., Energy and Healt hcare) and Siemens external customers (e. g., Daimler/Chrysler). We are very proud of the training efforts for the NAM delivery of the OneP, and have received a standing letter of recommendation. To be successful in this effort we would: Utilize a full-time Functional Master Trainer Lead with certifications in MM, PP and PPPI. He has 15 years of functional experience as a Production Cont roller as well as a Production Planner. He has also had the manufacturing roles as a Project Lead in Manufacturing for MAPICS MRP Implementation, Engineering Change Manager, Project Manager f or ERP Project and S pecial Project for GEC Technology as a permanent employee for a manufacturing company . After spending 15 years in a manufacturing environment, he began working for Atos 15 years ago. He has worked heavily in the SCM and PLM areas inc luding MM MRP, PP including capacity planning, PPPI, PP/DS, WHM, MII, QM, APO, Logistics, and Document Management Archiving. He knows how to use training tools such as uPerform and Snagit. It is our intent to have him execute the analysis on the front -end, develop the training materials in conjunction with our master trainer who was on the OneP Project, review the materials with the SMEs, and deliver the training to the end users. Utilize our Master Trainer Developer that was on the oneP project with a certification in SD. She th th will be utilized off-site from March 19 April 12 to assist with training development/review part th th time. During training delivery, she will be full -time April 15 May 17 to assist in aligning and organizing the materials electronically and assisting in classroom instruction as a secondary role. This resource will provide continuity, understands the environment and the SMEs they will be working with. She is an expert with communications, change management, training planning, training development and training instruction. She understands the materials need to be tailored most appropriately for this MRP project. She has MM and PP experience and works well with the main functional trainer listed above. She has trained process and industrial engineers in the past
Proprietary & Confidential Page 5 of 50
as well as spending time on the shop-floor helping train back flushing wit h AS400 int erface with SAP. Additionally, this resource is an expert in the use Microsoft Office Products, Snagit, UPK, uPerform. Her understanding of the Siemens Energy culture, training tools, and the MRP process and the need to get to a just in time delivery will ensure that the training materials are developed to high quality standards, and meet the needs of the Siemens Energy End Users. Provide deep industry knowledge of Siemens bas ed on our past, and current training efforts, and our expert SAP training skills within MRP execution and Master Planning as well as the master data impacts and integration points within SAP. Optimize class room training delivery using a role and process -oriented approach for end user training development that supports the existing Siemens Energy training strategy, and the goals and objects set-forth for the MRP training for Siemens Energy.
Atos will assign our top performers to this team. We have selected a Functional Master Trainer Lead with a proven track record in the S CM and PLM area. In addition, we have selected a Master Trainer Developer with a proved track record in Siemens Energy projects specifically on OneP and their professional core competence in the respective processes. Atos is fully committed to contribute to the success of this training project. High customer satisfaction is most important to us, and we are confident based on our current and recent training projects in the US with Siemens Energy and Siemens Healt hcare that we can exceed your expectations. Our experience in SAP MRP, coupled with our knowledge of your processes, systems and tools, will enable a collaboration that delivers improved performance and efficiency.
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B. Financial Reports:
3. B. ANNUAL REPORT, OTHER FINA NCIA L STA TEME NT DOCUME NTS & D&B REP ORT (Supplier may insert a .pdf or ot her file here) Annual Report, other Financial Statement documents, and/ or D&B Report (If S upplier has provided the reports during RFI stage, you dont need to provide again) Please provide your Companys Annual Report and other Financial Statement documents for the latest two fi scal years, and your Companys latest D&B Report t hat reflects your credit worthiness and financial viability.
Atos 2011 full year results http://atos.net/en-us/Newsroom/en-us/Press_Releases/2012/2012_02_23_01.htm
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C. Supplier Pricing Proposal

3. C. P RICING TE MPLA TES (S upplier must insert the pricing within the attached E xcel work book provided here)
Time & Material Projects
The project is T&M, the c onsultants will only charge for the time that is worked. We consider a typical work day 8 hours. We understand that if more or less hours are incurred they will be billed at the hourly rate. The overtime rate is the same as the hourly rates listed below. The consultant only begins billing when they have start ed work, the time spent traveling to the client site will not be billed.
Res. Lev Andrew Bridge ITEC 5 Amy Armstrong ITEC 5
Local US All Cities
Days/ hrs 43 days/ 344 hrs 34.5 days/ 276 hrs.
Client Rate in USD/hr $155.00
Expense Est Per/ Wk $1,000/wk
Summary Rates in USD $53,320.00
Summary Expense in USD $9,000.00
Budget in USD $62,320.00
US All Cities
$155.00
$425.00/wk (an avg, as this is a pt. resource)
$42,780.00
$3,825.00
$46,605.00
Summary Rates Totals $96,100.00
Summary Expenses $12,825.00
TOTAL $108,925.00
Roles
Andrew Bridge (refer to Appendix 1 attached for a full resume) - Full-time Functional Master Trainer Lead with certifications in MM, PP and PPPI. He will be the lead of integrating with the SMEs to gather business requirements in order to develop the training materials and be the primary instructor for the end users. Amy Armstrong (refer to Appendix 1 attached for a full resume) - Part-time Master Trainer Developer th th will be off-site from March 19 April 12 to assist with training development, review and formatting. th th During training delivery, she will be full-time April 15 May 17 to assist in aligning and organizing the materials electronically as well as assisting in classroom instruction as a secondary role.
The above stated volumes are estimations and may deviate. Invoicing will be done monthly on a time and material basis. The prices do not include taxes. Travel time and expenses to all locations will be charged as they occur in accordance with published Siemens Travel guidelines.
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* Please Not e: If Siemens Energy would like to extend the current training resource (s) the same rat e above would apply on a T&M basis, the logistics to be worked out with the project team, and a change request for an extension submitted.
Atos Pricing Assumptions

Time and effort (with consideration of the travel policy), all expenses charged at cost at the time incurred Any amounts listed in this proposal are exclusive of value added tax es, sales taxes, trade taxes, withholding taxes, levies, duties and/or comparable t axes, which s hall be the responsibility of Siemens Corporation as prescribed by the applicable laws. The Atos proposal and associated pricing is based upon our interpretation of the data and volumes provided by Siemens Corporation and the information summarized in our response. Any changes to scope, environment, or other assumptions may affect this T&M engagement. In this event, the change management process will be initiat ed. The propos al is based on the timeline schedule and milestones presented in the Atos respons e. Any deviations from this timeline will have to be addressed by the parties and may result in additional charges. Atos has present ed the above pricing considering the award of the full scope of services Siemens Corporation will ensure availability of its management, project team and us ers, as this is a critical success factor to successfully complet e the project in a timely manner and perform knowledge trans fer. Changes to the defined scope will be handled t hrough a formal change order process. As part of this process, the change will b e described in detail, and Atos will provide an estimate of the time and resources necessary to address the change. Pricing will be determined based on rat es agreed in the statement of work. Work will not be started on a change order until the change order has been formally accepted and signed by the appropriate Siemens Corporation representative. A change is defined as any increase in scope either through additional functionality, technical objects or services Atos assumes that all hardware and software owned or leased by Siemens Corporation and pertinent to this engagement is under a maintenance agreement and is at current revision levels. Siemens is responsible to set-up and maintain the training client. Siemens Corporation will monitor the dependencies of other major projects that have a pot ential to impact the speed of delivery of the project and inform Atos of any pot ential delays or dependencies wit h sufficient time to allow for mitigation and further costs or obligations. Language of communication will be in English Atos assumes that all the personnel on the Siemens Corporation project will have access to the Siemens Corporation network to connect to the Atos network via VPN.
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1.1.1. Bonus/Malus
Bonus/Malus Straight Price $ $ $ $ $ $ $ $ $ $ $ $ $ 67,270 72,075 76,880 81,685 86,490 91,295 96,100 100,905 105,710 110,515 115,320 120,125 124,930
From Band -30% -25% -20% -15% -10% -5% ManHours 5% 10% 15% 20% 25% 30% 434 465 496 527 558 589 620 651 682 713 744 775 806
To Band 464 495 526 557 588 619 650 681 712 743 774 805 846
Hour Price
Bonus/Malus Addition $ $ $ $ $ $ $ $ $ $ $ $ $ 10,811 7,208 4,805 2,403 1,201 (1,201) (2,403) (4,805) (7,208) (10,811) $ $ $ $ $ $ $ $ $ $ $ $
Billable Price 78,081 79,283 81,685 84,088 87,691 91,295 100,905 104,509 108,113 110,515 112,918 114,119
155.00 155.00 155.00 155.00 155.00 155.00 155.00 155.00 155.00 155.00 155.00 155.00 155.00
1.1.2.
1.1.3. Fixed price Please state terms and conditions of a fixed p rice offer (e.g. including additional costs, independent of consulting and person days, etc.). State the kind of contract you are choosing in case of assignment. State the number of assigned res ourc es per work package and the profiles of key players. Also for fixed price offers there should be transparence on expenditure on basis of roles. Please provide the break-down of estimated efforts by resources, ITEC roles and days/hours. N/A 3-Year Cost Savings Plan If applicable. N/A National Account Di scount N/A Rebate/Incentive If Supplier has a rebate/incentive structure (i.e. rebate/incentive % based on s pend range), please provide here. N/A Description of optional additional offers with extra pricing
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N/A
D. Supplier Implementation Plan

3.D. Implementation Plan (Supplier may insert a file with the contents here or paste the contents directly)
Project Scope
Atos proposes to provide Siemens Energy wit h MRP (Material Resource Planning) training materials and training instruction to support seven courses to provide Siemens users (MRP Controllers Make/Buy; Buyers, Order Managers/Execution) with the information they need and the performance support materials to be successful back on the job. We propose the following courses for MRP - Material Resource Planning:
Identify and/or confirm the training curriculum of four MRP cours es via the SMEs. The courses identified are: (1) Course 101 MRP Overview Make 4 hours (2) Course 102 MRP Overview Buy 4 hours (3) Course 103 MRP Executive Summary Management 4 hours (4) Course 201 MRP Execution - Make 6 hours (5) Course 202 MRP Execution Buy 6 hours (6) Course 301 S&OP Responsible for S&OP (Long Term Planning) - 4 hours (7) Course 401 Invent ory Control Responsible for Stock - 2 hours (This is a key factor in the effectiveness of MRP as Stock is the starting point of any MRP Generation)
Organization Scope In Scope Siemens Energy Charlotte (GT, GN, SU) Out of Scope All other organizations not covered In Scope
Overall Detailed Service Scope *A description of the deliverables used in the classroom is defined in detail to illustrate usage and format of each deliverable. This can be found the section Detailed Description of Deliverables. In Scope Identify and/or confirm the training curriculum of Seven MRP courses Work in conjunction with Core Team and/or SMEs conduct short analysis of current training materials, confirm and/or refine curriculum based on input Develop and/or update exi sting Training Material via Word/Snagit and Prepare Training System (Exerci ses and Exerci se Data), based on the agreed upon scope and curriculum Work in conjunction with Core Team and/or SMEs Develop and/or update Conceptual slides Work in conjunction with Core Team and/or SMEs Out of Scope All other Functionalities not mentioned in the in Scope
All other Functionalities not mentioned in the in Scope
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In Scope Develop and/or update Instructor Manual Work in conjunction with Core Team and/or SMEs
Out of Scope All other Functionalities not mentioned in the in Scope All other Functionalities not mentioned in the in Scope All other Functionalities not mentioned in the in Scope
Develop and/or update End-User Manual Work in conjunction with Core Team and/or SMEs
Localize Training Material and Training Data (Training System) to reflect Site Specifics Work in conjunction with Core Team and/or SMEs
Review and correct all training materials with the SME throughout the training material development process Work in conjunction with Core Team and/or SMEs
MRP Functional Master Trainer Lead Must Be available in the classroom during End User Training along with the SMEs to support the Siemens Energy end users should any needs arise. ILT Instructor Led in Person
Develop and/or update Quick Reference Cards (QRCs) Work in conjunction with Core Team a nd/or SMEs
All other Functionalities not mentioned in the in Scope All other Functionalities not mentioned in the in Scope All other Functionalities not mentioned in the in Scope
Develop Communication Plan Work in conjunction with Core Team and/or SMEs Develop Post Test Work in conjunction with Core Team and/or SMEs
Post all online help documents to a website or SharePoint Work in conjunction with an administrator
Application Scope In Scope 7 MRP Courses Out of Scope All other applications are not covered In Scope
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Technical Training Scope In Scope Microsoft Office (PowerPoint, Word, and Visio) Snagit Out of Scope All other technologies or tools not covered In Scope
Service Delivery Location Scope In Scope

The Consulting services will be performed at Siemens Energy in the US:
Out of Scope All other locations not covered In Scope
Charlotte Travel will be required and will be coordinated under the direction of Siemens Energy who will provide the facilities and office accommodations. The facilities will be provided at no cost to Atos. Facilities will be accessible to Atos personnel and preauthorized employees only.
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Project Schedule
Atos proposes to complete this effort based on the following timelin e. Dates will be adjusted and a final timeline will be agreed upon with Siemens Energy at the beginning of the project. Based on the timeline below we anticipate this project will take 1 Full Time Contractor and 1 Part Time/Full Time Contractor approximately 43 days to complete. The mat erial development and review portion is very aggressive and is subject to change bas ed on analysis with the SMEs. Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9
Analysis Phase (Confirm Curriculum) Design (confirm templates) Develop Training Courseware (including SME review) Instructional Delivery Evaluation Finalization and Turnover
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Training Schedule
The schedule is based on the RFP estimate of attendees: GT ~ 45; GN ~30; SU ~ 15 -30. Since end users may be traveling in from Fort Payne and Orlando, Atos has tried to group the training into one week segments to avoid additional travel from one week to the next. In addition, thought was put into the time offerings so that the end users can allocate their time to their jobs to avoid being tied up in a training class 8am-5pm each day. Make 4 hr Make 6 hr SOP 4 hr IC 2 hr Buy 4 hr Buy 6 hr SOP 4 hr IC 2 hr Mgmt 4 hr Make 4 hr Make 6 hr SOP 4 hr IC 2 hr Mgmt 4 hr Buy 4 hr Buy 6 hr SOP 4 hr Course 301 S&OP Re sponsible for S&OP (Long Term Planning) Course 301 S&OP Re sponsible for S&OP (Long Term Planning) Course 401 Invent ory Control Responsible for Stock - 2 hours (This is a key factor in the effectiveness of MRP as Stock is the starting point of any MRP Generation) Course 103 MRP Executive Summary Management Course 102 MRP Overview Buy Course 202 MRP Execution Buy Course 201 MRP Execution - Make Course 202 MRP Execution Buy Course 301 S&OP Re sponsible for S&OP (Long Term Planning) Course 401 Invent ory Control Responsible for Stock - 2 hours (This is a key factor in the effectiveness of MRP as Stock is the starting point of any MRP Generation) Course 103 MRP Executive Summary Management Course 101 MRP Overview Make Course 201 MRP Execution - Make Course 301 S&OP Re sponsible for S&OP (Long Term Planning) Course 401 Invent ory Control Responsible for Stock - 2 hours (This is a key factor in the effectiveness of MRP as Stock is the starting point of any MRP Generation) Course 102 MRP Overview Buy Course 101 MRP Overview Make Thurs day, April 18 1pm 5pm Friday, April 19 8am 3pm
th th
Monday, April 22 1pm 5pm rd Tuesday, April 23 10:00pm 12:00pm Tuesday, April 23 1pm 5pm Wednesday, April 24 8am 3pm Thurs day, April 25 8am 12pm Thurs day, April 25 1:30pm 3: 30pm Friday, April 26 8am 12pm 1pm 5pm Tuesday, April 30 8am 3pm Wednesday, May 1 8am 12pm Wednesday, May 1 1:30pm 3: 30pm Thurs day, May 2 1pm 5pm Friday, May 3 8am 12pm 8am 3pm Tuesday, May 7 8am 12pm
th rd nd st th th th th rd
nd
th
Monday, April 29
th
st
Monday, May 6
th
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IC 2 hr Make 4 hr Make 6 hr SOP 4 hr IC 2 hr Mgmt 4 hr Buy 4 hr Buy 6 hr SOP 4 hr IC 2 hr Training Close
Course 401 Invent ory Control Responsible for Stock - 2 hours (This is a key factor in the effectiveness of MRP as Stock is the starting point of any MRP Generation) Course 101 MRP Overview Make Course 201 MRP Execution - Make Course 301 S&OP Re sponsible for S&OP (Long Term Planning) Course 401 Invent ory Control Responsible for Stock - 2 hours (This is a key factor in the effectiveness of MRP as Stock is the starting point of any MRP Generation) Course 103 MRP Executive Summary Management Course 102 MRP Overview Buy Course 202 MRP Execution Buy Course 301 S&OP Re sponsible for S&OP (Long Term Planning) Course 401 Invent ory Control Responsible for Stock - 2 hours (This is a key factor in the effectiveness of MRP as Stock is the starting point of any MRP Generation) Trainer Closure Ensure all materials are posted online; security badge is turned in; inform manager of departure and exchange cont act information for any further information and/ or questions.
Tuesday, May 7 1:30pm 3: 30pm Wednesday, May 8 8am 12pm Thurs day, May 9 8am 3pm Friday, May 10 8am 12pm Friday, May 10
th th th
th
th
1:30pm 3: 30pm Monday, May 13 1pm 5-pm 8am 12pm Wednesday, May 15 8am 3pm Thurs day, May 16 8am 12pm Thurs day, May 16 1:30pm 3:30pm Friday, May 17 8am 5pm
th th th th
Tuesday, May 14
th
th
Atos Training Methodology

Atos believes the primary goal of end user training is to help the Siemens Energy meet its project objectives by enabling effective use of an existing system within the cont ext of business processes already in place. Our end user training approach for this project is derived from best practices and lessons learned, it is performance -based and highly integrated with the new business. A primary objective of our approach is to support impacted employees by:
Improving the role-based training via instruction of integration of all MRP modules involved and the impacts the master dat a has within the business processes in order to reac h the benefits of managing planning, reducing excess invent ory, on-time delivery to the customer, using the system to manage supply chain and production, improve morale, and reducing frustration. Preparing them for their roles by providing role based training Minimizing disruption to business
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Integrating the training approach wit h change management via a communication plan per role within the business processes across all business units (GT, GN, and SU) during instructional delivery
The adult learning process is characterized by different needs (P repare me, Tell me, Show me, Let me, Help me), which can be addressed by a set of learning and support measures, as outlined below. Atoss fundamental approach to designing a n end-user training program addresses both the education and training needs of the various end user audiences. The education components focus on new ways of think ing through present ation and discussion of new concepts, terms, and business processes. The training components focus on new ways of doing through hands-on practice in completing system tasks. The figure below repres ents the end user model used in a variety of implement ations. It has effectively addressed the key elements of end user performance by providing an integrated solution for performance support. Application of this standard model to the performance solution, regardless of delivery method, helps provide students with a familiar, comfortable learning environment and helps increase learnin g. We call the five phases of this support model Prepare Me, Tell Me, Show Me, Let Me, and Help Me.
Figure 1 - Adult Learning and Performance Support Model Atos Approach to Training Development and Instructional Delivery The Atos training approach is based on the following principles:
Design and deliver the material in a manner consistent with the adult learning process as mentioned above The Atos Six Imperatives, during training material development and instructional delivery, are a must throughout the training process regardless of the vehicle in which the learning is delivered. The Atos Six Imperatives are directly a large contributing vehicle for Organizational Change Management and Communications within the organization. These imperatives link OCM and Training together throughout the implementation and go -live phases. o o Who What role performs which task What What function or task is the end us er to execute
o o o o
Why The end user must understand the reason they are performing the task and/or function How The manner in which the function is executed When Timing of execution of task and/or function Where System transaction of execution and where to navigate to the required fields
Atos Development Methodology

Analysi s Phase The Analysis Phase will include knowledge trans fer between the Functional Master Trainer Lead and the SMEs. The first step is to exchange the business requirem ents specific to Siemens Energy as they pertain to the seven courses Atos has proposed. It is suggested that the SMEs from each business unit (GT, GN, SU) be involved in this process. Based on the knowledge transfer, the Functional Master Trainer Lead will make suggestions as to how to improve the course offerings. Secondly, the cours e curriculum with be reviewed in conjunction with the SMEs to ensure the content will cover the Siemens Energy specific business requirements. Adjustments to the curriculum will be made in this phase. The Master Trainer Developer (sec ondary role) will up date the curriculum so the course materials are consistent downstream of what is agreed upon during this process. Sign off and approval for the curriculum will be made by Siemens Energy during this phase. Design Pha se The Design Phase will include review of the templates creat ed specifically for the MRP Training which are attached in this document under the heading Samples and Formatted Templates to Illustrate Experti se . These documents will be reviewed wit h the SMEs to ensure they meet the needs of Siem ens Energy. If the templates are not satisfactory, the Master Trainer Developer (secondary role) will rework the templates in addition to setting the standards for the naming conventions or nomenclature. In this phase, it is of utmost import ance that the document for CJ20N Project Builder be reviewed to ensure the procedural step-by-step instructions for this transaction is satisfactory for the transactions to be developed. The document CJ20N Project Builder illustrates the standards and level of detail to be created for all transactions for the MRP Training. In addition, the communication plan must be organized in terms of layout in conjunction with the SMEs. Sign off and approval for the design of the materials will be made by Siemens Energy during this phase. Development Phase The Development Phase will consist of the Functional Master Trainer Lead developing the course materials in conjunction with the Master Trainer Developer (secondary role). Throughout the process of development, the SMEs will review and approve the documentation. The documentation development and review of the documentation will occur in parallel to avoid SMEs having to review the documentation all at one time. Continual engagement between the Functional Master Trainer Lea d, Master Trainer Developer and the SMEs will occur throughout the process to ensure the accuracy of the documentation. Atos objective here is to keep the SMEs engaged in the process at all times. Sign off and approval for the training materials will be made by Siemens Energy during this phase. Instructional Delivery Phase The Instructional Delivery Phase will be role-based training combining the Adult Learning Principles and Six Imperatives mentioned in this document under Atos Training Methodology. The Functional Master Trainer Lead will execute and deliver all the training courses. To assist in the classroom, the Master Trainer Developer (secondary role) will assist in documenting parking lot questions, assist the end users during hands -on. In addition, the Master Trainer Developer will prepare all course materials for the classroom and manuals prior to the course to enable the Functional Master Trainer Lead to focus on delivery preparation and data for exercises leading up to a given course. It i s recommended that SMEs be in the classroom at all times.
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Evaluation Phase The E valuation Phas e is a three-fold process. First, an evaluation based on the instructors performance while delivering the courses will be measured along with his depth of knowledge. The method will be done through an evaluation form submitted by each end user at the end of class. Any issues will be mitigated immediately through the SMEs attending the course based on their feedback. Secondly, the evaluation phase will consist of a Post Test for each end user. The results of the Post Test must be quickly tabulated after the course to enable the instructors and the SMEs to mitigate any inadequat e results of the Post Test grading. These tabulations will be compiled into a report after each course delivered by the Master Trainer Developer (secondary role) and submitted to the Functional Master Trainer Lead and SMEs within 24 hours of a given course delivery so mitigation can occur. The third and final step is for the SMEs to give an overall rating for the evaluation of the MRP training performance by Atos once the engagement has ended. Finalization and Turnover Phase The Finalization and Turnover Phase will consist of delivering the final learning and performance support content to the client via Website or ShareP oint. Although the training materials will be uploaded to a site prior to the cours es to enable the instructor to share the location of the materials during course delivery, a cross-check must be done in this phase to ensure all documentation has been uploaded. It will be the responsibility of the Master Trainer Developer (secondary role) to organize the layout on a website and/or Sharepoint in such a way the end users can easily recognize the documentation they need for retrieval. The Master Training Developer will ensure the layout and organization of the documents is user friendly for retrieval purposes and that the naming conventions can be easily recognized and understood. We will eliminate as many naming conventions containing acronyms as possible to enable the end users to find the documents more easily.
Samples and Formatted Templates to Illustrate Experti se (please note all attachments have also been submitted in a separate zip file, that accompanies thi s propo sal) Document Name Siemens Energy 16468_Appendix 2_MRP Master Data Purpose The purpose of this document is to illustrate all the master data involved in the MRP process including screen shots. It defines the field functions and all master data for all modules necessary. The purpose of this document is for Atos to create a communications plan in conjunction with the SMEs. This is an example/sample of a RASCI where communications must be made within the same business unit and also across business units. Again, this is just an example and will need to be completed in conjunction with a SME to determine the approach along with the best layout and headings. The purpose of this document is to illustrate the Word template in conjunction with Snagit to complete the step-by-step business procedure steps with screen shots and notes.
Attachment
Siemens Energy 16468_Appendix 2_MRP Master Data.doc
Siemens Energy 16468_Appendix 3_MRP Communication Plan
Siemens Energy 16468_Appendix 3_MRP Communication Plan.xls
Siemens Energy 16468_Appendix 4_Word Templat e
Siemens Energy 16468_Appendix 4_Word Template.dot
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Siemens Energy 16468_Appendix 5_PowerP oint Templat e
The purpose of this document is to illustrate the PowerP oint template to be used for concept ual slides for each course. This is a short excerpt for Course 101 MRP Overview Make The purpose of this document is to illustrate a completed step-by-step procedure of CJ20N Project Builder. This is the standard Atos would like to use for the training documentation for step-by-step procedural instructions for a given transaction.
Siemens Energy 16468_Appendix 5_PowerPoint Template.potx
Siemens Energy 16468_Appendix 6_CJ20N Project Builder
Siemens Energy 16468_Appendix 6_CJ20N Project Builder.doc
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Detailed Description of Deliverables in Scope The following table summarizes our proposed deliverables to support the MRP training strategy. Any additional deliverables are out of scope. Deliverable Conc epts & business process overviews (where applicable) Description Overview of business processes and goals and objectives of the implementation and functional areas including the following elements: Introduction / learning objectives; Process prerequisites; Business process overview flow; Business process overview det ail; Exercise information; Summary Usage : provided as part of participants guide Format: PowerPoint presentations to explain concepts, and Visio Flows (or other format as used by Siemens Energy) to provide a business process overview Instructor Manual Written guidelines to be used by training contractor, Siemens OneP power users and trainers to ensure consistent presentation of classroom materi als Usage : Used when delivering instructor led training. Provides structure of course, topics to be discussed, timing, exercises etc Format: Word document, which can be made available on-line for instructors.
Instructor demonstrations
Instructor demonstrates transactions using real life scenarios to show the users the system requirements and how to navigate to the necessary fields and/or tabs to complete the task. Usage : Used when delivering instructor led training. Format: Live instructor training.
Work Instructions and system simulations
Detailed procedures for performing each major required SAP task Usage : Part of the training documentation and available aft er training as part of supporting materials Format: Word/Snagit output document or simulation preferably made available through on-line help, but also available in paper format
End-user manual
Includes printout step-by-step transactional step instructions, conceptual & business process overviews, data sheets for hands-on ex ercise and quick reference cards. Usage : Provided to be used during class and
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as a walk away. Format: Either spiral notebook or binder clip Exercises *It is Atos belief that for every transaction, a minimum of 3-5 dat a sets are needed for each transaction to enable repetition so the end user acquires and remembers the required steps within a transaction. For repetition, is learning. During the hands -on process, the Atos Six Imperatives must be spok en to repeatedly. Classroom hands-on practice using the WORD/SNA GIT printouts in addition to an Excel spreadsheet with the required SAP field data for each end user. Usage : Referring to real life scenarios out of the life of an end-user. This allows users practice in a safe environment, e.g. SAP training client or simulated environment with Word/Snagit. Format: Excel spreadsheet QRCs Quick Reference Cards Detailed procedures for performing each major required SAP task without screen shots. Usage : Part of the training documentation and available aft er training as part of supporting materials Format: Word/Snagit output document or simulation preferably made available through on-line help, but also available in paper format Online Help Includes all training mat erials included in the enduser manual posted online and organized in such a way for easy retrieval. Usage : Part of the training documentation and available aft er training as part of supporting materials Format: Website or Sharepoint Communication Plan The example/sample attachment can be found under the section Samples and Formatted Templates to Illustrate Experti se It is an example/sample of a RAS CI where communications must be made within the same business unit and also across business units. Again, this is just an example and will need to be completed in conjunction with a SME to determine the best layout and headings. Communication Plan from one role to the next in each sequence of the process to improve on change management. Also, this communication plan includes crossing over from business units GT, GN and SU when/where necessary. This can be used in conjunction with a RASCI chart. Usage : Part of the training documentation to improve on the benefits: manage planning, reduce excess inventory, on-time delivery to the customer, using system to manage supply chain and production, improve morale and reduce frustration. Format: Excel
*Including hands -on presentation of how to retrieve the training mat erials online during course delivery
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Course Curriculum for MRP Training Siemens Energy

All materials for all seven courses will-be tailor made with Siemens screen shots and data. The delivery approach is A+ERP which is a blended approac h of End User Training and Project Team Training and lends itself to role- based training. Siemens Energys integration and th e impacts of master dat a will be an emphasis throughout each course. COURS E 1 Course 101 - MRP Overview Make 4 hours The objective of this course is to address the goals and targets of MRP, the effectiveness of MRP, areas of integration wit h ERP, and the master data involved with MRP. In addition, to increas e the efforts of change management a communication plan with be introduced. This course is intended for Make. Posi tioning ERP (Enterpri se Re source Planning) Goals & Targets of MRP MRP is designed to effectively manage the use of: o o o Material Operation Resources
The effectiveness of MRP is determined by: o o o o Defining the process to achieve the plan Incorporating the Plan into the SAP system Executing the plan in the planned sequence Responding to and communicating deviations in the plan so it is reflected in the system and communicated appropriately.
MRP only works effectively if: o o o o o The initial plan is realistic at its conception The resources needed to complete the plan are available in a timely manner The plan is properly reflected in the MRP system That deviations and exceptions are managed within the system in a timely manner. That any changes are communicated to all the involved parties to act upon going forward.
MRP Definition: Cons umption Based Planning (Reorder point) Demand Bas ed MRP
Objectives of Communication in MRP To maximize the benefits of running MRP by: o o Better manage the whole planning proc ess, Provide better on-time delivery to the customer,
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o o o o o o
Using the system to better manage the supply chain and production, Reduce unnecessary costs. Reduce inventory, Reduce Lead-times Improve efficiency Improve morale and reduce frustration through better res ults.
Areas of Integration with ERP Role of MRP on Invent ory Planning Reduce unnecessary stock holding while maintaining productivity and reducing manufacturing costs.
Role of MRP on Production Produce the right items, at the right time, at the expected cost by eliminating waste and utilizing resources effectively.
Understand dates in: Production order dates o o o Header BOM Items Operations
Sales order dates o How ATP is determined for a Sales Order
Requisition/Purc hase order o o What drives the requirements dates for a material When orders should be released to vendors.
Project systems o How Project dates are determined
What drives Consumption of Demand in: Project systems Sales orders Production res ervations
Static Master Data in ERP Importance of Master Data Accuracy in MRP Master Data Requirements during the material planning phase: Object Statuses and use of ECM. Material Master o o Material Types Views and Key Fields: with an emphasis on MRP related fields
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especially lot sizing and safety stock) MM01, MM02, MM03 Basic Data Material Change History Additional Data MRP1 MRP2 MRP3 MRP4 WS View Purchasing View SD FI/CO
Bill of Material (BOM) CS01, CS02, CS03, o o o o o o o BOM Types BOM Item Categories Components of a Single Level BOMs Multi-Level BOM concepts Variant BOMs Impact of Low Level Codes in MRP generation Settings specific to MRP Fixed Quantity LT Offset Operation LT offsets Distribution Keys Explosion Types SP Keys Operation Scrap Component Scrap Material Provision Storage Location Supply Area Document Assignment
Routings CA01, CA02, CA03 o o o Operation Elements (Move, Queue, Setup, Processing, Teardown) External Operations Operation Sequencing options
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o o o
Alternate Routings Cont rol Keys Impact of routing on scheduling
Work Centers CR01, CR02, CR03, CA 85, o o o o o Work Centre Categories Scheduling setting Capacity Categories CR11, CR12, CR13 Costing Standard Value Keys and Form ulas
COURS E 2
Factory Calendars Production Versions C223
MRP Setting & Parameters Background v Foreground Frequency of MRP Planning Time Fences MRP By Plant Scope of Planning When to run which and with what parameters MD01, MDBT, MD02, MD03, MD43, MD50, MD51
Post Test
Course 102 MRP Overview Buy 4 hours The objective of this course is to address the goals and targets of MRP, the effectiveness of MRP, areas of integration wit h ERP, and the master data involved with MRP with an emphasis on proc urement including STOs. In addition, to increase the efforts of change management a communication plan with be introduced. This course is intended for Buy. Posi tioning ERP (Enterpri se Re source Planning) Goals & Targets of MRP MRP is designed to effectively manage the use of: o o o Material Operation Resources
The effectiveness of MRP is determined by: o o o o Defining the process to achieve the plan Incorporating the Plan into the SAP system Executing the plan in the planned sequence Responding to and communicating deviations in the plan so it is
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reflected in the system and communicated appropriately. This only works effectively if: o o o o o MRP Definition: Cons umption Based Planning (Reorder p oint) Demand Bas ed MRP The initial plan is realistic at its conception The resources needed to complete the plan are available in a timely manner The plan is properly reflected in the MRP system That deviations and exceptions are managed within the system in a timely manner. That any changes are communicated to all the involved parties to act upon going forward.
Objectives of Communication in MRP To maximize the benefits of running MRP by: o o o o o o o o Better manage the whole planning proc ess, Provide better on-time delivery to the customer, Using the system to better manage the supply chain and production, Reduce unnecessary costs. Reduce inventory, Reduce Lead-times Improve efficiency Improve morale and reduce frustration through better res ults
Areas of Integration with ERP Role of MRP on Invent ory Planning Reduce unnecessary stock holding while maintaining productivity and reducing manufacturing costs.
Role of MRP in Procurement Procure the right items, at the right time, at the expected price by having visibility of demand and netting demand to obtain economies of scale.
Understand dates for: Purchase Requisitions o What drives the requirements dates for a material
Purchase Orders o When orders should be released to vendors.
Static Master Data in ERP Importance of Master Data Accuracy in MRP
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Master Data Requirements during the material planning phase: Object Statuses and use of ECM. Material Master o o Material Types Views and Key Fields: with an emphasis on MRP related fields especially lot sizing and safety stock) MM01, MM02, MM03 Basic Data Material Change History Additional Data MRP1 MRP2 MRP3 MRP4 WS View Purcha sing View SD FI/CO
Bill of Material (BOM) CS01, CS02, CS03, o o o o o o o BOM Types BOM Item Categories Components of a Single Level BOMs Multi-Level BOM concepts Variant BOMs Impact of Low Level Codes in MRP generation Settings specific to MRP Fixed Quantity LT Offset Operation LT offsets Distribution Keys Explosion Types SP Keys Operation Scrap Component Scrap Material Provision Storage Location Supply Area Document Assignment
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Routings CA01, CA02, CA03 o o o Operation Sequencing options Alternate Routings External Operations and Purchase Info Records
COURS E 3
Factory Calendars Production Versions C223 Purchasing Info Rec ords ME11, ME2, ME13, ME 14
MRP Setting & Parameters Background v Foreground Frequency of MRP MRP By Plant Scope of Planning When to run which and with what parameters MD01, MDBT, MD02, MD03, MD43, MD50, MD51
Post Test
Course 103 MRP Executive Summary Management 4 hours The objective of this course is to introduce the best industry practices for MRP and the best practices for the MRP Controller function. The course will speak to PO generation automation as well as the impacts of scheduling, inventory planning and production. Safety stocks will be emphasized from the standpoint of their usage and how they should be used. What is MRP Better Question what MRP isnt Explanation of MRP Where it sits in ERP
Best Practices for ERP High Stock Accuracy High Master Data Accuracy Clear role Accountability Treat it as an ongoing process
Best Industry Practices Realistic Planning Horizon Setting consistent KPIs Instilling MRP as the core of the business Promoting Communication Discourage silo mentality
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Commit your best people to overseeing it
Objectives of Communication in MRP To maximize the benefits of running MRP by: o o o o o o o o Better manage the whole planning proc ess, Provide better on-time delivery to the customer, Using the system to better manage the supply chain and production, Reduce unnecessary costs. Reduce inventory, Reduce Lead-times Improve efficiency Improve morale and reduce frustration through better res ults
Demo MRP end-to-end process Instructor led and to speak to integration points, impacts of master data on other modules/work streams
MRP Setting & Parameters Batch v Online When should it be run How should it be run How parameters should be used.
PO Generation Automation Pros and Cons of Auto Generation
COURS E 4
Impacts of scheduling, inventory planning & production Lot sizing: Safety stock Reporting Hands on
Course 201 MRP Execution - Make 6 hours The purpose of this course is to begin by re-iterating the objectives of MRP from Course 101 MRP Overview Make as can be seen below as the repetition is learning. The objective of this course will be on MRP Execution for Make. Posi tioning ERP (Enterpri se Re source Planning) Review Goals & Targets of MRP
Planned and Production Orders Planned Orders Creation of Planned Orders MD11, MD12, MD13 Master Data assignment Scheduling Planned Orders
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Pros/Cons of firm planning an order. Material Requirements Generation
Production Orders Converting Planned Orders to Production Orders CO40, CO41 Creating Production Order Directly CO01, CO02, CO03 ATP Check at Order Creation Scheduling Production Orders Understanding dates in Production Orders o o o Header BOM Operations
Releasing Production Orders ATP Check at Order Release Generating Pick Lists CO04N Material Staging Operation/Order Confirmation CO11N, CO19, CO15, CO13 Material Consumption using Backflushing CO11N, CO19, CO15, CO13 Goods Receipt of Finished Product MIGO Quality Management Recording and UD QE51N, QA11
Additional Production Order Functions Clearing Shortages in Production Orders CO24 Adding Notes to Production Orders CO02 Deleting Planned Orders MD12 Setting TE CO on Production Orders CO02
MRP Evaluation Stock Requirements List MD04 verses MRP List MD05 Why two transactions which look the same?
Display Stock Requirements List MD04 Individual V Collective Access MD07 Generation Time significance Stock Line Requirement Types (Dependent and Independent) o Special MTO demand lines
Supply Types (Orders, Requisitions, STO) Material Detail icon
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Period Totals icon Show Overview Tree/Order Report Exception Message o o o Why they are generated What are there meanings (Sort Codes) How to respond
MRP Demonstration End -To-End Demo MRP end-to-end process Instructor led and to speak to integration points, impacts of master data on other modules/work streams Show results in Stock Requirements List MD04
Demo MRP end-to-end process walk along with users doing hands on the keyboard using Excel spreadsheet exercises with data wit h an emphasis on the following: Exception messages o o o Investigation Rescheduling Tagging Notes to Process Orders
Master Data Management o o o Managing MM Settings Planning Parameters Change and How to Change Demand Creation of Routings (impact on scheduling)
Create a Planned Order Convert a Planned Order and Release for production. Review ATP checks. Post Goods Issues, Operation Confirmations and Final GR. Display MD04 Stock Requirements List to understand Post Test Manual Constraints
COURS E 5 Course 202 MRP Execution Buy 6 hours The purpose of this course is to begin by re-iterating the objectives of MRP from Course 101 MRP Overview Buy as can be seen below as the repetition is learning. The objective of this course will be on MRP Execution for Buy. Posi tioning ERP (Enterpri se Re source Planning) Review Goals & Targets of MRP
Dependent Requirements, Requisi tions and Purcha se Orders
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Dependent Requirements What are Dependent Requirements How are requirements consolidated
Requisitions How are Requisitions generated Lead-times elements in procurement Assigning Source of Supply
Stock Item Purchase Orders Converting a Requisition to a Purchase Orders Creating a Purchase Order directly
Service Item Purchase Orders From Requisitions From Production Orders or Projects
Stock Trans fer Orders One Step verses Two Step Stock Transfer Orders
Automating P urchas e Order Creation When should you do this?
MRP Evaluation Stock Requirements List MD04 verses MRP List MD05 Why two transactions which look the same?
Display Stock Requirements List MD04 Individual V Collective Access MD07 Generation Time significance Stock Line Requirement Types (Dependent and Independent) o Special MTO demand lines
Supply Types (Orders, Requisitions, STO) Material Detail icon Period Totals icon Show Overview Tree/Order Report Exception Message o o o Why they are generated What are there meanings (Sort Codes) How to respond
Scrap Assembly Scrap
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Component Scrap
MRP Demonstration End -To-End Demo MRP end-to-end process Instructor led and to speak to integration points, impacts of master data on other modules/work streams Show results in Stock Requirements List MD04
Demo MRP end-to-end process walk along with users doing hands on the keyboard using Excel spreadsheet exercises with data wit h an emphasis on the following: Exception messages o o o Investigation Rescheduling Tagging Notes to Process Orders
Master Data Management o o o Managing MM Settings Planning Parameters Change and How to Change Demand Creation of Routings (impact on scheduling)
COURS E 6
Run Single Item MRP Convert a Planned Order to a Requisition MD14 Convert Requisition int o a Purchase Order. ME59N Approve Purchase Order. ME29N Post Goods Rec eipt and UD. MIGO Display MD04 Stock Requirements List Post Test
Course 301 S&OP Re sponsi ble for S&OP (Long Term Planning) - 4 hours The purpose of this course is to instruct the objectives of S&OP, Demand Management, Make to Stock versus Make to Order and Long Term Procurement. This Planning course is relat ed to those responsible for the Sales and Operations Planning (Long Term Planning). Sales and Operations Planning Objectives of S&OP Define a Forecast against which Financial Budgets are set Validate that resources are available to achieve the forecast Justify Capital Expenditure Enter into long term contracts with Vendors Set periodic targets for future performance measurement Generat e tentative Requirements Plans
Demand Management
2011 Atos IT Solutions and Services, Inc. Proprietary & Confidential Page 34 of 50
Create Time Bas ed Demands for Production/P rocurement Product Group Planning Disaggregation based on Historic Data Planning Strategies Requirements Types Planned Independent Requirements Off-set the Demand against the current and fut ure Stock targets Rough Cut Requirements Planning
Make to Stock Verse s Make to Order Long Term Procurement Post Test COURS E 7 Course 401 Inventory Control Re sponsible for Stock - 2 hours The purpose of this course to instruct managing inventory and safety stocks. Safety stocks will be emphasized from the standpoint of their us age and how they should be used. This course is useful for anyone who has responsibility for stock as it is key factor in the effectiveness of MRP as Stock is the starting point of any MRP Generation. Also, it is useful for anyone to be able to understand if stock adjustments have been posted recently or of a Physical Inventory has been run. Managing Inventory What is Inventory? Inventory Assumptions If it is in SAP it is there and its status is as defined.
Inventory Types Restricted Unrestricted Quality Blocked
Inventory Accuracy Is a key factor in Good MRP execution Accuracy levels of 98%+ should be expected on Key High V alue Items
Physical Inventory These are Annual or Semiannual Accounting requirements, not inventory controls
Cycle Counting ABC Classification A class items should be counted at least monthly.
Inventory Write Off/On MB1C
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Responsibilities Matrix
Write Off/On show a lack of control in the inventory processes.
Inventory Obsolescence Unplanned Obsolescence causes high procurement costs and causes unnecessary disruption to planning Identified Obsolescence can indicate bad master data or poor planning.
Safety Stocks Purpose of Safety Stock Setting Safety Stock Levels Managing Safety Stock Levels Post Test
Task Services and obligation to co-operate To develop training materials, including ex ercises which reflect the procedures using Word and Snagit To create communication plan To review and approve the materials To produce a master set of materials (electronic) To carry out the end user training To produce reports on the status of the training carried out and to pass on user queries and problems To give support to end user training Administer Post Test Go live support
Atos
Siemens Energy
X X X X X X X X X X X
Requirements Matrix Task Services and obligation to co-operate Functional Master Trainer Lead to develop the training documentation and deliver the content to the end users wit h SMEs in the classroom at all times Master Trainer to assist in developing the training materials and assist in delivering the content. X X X X Atos Siemens Energy
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E. Supplier Business Continuity, Disaster Recovery and Risk Mitigation Plans

3.E. Supplier Business Continuity, Disaster Recovery & Risk Mitigation Plan (if S upplier has provided the plan during the RFI stage, you dont need to provide again) Here we want Suppliers to articulate how they expect to insulate Siemens from their financial risk s and any ot her relevant risk s that could impact their application solution, etc. Supplier may insert a file with the narrative/contents here or paste the text directly Atos has strong adherence to Risk Management, Business Continuity and DR processes and proc edures. Due to our global delivery model we have central repositories for documentation that are rigorously maintained. Atos has implemented a Contingency Planning and Disaster Recovery (DR) proc ess to respond to a DR situation that will enable a rapid and effective transition of critical information processing to an alternate support center in the event of a major disruption of Atos services. This process responds to a disaster condition so that: The impact on processing services provided to clients is minimal; Financial losses, operational impacts, and corrupted data are kept to a minimum; Operational control and business continuity is maintained; Support of critical services resumes as quickly as possible; and The affected area is repaired or replac ed without delay.
The Contingency Planning and Disaster Recovery process provides recovery strategies for information systems including computer operations, systems operations, technical support, and telecommunications. However, for clients, Disaster Recovery is an elective service and each client that chooses to participate has a Disaster Recovery Plan tailored to its requirements. The Disaster Recovery Plan contains the actions to be taken, the resourc es to be used, and the procedures to be followed before, during, and after a disaster event takes place. The Disaster Recovery Plan document is a detail ed manual of responsibilities, guidelines, recovery actions, specific recovery procedures, and critical information needed to carry out the recovery effort. Disaster Recovery respons e actions cover the entire timeframe from the beginning of the disruption through to the return of normal operations. This timeframe is divided into three stages: Stage I - The period from the point of disruption through to the mobilization of the recovery teams. This stage includes the notification of the Recovery Organization, Client Recovery Coordinators, and ot her key personnel. Stage II - The period during which processing operations are established at the Rec overy Cent er(s ) and/or facility (ies). Stage III - The period during which the damaged Atos dat a center is rebuilt or restored and processing is migrated back to the Atos data center.
Notification and Out age Levels are part of the Disaster Recovery Plans. An Outage Level communicates the severity of the processing disruption and forms a basis for the type of recovery actions required by the Recovery Organization and the Client Rec overy Coordinator. Atos has established the following Outage Levels: MINOR - Processing will resume in less than 8 hours. INTE RME DIA TE - P rocessing will resume within 24 hours.
MAJOR - Processing is not expected to resume within 24 hours of the event.
The Disaster Recovery Plans are activated when the interruption to processing services is expected to be greater than 24 hours, or would cause the following for Atos clients: Significant loss of assets or revenue flow; or. Inability to meet critical commitments or prot ect the interests of stockholders and employees.
A Recovery Director (by name), Recovery Group Managers, and Recovery Team Leaders have been identified by title to direct disaster recovery activities. In addition, alternate personnel for each of the above mentioned positions have been identified by title. The team descriptions and specific procedures to be followed by each rec overy team in the event of a disaster are also documented i n the plans. It is recommended that each contracted client 's disaster recovery plan is tested at least once a year unless the client requests alternate procedures. For each recovery test, a written Exercise Plan is developed to document the scope and objectives of the ex ercise and define the tasks to be performed in conducting the exercise. In addition, the detailed recovery procedures performed and results of the test are documented in a Critique Report following the exercise. The tests of the disaster recovery plans include restoration and loading of the operating systems and associated system software, restoration of online environments, restoration of backed up client data, and switching from the client 's production network to their recovery network if aut horized by the client.
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F. Reporting Capabilities
3.F. Reporting Capabilities (Supplier may insert a file with the narrative/ contents here or paste the text directly) Here we want Suppliers to list and provide examples of week ly, monthly, quarterly and other reports and analysis they plan to use on the Siemens contract to report status, to highlight service levels and achievement, and ot her areas of import ance.
Communication
A communication plan is established at the initiation of a project to align on communication needs and preferred methods at the outset (e.g. which information is needed by which stakeholders on which frequency, via what method: rpt, email, call, etc). At a minimum, project communication includes:
Weekly Reviews/Reports
Weekly status reports and meetings will occur between the client SPOC, the project manager and architect. The project is driven and managed by the project manager and the SPOC. Atos provides weekly status reports (PMRs) to the client SPOC. PMRs include reporting on status, budget, schedule, variances, planned/actual accomplishments. Atos maintains a consolidated Issue/Risk Log for the effort covered in this SOW. Tracking resolution of the issues and risks are handled as an integral part of the weekly PMR agenda.
Ad-hoc Service Reviews/Reports

Ad-hoc service reviews are provided to the client when requested. These reviews can be used as a tool to give the client a real-time view into program performance. They may also be used to close out potential issues that require updat es before the monthly review. The following list includes examples of ad -hoc reports: Financial Update Used to update potential issues that may impact the budget Project Update Used to updat e the status of a project Ad hoc reviews may be requested at any time by contacting the Atos Project or Program Manager. Change Control To address the potential for changes to the solution, we would employ a change control process. Any change to the solution architecture (whether cost impacting or not) will be mutually coordinated by both the Siemens Need to see where to put this maybe above Atos will provide the following change control services: Create and process solution architecture change requests Analyze impact of proposed changes, including cost, effect on existing service delivery, effect on current Siemens Energy environment and process Create Change Orders upon acceptance of Change Request Maintain file copies of all Change Requests and Change Orders
A change request form will be the tool for communicating change to the solution architecture. If a change to the systems, service levels, operational processes, or manner of delivering the S ervices is requested or
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required, the Siemens Energy or Atos will prepare an agreed upon change request form that describes the reason for the change, and the anticipated impact of the change. This could include such items as any anticipated performance or cost impacts. The requester must document in det ail the change to be made. When completed, the change request form must be forwarded to the Atos change contact for further action. Upon approval, any such change will be set forth in a change request form signed by both parties. A change request form is appropriate in the following examples: Changes to environment, scope, management, and performance of projects (regular and special), milestones, tasks, systems, service levels Adding resources, scope, projects, new services, tasks Management and control of hardware and soft ware changes (in the server or data center environment) Adjustments to baselines, assets, volumes, or other areas where change over time res ults in the need to adjust pricing Adding, deleting, and/or changing sites where services are provided or the nature of servic es provided at a site
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G. Solution Design & Delivery Centers

3.G. Solution Concept & Delivery Centers (Supplier may insert a file wit the narrative here or paste the text directly) N.A. All work will be performed onsite.
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H. Capacity Planning Methodology

3.H. Capacity Planning Methodology (Supplier may insert a file with the narrative/ contents here or paste the text directly)
Atos leverages one Atos Concept through Global delivery centers aligned to single process/development methodology via the Global Delivery Platform (GDP). In addition to this Atos fosters incubation of small technology/innovation Centers in each of the Delivery locations that are not only aligned to global standards/processes but also facilitate client proximity and local cultural influence on business
Staffing Planning
Atos staffing planning is executed through a combination of long -range planning and short-term adjustments based on changing client needs. Staffing planning and any needed adjustments for this project will be managed wit hin the larger context of resource planning, described below: The Atos Siemens team works with designated client points of cont act to procure the most current and accurate view of Siemens needs. These critical inputs are then utilized within Atos internal planning and management practices to plan and align staffing needs. An overview of thes e processes is outlined below: Annual Planning/Budgeting: Based on a combination of inputs from Siemens, historical volumes and current contracted or pipelined work, Atos creates annual budgets of required resources to support Siemens. Based on these budgets, the resource management teams in our locations evaluate whether increased resourcing will be required for the year, and plan recruitment timings and volumes if appropriate. These budgets and plans are validated and adjusted monthly, based on the updates described below. Quarterly Planning: Based on the most current updates of the inputs described above, the Atos Siemens team makes resource commitments with our delivery organizations to provide the required
2011 Atos IT Solutions and Services, Inc. Proprietary & Confidential Page 42 of 50
resources to meet client commitments. These requests are formalized within our internal management systems and any adjustments to planned staffing (rec ruitment or re -assignment ) are executed based on these commitments. Monthly Planning: Our program managers participate in a formal monthly forecasting exercise bas ed on the most current updates to Siemens contracted and pipeline business. This exercise creates a picture of the resourcing needs based on allocation for contracted work and weighted probabilities for pipelined work. Based on this analysis of cont racted and likely to be contracted business, actual resource assignments are made to individual project efforts. Weekly Adjustments: All program and project managers, along with the Atos Siemens team and delivery management representatives participate in the following weekly meetings to align staffing across projects: Weekly Forecast Review: Review status of contracted work in terms of timing and sizing, update start and end dat es for projects, update project sizing, validate probability and timelines for pipelined work, ensure all projects (contracted and pipeline represent ed) Weekly Resource Utilization: Review status of contracted projects. Re-assign un-utilized resources to acti ve projects (e.g. resources may be unutilized due to delays in project start, receipt needed inputs, etc). Re-level resources to ensure delivery of critical projects. Identify possible staffing risks for following weeks and development risk management strategies to address.
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I. Alternative SOW, SLAs and Pricing

3.I. Alternative SOW, SLA & Pricing (Supplier May insert a file with the narrative/ contents here or paste the text directly) Suppliers are welcome to provide alternative SOW, SLAs, and P ricing not c overed under the scenario above. Additionally, if Supplier does not agree or does not int end to comply with Siemens positions on any matter cont ained in this RFP, this must be noted within this section. If modifying an existing document, proposed changes to language should be inserted using revision mark ing so that the evaluation team can see and understand them. As described in the pricing section, Atos proposed a T&M approach and has provided proposed/estimated pricing for each option requested; specifically, training without exercised and training with exercises.
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J. Suggested Changes to Siemens Contract Terms & Conditions

3.J. Suggested Changes to Siemens Contract Terms and Conditions (Supplier may insert a file with the narrative/ contents here or paste the text directly) Here we want S uppliers t o articulate clearly any provision of the Siemens Cont ract Terms and Conditions provided in E xhibit 2 which they do not agree with, or intend t o change. A dditionally, Suppliers must state how and why they do not agree or comply next to the specific change made and what value Siemens may derive from the change.
All terms and conditions set fort h in the current MSA/CRA are in place for this opportunity.
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K. Customer References
3.K. Customer Referenc es (Supplier may insert a file with the narrative/ contents here or paste the text directly) Suppliers are asked to provide at least three (3) customer references, comparable in size and scope to Siemens (if S upplier does not have comparable customers like Siemens, pl ease provide Suppliers top 3 customers in terms of annual revenue) so that Siemens can commence performance and capability reference checks. Please provide reference (name, address, telephone number, email address) and a brief paragraph on Suppliers rel ationship with the customer. Note: Siemens may or may not call all these references but we may consider this additional information as part of our Supplier E valuation process.
Atos works closely and diligently to earn the right to use a client as a reference. Through our partners hip and record of exceptional performance results, our clients have been generous in their willingness to speak with potential clients and independent analyst firms such as Gartner and Forrester. We also value our clients executive support and participation at global Atos conferences. Because we place a high value on individuals time, logistics become the responsibility of the client partners who own the relationships. If or when Siemens Corporation wishes to contact some of these clients, we can work together to determine availability and ability to participate. For your information, Siemens Energy, Siemens Healthcare DX, Daimler Chrysler, and Arizona Chemical are among a few of our referenceable clients. NOTE: For more inform ation, please contact Client Partner Michael Kulich at phone: +1 (248) 421-3255 or email: michael.kulich@atos.net .
L. Other Supplier Methodologies

3.L. Other Supplier Methodologies (Supplier may insert a file with the narrative/ contents here or paste the text directly)
Here we allow Suppliers to provide a summary of their various systems methodologies (change management, governance, and project implementation). Please only provide summaries, not complete methodology documentation.
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Atos employs a standard Global Delivery Platform (GDP) as the methodological basis for application development engagements. The methodology is based on: PM@Atos which has components of both PM@Siemens and Atos Origins project management methodology. CMMI created by the Software Engineering Institute (PMBOK) created by the Project Management Institute (PMI) The entire methodology is documented in a standards manual that is created for each contract to ensure the processes employed meet the unique needs of the client. This manual is referred to as the CEP or Contract Execution Plan. The CEP covers the delineation of client business requirements, organizational relationships, the actual processes and tools to be us ed to execute the engagement, and overall governance.
The entire methodology is documented in a standards manual that is created for each contract to ensure the processes employed meet the unique needs of the client. This manual is referred to as the CEP or Cont ract Execution Plan. The CEP covers the delineation of client business requirements, organizational relationships, the actual processes and tools to be used to execute the engagement, and overall governance. A CEP exists and is utilized in our development engagements for P&G B2C development and maintenance practices.
Quality Gates within the GDP
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The GDP includes quality gates to ensure predecessor activities have been successfully complet ed and approved before moving on to the next phase of the GDP lifecycle. Each of these gates will be discussed in the section below within which they occur. The three primary quality gates are: Quality Gate #1: Moving from Requirements Management to Soft ware Engineering Quality Gate #2: Moving from Software Engineering (Development) to Testing Quality Gate #3: Moving from Testing to Installation
The GDP Software Development Methodology - Engineering

The following table lists the different phases for application development project comprising the GDP Engineering lifecycle (E Engineering). As shown above, each of these phases is supported by activities (S Support) such as Configuration Management, Process & Quality Management, Measurements Management, Risk & Resolution Management, and Estimation Management. The managem ent activities shown above (M Management) relate to the creation, execution and maint enance of the CEP. The Software Engineering components are discussed below as well as two of the Support components. A more detailed explanation is available upon request. Group L1 Busine ss Requirements L2 L3 L4 L5 0Software Engineering L6 L7 L8 L9 Deployment + Installation Services Phase Business Architecture Requirements Development Software Architecture Requirements Assessment & Functional Design Detailed Technical Design Construction and Unit Test Integration System Testing User Acceptanc e
L10 Prepare P roduction & Deployment L11 Production Support
During each of the phases above, Atos uses a standard global toolset that directly supports and enhances the process. These toolsets are integrated both with each other and with our offline processes to ensure continuity of data and adherence to process. These tools include: RequisitePro
TM
for requirements management
Quality Center for test management ClearCase

TM
for configuration management for work flow
ClearQuest
TM
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Why Atos
Atos believes our long-standing relationship with Siemens positions us well to partner with Siemens Energy as you engage your employees in the next level of productivity, enabli ng their success through technology. Our experience in SAP training, coupled with our knowledge of your processes, systems and tools, will enable a collaboration that delivers improved performance and efficiency.
Your business technologists. Powering progress
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Response to Siemens Corporation Request for Proposal (RFP)

Siemens Corporation RFP 15978

Siemens Corporation RFP 15978

2011 Atos IT Solutions and Services, Inc.

Proprietary & Confidential

A. Supplier Executive Summary

2011 Atos IT Solutions and Services, Inc.

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2011 Atos IT Solutions and Services, Inc.

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Atos 2011 full year results http://atos.net/en-us/Newsroom/en-us/Press_Releases/2012/2012_02_23_01.htm

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C. Supplier Pricing Proposal

Time & Material Projects

Res. Lev Andrew Bridge ITEC 5 Amy Armstrong ITEC 5

Local US All Cities

Days/ hrs 43 days/ 344 hrs 34.5 days/ 276 hrs.

Client Rate in USD/hr $155.00

Expense Est Per/ Wk $1,000/wk

Summary Rates in USD $53,320.00

Summary Expense in USD $9,000.00

Budget in USD $62,320.00

$425.00/wk (an avg, as this is a pt. resource)

Summary Rates Totals $96,100.00

Summary Expenses $12,825.00

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Atos Pricing Assumptions

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D. Supplier Implementation Plan

All other Functionalities not mentioned in the in Scope

All other Functionalities not mentioned in the in Scope

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All other Functionalities not mentioned in the in Scope

All other Functionalities not mentioned in the in Scope

All other Functionalities not mentioned in the in Scope

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Service Delivery Location Scope In Scope

Out of Scope All other locations not covered In Scope

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IC 2 hr Make 4 hr Make 6 hr SOP 4 hr IC 2 hr Mgmt 4 hr Buy 4 hr Buy 6 hr SOP 4 hr IC 2 hr Training Close

Atos Training Methodology

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2011 Atos IT Solutions and Services, Inc.

Atos Development Methodology

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Siemens Energy 16468_Appendix 2_MRP Master Data.doc

Siemens Energy 16468_Appendix 3_MRP Communication Plan

Siemens Energy 16468_Appendix 3_MRP Communication Plan.xls