Managing Information Technology

496 Part III • Acquiring Information Systems

TW01_HIER

General

Admin

TW01_GA

Brand

Marketing

TW01_BMKTG

Trade

Marketing

TW01_TMKTG

HR

1303

Finance

1302

CORA

1301

GM Office

1300

E-Bus

1304

Fin Gen

1305

Brand Spend

TW01_BMX

Brand Admin

TW01_BMA

Brand Admin

2300

Dunhill

2304

Cartier

2302

Kent

2306

Craven A

2305

Mkt Res

2301

SE555

2303

Trade Spend

TW01_TMX

Trade Admin

TW01_TMA

Distri-

bution

TW01_DIS

Channel

GR/CVS

TW01_GR

4302 Cartier

4303 SE555

4304 Dunhill

4305 Craven A

4306 Kent

------------

4307 FSV

4312 Cartier

4313 SE555

4314 Dunhill

4315 Craven A

4316 Kent

----------------

4317 FSV

4322 Cartier

4323 SE555

4324 Dunhill

4325 Craven A

4326 Kent

-----------------

4327 FSV

Trade Adm

4300

Trade Mkt

Dev

Horeca^4301

TW01_HOC

EXHIBIT 6 Cost Center Hierarchy for Taiwan’s R/3 System

(See Exhibit 7.) Contacts with an APSS consultant on
the original Taiwan project team are sometimes feasi-
ble, but not guaranteed. However, learnings from the
Taiwan project and the modifications to the Symphony
template for the local system requirements have been
captured in a Lotus Notes database accessible to other
members of the APSS support team.
User ID and authorization changes are authorized by
designated business managers, and these requests are sub-
mitted to APSS via an Excel spreadsheet format. As noted
earlier, APSS owns the SAP licenses and leases them to
the end market as needed.
Requests for system changes (new functionality, new
configuration, or new reports) for Taiwan are reviewed and
authorized by the Project Co-Lead at BAT Taiwan, who is
now head of finance for the Taiwan office. Some problems
have surfaced over time and certain changes have been
requested as users have learned more about how the system
works. For instance, a differential pricing policy was not
initially specified, but has been added to the configuration.

Post-Implementation in Taiwan

A project celebration was held as part of a Chinese New

Year celebration for the BAT Taiwan office. It involved

dinner for the heads of the Taiwan departments and all of

the business users on the team. At the dinner, each Taiwan

project member who was not a department head received a

surprise bonus of a month’s salary in recognition of their

effort and extra-long hours.

People say that it usually takes a year to do an SAP

implementation, or maybe only 6 months when you

have the experience. Here it was 4 months for the

implementation; it was so fast you’re maybe a little

afraid that things may still go wrong. But now

we’re starting to feel proud.

— FI/CO Team Member, BAT Taiwan

Over the past few years, BAT Taiwan has grown

from 20 to 100 personnel as it first absorbed Rothmans and

then evolved into a full trading company. All data entry is