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System EOL Incremental Dollar Cost of Displaced System per each X X X X X X X X X X X X X
Actual Incident. Can apply to all, case-bycase.
Mat'ls Discounts Savings from (1) Direct contractual negotiated X
discounts, (2) Indirect (reverse auction), and (3)
discounts from early payments to suppliers
Hdwr/SW Avoid Actual Hardware & S/W Cash Avoidance from X X X X X X X X X X X X X
Infrastructure decisions, consolidations.
Risk Avoidance Intel Exposure times Probability of Occurrence X X X X X X X X X X X X X
Other Cost Actual Cost Avoided from Unique Automation Efforts X X X X X X X X X X X X X
Avoidance (ex: Entex Tickets Avoided from Down-the-Wire Service)
Unit Cost Material, OH, Conversion; product cost reduction via
Factory Uptime $k per Hour of Factory Downtime Avoided X X
(unconstrained). $k per Hour of Factory Downtime
Scrap % per year of Inventory (FG only) X X
Time to Market $M/Week TTM savings X X
Open New Mkts Incr Volume times Appropriate ASP for Market and X
Product times appropriate Marpin Rate
Opt Existing Mkts Incremental ASP or Vol times appropriate Margin Rate X X
Cross-Selling Modeled Sales from Cross-Selling Products of Multiple X X
Divisions & Acquisitions
VOC Qualitative VOC Score. X X X X X X X X
Source: Copyright © 2005 Intel Corporation.
subportfolios. The database begins to paint the picture of how vigorously each of these subportfolios competes for limited resources, time, and budgets. An example of an investment review scorecard from ProSight, Inc. showing a database of IT investments, their status, funding status, total forecast cost and benefits, and an application evaluation form is shown in Exhibit 4.5. Accounts receivable (ERP) is highlighted in the scorecard, and easy drill-down into the application evaluation forms database allows users to analyze detailed information (e.g., funding status, recommended action, financial plan). The needs of a company and its maturity in the IT portfolio management process will drive which models it chooses to use. Other multidimensional criteria that should be considered and balanced when assessing IT subportfolios are shown in Exhibit 4.6.