2 Table of contents Executive summary... 3 Overview of S&OP and financial planning processes... 4 An in-depth discussion... 5 What are the benefits of S&OP and financial planning integration?... 5 Why is the integration of the S&OP and financial planning process difficult?... 5 PwC perspective... 7 What is integrated planning?... 7 Moving toward integrated planning... 8 Conclusion... 11
3 Executive summary In today s competitive consumer and industrial products and high-tech industries, the ability to rapidly respond to changing market demands and accurately forecast earnings is a competitive advantage. Earnings surprises have a direct impact on a company s stock price, and organizations that do not react nimbly to unexpected market shifts can lose competitive standing. Our experience shows that a lack of integration between financial planning and sales and operational planning (S&OP) processes can be a contributing factor to poor forecast accuracy and delayed response to changing business conditions. Why does my S&OP plan call for higher inventory levels than the financial plan (which was provided as street guidance)? The S&OP plan called for higher revenue attainment and on-time performance, but finance never factored the cost to support revenue." Consumer, industrial, pharmaceutical and high-tech manufacturing companies, in particular, have significant requirements for robust S&OP processes due to demand and portfolio variability. Industries requiring strong S&OP capabilities often will have difficulty integrating them with financial planning processes due to inherent differences in level of detail, timing, and key stakeholder goals and incentives. These differences complicate comparison of S&OP and financial planning results and hinder a company's ability to understand the financial implication of S&OP outputs. A high-tech COO Based on our work with dozens of companies in these industries, PwC has observed that the ability to integrate the S&OP and financial planning processes allows a company to: Quickly understand the implications of changing supply or demand on financial results Minimize revenue and earnings surprises Improve accuracy of both S&OP and financial plans Gain organizational and process efficiencies (by more quickly understanding financial implications of changing financial targets) Drawing on our deep expertise with both financial planning and S&OP, we ve developed a point of view for integrated planning that describes how clients should drive integration between these two key business functions in order to realize a competitive advantage in the marketplace. Based on our experience, improvement in the following four areas is key to realizing the benefits of integrated S&OP and financial planning functions: 1. Process: Balancing and aligning S&OP and finance goals to create a consensus plan 2. Data: Align product data structures 3. People: Minimize organizational silos and align incentives 4. Technology: Create an end-to-end planning system that supports both S&OP planning and financial planning activities This paper takes a look at characteristics of successful integrated planning cycles within the consumer, industrial products, pharmaceutical and high-tech industries and suggests viable steps to drive improved integration between S&OP and financial planning processes.
4 Overview of S&OP and financial planning processes While sales and operational planning and financial planning aren t new concepts to most large companies, the line between the two processes can vary from organization to organization. To set a baseline for our discussion, the following is an overview of how we define S&OP and financial planning: Sales and operational planning process The S&OP process typically begins with the generation of a sales forecast, marketing forecast, and product transition plans, as well as any forecasts from collaboration with key customers. These multiple forecast streams are rationalized using various analytics and business rules to generate a consensus demand plan essentially, the common demand signal that the entire company will operate against. This demand plan is typically generated for the next 15 to 18 months, with emphasis on accuracy at the detailed product level in the near term and emphasis on directional accuracy at the aggregate A lack of integration between financial planning and S&OP processes can be a contributing factor to poor forecast accuracy and delayed response to changing business conditions. level in the outer months and quarters. Ideally, it is an estimate of the supply required to meet true market demand and is unconstrained by the company s ability to meet that demand. The supply planning organization then generates a supply plan in support of this demand. It also identifies material and capacity constraints that create supply shortfall against this plan, along with recommendations for allocating constrained supply based on priorities established ahead of time by the demand organizations. At this point, two types of discussions tactical and strategic occur in the process. The tactical S&OP discussions between sales, marketing, operations, and finance organizations focus on nearterm (typically current and next quarter) product- and customerspecific supply/demand imbalances and on approaches to close gaps with customer delivery performance, shipment volume, and revenue targets. Discussions and decisions typically occur at the functional level with critical issues escalated to executive management for resolution. The strategic S&OP discussions typically focus on the medium term (seven to 18 months) with emphasis on alignment of resources (human, physical, and financial), as well as additional investments required to achieve the company's medium- and long-term financial and business goals. Discussions and decisions typically occur at the executive management level, with directional guidance and priorities being incorporated into the near-term demand and supply planning processes as well as into the financial planning process to project revenue, gross margin, and CAPEX spend. Financial planning process The financial planning process begins with a multi-year strategic plan process that is responsible for setting annual plan targets. Within a particular year, the financial plan process typically consists of an annual budget that sets company goals and compensation-
5 related financial targets, as well as a periodic forecasting process (typically quarterly and possibly monthly) that provides benchmark comparison points for actuals and ultimately drives quarterly and annual earnings guidance. Companies use the annual budget and periodic forecasts to support profit and loss (P&L), balance sheet, cash flow, and capital plan creation processes. The results of the S&OP process are a key input into the financial planning process. For example, from a P&L standpoint, the revenue and the cost of sales information should in theory be derived financially from the output of the S&OP process. The reality for many organizations, however, is that there are significant timing and level-of-detail constraints and competing organizational incentives that must be cleared before an S&OP process can feed cleanly into the financial planning process. As a result, there isn t always a direct correlation between the two processes. While the intention for many companies is for the financial planning process to leverage outputs from the S&OP process, the reality is that most organizations end up using historical data and projections to develop a financial plan, in some cases completely disregarding the S&OP outputs. An in-depth discussion What are the benefits of S&OP and financial planning integration? In today s competitive global marketplace, companies are in constant search for a competitive advantage. We have found the integration of S&OP and financial planning processes to be a potential source of considerable competitive advantage, often leading to: Improved accuracy of both S&OP and financial plans Quicker response to changing supply or demand business conditions Reduction of operating costs, inventory, and CAPEX spend (by more quickly understanding operational implications of changing financial targets) Minimized revenue and earnings surprises Why is the integration of the S&OP and financial planning process difficult? As discussed above, there are many benefits to integrating the S&OP and financial planning processes, but often companies struggle to do so. Based on our experience working with industrial and consumer products and high-tech companies, PwC has consistently observed the following challenges: Operating objectives differ between S&OP and financial plans Because S&OP is more focused on the supply chain, the objectives of the S&OP process differ from those of financial planning. While the supply-chain planning portion of S&OP focuses on what a company needs to make, where it should be made, and when it should become available in unit terms the financial plan typically focuses on monetary issues such as how many purchase orders will be cut, what s the average selling price of your product, what s the unit cost, and how does that impact
6 margins. Because there are divergent objectives and focus, both planning processes start off with a very different intent. S&OP and financial planning cycles operate on different planning timelines The timing of the various cycles also differs between the S&OP and financial planning processes. Financial planning calendars are driven by external and internal reporting deadlines (e.g., monthly close, quarters, year-end, board meetings), with companies typically going through an annual budgeting process and periodic forecasts (as frequent as monthly, but more likely quarterly). S&OP planning cycles, on the other hand, are much more frequent and operate on a much shorter-term horizon. They are driven by frequently updated (weekly) sales force projections and demand commitments that can quickly become outdated and out of sync with financial plans and forecasts. Differences in the product hierarchies Companies often have significant complexity and lack of standardization between SKU-level detail that is used to support the S&OP process and product-family-level detail that can be used to support the less-detailed financial planning process. For example, on the production side, engineering and R&D could use six levels of product hierarchy (e.g., product, product family, product lines, SKUs, etc.) to support the production process. Financial planners generally only plan based on product categories in aggregate (i.e., product line or family) and they develop different revenue and cost models at that higher level. Sales and marketing usually fall somewhere in between, opting to manage sales based on promotions of particular models, package sizes, or configurations. This lack of alignment can be even more complicated in companies that organize sales, marketing, and supply chains geographically, and financial plans by global business unit. Challenges translating between volumes and dollars. S&OP plans are typically driven by units and prices, and calculate sales revenue. The financial plan on the other hand takes into account units and prices at higher level aggregates and averages, and also factors in recognizable revenue as well as other adjustments required to comply with externally reported financials. As a result, companies often struggle to efficiently translate between the different types of revenue on a timely basis. Organizational silos create challenges for collaboration. Traditionally, planning teams in operations and finance have functioned in an insular manner, generally avoiding deep collaboration with each other. Recognition that integrated plans require finance and operations teams to come together and agree on common models for planning can challenge traditional norms of communication, trust, and understanding. Operations may find it difficult to believe that their partners in finance really do have an interest in understanding the business beyond "bean counting." Finance teams may find it challenging to relinquish control to operational leads of key inputs and assumptions used to derive core reporting and planning lines such as margin, average selling price (ASP), etc.
7 Market GEOGRAPHIC INTEGRATION Region PROCESS INTEGRATION Group PwC perspective What is integrated planning? Despite the hurdles, companies can get closer alignment between the S&OP process and the financial planning process by utilizing integrated planning. As depicted in the figure below, an effective integrated planning environment integrates process, functional, data, and geographic components so that outputs of the S&OP process feed cleanly into the financial plan process. By linking S&OP with the financial plan, integrated planning enables the finance and operations team to work closely and perform strategic and financial modeling and analytics. FUNCTIONAL INTEGRATION S&OP Financial Planning Strategic Planning Annual Budgeting Operational Planning
8 The following matrix describes the various levels of maturity within integrated planning, with the first phase (traditional) being the least mature state, having minimal technology enablement and little alignment or integration between S&OP and financial planning processes, and the fourth phase (best in class) the most mature, utilizing a full set of integrated technologies and having strong alignment between the two processes. Integrated planning maturity phases Moving toward integrated planning With extensive experience in helping clients improve efficiency and performance in both finance and operations, PwC has developed a point of view on some key areas of integrated planning. We have observed considerable improvements in planning performance when these areas are addressed. We present these view points below aligned with our Integrated Planning Maturity Framework dimensions of process, data, people, and technology. 1. Processes: Balancing and aligning S&OP and finance goals to create a consensus plan The sales forecasting process should drive an unconstrained view of demand from sales and marketing teams. These forecasts should not be affected by supply constraints. We have observed that the most successful integrated planning processes are ones that drive consistent end-to-end alignment between three forecasting approaches:
9 Sales and marketing forecasts that build up unconstrained view of known demand Production/supply chain planning that focuses forecasting supply constraints Financial planning focused on macro-economic assumptions and awareness of the unconstrained total market opportunity This is typically achieved by allowing independent bottom-up S&OP forecasting processes to co-exist with top-down financial modeling forecasts and driving consensus alignment through a series of agile cross-functional forecast meetings that occur at coordinated times within each month. 2. Data: Align product data structure Aligning processes only works when all parties have agreed to common driver models and use consistent data definitions. Although certain segments of the business may warrant more detail than others, it is imperative that the product data structures used throughout the organization be aligned. For example, if a company s financial planning process leverages the top two levels of a product structure, the more detailed S&OP models used to support sales forecasts and demand commitments must roll up into the same two levels used by the financial plan. This sounds intuitive but the reality in many companies is that product taxonomy discussions and decisions occur simultaneously in multiple areas, leading to diverging views of products from top to bottom. Without clear taxonomy alignment, consolidation into a single financial plan is challenged. A single product master that is aligned across S&OP and financial planning processes and that is managed under a robust data governance process is required. In our experience few companies have perfected this master data governance, although many recognize the importance to do so. We have found that companies who do well with master data alignment are those who have implemented cross-functional governance teams that meet regularly to discuss and update a unified product taxonomy. These teams have support from data administrators who manage master data changes using master data management systems (MDM software). Consistent driver models matter as well. Most companies acknowledge and strive towards unified models for price and volume revenue calculations across the business but modeling often diverges between bookings and sales metrics as well. For many companies this is a key hurdle in the integration of S&OP and financial plans. Financial planners typically build models based on actual sales conversion patterns or high level book-to-bill ratios. S&OP planners tend to model bookings and backlog by product and client, and consider intra-period production and supply chain optimizations that can considerably impact revenue. It is important for financial planners to be aware of the detailed S&OP planning models and use outputs of these plans to drive intra-period sales forecasts wherever possible. High level ratios are still important for target setting and longer term planning and these metrics must also be calculated in a consistent manner across the business. 3. People: Minimize organizational silos and align incentives In non-integrated planning processes it is common for S&OP organizations to be incentivized by revenue, volumes, and margin. Finance on the other hand will be interested in accuracy of EBITDA forecasts and in a view of fully recognizable revenue and the corresponding volumes. In many situations we ve seen challenges in building
10 integrated plans that incorporate these two competing sets of KPIs. Typically, the existence of misaligned incentives can create organizational silos and inhibit integration in S&OP and financial planning outputs. Companies that seek to align at least a few KPIs between these two processes have much better success delivering integrated plans and breaking down the organizational silos that exists between the functions. The tracking of both real revenue attainment (finance view) and volumes/cost of goods sold/gross margins (business view) to ensure that both the business and finance are incentivized to perform against a common set of KPIs will result in strengthening the integration of the functions. 4. Technology: Create a end-to-end planning system that supports both S&OP planning and financial planning activities Once you have an aligned data model, an unconstrained view of demand, and confidence in the numbers being generated from your integrated planning process, you can better understand the financial implications of changing supply or demand constraints. To accomplish this, you need robust technology capable of storing and calculating the integrated models quickly and regularly and so that planners can assess the financial impact of changing demand and supply targets. These planning/modeling systems should have the following attributes: Multi-user environments where planners across the business can collaborate on a common platform and share common versions while also managing their own working versions Provide aggregation of S&OP models into higher level financial results quickly and regularly (bi-weekly or even daily) Display variance and exception reporting of top-down models against bottomup models to support forecast alignment conversations Focus on a much shorter time horizons (e.g., one to two quarters out) but integrate forecasts with annual and multi-year plans. Contain historical actuals data set that permits multi-quarter and multi-year trending to help validate financial impacts of changing demand plans The ability to easily move between units, dollars, and revenue to clearly bridge the implications on the financial side for demand and supply changes The ability to model demand as a distribution, allowing simulations to determine sensitivities of multiple variables
11 Conclusion By taking the necessary steps to create consensus views of demand and supply, align data structures, minimize organizational silos, and create a financial planning model that can accept S&OP inputs and deliver both financial and operational impacts, your organization will have moved a long way toward integrated planning and true alignment between S&OP and financial planning processes. The integrated planning environment with integrated process, data, organization, and technology capabilities will allow your finance and operations team to work closely and strategically, ultimately enabling your company to accurately forecast earnings and respond with agility in the rapidly changing landscape of today s consumer, industrial products, and high-tech industries.
12 To have a deeper conversation about any of the issues in this paper, please contact: Gary Apanaschik Partner (860) Randy L. Brown Principal (617) Prakash Arunkundrum Director (408) Nicholas Kaposhilin Director (408) Nirmal Hasan Director PricewaterhouseCoopers LLP. All rights reserved. In this document, "PwC" refers to PricewaterhouseCoopers LLP, which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.
Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas D E L I V E R I N G S U P P L Y C H A I N E X C E L L E
Oracle Value Chain Planning Demantra Real-Time Sales and Operations Planning Do you want to implement a more demand-driven sales and operations planning process? Do you want to incorporate emerging best
Enhancing Sales and Operations Planning with Forecasting Analytics and Business Intelligence WHITE PAPER SAS White Paper Table of Contents Introduction.... 1 Analytics.... 1 Forecast Cycle Efficiencies...
Enhancing Sales and Operations Planning with Forecasting Analytics and Business Intelligence WHITE PAPER Table of Contents Introduction... 1 Analytics... 1 Forecast cycle efficiencies... 3 Business intelligence...
Business Value Guide SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE INTRODUCTION What if it were possible to tightly link sales, marketing, supply chain, manufacturing and finance, so that
BUILDING A DEMAND-DRIVEN SUPPLY CHAIN THROUGH INTEGRATED BUSINESS MANAGEMENT FROM EXECUTION TO OPTIMIZATION ADVANCED EXECUTIVE EDUCATION SERIES As the world of supply chain revolves more and more around
diversified industrials Supply and Demand Risk Management in Turbulent Times KPMG LLP With consumer confidence shaken and spending curtailed, businesses are facing some of the most challenging operating
Leveraging enterprise data and advanced analytics in core operational processes: Demand forecasting at Cisco This case was prepared by Blake Johnson of the Management Science & Engineering Department at
SAP Solution in Detail SAP BusinessObjects Enterprise Performance Management Solutions SAP BUSINESSOBJECTS SUPPLY CHAIN PERFORMANCE MANAGEMENT IMPROVING SUPPLY CHAIN EFFECTIVENESS The SAP BusinessObjects
ORACLE INTEGRATED OPERATIONAL PLANNING KEY FEATURES AND BENEFTIS KEY FEATURES Integrated operational and financial planning models to help develop accurate revenue and profit projections Change based calculation
msd medical stores department Operations and Sales Planning (O&SP) Process Document August 31, 2011 Table of Contents 1. Background... 3 1.1. Objectives... 3 1.2. Guiding Principles... 3 1.3. Leading Practice...
Solution in Detail Chemicals Executive Summary Contact Us Integrated Sales and Operations Business Planning for Chemicals Navigating Business Volatility Navigating Volatility Anticipating Change Optimizing
This document outlines the RapidResponse Demand Application Kinaxis RapidResponse allows companies to concurrently and continuously plan, monitor, and respond in a single environment and across business
A white paper prepared by Prophix Executive summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However, common budgeting limitations
Oliver Wight Sales & Operations and Demand Management as a Competitive Differentiator James Small Oliver Wight 1 Business Drivers and Benefits of Integrated Business (S&OP) % Respondents -- Business Drivers
Applying Risk Assessment to Your Audit Plan Break-out Session T3, Tuesday, October 26 2:00-2:50pm Mike Brown Senior Vice President, Corporate Audit State Street Corporation Rich Reynolds Partner PricewaterhouseCoopers
Supply chain software that fits your people, your processes, and your IT environment. Using Arkieva, Momentive has significantly reduced inventory, increased margins, and improved on-time deliveries. Paul
This document outlines the RapidResponse Inventory Application Kinaxis RapidResponse allows companies to concurrently and continuously plan, monitor, and respond in a single environment and across business
Analytics for Oil & Gas Table of Contents Project Delivery. 3 Sales & Operations. 5 Resources. 8 Finance. 10 Contact Us. 14 2 Are you tracking and maximizing the profitability of every project? Don t let
Cognos Analytic Applications Sales THE KEY TO CLOSING MORE AND LARGER DEALS FASTER IS UNDOUBTEDLY BUILDING STRONG CUSTOMER RELATIONSHIPS. WHEN A SALES ORGANIZATION HAS THE RIGHT INFORMATION ABOUT CUSTOMER
A white paper prepared by PROPHIX Software October 2006 Executive Summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However,
Demand Planning for Profit-Driven Supply Chains epaper / Adexa Common epaper Series Pitfalls in Supply Chain System Implementations Author: William H. Green Planning Demand For Profit-Driven Supply Chains
IBM Global Business Services White Paper Industrial Products Steel supply chain transformation challenges Key learnings 2 Steel supply chain transformation challenges Key learnings Introduction With rising
Chemicals We make it happen. Better. Point of View Sales & Operations Planning (S&OP) for Chemicals Supply Chain Integration Overcoming the Barriers and Meeting Today s Challenges to Succeed with Sales
1/22 As a part of Qlik Consulting, works with Customers to assist in shaping strategic elements related to analytics to ensure adoption and success throughout their analytics journey. Qlik Advisory 2/22
www.pwc.com/us/lossprevention January 2015 Empower loss prevention with strategic data analytics Empower loss prevention with strategic data analytics Amid heightened levels of business competition and
WWW.WIPRO.COM GETTING IT RIGHT Trade Promotion Optimization WIPRO CONSUMER GOODS DO BUSINESS BETTER PAINT THE TOWN YOUR BRAND COLOR So you have a great product or a great service and you just can t wait
White Paper Supply chain segmentation: the next step in supply chain excellence Rich Becks, General Manager, E2open 2 2 4 6 7 9 Contents Executive Summary People, Processes, and Technologies: What It Really
ORACLE RAPID PLANNING KEY FEATURES Fast event-driven material and capacity planning Fast incremental simulation of plan and source data edits Embedded analytics for scenario comparison, order comparison,
Integrated business Percentage of participants who reported that their finance function now plays a key role in strategic, compared to 63% in 2009 120 94 Budgeting cycle time in days Median vs Top Quartile
CROSSINGS: The Journal of Business Transformation THE BUSINESS CAPABILITY MAP: a critical yet often misunderstood concept when moving from program strategy to implementation The use of business capabilities
Plan forecast optimise Don t Forecast the future, CONTROL IT Reflex Business Forecasting breaks new ground. This is sales forecasting software with unique features that allow you to create real value for
Unchained Mining the linkages between working capital and supply chain eloitte s Global enchmarking center along with eloitte onsulting LLP, conducted a benchmarking survey across 20 major onsumer Products
Linking Risk Management to Business Strategy, Processes, Operations and Reporting Financial Management Institute of Canada February 17 th, 2010 KPMG LLP Agenda 1. Leading Practice Risk Management Principles
BUSINESS FORECASTING AND INNOVATION FORUM 2015 September 17-18, 2015 Boston, MA September 17, 1:00 PM Track A Session: Transforming FP&A via Strategic, Financial & Operational Integration Improve forecast
BUSINESS VALUE GUIDE VOLUME 2 COGNOS -TO-PERFORM BLUEPRINTS NING & FORECASTING MULTI-YEAR NING & INTEGRATED S Strategic Financial Planning and Forecasting aligns strategic and financial objectives used
RL Consulting IT Service Management The Role of Service Request Management Prepared by: Rick Leopoldi June 1, 2007 Copyright 2001-2007. All rights reserved. Duplication of this document or extraction of
Collaborative Forecasting By Harpal Singh What is Collaborative Forecasting? Collaborative forecasting is the process for collecting and reconciling the information from diverse sources inside and outside
WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS Enporion, Inc. March, 2009 www.enporion.com SUPPLY CHAIN ORGANIZATION MODELS THAT DRIVE SUCCESS To ensure success in your supply chain
www.pwc.com Leveraging your inventory assets January 2013 Leveraging your inventory assets Using inventory as both a service enabler and a cost reduction opportunity The pressure on utilities, from both
White Paper Exceptional Customer Experience: The New Supply Chain Management Focus Jonathan Gross Contents A Fresh Look at Supply Chain Management....2 Factors Driving the Integration of Supply Chain Management
Incent Perform Grow Forecasting, Budgeting and Accruing Bonuses AN INCENTIVE COMPENSATION IMPERATIVE Overview For companies in all industries, incentive compensation and bonus structures are valuable tools
Minutes on Modern Finance Best Practice Series Tax Implications of Cloud Computing: What Every CFO Needs to Know Lost in the Cloud The Tax Implications of Cloud Computing If you re like most chief financial
Integrated Business Planning by SAP Supply Chain Solutions SAP March 17, 2015 This presentation and SAP s strategy and possible future developments are subject to change and may be changed by SAP at any
The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls In today s management by projects mindset, portfolio managers and PMO directors are challenged with ensuring successful delivery in addition
SAP Sales and Operations Planning Compare & Contrast with SAP APO Phil Gwynne SAP UKI 2013 But the King is still reported alive regularly Disclaimer The information in this document is confidential and
Advisory Services Achieving Operational Excellence October 2009 Supply Chain Management: Achieving agility through the sales inventory operations planning process At a glance As senior executives continue
A Knowledge-Driven Consulting White Paper 2009 Corporation Six Key Trends Changing Supply Chain Management Today Choosing the optimal strategy for your business Contents Demand Planning.........................................
Choosing the Right Project and Portfolio Management Solution Executive Summary In too many organizations today, innovation isn t happening fast enough. Within these businesses, skills are siloed and resources
RESEARCH STUDY CONDUCTED BY TRIPLE POINT TECHNOLOGY TPT.COM Reducing Risk in the Demand Planning Process Process Manufacturing Research Study Reducing Risk in the Demand Planning Process Demand volatility
Making Strategic Decisions with Oracle Advanced Planning An Oracle White Paper September 2006 Making Strategic Decisions with Oracle Advanced Planning SUMMARY Strategic decision making is more important
Solutions Master Data Governance Model and the Mechanism Executive summary Organizations worldwide are rapidly adopting various Master Data Management (MDM) solutions to address and overcome business issues
Self-Assessment A Product Audit Are You Happy with Your Product Results When was the last time you really assessed your products and your organization s ability to create and deliver them to the marketplace?
Software Companies Run Better on NetSuite. Software Industry KPIs that Matter Sponsored by Improved Results from Businesses Like Yours Business Visibility 360 o Visibility & Actionable Insight Increased
Answering the Sales Forecasting Challenge for Manufacturers May 2010 Table of Contents Executive Summary... 2 The Value of Sales Forecasting... 3-4 The Confidence Crisis... 5 Impact of a Better Forecast...
INDUSTRY OUTLOOK APRIL 2013 Enterprise Performance Management Chief financial officers must address a growing list of modern business imperatives, and EPM can help. Business today is moving at light speed.
Creating a Mine Value Agenda A high performance approach to planning Mining companies spend a great deal of time and energy on planning determining how to get the commodity out of the ground, process it
Analysis February 2015 Print Service Providers Boost Revenues through Value-Added Services Service Area Business Development Strategies Service Comments or Questions? Table of Contents Executive Summary...
White Paper Intel Information Technology Computer Manufacturing Strategic Planning Aligning IT with Business Goals through Strategic Planning Intel IT has developed and implemented a new approach to strategic
Sales & Operations Planning Driving more informed decisions and enterprise visibility while enabling integrated business planning and management transformation. JDA Software can help the world s leading
www.demandsolutions.com Guide to Improving Forecast Accuracy A 10-point plan for creating more accurate demand information A Management Series White Paper Presented by Demand Solutions No one doubts that
WHITE PAPER May 20 Where Business Intelligence Falls Short The Hidden Value in Your Total Cost to Produce By David Gustovich and Michael Anthony IQity, LLC Today s business environment offers unique challenges:
Assessing Your Business Analytics Initiatives Eight Metrics That Matter WHITE PAPER SAS White Paper Table of Contents Introduction.... 1 The Metrics... 1 Business Analytics Benchmark Study.... 3 Overall
Managing the Multi-Company Corporation A White Paper for Today s Growing Businesses 1 Managing the Multi-Company Corporation Executive Summary Managing the books in any company is increasingly challenging
CASE STUDY Barber Foods Successful Trade Promotion Optimization Strategy Improves Retail Effectiveness Challenge Faced with escalating trade promotion costs and spend rates exceeding industry averages,
5 Keys to Effective Innovation and New Product Development (NPD) Planning Next Copyright Sopheon plc. All rights reserved worldwide. This work is licensed under the Creative Commons Attribution Non-Commercial
Part of the Deloitte working capital series Make your working capital work for you Strategies for optimizing your cash management The Deloitte working capital series Strategies for optimizing your accounts
Drive to the top The journey, lessons, and standards of global business services kpmg.com The new normal for global enterprises is about doing more with less while at the same time driving the top line
IBM Software Group White Paper Date or Industry Identifier Business analytics for manufacturing Four ways to increase efficiency and performance 2 Business analytics for manufacturing Contents 2 Overview
Oracle s Primavera P6 Enterprise Project Portfolio Management Oracle s Primavera P6 Enterprise Project Portfolio Management is the most powerful, robust and easy-to-use solution for prioritizing, planning,
Whitepaper Series Achieving World-class Fabless Planning Reduce lengthy cycle times and respond to change quickly Introduction The Fabless Semiconductor industry achieves high growth rates and superior
Just-in-Time Marketing: Lessons from the Masters Marketers have changed the way they engage consumers, but have their changes taken them all the way back to the factory floor where marketing is produced?
Risk & Compliance the way we see it Integrated Stress Testing A Practical Approach Contents 1 Introduction 3 2 Stress Testing Framework 4 3 Data Management 6 3.1 Data Quality 6 4 Governance 7 4.1 Scenarios,
GARTNER/EBRC KPI INITIATIVE This initiative will identify and develop industry standard measures that are predictive of corporate performance. There is a difference between identifying such measures and
FINANCIALS General Ledger The General Ledger module provides insight into key financial areas of performance, including balance sheet, cash flow, budget vs. actual, working capital, liquidity. Dashboard
www.pwc.com/sap Customer effectiveness PwC SAP Consulting Services Advance your ability to win, keep and deepen relationships with your customers. Are your customers satisfied? How do you know? Five leading
Breaking Down the Insurance Silos Improving Performance through Increased Collaboration Insurers that cannot model business scenarios quickly and accurately to allow them to plan effectively for the future
Asset management Your asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified. Data is about more than numbers. It tells
THOUGHT LEADERSHIP WHITE PAPER In partnership with Portfolio Management 101: Moving from Just Project Management to True PPM A lot of organizations claim that they carry out project & portfolio management
ORACLE VALUE CHAIN PLANNING RAPID PLANNING KEY FEATURES Fast event-driven material and capacity planning Fast incremental simulation of plan and source data edits Embedded analytics for scenario comparison,
SECTORS AND THEMES Successful Business Model Transformation Title here in the Financial Services Industry Additional information in Univers 45 Light 12pt on 16pt leading KPMG s Evolving World of Risk Management
Productivity Improvement through Integrated Business Planning (IBP) Rafiqul Islam, Senior Director, Global Bioanalytical Services Outline Background: Today s bioanalytical lab Introduction of Integrated
This document outlines the RapidResponse Capacity (Constraints) Application Kinaxis RapidResponse allows companies to concurrently and continuously plan, monitor, and respond in a single environment and
Operations Excellence in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction... 3 Market Challenges
A Performance-Driven Approach to Application Services Management Breaking the Mold to Accelerate Business Transformation Table of contents 1.0 The keep up versus step up challenge...1 2.0 Taking a different
Overview of Water Utility Benchmarking Methodologies: From Indicators to Incentives Sanford Berg and Julie C Padowski email@example.com Public Utility Research Center (www.purc.ufl.edu) University
Data Governance Why Data Governance - 1 - Industry: Lack of Data Governance is a Key Issue Faced During Projects As projects address process improvements, they encounter unidentified data processes that