1 THE MARKET-DRIVEN SUPPLY CHAIN CHARLES CHASE CHIEF INDUSTRY CONSULTANT SAS INSTITUTE INC.
2 MARKET-DRIVEN A DEFINITION Ability to quickly align a whole organization market-to-market. Focus is on horizontal process orchestration; to sense and translate market changes (buy- and sell-side markets) bidirectionally with near real-time data latency to align, sell, deliver, make, and sourcing operations.
3 SUPPLY CHAIN REALITIES THE TALE OF TWO SIDES 2012 marked the third decade of supply chains. The first two decades were all about rapid replenishment. Relying only on supply responsiveness is a recipe for failure Replenishment only processes, in isolation, drive up costs, increase working capital, and reduce asset utilization. A replenishment-centric approach only focuses on those items that can be manipulated or constrained by purchasing. It cannot compensate for the lack of a strong demand management processes. Market uncertainty requires next generation right time demand-driven processes focused on demand synchronization. Demand-driven processes are challenging and sometimes seem difficult to get right compared to replenishment rigor, and tend to be politically charged. Implementing a demand-driven process in support of new market-driven management requires investment in process, analytics, and technology.
4 STRATEGY THE FOCUS OF SUPPLY CHAIN EXECUTIVES OVER THE NEXT TWO YEARS
5 MARKET-DRIVEN SUPPLY CHAIN GOALS Sense demand signals faster to changes in the marketplace. Align supply chain faster to fluctuations in demand. Align demand and supply with improved customer service with substantially less inventory, waste and working capital. From: Supply-Driven Marketing driven Sell-in Inside-out Vertical Processes Most Efficient Supply Chain To: Demand-Driven Market driven Sell-through Outside-in Horizontal Processes Most Effective Supply Chain
6 THE MARKET DRIVEN SUPPLY CHAIN JOURNEY
7 THE MARKET DRIVEN SUPPLY CHAIN JOURNEY Supply Replenishment Distribution Requirements Planning Inward Focused (Inside-Out) Reactive Process Supply- Driven Lean Management Market Replenishment (Shipments) Data Integration Technology Process Supplier Selling into the channel (push)
8 THE MARKET DRIVEN SUPPLY CHAIN JOURNEY Optimized inventory levels dramatically reduces the reliance on speedy replenishment and aligns inventory to an outside-in focus. Supply Replenishment Distribution Replenishment Move away from Planning rules Inventory Optimization Supply Sensing Supply Shaping Customer Demand Focused (Outside-In) Supply- Driven Proactive Process Inventory Optimization Market Selling through the channel (pull) Replenishment (Shipments) Data Integration Technology Supply Selling into the channel (push)
9 AMWAY CHINA BUSINESS ISSUE Amway China s unique distribution model, together with the frequent marketing promotions required to react quickly to market changes, make inventory management a challenge. SOLUTION Demand Synchronization: Inventory Optimization RESULTS Lowered inventory levels by 10%, decreased logistics costs, and boosted customer satisfaction to 97%. Improved operational efficiency shortens replenishment time from the logistics center to retail outlets by 20%. CPG MANUFACTURING With SAS predictive analysis and inventory optimization, we can keep inventory at the right level at the right time. When business or customer demands change, we can quickly adjust via the flexible inventory optimization system. With the IOS, Amway China cannot only reduce logistics costs, but also enhance customer satisfaction and improve its competitive edge. Raymond Hui Distribution Vice President Copyright 2013, SAS Institute Inc. All rights reserved.
10 AUTOZONE BUSINESS ISSUE Need to forecast consumer demand of more than 1,000,000 service parts in its 3,300 stores, and be able to track performance and optimize prices to sustain growth and profitability SOLUTION After-Market Service: SAS Service Parts Optimization RESULTS Were able to accurately forecast consumer demand for service parts by sifting useful information from tens of billions of data points, in order to optimize inventory and assets AUTOMOTIVE MANUFACTURING SAS helps us sift the important signals from all the noise coming at us, so to speak, so we can make decisions that leverage our inventory and assets optimally and give us a good ROI in the market. Director of Product and Price Optimization Rajeeve Kaul Copyright 2013, SAS Institute Inc. All rights reserved.
11 HONDA AUTOMOBILE BUSINESS ISSUE Increasing costs of carrying inventory at its warehouses while attempting to fulfill its Next-Day Delivery service. Excess inventory and stock outs due to millions of SKU s and forecasts spread over 5 DC s and 80 remote locations with data from multiple sources Service parts businesses were locally run by regional Wanted to establish a global service parts business unit. AUTOMOTIVE MANUFACTURING Since introducing the system, Honda s forecasting accuracy has increased by 20% in the US, and 15% in Japan. Oyama-san Senior Executive Director SOLUTION After-Market Service: Service Parts Optimization RESULTS Minimal inventory for auto-parts while maintaining instant delivery rate of 99% 15-20% improvement in forecast accuracy, reduction in inventory, and improvement in service levels Copyright 2013, SAS Institute Inc. All rights reserved.
12 KVERNELAND INDUSTRIAL MANUFACTURING BUSINESS ISSUE Unsatisfactory inventory turns, service levels and forecast quality. Needed to optimize inventory levels at its DC s. Require SAP integration with service parts solution. SOLUTION After-Market Service: Service Parts Optimization The SAS solution helped Kverneland improve service parts forecasting, leading to optimized inventory of spare parts and improved customer service targets. RESULTS 60% increase in inventory turns Improve customer service levels to over 95% Copyright 2013, SAS Institute Inc. All rights reserved.
13 WISTRON CORPORATION BUSINESS ISSUE Self-developed system good for short-term, three to six month forecasts. Need to establish a next-generation service parts management system capable of accurately forecasting demand and inventory flow in the coming 3 to 6 years. SOLUTION After-Market Service: Service Parts Optimization HIGH-TECH MANUFACTURING SAS has successfully helped us achieve much more precise forecasts of parts demand and enhanced inventory transparency. With this, Wistron effortlessly deals with the complex management issues that arise from our successful and growing business. RESULTS More precise forecasts and a clear picture of long-term inventory flow bring greater efficiency Reduced inventory while improving customer service. Cost savings through reduced overstocks Ability to monitor inventory across a global network of service points. Jack Chen Sr. Director, Operation Division Copyright 2013, SAS Institute Inc. All rights reserved.
14 THE MARKET DRIVEN SUPPLY CHAIN JOURNEY Supply Replenishment Distribution Replenishment Move away from Planning rules Inventory Optimization Supply Sensing Supply Shaping S&OP Customer Demand Focused (Outside-In) Proactive Process Supply- Driven Inventory Optimization Market Analytics Selling through the channel (pull) Customer Orders Data Integration Technology Replenishment (Shipments) Process Supplier Selling into the channel (push)
15 Marketing is too Jack Welch, former CEO of GE important to be left to the marketing people.
16 SUPPLY CHAIN EQUATION Supply Chain Planning = S &OP S OP S = Sales and Marketing OP = Operations Planning Need to balance our equation Supply Chain = S M &OP New Supply Chain = SM&OP/Finance If sales and marketing are not attending your S&OP meetings, then you are only doing OP, not S&OP!
17 SALES (MARKETING) & OPERATIONS PLANNING Goal: Make budget, lower costs, increase revenue Needs: Access to sales/marketing programming, and supply costs Forecast: Final Constrained top/down forecast Purpose: Annual Financial Plan Finance Goal: Increase Profit Margins, Market Share, and Revenues Needs: Product availability. Forecast: Unconstrained Demand Purpose: Sales/Marketing Plan Sales/Marketing Demand Supply Operations Planning Goal: Optimize inventory and lower supply costs Needs: Stable and Accurate Forecast Forecast: Constrained demand forecast Purpose: Supply Plan Supply Chain Goal: Feasible Supply Plan Needs: Reduced forecast variability and supply disruptions Forecast: Constrained bottom/up forecast Purpose: Supply Plan
18 BENEFITS RECEIVED FROM S&OP PROCESSES Increasing revenue Improving forecast accuracy Reduction of inventory Improving asset utilization Determining outsourced Determining procurement Improving new product launch Transportation and warehouse Capital planning and asset Improvements in the perfect order 59% 57% 50% 42% 38% 36% 34% 32% 32% 30% Source: Bricks Matter: The Role of Supply Chains in Building Market-Driven Differentiation What benefits have you received from your work with S&OP processes?
19 THE MARKET DRIVEN SUPPLY CHAIN JOURNEY Demand Sensing Demand Shaping Demand Shifting Consensus Forecasting & Planning Outside-in Focused Proactive Process Lean Forecasting FVA Demand -Driven S M &OP Finance Supply- Driven Demand Signal Repository Supply Replenishment Distribution Replenishment Move away from Planning rules Inventory Optimization Supply Sensing Supply Shaping Customer Demand Focused (Outside-In) Proactive Process Inventory Optimization Market Analytics Selling through the channel (pull) Point-of-Sale Nielsen/IRI/IMS Customer Orders Data Integration Technology Replenishment (Shipments) Process Supplier Selling into the channel (push)
20 DEMAND-DRIVEN FORECASTING DEFINITION The use of forecasting technologies along with demand sensing, shaping, and translation techniques to improve supply chain processes. Focuses on identifying the market signals and translating them into the drivers of demand. The input signals are from the market. Trend Seasonality, Sales Promotions Marketing events, Price Advertising In-store merchandising Competitive pressures, and Others Demand planning has evolved from a shadowy concept to a critical planning function. Deborah Goldstein, Vice President Demand Planning, McCormick
21 DEMAND-DRIVEN FORECASTING DEFINITIONS Sensing Demand Signals Sense true market data (POS) to understand market shifts in demand for your products. Shaping Future Demand The use of techniques to stimulate future demand by varying the values of price, sales promotions, marketing events, and other related factors using What If Analysis. Demand-Shifting Two Types: 1) at point of sale, and 2) at point of supply. Demand Orchestration The process of making trade-offs market-to-market based on the right balance of demand risk and opportunity.
22 FORECAST VALUE ADDED (FVA) PURPOSE Reduce touch points that are not adding value Measure each touch point in the forecasting process before and after someone manually adjusts the forecast. If they are not adding value, then eliminate that touch point, or discount it through weighting Fildes and Goodwin research (e.g., Foresight: The international Journal of Applied Forecasting, Fall 2007 Issue) 75% of forecasts are adjusted using judgment 85% of time when forecasts are adjusted upward they make the forecast less accurate (Over confident) 85% of the time forecasts are adjusted downward they improve the accuracy (More conservative) 95% of the people who touch the forecast actually add no value When asked why, If I don t touch the forecast, I m not doing my job.
23 BEST IN CLASS COMPANIES ARE 2X as likely to have increased market share 56% more likely to have improved gross profit margin 1.5X more likely to improve order fulfillment 3X more likely to have forecast accuracy > 70% Source: Aberdeen Group, June 2010
24 VALUE OF DEMAND-DRIVEN SUPPLY CHAINS According to Gartner, implementing demanddriven supply chain strategies leads to better: Customer service, lower inventory, and lower overall supply chain costs, Resulting in: 10% higher revenue and 5-7% better profit margin.
25 NESTLE DIRECT STORE DELIVERY (DSD) BUSINESS ISSUE Needed a demand planning system that is easy to use, has a wider range of forecasting models, is able to handle extraneous variables like promotions/price, and has advanced statistical modeling capabilities to reach forecast goals SOLUTION Demand Synchronization: Demand Forecasting RESULTS Significantly improved forecast accuracy as compared with their existing system Exceeded 7% MAPE improvement Lowered inventory safety stock by more than 12% Significantly reduced Excel spreadsheets Able to measure the impact of promotions and price change; providing improved store-level forecasting during promotional cycles CPG MANUFACTURING "When we switched to SAS, we saw our forecast accuracy improve immediately, we saw service take off in a positive way, and our inventories decreased," says Grah. "We actually exceeded our original projections," says Arnaud Joliff, Director of Supply Chain Integration, adding, "Forecast accuracy improvement drives safety stock, inventory days on hand, storage costs and freight costs reduction. By gaining a few points of accuracy at the national level you can generate supply chain savings immediately." The accurate forecasts have even benefited areas such as efficient route planning. Arnaud Joliff Director of Supply Chain Copyright 2013, SAS Institute Inc. All rights reserved.
26 ERICSSON BUSINESS ISSUE Needed a more accurate forecast of customer demand to facilitate projection of consistent delivery lead times Reduce missed orders due to a lack of production capacity in the demand planning process HIGH-TECH MANUFACTURING SAS is the future standard for analytics in Ericsson. SOLUTION SAS Demand-Driven Forecasting RESULTS Sync capacity with demand for improved forecast accuracy to improve fill rate and reduce inventory Increased forecast frequency to weekly and interface with the formal S&OP process Ability to identity emerging trends and exceptions Reduced Excel spreadsheets and provided a secure database for department planning Thomas Noren Vice President of Radio Customer Validation Slide For One-to-One Customer Use Only Copyright 2013, SAS Institute Inc. All rights reserved.
27 LI-NING BUSINESS ISSUE The forecasting accuracy affected their supply chain efficiency deeply. Too many SKU s needed to be forecasted. SPORTS APPAREL MANUFACTURING. SOLUTION SAS Demand-Driven Forecasting RESULTS The pre-season improved forecasting accuracy by product group improved their supply chain efficiency. The profit margins improved 1.5% through improved size optimization. Overall, improved supply chain performance Name Title Customer Validation Slide For One-to-One Customer Use Only Copyright 2013, SAS Institute Inc. All rights reserved.
28 10% 5 to 7% THE MARKET DRIVEN SUPPLY CHAIN JOURNEY 15-30% Demand Sensing Demand Shaping Demand Shifting Consensus Forecasting & Planning Outward Focused (Outside-In) Proactive Process Lean Forecasting FVA Demand -Driven Market -Driven S M &OP Finance Supply- Driven Demand Signal Repository Supply Replenishment Distribution Replenishment Move away from Planning rules Inventory Optimization Supply Sensing Supply Shaping Customer Demand Focused (Outside-In) Proactive Process Inventory Optimization Market Analytics Selling through the channel (pull) Point-of-Sale Nielsen/IRI/IMS Customer Orders Data Integration Technology Replenishment (Shipments) Process Supplier Selling into the channel (push)
29 MARKET-DRIVEN SUPPLY CHAIN BENEFITS Sense market changes 5X faster Align their supply 3X faster to fluctuations in demand With better customer service with substantially less inventory, waste and working capital (e.g., profitable supply chains) Bottom-line: Market-Driven processes are designed from the market-back -- based on sensing and shaping demand and optimizing supply
30 MARKET-DRIVEN SUPPLY CHAIN S FOCUS ON THREE CORES INGREDIENTS
31 HOW DO YOU BECOME MARKET- DRIVEN? NATURAL PLACE TO START THE TRANSFORMATION Function From To Focus Inside-out Outside-in Sales Channel Management Sell into the channel Sell through the channel Organization Focus Reporting on history Building analytics to uncover insights to make better business decisions Customer Service Responding to orders Sensing and shaping demand based on market signals Operations Matching demand to supply Matching supply to demand Empower IT runs reports Self-service with user-based analytics Marketing Yell the messages to the market Listen and reward customers
32 THE SUPPLY CHAIN JOURNEY RECOMMENDED READING FOR MORE INFORMATION Outward Focused (Outside-In) Market -Driven S M &OP Demand -Driven Supply- Driven Market Selling through the channel (pull) Selling into the channel (push) Supplier
33 THE SUPPLY CHAIN JOURNEY An executive strategic framework for building a market-driven supply chain management system. This book helps you understand how to apply the emerging world of predictive analytics for the better management of value networks; includes business cases illustrating the market-driven approach; and reveals how businesses can identify market risks and translate these into supply-side tactics. RECOMMENDED READING FOR MORE INFORMATION Supply Replenishment Distribution Requirements Planning Inventory Optimization Outward Focused (Outside-In) Market -Driven S M &OP Lean Forecasting FVA Demand -Driven Supply- Driven Market Selling through the channel (pull) Selling into the channel (push) Supplier
34 THE SUPPLY CHAIN JOURNEY Demand-Driven Inventory Optimization and Replenishment: Creating a More Efficient Supply Chain reviews the fundamentals of inventory optimization so that you can attain a demanddriven supply; it provides a business look at why present inventory systems sub-optimize the supply chain and faulty replenishment processes lead to wasted time and effort. RECOMMENDED READING FOR MORE INFORMATION Supply Replenishment Distribution Requirements Planning Inventory Optimization Outward Focused (Outside-In) Market -Driven S M &OP Demand -Driven Supply- Driven Market Selling through the channel (pull) Selling into the channel (push) Supplier
35 THE SUPPLY CHAIN EXCELLENCE JOURNEY Demand-Driven Forecasting, Second Edition defines a proven structured approach to demanddriven processes, methodologies, and performance metrics that can applied immediately for significant improvement in demand forecast accuracy. The first book to truly define demand sensing, shaping and Supply orchestration. Replenishment Featuring new case studies and examples, Distribution including Requirements the contributions Planning of the latest theoretical Inventory developments, Optimization while presenting current empirical findings and technology advancements. RECOMMENDED READING FOR MORE INFORMATION Outward Focused (Outside-In) Market -Driven S M &OP Lean Forecasting FVA Demand -Driven Supply- Driven Market Selling through the channel (pull) Selling into the channel (push) Supplier
36 THE SUPPLY CHAIN EXCELLENCE JOURNEY The Business Forecasting Deal defines the emerging method of Forecast Value Added (FVA) analysis, shows how organizations can meaningfully improve their performance by eliminating the "worst practices" that now sabotage and confound their forecasting efforts. Through FVA analysis, a method employed at several major corporations, you can identify the waste and RECOMMENDED READING FOR MORE INFORMATION Supply Replenishment Distribution Requirements Planning Inventory Optimization inefficiencies in the typical forecasting process. By eliminating those (surprisingly common) practices that make the forecast worse, FVA analysis is helping companies get better forecasts with less effort and less cost. Outward Focused (Outside-In) Lean Forecasting FVA Inventory Optimization Market Analytics Selling through the channel (pull) Point-of-Sale Nielsen/IRI/IMS Customer Orders Data Integration Technology Replenishment (Shipments) Process Supplier Selling into the channel (push)
38 THE MARKET DRIVEN SUPPLY CHAIN JOURNEY 10% 5 to 7% Demand Sensing Demand Shaping Demand Shifting Consensus Forecasting & Planning Outside-in Focused Proactive Process Market -Driven S M &OP 15-30% Supply Replenishment Distribution Move Replenishment away from Planning rules Inventory Optimization Supply Sensing Supply Shaping Inside-out Focused Reactive Process Lean Forecasting FVA Demand -Driven Supply- Driven Inventory Optimization Market Selling through the channel (pull) Selling into the channel (push) Supplier
39 THE SUPPLY CHAIN JOURNEY RECOMMENDED READING FOR MORE INFORMATION Outward Focused (Outside-In) Market -Driven S M &OP Demand -Driven Supply- Driven Market Selling through the channel (pull) Selling into the channel (push) Supplier
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