SAP Business & Operations Planning - Leveraging Leveraging and Requirements
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1 Leveraging Analytics in Your Supply Chain Sales and Operations Planning (S&OP) and Supply Chain Performance Management Siddharth Taparia Senior Director, SAP
2 Agenda Trends and Challenges Driving the Need for Analytics Analytics and Collaboration Applied to Sales and Operations Planning (S&OP) Performance Management in Supply Chain Summary and Customer Examples 2011 SAP AG. All rights reserved. 2
3 An Environment of Increasing Pressure and Expectations Companies challenges in supply chain management Over the past 3 years Over the next 5 years Increasing volatility of customer demand Increasing consumer expectations about customer service/product quality Increasing cost pressure in logistics/transportation Increasing pressure from global competition Increasing volatility of commodity price Respondents who answered other or don t know are not shown % of respondents, 1 n = 639 McKinsey Global Survey, October SAP AG. All rights reserved. 3
4 Increasing Focus on Better, Faster Products and Services Companies top 2 goals for supply chain management Over the past 3 years Over the next 5 years Change between responses on past and future goals Reducing operating costs % Reducing overall inventory levels % Improving the quality of products or services % Improving customer service % Getting products or services to market faster % Businesses that do not scrupulously uncover the fundamental drivers of their units performance face several potential problems. They often end up measuring too many things, trying to fill every perceived gap in the measurement system. Harvard Business Review McKinsey Global Survey, October SAP AG. All rights reserved. 4
5 Agenda Trends and Challenges Driving the Need for Analytics Analytics and Collaboration Applied to Sales and Operations Planning (S&OP) Performance Management in Supply Chain Summary and Customer Examples 2011 SAP AG. All rights reserved. 5
6 What Is Sales and Operations Planning? Process steps Gather Data Demand Planning Supply Planning Pre-S&OP Meeting Executive Meeting Extracts from systems Data harmonization New product info Sales input Statistical forecasts Demand shaping Demand alternatives Rough capacity plan Material constraints Supply alternatives Analysis Conflict resolution Recommendations Agenda for Exec. Mtg. Decisions and game plan 2011 SAP AG. All rights reserved. 6
7 Sales & Operations Planning Problem Planning objectives, data and measurement vary by department Marketing Sales Demand Planning Operations, Supply Planning Finance New Products, Promotions, Events Sales Forecasting Consensus Demand Planning Materials, Production, Inventory Mgmt Planning, Budgeting Event Horizons Campaign, Product Units & Value Fcst, Actual, Budget Weekly for next 3 months Customer level Units & Value Quota, Forecast, Performance Weekly, Monthly next 12 months Product, customer, category Units Fcst Accuracy, History, Trends Daily, weekly Location, resource, material Units, capacity Utilization, Coverage, Turns, Lead-times Monthly, Quarters Geo, Division, Cost Center Value Revenue, Working Capital, Velocity Different Views Different Time Horizons Different Levels of Aggregation Different Conversions 2011 SAP AG. All rights reserved. 7
8 How Mature is Your S&OP Today? Evolutionary process, different steps of maturity 2011 SAP AG. All rights reserved. 8
9 Next Generation Sales & Operations Planning Elevates planning across departments to meet business goals S&OP focuses on collaboration, establishing one plan reconciled against company objectives, constraints, departmental data & initiatives Demand Planning Marketing Operations Sales SAP BusinessObjects S&OP KPIs Finance Expert Processes Demand Generation, Trade Programs Opportunity Management Statistical Forecasting & Demand Mgmt Supply and Distribution Planning Financial Planning, Budgeting, Consolidations 2011 SAP AG. All rights reserved. 9
10 SAP BusinessObjects Sales and Operations Planning: Enabling a Multi-function Process Collaborative S&OP Process Consensus demand management Finished goods supply demand balance Rough cut capacity planning Critical component analysis Role Week 1 Week 2 Week 3 Week 4 Sales Marketing Demand Planning Promoted & new SKU Analyze Sales Plan Analyze Demand Plan Demand Consensus Simulation and Impact Analysis Performance Management Operations Finance Finance Plan & Targets Consensus Demand vs. Capacity constraints Financial Impact Analysis Executive S&OP Review and Approval C-level 2011 SAP AG. All rights reserved. 10
11 SAP BusinessObjects Sales and Operations Planning Solution Composition: Data, Collaboration and Analytics Planning Templates Business Process Flows Demand Consensus Consensus Multiple Products Source Demand types BOM/Capacity rates & costs Rough Cut Capacity Planning Supply Demand Balance Currency Rate input Demand Model S&OP Supply Reports Analyze Source Demand Capacity Utilization Critical Components Profitability Variance Finance Dashboards Data Structures & Key Figures Demand: Volume, ASP, COGS, Revenue Types: Sales, Marketing, Demand, Finance, Consensus Version: Plan, Actual, Target Time: Months, Quarter, Year Supply: Production, Inventory, Resource capacity Finance: Capacity Cost, Raw Mat Cost, Margins 2011 SAP AG. All rights reserved. 11
12 SAP BusinessObjects Sales & Operations Planning: Executive Analysis 2011 SAP AG. All rights reserved. 12
13 Demand Input Enable easy multi-constituent entry Flip between customers and products Drill from Months to Quarter Choose data to convert and analyze 2011 SAP AG. All rights reserved. 13
14 Consensus Demand Plan View and edit consensus volume and financials 2011 SAP AG. All rights reserved. 14
15 Incorporate Supply Picture Incorporate rough cut capacity 2011 SAP AG. All rights reserved. 15
16 Incorporate Supply Picture Critical material requirements 2011 SAP AG. All rights reserved. 16
17 Supply and Demand Balance Input and project inventory, demand and production 2011 SAP AG. All rights reserved. 17
18 Financial Impact Analysis View revenue, profitability of plan vs. target 2011 SAP AG. All rights reserved. 18
19 Business Process Flows Easily configurable process orchestration 2011 SAP AG. All rights reserved. 19
20 Agenda Trends and Challenges Driving the Need for Analytics Analytics and Collaboration Applied to Sales and Operations Planning (S&OP) The Need for Performance Management in Supply Chain Summary and Customer Examples 2011 SAP AG. All rights reserved. 20
21 Data Data Everywhere 70% R I S 4 Exabytes of unique information in 2011 Access Internet with Handset >700 Million members >1,000 + Regulations XX% budget cuts 2011 SAP AG. All rights reserved. 21
22 Need for Strong Performance Management Across Multiple Departments Procurement Spend under management Off contract spend Savings delivery Finance Decrease spend Supply chain costs Reduce working capital Profitability and margin Supply Chain Inventory levels and policy Supply chain risk/resilience Maintain or reduce costs Supplier quality CIO IT cost savings TCO IT investment 2011 SAP AG. All rights reserved. 22
23 Align Stakeholders With Strategy and Objectives to Take a Measurement Driven Approach Performance Management Finance CIO Supply Chain Procurement Assure savings reach bottom line Identify appropriate costs to run competitive supply chain Improve cash flow and increase working capital Decide to build in-house or buy packaged application Identify cost to maintain in-house solution Identify effectiveness of building a reporting tool to make use of key resources Avoid supply interruptions Ensure on-time delivery to customers at most reasonable cost Get quality suppliers Prioritize savings opportunities Prioritize and manage supplier risk and performance Ensure all negotiated savings are realized 2011 SAP AG. All rights reserved. 23
24 Introducing SAP BusinessObjects Supply Chain Performance Management Suppliers Plant Warehouse Distributor Retailer End Consumer Key areas where SCPM helps you get visibility: Reduce cost and improve cash flow Improve perfect order fulfillment Increase supply chain resiliency 2011 SAP AG. All rights reserved. 24
25 Improving Performance Using Standardized Metrics (SCOR) and Common Business Practices Key features: Pre-built solution for quick deployment SCOR view in SCPM More than 350 pre-defined KPI s Enhanced user interface Out-of-the-box connectivity Best-in-class companies using SCOR outperform their median competitors with more than a 50% cost advantage in supply chain costs. Supply Chain Council Design Source Make Store Move Sell Service 2011 SAP AG. All rights reserved. 25
26 Implement and Optimize for Rapid Time to Value Start here with Supply Chain Performance Management Effort Design and build: data model, universes, reports, dashboards, analytic workflow Define metrics, business meta data and data staging area and loading Configure and extend Set up users Personalize Gather requirements Define business questions Time Survey results show that 65% IT Managers preferred to purchase packaged solutions vs. custom built solutions. IDC Vertical Research Survey, SAP AG. All rights reserved. 26
27 Purpose Built Interface to Enable Self Service by Supply Chain Users Guided navigation for root cause analysis Graphical dashboard views with easy drill down into detailed reports Identify emerging supply chain trends and patterns Perform what-if analysis to improve decision making 2011 SAP AG. All rights reserved. 27
28 Complete View of Operational and Financial Performance Metrics Use external benchmarking data to gain competitive advantage Assign ownership to improvement initiatives Monitor and improve key ratios to maximize profitability and improve customer service Initiate, track and monitor corrective actions 2011 SAP AG. All rights reserved. 28
29 Rapid Response to Supply Chain Disruptions Identify Supply Chain Trends and Patterns Perform root cause analysis to correct supply chain disruptions Analyze and mitigate supply chain risk Align supply chain objectives with risks 2011 SAP AG. All rights reserved. 29
30 Out-of-the-box Connectivity to Enable Rapid Deployment SCPM SAP BusinessObjects Data Services ifor non- SAP source system integration Data Warehouse Out-of-the-box mapping of SCOR metrics to standard content ETL Non SAP Third party/web SCM SAP Pre-built connectivity to SAP ERP source systems Source Systems 2011 SAP AG. All rights reserved. 30
31 Largest Beverage Company Leverages SCPM to Improve Its Supply Chain Performance Challenges and Objectives Standardization of scorecard and metrics across organization End-to-end visibility, bottleneck diagnostics, on-demand analytics Map, monitor and manage your supply chain strategy Flexibility and scalability to manage change in business structure Why SCPM? Industry standard SCOR contents Ability to use data captured by ECC Rapid startup with predefined ODS and transformation and Metrics Leverage existing infrastructure Scalability provided by robust architectural design Utilized in-house SAP BW expertise as well as technical staff supporting staff Integration with SAP BusinessObjects What impressed me was that Coke insisted on adopting standard, out-of-the-box technology for implementing SCPM and managed to do so within the existing SAP BW environment. With 12 years of experience with SAP technologies, Coke was pleasantly surprised that this application worked right out-of-the-box. Bob Ferrari, The Ferrari Group SAP BusinessObjects Supply Chain Performance Management aligns very well with the guiding principles of our project: focusing on metrics that need little manual intervention, focusing on metrics that help drive process consistency, and focusing on metrics that are in line with industry standards. Russ Rodal, Metrics Program Manager, Coca-Cola Company 2011 SAP AG. All rights reserved. 31
32 Why Supply Chain Executives Choose SCPM Standardize scorecard and metrics across organization Empower business users (end-to-end visibility, bottleneck diagnostics, on-demand analytics) Ability to map, monitor and manage your supply chain strategy Flexibility and scalability to manage change in business structure (change in strategy, people, processes, structure, M&A, divestment or addition of new category) Drive continuous improvement through internal/external benchmarking 2011 SAP AG. All rights reserved. 32
33 Supply Chain Performance Management 2011 Winner of the SCC Technology Advancement Award 2011 SAP AG. All rights reserved. 33
34 Thank you! Siddharth Taparia Senior Director, SAP
35 2011 SAP AG. All rights reserved No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice. Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors. Microsoft, Windows, Excel, Outlook, and PowerPoint are registered trademarks of Microsoft Corporation. IBM, DB2, DB2 Universal Database, System i, System i5, System p, System p5, System x, System z, System z10, System z9, z10, z9, iseries, pseries, xseries, zseries, eserver, z/vm, z/os, i5/os, S/390, OS/390, OS/400, AS/400, S/390 Parallel Enterprise Server, PowerVM, Power Architecture, POWER6+, POWER6, POWER5+, POWER5, POWER, OpenPower, PowerPC, BatchPipes, BladeCenter, System Storage, GPFS, HACMP, RETAIN, DB2 Connect, RACF, Redbooks, OS/2, Parallel Sysplex, MVS/ESA, AIX, Intelligent Miner, WebSphere, Netfinity, Tivoli and Informix are trademarks or registered trademarks of IBM Corporation. Linux is the registered trademark of Linus Torvalds in the U.S. and other countries. Adobe, the Adobe logo, Acrobat, PostScript, and Reader are either trademarks or registered trademarks of Adobe Systems Incorporated in the United States and/or other countries. Oracle is a registered trademark of Oracle Corporation. UNIX, X/Open, OSF/1, and Motif are registered trademarks of the Open Group. Citrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, and MultiWin are trademarks or registered trademarks of Citrix Systems, Inc. HTML, XML, XHTML and W3C are trademarks or registered trademarks of W3C, World Wide Web Consortium, Massachusetts Institute of Technology. Java is a registered trademark of Sun Microsystems, Inc. JavaScript is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape. SAP, R/3, SAP NetWeaver, Duet, PartnerEdge, ByDesign, SAP BusinessObjects Explorer, StreamWork, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and other countries. Business Objects and the Business Objects logo, BusinessObjects, Crystal Reports, Crystal Decisions, Web Intelligence, Xcelsius, and other Business Objects products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of Business Objects Software Ltd. Business Objects is an SAP company. Sybase and Adaptive Server, ianywhere, Sybase 365, SQL Anywhere, and other Sybase products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of Sybase, Inc. Sybase is an SAP company. All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. National product specifications may vary. The information in this document is proprietary to SAP. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of SAP AG. This document is a preliminary version and not subject to your license agreement or any other agreement with SAP. This document contains only intended strategies, developments, and functionalities of the SAP product and is not intended to be binding upon SAP to any particular course of business, product strategy, and/or development. Please note that this document is subject to change and may be changed by SAP at any time without notice. SAP assumes no responsibility for errors or omissions in this document. SAP does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non-infringement. SAP shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This limitation shall not apply in cases of intent or gross negligence. The statutory liability for personal injury and defective products is not affected. SAP has no control over the information that you may access through the use of hot links contained in these materials and does not endorse your use of third-party Web pages nor provide any warranty whatsoever relating to third-party Web pages SAP AG. All rights reserved. 35
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