Sales and Operations Planning

Size: px
Start display at page:

Download "Sales and Operations Planning"

Transcription

1 Sales and Operations Planning Measuring Maturity and Opportunity for Operational Performance Management White Paper Aligning Business and IT to Improve Performance Aligning Business and IT to Improve Performance Ventana Research Headquarters 1900 South Norfolk Street, Suite 280 San Mateo, CA (650) Ventana Research Europe 2nd floor, Berkeley Square House Berkeley Square, W1J 6BD London 44 (0) Copyright Ventana Research 2006 Do Not Redistribute Without Permission

2 VENDOR SPONSOR MEDIA SPONSORS Ventana Research 2006 Page 2

3 San Mateo, California September 2006 Ventana Research performed this research for a fee to determine the needs and practices of organizations that perform sales and operations planning (S&OP). This document is based on our research and analysis of a quantitative survey administered via the Internet to qualified respondents. Qualification was based upon involvement with the sales and operations planning process. This research was designed to investigate the practices and needs of individuals and organizations that use or are considering using dedicated S&OP software. This research is not intended for use outside of this context and does not imply that organizations are guaranteed success by using only these results to improve organizational productivity. Moreover, gaining the most benefit from your operational S&OP applications, either custombuilt or vendor-developed, requires an assessment of your organization s unique needs. We certify that Ventana Research wrote and edited this report independently, that the analysis contained herein is a faithful representation of our evaluation based on our experience with and knowledge of sales and operations planning, and that the analysis and conclusions are entirely our own. Ventana Research 2006 Page 3

4 Table of Contents Executive Summary... 5 About This Study... 7 Methodology... 7 Demographics... 8 Key Insights Competitive pressures are driving S&OP improvements Globalization adds complexity Most companies are new to S&OP and so lack a rigorous process There is confusion about the goal of S&OP Benefits are not being measured Most companies plan in isolated units Only a few companies innovate in S&OP Executive sponsorship and Finance involvement are important When S&OP is the plan of record, performance improves Improving the process a little brings big gains Dedicated software is the right tool for the job Users are technologically savvy Maturity Model Analysis What To Do Next People Process Technology Performance Management Achieving Success About Ventana Research List of Figures Qualified Respondents by Global Region... 8 Qualified Respondents by Function... 9 Qualified Respondents by Industry... 9 Qualified Respondents by Organization s Revenue Qualified Respondents by Number of Employees S&OP Maturity: Overall Ventana Research 2006 Page 4

5 Executive Summary This research study explores the deployment and business use of sales and operations planning (S&OP) processes. Ventana Research undertook this study to evaluate the market, to determine organizations maturity and to identify trends and priorities in their adoption. We promoted the study through our media partners in North America and around the world. It elicited a high level of response, allowing us to base our findings on analysis of 470 validated responses. The qualified respondents represent companies whose annual revenues span from US$100 million to more than US$1 billion. Every significant industry is represented. In terms of people, the size of the companies represented spans from 100 to more than 10,000 employees. The respondents themselves came from various parts of their companies, including executive management, operations and information technology. Our survey defined S&OP as a set of planning and decision-making processes that not only balance product supply and demand but also link day-to-day operations with business goals, operational planning and financial planning. The purpose of S&OP is to enable decisionmakers to reach consensus on a single operating plan that allocates critical resources purposefully to reach corporate performance targets. We divided our survey questions into four categories, focusing on the people, process, technology and performance management aspects of S&OP, and we evaluated the maturity of organizational deployment and use of S&OP from each of those perspectives. The Ventana Research Maturity Model TM categorizes and evaluates maturity using four levels: Tactical, Advanced, Strategic and Innovative. Overall, we found that most companies are new to S&OP; the bulk of those surveyed practice S&OP at either the Tactical or Advanced level. Only 16 percent of companies could be considered innovative, by which we mean that they run S&OP with performance management techniques. As a whole across all the elements of S&OP most companies have substantial room for improvement. Even though best practices have been known for almost 20 years, our research reveals that only 35 percent of companies have had a formal S&OP process in place for more than five years. Thus, most companies lack the process rigor such as would be found in their financial accounting and reporting processes. Still, some companies are disciplined about the inputs, outputs and departmental involvement in S&OP. This research reveals that organizations that do apply rigor and utilize dedicated software outperform those that do not. In particular, we found four significant insights: First, improving the S&OP process even a little can bring significant gain. Our survey found that most firms (58 percent) do not have formal meetings to review demand and supply, do not address multiple lines of business or brands in those meetings and do not have strict agendas for their top-level S&OP meeting. Here again, we found that those that do these things outperform those that don t. We also found that companies that take simple steps, such as having plan-vs.-actual reports as part of the top-level S&OP reporting package, report overwhelming gains in gross margin (the most strongly positive of the options our question offered). These top-performing companies also create plans monthly, and those plans span 18 months or longer. Second, when the output of S&OP is used as the plan of record, company performance improves. Specifically, our research found that companies that use S&OP to adjust their finance, sales, marketing and executive management plans realize greater performance gains than those that don t. We also found that companies that do a good job of aligning Ventana Research 2006 Page 5

6 their financial plans and S&OP plans achieve better results: This alignment was the single most significant contributing factor to overwhelming financial gains. Third, we found that executive sponsorship and involvement matter. Involving Finance and executive management in the S&OP process is the second-most significant factor in achieving gains in forecast accuracy, customer satisfaction, revenue and profit. For example, overall 42 percent of companies reported they include Finance as part of their S&OP plan development. But 90 percent of companies that report overwhelming gains in revenue, 70 percent reporting gains in gross margin, 56 percent reporting gains in forecast accuracy and 76 percent reporting gains in customer satisfaction told us they include Finance as part of their S&OP process. We also found that companies with CEO or CFO sponsorship achieve greater gains. Fourth, using dedicated software makes a difference. Most respondents told us that software is an important element of S&OP (76%). Yet they expressed much dissatisfaction with current technologies. For example, respondents identified difficulty in doing what-if analysis as the number-one concern with their S&OP software. A weakness in the ability to integrate supporting applications is number two. Companies that achieve higher gains are well-satisfied with their current technology, because it includes key features that contribute to performance gains, among them workflow, action item assignment, automated financial plan reconciliation, business initiative and progress tracking and executive reporting and visibility. We also found that users are technologically savvy. At the top of the wish list of software capabilities are scenario what-if analysis and a real-time S&OP dashboard. Respondents also told us they want collaborative demand planning, automated financial planning reconciliation and profit-based S&OP. These are features that would solve the process shortcomings they reported. The full text of our study contains many details about how companies do S&OP today, discusses people, process, technology and performance management issues and offers recommendations on how new technologies can help companies improve performance alignment. Ventana Research 2006 Page 6

7 About This Study This research study takes a comprehensive look at S&OP processes, assessing how executives in manufacturing, operations, sales, marketing, product development and finance departments view S&OP and the role it is playing or should play in their organizations. Its results will help executives better understand where and how they can improve their S&OP efforts. The report will enable them to determine how to align their organization s people, processes and technology for improvement. S&OP is a set of planning and decision-making processes that not only balance product supply and demand but also link day-to-day operations with business goals, operational planning and financial planning. S&OP enables decision-makers to reach consensus on a single operating plan that allocates critical resources purposefully to reach corporate performance targets. Among other things, best practices for S&OP include consensus demand planning among multiple lines of business or brands, multiple factories or regional operational facilities and formal, executive-level S&OP review meetings. Those formal reviews assure that key decisions about demand, supply, capacity and products are visible to those at the top of the organization. The study examines how companies actually perform S&OP and what systems and processes they use to support them. It illuminates S&OP practices and shows how those practices support new product and development activities, demand planning and shaping, supply planning and procurement, financial appraisal and reconciliation, and reviews by operations managers and executive management. We examine S&OP from the perspectives of several corporate constituencies: executives, Operations, Finance and IT. By comparing their responses, we highlight important differences of perception and attitudes that may prevent companies from moving ahead on S&OP initiatives. The results provide thought leadership and practical advice on the types of S&OP initiatives most likely to provide advantage to companies that embrace them. The study answers these, among other, questions: How and in what areas do S&OP practices influence business performance? Who has responsibility for the implementation and outcome of S&OP? To what extent is executive management involved? What are the key performance measures (shared metrics) to evaluate the outcomes and the process itself? Are there chronic disconnects between strategic objectives and performance metrics? If so, how can they be repaired? What is the extent of departmental participation in this process? What is the role of software in the S&OP process? Simply put, this study details the existing state of S&OP, identifies people, process and systems issues and assesses their importance for improving corporate performance. Methodology Data collected for this study comes from a survey Ventana Research conducted over the Web in July Survey participation was solicited via blasts and Web-site invitations. Both Ventana Research and this program s media sponsors (identified above) originated the blasts. Ventana Research 2006 Page 7

8 We presented this definition of S&OP to respondents prior to their entry into the survey: Sales and Operations Planning (S&OP) is a set of planning and decisionmaking processes that not only balance product supply and demand but also link day-to-day operations with business goals, operational planning and financial planning. The objective of S&OP is to enable decision-makers to reach consensus on a single operating plan that allocates critical resources to reach corporate performance targets. The following promotion incented respondents to complete the survey: As a token of thanks for your time, the first 50 qualified participants will receive a $5.00 Starbucks gift certificate. All qualified participants will receive a $ membership in the Ventana Research Performance Management Community and a research report on the findings. Demographics The following charts depict demographic and qualifying data for the respondents who completed the survey. A total of 952 Web users clicked through to the survey. Of those, 490 answered the first five qualifying questions. Of that group, 470 qualified and completed the survey questions on S&OP. The most important survey qualification was how long the respondent s company has had a formal S&OP process in place. Respondents who answered that they have no current process and no future plans for S&OP did not qualify for the survey. The large majority of qualifiers (85%) was from the United States. Figure 1 Qualified Respondents by Global Region United States of America 85% Source: Ventana Research Rest of the World 15% We also identified participants functional titles. More than half (56%) of the respondents were from the lines of business, followed by people whose titles identified them as Ventana Research 2006 Page 8

9 performing an IT function (19%). Finance accounted for 13 percent of respondents, and the remaining 12 percent identified themselves as executive management. Figure 2 Qualified Respondents by Function Product Development 4% Distribution 6% Order Management 3% Procurement 3% Marketing 5% Other 9% IT Development 19% Finance 13% Demand Planning 6% Manufacturing 6% Sales Management 7% Executive Management 12% Supply Planning 8% Source: Ventana Research The survey participants were from a variety of industries. The largest segment (34%) was from manufacturing. This was followed by service industries (18%). About one-tenth (11%) of participants were from the banking and financial industry. Chemicals/Energy/ Utilities 2% Figure 3 Qualified Respondents by Industry Apparel 2% Retail 5% Government- Federal/State/Local 5% Computer Software 9% All others 14% Manufacturing 34% Banking/Financial 11% Services 18% Source: Ventana Research Ventana Research 2006 Page 9

10 The second major survey qualifier was the organization s revenue. We allowed respondents who said that their organizations earn less than US$100 million in annual revenue to participate in the survey but eliminated their responses from detailed question totals. Almost one-half (49%) of qualifiers reported that they work for organizations that have revenue of less than US$1 billion dollars. More than two-fifths (42%) reported that their organization s revenue exceeds US$1 billion dollars and 9 percent were not sure what the revenue is. Figure 4 Qualified Respondents by Organization s Revenue US$500 million to US$1 billion 19% US$1 billion to US$2 billion 16% US$100 million to US$500 million 30% Not Sure 9% US$2 billion or more 26% Source: Ventana Research Ventana Research 2006 Page 10

11 More than three-fourths of the total respondents (76%) were from large organizations (those with more than 1,000 employees). At the other end of the spectrum, midsize and small organizations (both having less than 1,000 employees) comprised only 24 percent of qualifiers. Figure 5 Qualified Respondents by Number of Employees 5,000 to 9,999 20% 1,000 to 4,999 28% ` More than 10,000 28% 100 to % Fewer than 100 5% Source: Ventana Research Ventana Research 2006 Page 11

12 Key Insights Our research yielded the following general findings. We analyze responses to each of the individual questions in the Detailed Findings, which are contained in the full Research Report. Competitive pressures are driving S&OP improvements. The top business driver for S&OP improvement projects is competitive pressure to retain customers. Approximately one-third of respondents identified this as the most significant reason for their initiative. Following closely were two other drivers: complexity caused by growth in the number of new products or services and rising customer expectations concerning order fulfillment. This response pattern shows that many companies are feeling the pressures of increased global competition and rising customer expectations. Globalization adds complexity. Our research indicates that the biggest problems created by global sourcing are data collection and data reconciliation. The good news is that only 10 percent of companies reported that these problems cause them to miss their performance targets. The bad news is that these problems create more work for planners. Planning takes more time for global companies since not all the data needed for S&OP in these companies resides within the four walls of the organization. Some of it from comes from trading partners, and the processes of data collection and reconciliation are not automated. Most companies are new to S&OP and so lack a rigorous process. Though best practices for S&OP have existed for almost 20 years, most companies are new to it. Nearly two-thirds (65%) of respondents companies with a formal S&OP process in place have had it for less than five years; two-thirds of those 66 percent of those under five years have had it for less than two years. In contrast, only 35 percent have had S&OP deployed for more than five years. Nearly one-third (32%) of organizations practice S&OP as tactical, using it for short-term planning for single entities or a single line of business only that focuses on demand (not supply). Many companies (42%) that have multiple factories or regional operating facilities do not include them in S&OP. Most do not include new product introduction plans (57%), do not reconcile financial plans (60%) or account for strategic initiatives and projects (59%). Even fewer (37%) have formal executive S&OP review meetings. To put this into perspective, companies have been doing rigorous financial accounting in the U.S. for nearly a century. Every day they record millions of business transactions using generally accepted accounting principles (GAAP). These principles or more precisely, objectives and conventions have evolved over time to govern how financial statements are prepared and presented. In general, these financial transactions and statements record past events and actions. In contrast, formal S&OP the major set of operational processes that link strategy to execution has been around for only a quarter of a century. But S&OP is about determining future actions, more particularly what will happen in both sales and company operations. It impacts not only demand and supply volumes but also revenue attainment, mix requirements, inventory levels, asset utilization, profit and ultimately customer satisfaction. Yet our research makes clear that few companies apply the same kind of thoroughness to S&OP as they do to their financial accounting. Ventana Research recommends that companies seeking true performance management put in place the same kind of rigorous process for their S&OP as they use for their financial accounting and reporting. Ventana Research 2006 Page 12

13 There is confusion about the goal of S&OP. Survey results show a significant diversity of understanding about the goal of S&OP and its relationship to achieving organizational goals. Only 26 percent of respondents echoed our belief that the goal of S&OP is to align operations with corporate strategy and goals. All other aims, such as making better decisions, are only tactical goals that support strategic goal attainment. Benefits are not being measured. The survey sought to identify the benefits users associate with S&OP. We also asked whether companies do in fact measure these benefits. We found the top four benefits to be better customer service, better inventory utilization, better asset utilization and better budgeting. Yet only 18 percent of companies actually measure customer service. Worse still, only 11 percent of companies measure inventory (turns) and only 8 percent measure asset utilization as part of their S&OP. While it is likely that these are measured in some other process, they are largely absent from S&OP, and thus not part of the key set of processes that could promote goal attainment for those measures. Most companies plan in isolated units. Respondents told us that the number-one reason their S&OP is not as successful as it could be is that there is not a single forecast across both operations and finance. They also cited as the area of S&OP that needs the most improvement supply and capacity planning, followed by consensus demand planning. The significance of this finding cannot be overstated. The problem is not IT resources but silo planning business functions planning in isolation from others. Ventana Research maintains that Finance and Operations need to collaborate on forecasts to assure that company financial goals are met; otherwise, Finance likely is projecting one goal and Operations another. Only a few companies innovate in S&OP. As part of this study Ventana Research evaluated the maturity of organizational S&OP. Our evaluation found that only 16 percent of companies could be considered innovative (the most mature). On the whole, most companies have a lot of room for improvement in S&OP deployment and utilization. Executive sponsorship and Finance involvement are important. Our research found that involving Finance and executive management in the S&OP process is the second-most significant factor in achieving gains in revenue, profit, customer satisfaction and forecast accuracy. For example, in general 42 percent of companies include Finance as part of their S&OP plan development. But 90 percent of companies that reported overwhelming gains in revenue, 70 percent that reported gains in gross margin, 56 percent that reported gains in forecast accuracy and 76 percent that reported gains in customer satisfaction include Finance as part of their S&OP process. We also found that companies with CEO or CFO sponsorship achieve the most performance gains. In companies reporting overwhelmingly strong gains in customer satisfaction, either the CEO or the CFO is the sponsor 100 percent of the time, while in all companies, one of these two is the sponsor only about one-third of the time. When S&OP is the plan of record, performance improves. Our survey found that companies that use S&OP to adjust their finance, sales, marketing and executive management plans have significantly greater performance gains than those that don t. We also found that companies that do a good job of aligning their financial plans Ventana Research 2006 Page 13

14 and S&OP plans hit their targets more often. In fact, this was the single most significant factor contributing to overwhelming gain. Most companies reporting overwhelming improvement in revenue, gross margins, customer satisfaction and forecast accuracy said they align these two plans very well. Improving the process a little brings big gains. Even simple improvements, such as having plan-vs.-actual reports as part of the top-level S&OP reporting package, can bring about considerable performance increases. Only about half of companies (53%) currently have plan-vs.-actual reports. But 90 percent of those that reported overwhelming gains in gross margins use them. We also found that companies that create plans on a monthly basis achieve better performance than those that create plans once a quarter or once a year. Those that create plans that set horizons of 18 months or longer achieve larger gains than those with shorter horizons such as 12 months or six months. Also, those organizations that hold formal demand and supply review meetings outperform those that don t, and companies that include multiple lines of business or brands in their S&OP do better than those that don t. The third-largest contributing factor to S&OP success is the inclusion of an agenda and key decisions in the top-level S&OP meeting. Again, those that add them outperform those that don t. We also found that something as simple as creating an action plan and following up on it contributes to performance improvement. We therefore advise that once you have made decisions in S&OP, make sure that the plan (or plan change) is executed. Tracking this action provides the feedback loop to verify that people comply with decisions. Dedicated software is the right tool for the job. More than three out of four respondents (76%) told us that software is an important element of S&OP. More than half of the companies surveyed use software dedicated to S&OP (59%). About one-quarter use nondedicated software (24%), and only 14 percent said their S&OP work is done primarily in spreadsheets (although most augment their systems with spreadsheets). Vendor-provided S&OP software is the largest category of software used. Almost a third of the companies we surveyed use either a dedicated, stand-alone application (16%) or ondemand software as a service (14%). Yet the largest single category of dedicated software is developed in-house (20%). Only 20 percent expressed dissatisfaction with their current software. About 25 percent of users were neither satisfied nor dissatisfied. The results show those having no dedicated system or primarily using spreadsheets are the least satisfied. The most fully satisfied are those that have a dedicated, stand-alone software package provided by a vendor (71%). Respondents identified difficulty in doing what-if analysis as their number-one concern with their S&OP software (37%). Lack of integration with supporting applications ranks number two (31%). Respondents confirmed this when they characterized the features they have now vs. the features they want to have. In contrast, we found that companies that achieve higher gains are well-satisfied with their current technology because it includes key features that contribute to performance gains, among them workflow, action item assignment, automated financial plan reconciliation, business initiative and progress tracking and executive reporting and visibility. Ventana Research 2006 Page 14

15 Users are technologically savvy. Organization executives that use S&OP know what they want. At the top of respondents software wish list are scenario what-if analysis (62%) and real-time S&OP dashboards (60%). Not far behind are collaborative demand planning (53%), automated financial planning reconciliation (53%) and profit-based S&OP (51%) features. These features would solve the process shortcomings reported in our survey. Maturity Model Analysis Ventana Research has developed an approach and methodology that we use to assess organizations maturity in various business processes, including sales and operations planning. The model applied here to the consolidated results from this survey can be used equally well by individual organizations to evaluate and compare their maturity with others in the survey. The Ventana Research Maturity Model ranks maturity in four levels: Tactical, Advanced, Strategic and Innovative. In applying these categories to S&OP, we define them as follows: Tactical The company does only the basics of S&OP, such as demand and supply balancing. Advanced The company has progressed in knowledge and skill of S&OP beyond the basics, for example, to formal planning and review meetings. Strategic The company uses S&OP to align operational planning with corporate strategic objectives. Innovative The company runs S&OP using a variety of performance management techniques. 40% 35% Figure 6 S&OP Maturity: Overall 35% 30% 25% 26% 23% 20% 15% 16% 10% 5% 0% Tactical Advanced Strategic Innovative Ventana Research 2006 Page 15

16 Source: Ventana Research Our research reveals that only 16 percent of companies can be categorized as Innovative. A clear majority of companies (61%) are immature with respect to S&OP that is, they fall into the Tactical or Advanced category. Some companies exhibit Strategic or Innovative technology characteristics, but as a whole across all the elements of S&OP most companies have a great deal of room for improvement. What To Do Next Our research confirms that many companies are looking to improve their sales and operations planning process to improve customer satisfaction and gain competitive advantage. Unfortunately, most are not taking advantage of all the benefits of S&OP. Typically that s because there are some missing pieces and they involve more than software. There are also people, process and performance management issues that companies must address. People Our research concludes that only 17 percent of companies can be considered innovative in the way they manage the people aspects of S&OP. Most do S&OP at a basic level that includes the sales and operations departments. This deployment is too narrow. We recommend that companies increase the scope of their S&OP process to include members of executive management and finance, manufacturing, demand planning, supply planning, marketing, product engineering and design and IT functions. The best S&OP is done when a cross-functional team is responsible for plan development and reporting. Not all departments need to attend the top-level review meeting, but all should provide inputs to the operational plan. We also recommend that these departments use the published S&OP plan as their plan of record. In other words, the volume, revenue, margin and mix outputs of S&OP should be the operational targets to which all individual departments adjust their plans. We recommend that this be done monthly. Our study finds that companies that review this frequently achieve the highest levels of performance. Driving the cultural change that is necessary to support a formal, integrated business planning process requires a sponsor who has broad and deep influence across the organization. Companies should engage the CEO, general manager or CFO as the primary sponsor of their S&OP initiative. Our research shows that the success rate of those that involve these executives is nearly double of those that do not. Process Our research shows that operating the S&OP process in a mature manner improves the likelihood of performance gains. At the Tactical level, only the basics of S&OP are done, such as demand and supply balancing. Plans that are created at the line-of-business level for single brands or entities and have horizons of only 13 weeks do not provide the broader plans that companies need. Ventana Research recommends that companies raise the maturity level of their processes. Your company should use S&OP to align operations with corporate strategic objectives. You should have regular formal demand and supply review meetings and look at actual-vs.- forecast targets. Plans should cover 18 months. They should include multiple lines of Ventana Research 2006 Page 16

17 business or brands and multiple factories or regional operational facilities across product lines. S&OP itself should include these steps: 1. new product introduction planning 2. consensus demand planning 3. supply and manufacturing planning 4. formal demand, supply and capacity reviews 5. financial plan reconciliation 6. formal executive S&OP meetings that a. review demand and supply trade-offs b. track progress of strategic initiatives and projects c. include balanced scorecards or performance reviews d. assign action items and set follow-up assessments. We also recommend that you evaluate the effectiveness of the overall S&OP process itself. Key measurements for this include meeting preparedness, attendance, action plan followup, efficiency of review meetings and S&OP process improvements. Technology Our study found that 41 percent of companies do not use software dedicated to S&OP. These users are less satisfied with their technology than those who use dedicated software. However, even users that have dedicated software are missing some critical capabilities. Among the software features our respondents said are most important and that they desire the most are integration with the supporting applications, what-if scenario planning analysis and real-time S&OP dashboards. We also find that most are missing collaborative demand planning, automated financial planning reconciliation and profit-based solving. If you intend to invest in upgrading your technology to support S&OP, Ventana Research recommends that you look for software that includes enterprise-wide integration of systems and transformation of data, visibility across functions and tiers, and an accessible (that is, technically uncomplicated) interface for executives, managers, planners and line workers. We also recommend that you look for capabilities to create what-if planning scenarios and to score each scenario so people can anticipate the impacts of any potential action. Look for applications that store benchmarks and actual results so your managers can compare outcomes with their plans and thereby create a continuous learning environment. Since most organizations lack a central application or database that houses all the information they need for these applications, IT organizations main challenge is customcoding data and integrating applications. In situations like this, companies should look for solutions that include and support data integration and enterprise application integration (EAI) tools and are built on or support business intelligence (BI) platforms, which have mature technologies that make integration easier. Driving alignment to corporate strategy and goals requires balanced metrics and welldefined processes that map strategy to execution and assign accountability for tasks and measures to individuals. We advise companies to evaluate vendor-provided solutions that support established management methodologies such as the Balanced Scorecard along with supporting technology that can link the critical people and processes of S&OP. Ventana Research 2006 Page 17

18 Performance Management Our survey finds that the best-performing companies include performance management in their S&OP. Perhaps the most important element of this is creating performance alignment that is, linking strategy with corporate goals and objectives in a way that makes best use of the company s resources by coordinating the efforts of every member of the organization. Alignment links strategy and goals and objectives across the organization from the present to the future. When S&OP is part of an overall performance management process, it aligns people, processes and technology and ties operations to objectives. To align people and processes, you must be able to coordinate decisions, at both individual and departmental levels, based on accurate information and clearly understood performance targets. That coordination should enable you to use historical internal and external benchmarks as references for driving organizational change. While most companies can measure performance, few can apply their systems and processes to manage performance. Because they have not integrated performance management across manufacturing, operations, sales, marketing and finance departments, they may fail to increase profitability and create sustainable competitive advantages. One of the first steps in achieving this integration is to include S&OP as part of your corporate assessments with balanced scorecard performance reviews. Supporting performance management requires having an ongoing program to define the activities and linkage to objectives. We also recommend that you track the progress of the process itself with a report card. Achieving Success In conclusion, we suggest that companies consider the following six-step program to improve their use of sales and operations planning. 1. Conduct an S&OP process and system assessment. The first step is a simple but thorough, independent and unbiased assessment of your financial and operational performance planning processes and systems. Establish a benchmark for current effectiveness and then identify areas for improvement. Evaluate the cross-functional and departmental requirements in this approach and be sure to include calculations for return on investment and total cost of ownership. 2. Identify user requirements and project scope. This step includes defining the business requirements and profiling the business user community. It also involves developing clear definitions of information needs and usage requirements for each person in the performance network. 3. Build a business case to improve value and results. The business case requires definitions of the value as well as specification of the cost of your proposed program. 4. Assemble the program and plan. Once you have executive sponsorship, create a well-defined program and a plan to communicate it to the various management entities of your organization. You will need to articulate the program at different levels and areas of the organization so the value is clear to all interests. Address the cultural, business and technology barriers to ensure executives will support and follow through on your S&OP initiative. The program also should address how to improve the effectiveness of the business by defining process improvements that will result from the use of technology that supports S&OP. Ventana Research 2006 Page 18

19 5. Evaluate new technology with proper criteria. Next, evaluate product options. Establish specific evaluation criteria appropriate to your organization. Vendors product capabilities and consolidation in the scorecard and dashboard market have changed the landscape, so you should evaluate all options, from established to new suppliers. 6. Adopt an integrated S&OP program and process. The final step is to ensure widespread operational adoption to reach your objectives. This requires an understanding of how to minimize interruptions to the business, culture and technology, including user resistance. These steps should lead to the ultimate goal of increased efficiency, effectiveness and alignment of your operations. Through a planned out approach that spans all operations, you can transform the functioning of your people, processes and systems in an efficient manner. About Ventana Research Ventana Research is the leading Performance Management research and advisory services firm. By providing expert insight and detailed guidance, Ventana Research helps clients operate their companies more efficiently and effectively. Ventana Research delivers these business improvements through a top-down approach that connects people, processes, information and technology. What makes Ventana Research different from other analyst firms is a focus on Performance Management for finance, operations and IT. This focus, plus research as a foundation and reach into a community of more than 2 million corporate executives through extensive media partnerships, allows Ventana Research to deliver a high-value, low-risk method for achieving optimal business performance. To learn how Ventana Research s Performance Management workshops, assessments and advisory services can affect your bottom line, visit Ventana Research 2006 Page 19

Service-Oriented Architecture for Business Intelligence

Service-Oriented Architecture for Business Intelligence Service-Oriented Architecture for Business Intelligence Trends, Needs and Practices Executive Summary Aligning Business and IT and to Improve IT to Improve Performance Performance Ventana Research Headquarters

More information

Exploring the Impact of Geographic Context On Business Processes. Research Report Executive Summary

Exploring the Impact of Geographic Context On Business Processes. Research Report Executive Summary Business Trends in Location Analytics Exploring the Impact of Geographic Context On Business Processes Research Report Executive Summary Copyright Ventana Research 2013 Do Not Redistribute Without Permission

More information

Big Data Analytics. 10 Best Practice Recommendations. Assessing the Revolution in Big Data and Business Analytics. Sponsored by

Big Data Analytics. 10 Best Practice Recommendations. Assessing the Revolution in Big Data and Business Analytics. Sponsored by Big Data Analytics Assessing the Revolution in Big Data and Business Analytics 10 Best Practice Recommendations Sponsored by Copyright Ventana Research 2013 Do Not Redistribute Without Permission February

More information

Predictive Analytics

Predictive Analytics Predictive Analytics Improving Performance by Making the Future More Visible Benchmark Research Research Report Executive Summary Sponsored by Aligning Business and IT To Improve Performance Ventana Research

More information

Big Data Analytics. Research Report Executive Summary. Assessing the Revolution in Big Data and Business Analytics. Sponsored by

Big Data Analytics. Research Report Executive Summary. Assessing the Revolution in Big Data and Business Analytics. Sponsored by Big Data Analytics Assessing the Revolution in Big Data and Business Analytics Research Report Executive Summary Sponsored by Copyright Ventana Research 2013 Do Not Redistribute Without Permission Sponsor

More information

Workforce Analytics and Business Intelligence

Workforce Analytics and Business Intelligence Workforce Analytics and Business Intelligence Understanding and Improving Workforce Performance Executive Summary Aligning Business and IT to Improve Performance Ventana Research 6150 Stoneridge Mall Road,

More information

Big Data Integration. Research Report Executive Summary. Challenges and Opportunities in Accessing and Using Today s Information.

Big Data Integration. Research Report Executive Summary. Challenges and Opportunities in Accessing and Using Today s Information. Big Data Integration Challenges and Opportunities in Accessing and Using Today s Information Research Report Executive Summary Sponsored by Copyright Ventana Research 2013 Do Not Redistribute Without Permission

More information

Sales Compensation Management. Research Report Executive Summary. Improving the Impact of Pay and Incentives to Maximize Revenue.

Sales Compensation Management. Research Report Executive Summary. Improving the Impact of Pay and Incentives to Maximize Revenue. Sales Compensation Management Improving the Impact of Pay and Incentives to Maximize Revenue Research Report Executive Summary Sponsored by Copyright Ventana Research 2013 Do Not Redistribute Without Permission

More information

Optimizing BI and Data Warehouse Performance

Optimizing BI and Data Warehouse Performance Optimizing BI and Data Warehouse Performance New Approaches To Get More from Your Information Assets Executive Summary Aligning Business and IT To Improve Performance Ventana Research 2603 Camino Ramon,

More information

Building Successful Master Data Management Teams

Building Successful Master Data Management Teams Building Successful Master Data Management Teams The role and importance of partnerships between business and IT in MDM strategy White Paper sponsored by Aligning Business and IT to Improve Performance

More information

Customer Experience Management

Customer Experience Management Customer Experience Management Improving the Consistency and Quality of Customer Interactions Executive Summary Aligning Business and IT To Improve Performance Ventana Research 6150 Stoneridge Mall Road,

More information

Best Practices in Workforce Analytics

Best Practices in Workforce Analytics Best Practices in Workforce Analytics Applying benchmarking to mature your organization White Paper Aligning Business and IT To Improve Performance Ventana Research 6150 Stoneridge Mall Road, Suite 350

More information

SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE

SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE 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

More information

Five Reasons to Use Cloud-Based Dashboards for Marketing. White Paper. Analytics Help Simplify and Modernize Processes.

Five Reasons to Use Cloud-Based Dashboards for Marketing. White Paper. Analytics Help Simplify and Modernize Processes. Five Reasons to Use Cloud-Based Dashboards for Marketing Analytics Help Simplify and Modernize Processes White Paper Sponsored by Table of Contents Challenges to Optimizing Marketing Performance 3 New

More information

Analytics To Optimize Marketing Performance. White Paper. Tools Can Help Marketers Make Better Decisions. Sponsored by

Analytics To Optimize Marketing Performance. White Paper. Tools Can Help Marketers Make Better Decisions. Sponsored by Analytics To Optimize Marketing Performance Tools Can Help Marketers Make Better Decisions White Paper Sponsored by Table of Contents The Role of Marketing Analytics 3 Metrics and Analytics 4 Simplicity

More information

Trends in Total Compensation Management

Trends in Total Compensation Management Trends in Total Compensation Management Establishing the Foundation for Compensation Management Benchmark Research White Paper Aligning Business and IT To Improve Performance Ventana Research 2603 Camino

More information

Next-Generation Predictive Analytics. Research Report Executive Summary. Using Forward-Looking Insights to Gain Competitive Advantage.

Next-Generation Predictive Analytics. Research Report Executive Summary. Using Forward-Looking Insights to Gain Competitive Advantage. Next-Generation Predictive Analytics Using Forward-Looking Insights to Gain Competitive Advantage Research Report Executive Summary Sponsored by Copyright Ventana Research 2013 Do Not Redistribute Without

More information

Smart Ways To Improve Contact Center Performance

Smart Ways To Improve Contact Center Performance Smart Ways To Improve Contact Center Performance The right technology helps measure what matters White Paper sponsored by Aligning Business and IT To Improve Performance Ventana Research 1900 South Norfolk

More information

Net Promoter Community Research

Net Promoter Community Research Net Promoter Community Research Assessing the Progress Of Customer Loyalty Programs The Challenge of Day-to-Day Operational Execution In the spring of 2007, Satmetrix, the co-developer of Net Promoter,

More information

The Unified Agent Desktop and the Customer Experience

The Unified Agent Desktop and the Customer Experience The Unified Agent Desktop and the Customer Experience Improving Agent and Contact Center Performance Benchmark Research White Paper Aligning Business and IT To Improve Performance Ventana Research 2603

More information

Evaluation Guide. Sales and Operations Planning Performance Blueprint

Evaluation Guide. Sales and Operations Planning Performance Blueprint Evaluation Guide Sales and Operations Planning Performance Blueprint Introduction What if it were possible to tightly link sales, marketing, supply chain, manufacturing and finance, so that executives

More information

Predictive Analytics Enters the Mainstream

Predictive Analytics Enters the Mainstream Ventana Research: Predictive Analytics Enters the Mainstream Predictive Analytics Enters the Mainstream Taking Advantage of Trends to Gain Competitive Advantage White Paper Sponsored by 1 Ventana Research

More information

Business Analytics in Retail

Business Analytics in Retail Business Analytics in Retail Benchmarking the Analysis of Data To Gain Insight Benchmark Research Research Report Executive Summary Aligning Business and IT To Improve Performance Ventana Research 2603

More information

Optimizing Payroll Management Making Payroll a Strategic Part of Human Capital Management

Optimizing Payroll Management Making Payroll a Strategic Part of Human Capital Management Optimizing Payroll Management Making Payroll a Strategic Part of Human Capital Management Research Report Copyright Ventana Research 2013 Do Not Redistribute Without Permission Sponsor February 2014 Ventana

More information

KPMG s Financial Management Practice. kpmg.com

KPMG s Financial Management Practice. kpmg.com KPMG s Financial Management Practice kpmg.com 1 KPMG s Financial Management Practice KPMG s Financial Management (FM) practice, within Advisory Management Consulting, supports the growing agenda and increased

More information

Sales Planning Improves Sales Performance Management. Research Perspective Sponsored by. Proper Software Enables Forward-Looking Plans

Sales Planning Improves Sales Performance Management. Research Perspective Sponsored by. Proper Software Enables Forward-Looking Plans Ventana Research: Sales Planning Improves Sales Performance Management Sales Planning Improves Sales Performance Management Proper Software Enables Forward-Looking Plans Research Perspective Sponsored

More information

Assessing Your Business Analytics Initiatives

Assessing Your Business Analytics Initiatives 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

More information

Analytics in the Finance Organization

Analytics in the Finance Organization Analytics in the Finance Organization Kathleen Wilhide Industry Analyst - GRC & Performance Management, Better-Insight Background In an era of new economic challenges, how companies manage the quality

More information

Douglas R. Zopfi Principal Supply Chain Consultant. Making Supply Chain Integration Happen

Douglas R. Zopfi Principal Supply Chain Consultant. Making Supply Chain Integration Happen Making Supply Chain Integration Happen Douglas R. Zopfi Principal Supply Chain Consultant Making Supply Chain Integration Happen page 1 www.cibermichigan.com 2009 Today s Agenda What is Supply Chain Integration

More information

The HP Business Intelligence Maturity Model: describing the BI journey

The HP Business Intelligence Maturity Model: describing the BI journey The HP Business Intelligence Maturity Model: describing the BI journey A winning formula for BI success For well over a decade, companies have invested in a variety of business and IT initiatives that

More information

September 17, 1:00 PM. Dean Sorensen, Founder, IBP Collaborative

September 17, 1:00 PM. Dean Sorensen, Founder, IBP Collaborative 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

More information

Industrial Sector: Chemicals and Petroleum (C&P) Point of View

Industrial Sector: Chemicals and Petroleum (C&P) Point of View IBM Institute for Business Value Industrial Sector: Chemicals and Petroleum (C&P) Point of View Discussion Topics 2010 IBM CFO Study Introduction Key Findings & Conclusions; Global vs C&P Results Becoming

More information

The Challenge of Big Data Benchmarking Large-Scale Data Management Insights from Benchmark Research

The Challenge of Big Data Benchmarking Large-Scale Data Management Insights from Benchmark Research Benchmarking Large-Scale Data Management Insights from Presentation Confidentiality Statement The materials in this presentation are protected under the confidential agreement and/or are copyrighted materials

More information

VantagePoint 2013 Integrated Business Planning

VantagePoint 2013 Integrated Business Planning VantagePoint 2013 Integrated Business Planning 8 th October 2013 Introduction Objectives of this session: To highlight typical issues organisations face with the planning process To describe the leading

More information

Workforce Analytics Enable Smarter Decisions

Workforce Analytics Enable Smarter Decisions Ventana Research: Workforce Analytics Enable Smarter Decisions Workforce Analytics Enable Smarter Decisions Finding the Right Tool for Human Capital Management White Paper Sponsored by 1 Ventana Research

More information

Outperform Financial Objectives and Enable Regulatory Compliance

Outperform Financial Objectives and Enable Regulatory Compliance SAP Brief Analytics s from SAP SAP s for Enterprise Performance Management Objectives Outperform Financial Objectives and Enable Regulatory Compliance Drive better decisions and streamline the close-to-disclose

More information

Benchmark Report. SEO Marketing: Sponsored By: 2014 Demand Metric Research Corporation in Partnership with Ascend2. All Rights Reserved.

Benchmark Report. SEO Marketing: Sponsored By: 2014 Demand Metric Research Corporation in Partnership with Ascend2. All Rights Reserved. Benchmark Report SEO Marketing: Sponsored By: 2014 Demand Metric Research Corporation in Partnership with Ascend2. All Rights Reserved. TABLE OF CONTENTS 3 Executive Summary 10 SEO Tactic Execution 4 Achieving

More information

2010 FEI Technology Study: CPM and BI Show Improvement From 2009

2010 FEI Technology Study: CPM and BI Show Improvement From 2009 Research Publication Date: 22 March 2010 ID Number: G00175233 2010 FEI Technology Study: CPM and BI Show Improvement From 2009 John E. Van Decker Many organizations recognize that current financial management

More information

Accurate Costing Is Key to Profitability

Accurate Costing Is Key to Profitability Accurate Costing Is Key to Profitability Dynamic Environments Expose Weaknesses in Traditional Approaches White Paper sponsored by Aligning Business and IT To Improve Performance Ventana Research 6150

More information

Strategies To Run a Lean Supply Chain

Strategies To Run a Lean Supply Chain Strategies To Run a Lean Supply Chain How principles of lean manufacturing transfer benefits to Operations White Paper sponsored by Aligning Business and IT to Improve Performance Ventana Research Headquarters

More information

Benchmark Report. Event Marketing: Sponsored By: 2014 Demand Metric Research Corporation. All Rights Reserved.

Benchmark Report. Event Marketing: Sponsored By: 2014 Demand Metric Research Corporation. All Rights Reserved. Benchmark Report Event Marketing: Sponsored By: 2014 Demand Metric Research Corporation. All Rights Reserved. TABLE OF CONTENTS 3 Introduction 18 Lead Volume Satisfaction 4 Executive Summary 20 Event Marketing

More information

The American Express Meetings & Events Best Practice Study 2005

The American Express Meetings & Events Best Practice Study 2005 Prepared for American Express by A.T. Kearney The American Express Meetings & Events Best Practice Study 2005 NAGE GLOBALLY MAXIMIZE CONTROL DRIVE SAVINGS BENEFIT EMPLOYEES MANAGE GLOBALLY MAXIMIZE CONTROL

More information

Streamline EDI Using A Managed Service

Streamline EDI Using A Managed Service Streamline EDI Using A Managed Service Simplifying Electronic Data Interchange Research Perspective Sponsored by Aligning Business and IT To Improve Performance Ventana Research 2603 Camino Ramon, Suite

More information

The SAM Optimization Model. Control. Optimize. Grow SAM SOFTWARE ASSET MANAGEMENT

The SAM Optimization Model. Control. Optimize. Grow SAM SOFTWARE ASSET MANAGEMENT The Optimization Model Control. Optimize. Grow The Optimization Model In an ever-changing global marketplace, your company is looking for every opportunity to gain a competitive advantage and simultaneously

More information

Enterprise Risk Management: From Theory to Practice

Enterprise Risk Management: From Theory to Practice INSURANCE Enterprise Risk Management: From Theory to Practice KPMG LLP Executive Summary Enterprise Risk Management (ERM) is a structured and disciplined business tool aligning strategy, processes, people,

More information

Business Intelligence Meets Business Process Management. Powerful technologies can work in tandem to drive successful operations

Business Intelligence Meets Business Process Management. Powerful technologies can work in tandem to drive successful operations Business Intelligence Meets Business Process Management Powerful technologies can work in tandem to drive successful operations Content The Corporate Challenge.3 Separation Inhibits Decision-Making..3

More information

OVERCOMING FIELD SERVICE & REVERSE LOGISTICS CHALLENGES WITH AN INTEGRATED, BEST OF BREED ENTERPRISE SERVICE MANAGEMENT SYSTEM

OVERCOMING FIELD SERVICE & REVERSE LOGISTICS CHALLENGES WITH AN INTEGRATED, BEST OF BREED ENTERPRISE SERVICE MANAGEMENT SYSTEM OVERCOMING FIELD SERVICE & REVERSE LOGISTICS CHALLENGES WITH AN INTEGRATED, BEST OF BREED ENTERPRISE SERVICE MANAGEMENT SYSTEM A WHITE PAPER BY: Michael R. Blumberg, CMC PRESIDENT, Blumberg Advisory Group

More information

Content Marketing in 2014:

Content Marketing in 2014: Benchmark Report Content Marketing in 2014: Sponsored By: 2014 Demand Metric Research Corporation in Partnership with Ascend2. All Rights Reserved. TABLE OF CONTENTS 3 Executive Summary 10 Content Campaign

More information

Executive Summary: 20 Years of Measuring and Managing Business Performance From KPIs and Dashboards to Performance Analytics and Big Data

Executive Summary: 20 Years of Measuring and Managing Business Performance From KPIs and Dashboards to Performance Analytics and Big Data Global Survey Results : Executive Summary Executive Summary: 20 Years of Measuring and Managing Business Performance From KPIs and Dashboards to Performance Analytics and Big Data By Bernard Marr In 2012,

More information

Making the move from a tactical to a strategic supply chain

Making the move from a tactical to a strategic supply chain a tactical to a strategic Top five analytics Supply chain analytics appears to be a poorly understood technology in dire need of some best practices. Supply chain analytics and manufacturing BI raise cultural

More information

SAM. The SAM Optimization Model. control, optimize, grow SOFTWARE ASSET MANAGEMENT

SAM. The SAM Optimization Model. control, optimize, grow SOFTWARE ASSET MANAGEMENT SOFTWARE ASSET MANAGEMENT The Optimization Model control, optimize, grow In an ever-changing global marketplace, companies are looking for every opportunity to gain a competitive advantage and simultaneously

More information

Vermont Enterprise Architecture Framework (VEAF) Master Data Management (MDM) Abridged Strategy Level 0

Vermont Enterprise Architecture Framework (VEAF) Master Data Management (MDM) Abridged Strategy Level 0 Vermont Enterprise Architecture Framework (VEAF) Master Data Management (MDM) Abridged Strategy Level 0 EA APPROVALS EA Approving Authority: Revision

More information

INDUSTRY OUTLOOK APRIL 2013. Enterprise Performance Management

INDUSTRY OUTLOOK APRIL 2013. Enterprise Performance Management 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.

More information

Business Intelligence and Enterprise Performance Management: Trends for Midsize Companies. An Oracle White Paper Updated July 2008

Business Intelligence and Enterprise Performance Management: Trends for Midsize Companies. An Oracle White Paper Updated July 2008 Business Intelligence and Enterprise Performance Management: Trends for Midsize Companies An Oracle White Paper Updated July 2008 Business Intelligence and Enterprise Performance Management: Trends for

More information

China Grand Auto: Partnering with SAP on a State-of-the-Art Platform for a Multibrand Dealer Group

China Grand Auto: Partnering with SAP on a State-of-the-Art Platform for a Multibrand Dealer Group 2015 SAP SE or an SAP affiliate company. All rights reserved. China Grand Auto: Partnering with SAP on a State-of-the-Art Platform for a Multibrand Dealer Group Company China Grand Automotive Services

More information

ORACLE INTEGRATED OPERATIONAL PLANNING

ORACLE INTEGRATED OPERATIONAL PLANNING 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

More information

Understanding the Business Value of Social Solutions in Sales

Understanding the Business Value of Social Solutions in Sales WHITE PAPER Understanding the Business Value of Social Solutions in Sales Sponsored by: SAP Vanessa Thompson April 2014 IDC OPINION The confluence of the changing competitive landscape, strategic business

More information

SAS Enterprise Decision Management at a Global Financial Services Firm: Enabling More Rapid Implementation of Decision Models into Production

SAS Enterprise Decision Management at a Global Financial Services Firm: Enabling More Rapid Implementation of Decision Models into Production Buyer Case Study SAS Enterprise Decision Management at a Global Financial Services Firm: Enabling More Rapid Implementation of Decision Models into Production Brian McDonough IDC OPINION The goal of decision

More information

Agenda Overview for Social Marketing, 2015

Agenda Overview for Social Marketing, 2015 G00270737 Agenda Overview for Social Marketing, 2015 Published: 19 December 2014 Analyst(s): Julie Hopkins Social marketing programs are maturing; executives increasingly expect ROI to follow social marketing

More information

Building the Information Infrastructure for a Global Enterprise

Building the Information Infrastructure for a Global Enterprise Building the Information Infrastructure for a Global Enterprise How to help your ERP system keep up with an expanding business White Paper sponsored by Aligning Business and IT to Improve Performance Ventana

More information

Assessing the Appropriate Level of Project, Program, and PMO Structure

Assessing the Appropriate Level of Project, Program, and PMO Structure PMI Virtual Library 2011 Daniel D. Magruder Assessing the Appropriate Level of Project, Program, and PMO Structure By Daniel D. Magruder, PMP Executive Summary Does your organization have in-flight projects

More information

Continuous Sales & Operations Planning

Continuous Sales & Operations Planning Continuous Sales & Operations Planning Aamer Rehman VP, Manufacturing Solutions Las Vegas - Jan 27, 2012 Copyright 2012 Kinaxis Inc. All Rights Reserved. Prelude Volatility is a given in today s environment

More information

Empower loss prevention with strategic data analytics

Empower loss prevention with strategic data analytics 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

More information

2009 Talent Management Factbook

2009 Talent Management Factbook 2009 Talent Management Factbook Executive Summary Karen O Leonard Principal Analyst May 2009 BERSIN & ASSOCIATES RESEARCH REPORT V.2.0 2009 Talent Management Factbook: Executive Summary i The Bersin &

More information

Beware of Performance Management Pitfalls

Beware of Performance Management Pitfalls Beware of Performance Management Pitfalls Smart Companies Avoid Basic Mistakes in Implementation White Paper Aligning Business and IT to Improve Performance Ventana Research 6150 Stoneridge Mall Road,

More information

Linking Risk Management to Business Strategy, Processes, Operations and Reporting

Linking Risk Management to Business Strategy, Processes, Operations and Reporting 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

More information

a Host Analytics and Cervello primer

a Host Analytics and Cervello primer The Marriage of Business Intelligence and Corporate Performance Management a Host Analytics and Cervello primer Making faster and smarter business decisions by establishing a prepared mind for your organization

More information

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)

More information

ISACA and IIA of Orange County

ISACA and IIA of Orange County ISACA and IIA of Orange County Present The Balanced Scorecard December 3 rd, 2013 Objectives By the end of today s training you will be able to answer the following questions: Where is my department based

More information

The Changing Role of Marketing Executives SURVEY RESULTS AND ANALYSIS

The Changing Role of Marketing Executives SURVEY RESULTS AND ANALYSIS The Changing Role of Marketing Executives SURVEY RESULTS AND ANALYSIS In today s business environment of tightening budgets and rigorous attention to measureable results, the expectations of marketing

More information

Migrating Unix ERP Installations to a Windows Server Environment: A Qualitative Assessment of Business Impact

Migrating Unix ERP Installations to a Windows Server Environment: A Qualitative Assessment of Business Impact August 2004 metagroup.com 800-945- META [6382] Migrating Unix ERP Installations to a Windows Server Environment: A META Group White Paper Contents Introduction... 2 Research Demographics...3 The Phases

More information

SUPPLY CHAIN PRACTICES REPORT A REPORT ON THE FINDINGS FROM THE 2010 GSA SUPPLY CHAIN PRACTICES SURVEY

SUPPLY CHAIN PRACTICES REPORT A REPORT ON THE FINDINGS FROM THE 2010 GSA SUPPLY CHAIN PRACTICES SURVEY SUPPLY CHAIN PRACTICES REPORT A REPORT ON THE FINDINGS FROM THE 2010 GSA SUPPLY CHAIN PRACTICES SURVEY SPONSORED BY CONDUCTED BY TABLE OF CONTENTS About GSA 2 About Sponsor 2 Principal Investigator 2 GSA

More information

Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006

Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006 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,

More information

Getting CRM Right: are you working from first principles... or are you paving the cow path?

Getting CRM Right: are you working from first principles... or are you paving the cow path? Getting CRM Right: are you working from first principles... or are you paving the cow path? By Greg Glass Founder and CEO, Glass Client Programs Ltd Implementing CRM technology on the hoof and on top of

More information

PLANNING, BUDGETING, AND FORECASTING SOFTWARE EVALUATION AND SELECTION GUIDE

PLANNING, BUDGETING, AND FORECASTING SOFTWARE EVALUATION AND SELECTION GUIDE PLANNING, BUDGETING, AND FORECASTING SOFTWARE EVALUATION AND SELECTION GUIDE INTRODUCTION The enterprise planning process planning, budgeting, forecasting, and reporting presents a formidable challenge

More information

The Power Of Real-Time Insight How Better Visibility, Data Analytics, And Reporting Can Optimize Your T&E Spend

The Power Of Real-Time Insight How Better Visibility, Data Analytics, And Reporting Can Optimize Your T&E Spend A Forrester Consulting Thought Leadership Paper Commissioned By Concur May 2014 The Power Of Real-Time Insight How Better Visibility, Data Analytics, And Reporting Can Optimize Your T&E Spend Table Of

More information

White Paper Strategy & Planning

White Paper Strategy & Planning Strategy & Planning Configuration Management Database in ServiceNow Table of Contents Abstract... 3 The Problem... 3 The Solution... 4 1. Establish the Leadership Team... 4 2. Define the Scope... 5 3.

More information

Enterprise Release Management

Enterprise Release Management Enterprise Release Management Plutora helps organizations manage complex IT Feature Pipeline, IT Releases and IT Test Environments in a simple and transparent manner. Enterprise Releases Transparency and

More information

Executive Summary...2. Introduction...3. Definitions...3. Why Operational Performance Optimization...4

Executive Summary...2. Introduction...3. Definitions...3. Why Operational Performance Optimization...4 Optimizing Operational Performance from a Financial Management Perspective Executive Summary...2 Introduction...3 Definitions...3 Why Operational Performance Optimization....4 An Introduction to Optimizing

More information

Five Steps to Evaluate and Select an LMS - Proven Practices (Jun 13)

Five Steps to Evaluate and Select an LMS - Proven Practices (Jun 13) Five Steps to Evaluate and Select an LMS - Proven Practices (Jun 13) by Steve Foreman June 5, 2013 If an organization is to evaluate learning management system (LMS) products and vendors effectively, what

More information

Aligning Strategies with Everyday Performance

Aligning Strategies with Everyday Performance Brown Smith Wallace, LLC The Balanced Scorecard For Construction Industries Aligning Strategies with Everyday Performance 636.255.3000 www.bswllc.com St. Louis St. Charles Chicago Executive Summary If

More information

A discussion on how to achieve growth and sustainability in your practice

A discussion on how to achieve growth and sustainability in your practice PRACTICE MANAGEMENT 7 Key Practices to Help Grow Your Business A discussion on how to achieve growth and sustainability in your practice Over the years, we ve partnered with advisors to help them build

More information

Sales and Marketing Sentiment Study

Sales and Marketing Sentiment Study Sales and Marketing Sentiment Study INTRODUCTION Sales and marketing alignment is an ongoing obsession for many vendors, thought leaders and sales and marketing managers. The need for the two organizations

More information

ENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION

ENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION ENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION April, 2015 Nick Castellina, Research Director, Business Planning and Execution Report Highlights p3 p5 p7 p8 Best-in-Class

More information

ASAE s Job Task Analysis Applied Level Competencies

ASAE s Job Task Analysis Applied Level Competencies ASAE s Job Task Analysis Applied Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

Lawson Healthcare Solutions Optimization of Key Resources Forms a Foundation for Excellent Patient Care

Lawson Healthcare Solutions Optimization of Key Resources Forms a Foundation for Excellent Patient Care Lawson Healthcare Solutions Optimization of Key Resources Forms a Foundation for Excellent Patient Care Healthcare organizations continue to experience an alarming erosion of their operational foundation,

More information

Best practices for planning and budgeting. A white paper prepared by Prophix

Best practices for planning and budgeting. A white paper prepared by Prophix 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

More information

Corporate Governance and Risk Oversight

Corporate Governance and Risk Oversight www.pwc.com/ca Corporate Governance and Risk Oversight The Professional Risk Manager s International Association (PRMIA) Rani Turna Partner, PwC January 31, 2013 Table of Contents Page No. Overview 3 Introduction

More information

Orange County Convention Center Orlando, Florida June 3-5, Increase Efficiencies in your CAPEX Budgeting & OPEX Planning Sundeep Gupta - PwC

Orange County Convention Center Orlando, Florida June 3-5, Increase Efficiencies in your CAPEX Budgeting & OPEX Planning Sundeep Gupta - PwC Orange County Convention Center Orlando, Florida June 3-5, 2014 Increase Efficiencies in your CAPEX Budgeting & OPEX Planning Sundeep Gupta - PwC Agenda Section Topic Page No Why is Planning & Budgeting

More information

2012 K-12 SCHOOLS: FACILITIES MANAGEMENT SURVEY

2012 K-12 SCHOOLS: FACILITIES MANAGEMENT SURVEY 2012 K-12 SCHOOLS: FACILITIES MANAGEMENT SURVEY EXECUTIVE SUMMARY SIX KEY CHALLENGES: #1: Do More with Less #2: Embracing Energy Management #3: Expanding Cloud-Based Tools #4: Evidence-Based Maintenance

More information

Aligning Supply and Demand with Sales & Operations Planning. Kamal D Soni, Sr Presales Consultant Business Analytics Software, IBM India/SA

Aligning Supply and Demand with Sales & Operations Planning. Kamal D Soni, Sr Presales Consultant Business Analytics Software, IBM India/SA Aligning Supply and Demand with Sales & Operations Planning Kamal D Soni, Sr Presales Consultant Business Analytics Software, IBM India/SA Customer service pressures Customers are more demanding Demand

More information

Agile Master Data Management A Better Approach than Trial and Error

Agile Master Data Management A Better Approach than Trial and Error Agile Master Data Management A Better Approach than Trial and Error A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary Market leading corporations are

More information

A Strategic Approach to Establishing Two-Tier ERP

A Strategic Approach to Establishing Two-Tier ERP A Strategic Approach to Establishing Two-Tier ERP A Single System May Not Be the Right Choice for Your Company White Paper Sponsored by Aligning Business and IT To Improve Performance Ventana Research

More information

IT Governance. What is it and how to audit it. 21 April 2009

IT Governance. What is it and how to audit it. 21 April 2009 What is it and how to audit it 21 April 2009 Agenda Can you define What are the key objectives of How should be structured Roles and responsibilities Key challenges and barriers Auditing Scope Test procedures

More information

Retail Portfolio Management: Opportunity Prioritization and Approach

Retail Portfolio Management: Opportunity Prioritization and Approach !! retail Omnichannel consulting Pricing and industry Approaches thought! 1 leadership Retail Portfolio Management: Opportunity Prioritization and Approach! Retail Portfolio Management! 2 Portfolio Management

More information

IT Owes Much to PMOs

IT Owes Much to PMOs IT Owes Much to PMOs Doing More with Less Doing more with less is the mantra of IT organizations reuse and productivity, and nowhere recently have these principles been more effectively applied than in

More information

COGNOS PLAN-TO-PERFORM BLUEPRINTS CAPITAL EXPENDITURE PLANNING

COGNOS PLAN-TO-PERFORM BLUEPRINTS CAPITAL EXPENDITURE PLANNING BUSINESS VALUE GUIDE VOLUME 6 COGNOS PLAN-TO-PERFORM BLUEPRINTS EXPENDITURE PLANNING PLANNING EXPENDITURE PLANNING Capital Expenditure Planning helps companies manage crossenterprise capital expenditures

More information

Making finance more than just a scorekeeper

Making finance more than just a scorekeeper www.pwc.com/sap Making finance more than just a scorekeeper PwC Consulting Services An overview of PwC s SAP Finance Transformation solution SAP Finance Transformation Finance organizations have been evolving

More information

September 2013. Tax technology: Creating a strategic asset

September 2013. Tax technology: Creating a strategic asset September 2013 Tax technology: Creating a strategic asset Introduction When it comes to strategies for using technology in the tax function, how are leading companies positioned? Where do major organizations

More information

VMware Cloud Adoption Study

VMware Cloud Adoption Study VMware Cloud Adoption Study Executive Summary May 2012 Contents About the research 3 Objectives 4 Overview 4 Key Findings 5 European enterprises to spend a third of IT budgets this year on cloud computing,

More information