Getting a Return On Intelligence

Transcription

1 Getting a Return On Intelligence Chris Lines Eagle Technology Group Limited February 2003 New Zealand Oracle Users Group Conference

2 Presentation Information (Hidden Slide) h Author: Chris Lines h Company: Eagle Technology Group Ltd h Contributor(s):, John Kreisa h Presentation title: i Getting a Return On Intelligence h Presentation abstract: Dashboards and management cockpits are on the top of the executive agenda as senior executives struggle to answer the question, "How is my business doing today?" Enterprise Performance Management (EPM) is a strategic use of BI to measure and monitor business performance from the executive level down to the line level, and horizontally across the business using best practice business methodologies. In this session learn more about the performance management, current business drivers, and how Business Objects analytics provides the engine to enhance corporate performance. 2

3 Agenda h Top business challenges in 2003 h Enterprise Performance Management h The Business Objects Solution h Conclusion and Q & A 3

4 Getting a ROI If you were to ask the question How is my business doing today? Would you expect a sensible answer? 4

5 Too Much Data, Too Little Insight The typical big company now owns some 400 applications, few of which were designed to share information with each other. Analyze This Forbes April 1, Information overload continues to be a huge issue for organizations of all sizes. This starts at the application level and works its way up. Large companies have 400+ applications and none of them were ever designed to share information not with the end user, not with each other. New Zealand owns approx. 73 Applications We begin to see why EAI has become such an important technology set

6 Too Much Data, Too Little Insight Every nine months the amount of data doubles as they store records about customers, inventory and employees and most of that data goes to waste. Analyze This Forbes April 1, The amount of data an enterprise generates doubles in less than a year. Data in all departments: sales, marketing, supply chain management, logistics, goes to waste. This is the enterprises collective intelligence locked away

7 Too Much Data, Too Little Insight IBM figures companies use less than 1% of their data for analysis. Analyze This Forbes April 1, Worse, there is no ability to analyze what is important. There is no ability and no time to get the insight required.

8 The Cost Enterprise employees may lose as many as three hours per day on often futile information hunts, causing the top 1,000 U.S. companies to lose $2.5 billion annually. Capturing Enterprise Expertise Basex, April 2002 Fortune 1000 companies will waste $7.5 billion this year due to difficulty in accessing information. IDC, Information overload has a huge cost to business. Decision makers spend all of their time trying to find information, only to come up empty, frustrated and further behind. Think of the productivity that could be gained if there is was proactive way to deal with information. How much better would your organization perform? What would be the business impact if each person in the organization could pick up just one more hour per day?

9 Who Owns The Problem? People like to say management made me do it. (in reality) We are all management. Jim Kilts - Chairman and CEO Gillette. Fortune January This is a quote from Jim Kilts, CEO of Gillette, a packaged goods leader known best for health and beauty products including the razors that most people use. He is in the process of driving Gillette through world wide reorganization to restore fiscal health and profitability in the business. His point here is that everyone owns the problem of delivering f or customers, solving problems and driving results. There is no excuse for not being on track, not performing, and not having all activities supporting the goals and objectives of the business. Everyone has their key metrics, responsibilities and role in the organization. Everyone needs to deliver results

10 The State of BI Affairs The BI patchwork h Typically, organizations have a multitude of non-integrated business systems The BI Patchwork h Each system has its own unique view of the business h The picture gets even more complex as companies grow, merge, and acquire h The result: A patchwork of BI systems 10 As BI rises in strategic importance, organizations find themselves needing to standardize across all departments. When inspecting their existing BI investments they find a patchwork of BI implemented across the organization. In many cases, they will have Brio in one department, Cognos in another department and Business Objects in a third. This creates a disintegrated view of the business and means that each department has their own unique view of the data. From a business perspective this means that cross departmental meetings and decisions are bogged down by data accuracy conversations instead of accelerated by driving the business forward against one version of the truth, or one consistent definition of the data. As companies grow, this situation becomes even more complex, and customers continue to find a patchwork of BI solutions across their organization. Anecdotes

11 Value of Enterprise Analytic Applications h Attain deeper business insight h Create a more collaborative work environment h Achieve a 360 view of the business h Deliver greater business value faster h One version of the truth The BI Patchwork Enterprise Analytic Applications Common BI Framework Insight 11 Enterprise Analytic Applications are just that enterprise in scope. With the enterprise analytic applications you gain insight not only into one department but across the entire organization. Analogy Business problems are rarely departmental in scope. For instance a revenue problem may span multiple departments from sales, to product marketing, to manufacturing, to shipping, and to finance even HR. So to solve that problem, users need analytic applications that span the whole chain of interdependencies. As a result, they would get a 360 degree view of the business and would be able to make decisions in collaboration with other departments. The most important benefits one receives with enterprise analytic applications are the standardization of the capabilities across the user base and the ability to drive decisions against one version of the truth, one definition of a SKU, a customer, a supplier, revenue, margin etc. This way the organizations spends 100% of the time making decisions as oppose to debating data validity.

12 Aligning Business, Technology and Return As companies attempt to leverage the investments made in customer relationship management (CRM), supply chain management (SCM), and enterprise resource planning systems(erp), the need for an integration mechanism becomes as important as the analytics. IT Trends 2003 Keith Gile, Giga Research, December Critical to driving performance in getting all the investments in technology to pay for themselves and show more return for the business. That means two things: 1. All the big enterprise applications ERP, CRM, SCM need to be wrapped in a way that information can captured, digested, and shared to drive better performance. There has to be a way to integrate. 2. Analytics are required to make sense of not just data moving and activity happening, but to understand why and deliver better insight. Success in tackling this problem will enable you to better address your top business challenges and drive better performance across departments, business units, teams and the entire enterprise

13 The Top Business Challenges in 2003 h Delivery for key customers h Drive cost out of the business h Connect strategic goals to actual performance h Align business operations with IT h Leverage existing infrastructure 13 Let s take a look at the top business challenges for 2003 discussion on each Delivery -On time -As requested Cost -Supplier costs

14 Agenda h Top business challenges in 2003 h Enterprise Performance Management h The Business Objects Solution h Conclusion and Q & A 14

15 Enterprise Performance Management (EPM) h Defined: The application of BI, metrics, and methodologies to improve enterprise performance h Why now? i Downturn driving focus on operational dashboards i Need for increased financial transparency and control i Plethora of corporate self-help methodologies i Acceptance of balanced scorecard concepts i Desire to see real return on ERP/CRM investments i Enabling infrastructure in place (DW, ERP/CRM) 15 Definition BI, metrics, and methodology to improve performance. Note that they should be able to use their budget or forecasting system, EPM systems should be agnostic. This about performance across the enterprise all roles, all levels, executive level to line level and horizontally across departments. (not just finance).

16 EPM Process Benefits Incorporating business process and workflow, users want to h Monitor i Track the business automatically q Against a basket of critical questions q Through the customer life cycle q Over time h Interpret i Easily interpret business status i Measure the impact over time h Act i Automate appropriate action q When the business changes Automating The Analysis Process 16 Analytic applications: Monitor and deliver domain-specific, and often industry-specific intelligence. Manufacturer Building Products might want to monitor What s On intelligence ie Building Permit applications from various councils within a region simply as a benchmark for growth or a District Health Board may wish to monitor drug usage or uptake from the likes of Pharmac. Are designed to answer strategic business questions that often require interpretation of trend histories Serves up relevant information to users what they want, how they want, and when they need it the most, allowing them to take the appropriate action or make the best business decision.

17 Requirements for Performance Management h Close the loop between strategy & execution i Connect goals to metrics to owners i Move from metrics management to rapid action h Increase speed & access to critical data i Right time vs. real time i Executive level to line level h Analysis of impact i Insight into business activity and projected results i Trend monitoring and and root-cause analysis h Rapid return i Integrate existing hardware, software, systems i Show ROI in months 17 Success in meeting the business challenges requires a strategic approach to performance management You have to close the loop between strategy and execution by connecting goals to metrics to owners Increase business velocity by getting the right information to the right people at the right time, across the organization. From the executive level to the line level, and horizontally across all departments, everyone needs access Provide analysis of impact to understand not just what happened, but why. Manage to exceptions at the executive level, with the capability to drill down and understand the root cause and fix the problem And it has to show rapid return. The requirement is to leverage the systems already in place to get dashboards up rapidly, show business return and then provide analytics depth. The ROI needs to show immediately.

18 EPM Process Flow Process drives performance across the enterprise hepm is a process hstrategies produce goals hgoals drive metrics hgoals and metrics have owners hanalyze exceptions & impact hdecide what to do hset new goals htake action 18 Enterprise performance management is a process (not a product) to optimize and improve results across the organization. We help drive the process across departments and up and down thru the organization. Strategies drive goals (To achieve our target, we need to launch a new product and improve sales performance by 10% vs. last year) Goals drive metrics (To achieve our sales target, we need the northern region to improve 5% quarter on quarter and the southern region 8% quarter on quarter We need consistent 80% line capability to meet our efficiency target) Goals and metrics have owners: (Sales person productivity of X, 90% satisfaction on all customer calls to the call center) Need to analyze exceptions: If sales falls below a target, or asupplier fails to ship, everyone gets alerted Make decisions: Rapidly understand what is happening and why, to drive new decisions (change supplier, start new marketing campaign, offer a specific discount a product, etc) Take action: Resetting the goals in the process

19 Step 1 Mapping Goals, Metrics and Owners Personalized delivery of metrics to proactively manage and optimize business delivery h Performance metrics i Key performance metrics vs. all performance metrics h Audience rolls and information requirements i Dashboards for executives i Advanced analytics for power users i Interactive reports h Consistent with methodology i Selection and connection of metrics i Conforms to methodology i BSC, Six Sigma, EVA, etc 19 The first step is to decide what metrics are important and attach them to goals. Methodology plays a roll here, but it starts with what are the key performance indicators that should have priority. It is also critical to understand audience and user requirements. Executives may only need a dashboard while other users may need more advanced analytics. The roll of methodology is important to determine these requirements. Dashboards and scorecards should be consistent with performance methodology from the top of the corporate level on down.

20 Metrics To Monitor And Manage Proactive access to key indicators h Dashboards & Scorecards i Key performance indicators (KPI) i Stop-lights, speedometers, graphics, charts h Reports i Alerts & updates i Interactive and drillable reports h Historical perspective i Actual to target i Historical insight i Proactive & predictive management 20 Once KPIs are determined, IT can configure graphics configurations and displays for end users They can also determine what reports and alerts are required and who has access. Some users may be allowed the ability to drill in and get more information, especially if they are already users of a specific reporting and analysis tool such as Business Objects.

21 Step 2 Managing the Metrics Personalized delivery of metrics to optimize organization performance h Dashboards and Scorecards i Customized by user community h Monitor and visualize i Charts, graphs, histograms h Predictive capability i Time-series analysis h Centralized IT control i Catalogs of key metrics i Centralized user management, security, activity 21 Once the set up work is done, dashboards and scorecards are ready to go live. They should be capable of being customized by role, department and level in the organization, as well as by how the information is to be used. IT need to be able to maintain centralized control of metrics through a cataloguing capability to maintain one version of the truth. Most importantly they should be able to control who has access, making sure that it is consistent with internal security requirements. They should also be able to monitor activity over to time to understand user needs.

22 Step 3 Driving Analysis Insight and context to make decisions h Analyze exceptions h Determine cause i Root cause & historical h Examine impact i Week, month, year i Plan vs. actual h Assess alternatives i Dynamic, flexible, iterative process h Individuals and groups i Shared insight across teams i Provide annotation and feedback 22 With dashboards, management can analyze by exception to make faster decisions and take immediate action. Business managers can drill in to the problem to understand what is happening and to look at impact. Alerts and analysis capability needs to be available across the business so that teams can share information with each other, track progress and drive results.

23 Analysis - Understanding Impact Understanding not just what happened, but why h Enterprise analytic applications i Robust package analytics to deliver insight i Customer behavior, revenue cycle, inventory turns, workforce management h Custom analytic development i Flexible tools, set to business definitions i Use Customer X requirements to determine delivery in full h Reporting and distribution i Drill down to provide root-cause analysis i Custom report generation for business users i Dynamic report generation and publishing 23 Analysis means more than dashboards, it means advanced analytics. These may be custom designed or may come as a part of analytics that incorporate best practice methodologies such as Six Sigma, BCG, SCOR and others these methodologies will be available for all major areas of the business from customer behavior analysis through supply chain.

24 Step 4 One Truth From All Data With custom dashboards and analytics for all departments Sales Mkt. Ops Fin HR SCM Data from all source systems provides a single management view Source Data/Systems 24 In order to drive management of all operations, it is is critical to have direct access to all the systems holding key data. With access to all data, management dashboards and cockpits show one-truth across the business and make sure that metrics only have a single definition. Executives and line level managers see what they need to see, when they need to see it, regardless of infrastructure requirements. This also allows for custom dashboards across departments and functional areas. The sales dashboard should be able to focus on sales force productivity and metrics, while supply management would keep track of line efficiency and performance of key suppliers.

25 Right Information, Right Time Daily information to drive improved management at all levels Planner Sales Manager CFO Do I need to adjust my build plans to supplier delivery dates? Which products are selling best in the western region? 25 Are we achieving our EPS targets? That means the right information, gets to the right people, at the right time. The logistics planner can see sales of a particular product down to region or store level and make sure that her supply operations are in sync with demand requirements and actual sales. The sales manager can manage product mix, margin, and understand the numbers to make quarterly performance objectives. The CFO or Chief Operating Officer can get a roll-up of metrics across the business to understand revenue, expense, activity to determine if he is on target to hit his earnings per share target.

26 Agenda h Top business challenges in 2003 h Enterprise Performance Management h The Business Objects Solution h Q & A 26

27 EPM from Business Objects A process to drive improve organizational performance h Track business performance i Custom analytic dashboards i Monitoring and management of metrics i Enterprise -wide, executive level to line level h Understand impact i Avoid surprises, manage exceptions, monitor trends i Leverage relationships h Manage improved performance i Drive proactive and predictive decisions i Collaborate to manage cost and improve efficiency 27

28 End-to-End BI Platform for EPM Query Reporting & Analysis Portal, Dashboards, Scorecards, Alerting Custom Data Mart Custom Customer Intellgce Product Intellgce Analytic Application Framework BI Framework Data Integration Platform Supply Chain Intellgce HR Intellgce Enterprise Warehouse Finance Intellgce A complete offering Dashboards and scorecards Advanced analytic applications Query, reporting and analysis Enterprise data model Best-of-breed data integration 28 This is a vision of what Business Objects product line-up looks like now. It is a best of breed stack that is a complete offering. When discussing this with a business audience, the key point is that we have a comprehensive offering. We can provide as much or as little as they need now to show results. More importantly, we can grow with them to address the needs of EPM across departments with deep analytic capability.

29 Enterprise Data Model h BusinessObjects Analytics enterprise data model i One truth across the enterprise i Meets business analysis requirements i Easy to load, maintain, and query Siebel DW DW DW SAP Oracle Home Grown & Legacy Enterprise Data Model 29 The BusinessObjects Analytics enterprise data model provides One truth across the enterprise Meets business analysis requirements Is Easy to load, maintain, and query The enterprise data model collects and consolidate data from multiple operational, data marts, and legacy applications into one integrated enterprise schema to drive all your analytic needs. NOTE: Please download and read the BusinessObjects Analytics, One Version of the Truth with the Enterprise Data Modelwhite paper and accompanying Q&A from:

30 BusinessObjects Data Integrator Access, integrate, and deliver data across the enterprise h h h World s first real-time and batch data integration tool Easy, powerful, and enterprise class Simplifies and accelerates data movement and data sharing i Over 40 application, mainframe, database, and technology Interfaces 30 Accessing and integrating data from disparate sources can be a lengthy process and account for more than 50% of the cost of a data warehouse or analytic application project. That time and cost can be dramatically reduced with BusinessObjects Data Integrator, helping businesses rapidly transform data into a corporate asset. Data Integrator is the industry's first real-time and batch ETL tool designed to simplify and speed data movement and sharing across the enterprise. Data Integrator can easily be used to populate the BusinessObjects Analytics enterprise data model.

31 End-to-End BI Platform for EPM Query Reporting & Analysis Portal, Dashboards, Scorecards, Alerting Custom Data Mart Custom Customer Intellgce Product Intellgce Analytic Application Framework BI Framework Data Integration Platform Supply Chain Intellgce HR Intellgce Enterprise Warehouse Finance Intellgce A complete offering Dashboards and scorecards Advanced analytic applications Query, reporting and analysis Enterprise data model Best-of-breed data integration 31 This is a vision of what Business Objects product line-up looks like now. It is a best of breed stack that is a complete offering. When discussing this with a business audience, the key point is that we have a comprehensive offering. We can provide as much or as little as they need now to show results. More importantly, we can grow with them to address the needs of EPM across departments with deep analytic capability.

32 What is in an Enterprise Analytic Application? Product designed to solve specific business problems h Provides i Expertise in analysis and presentation i Expertise in a business domain or function i Rapid ROI up and running quickly h Contains i Pre-built analytics q Analysis technique that answers specific business questions i Pre-built metrics q Simple to complex key performance indicators i Pre-built enterprise data model q Single data model for insight across the business q Business ready, easy to load, maintain, and query 32 So what is an enterprise analytic application. It is product designed to solve a specific business problem. It provides expertise in analysis and presentation. The analytics, the metrics, the reports are presented in a manner that answers questions business users have. It provides expertise in a business domain or function and is aw are of the key performance indicators business users need to track in a given function. It also provides a rapid return on investment and an ability to deploy quickly to end users. An enterprise analytic application contains: Pre-built analytics: which are analysis techniques that answer specific business questions Pre-built metrics: from simple to complex Key Performance indicators can be tracked Pre-built enterprise data model that provides a single schema to drive one version of the truth across the organization. It is easy to load, maintain and query, and is business ready!

33 BusinessObjects Analytics Components Rich analytic capabilities and ease of use h h h h h Instant visibility into most important KPIs i Enterprise analytic dashboards Logical structure i Subject organization i Analytic categorization Advanced analysis i Analytic engines i Analytic techniques Ease of use and learning i Analytic Encyclopedia Enterprise scope analysis i Enterprise data model 33 The BusinessObjects Analytics components are comprised of: Enterprise Analytic Dashboards for instant visibility into the most important KPIs An easy to use logical structure with applications categorized in subject areas. Analytic engines and techniques for advanced analysis above and beyond what you can achieve ordinary BI tools An Analytic Encyclopedia for ease of use, learning, and guided analysis An enterprise data model to drive enterprise scope analysis and one version of the truth.

34 Enterprise Scope Analysis Sales have dropped, inventory is up Sales Analytics What caused sales to drop? List Generation Who are these customers? Customer Analytics Which customers are buying less? Campaign Analytics What s the best way to target former buyers of these products? Product Performance Analytics Which products are they buying less of? Deliver Analytics Is this the cause of inventory surplus? 34 Let s look at what Enterprise Scope Analysis is: Consider this business problem: Sales have dropped and inventory is up. With the BusinessObjects Analytics suite of integrated enterprise analytic applications you can perform an analysis that spans the organization. For instance to solve our business problem we begin our analysis First, using Sales Analytics, we inspect what is causing sales to drop and discover it is due to customers buying less. Then we use Customer Analytics to understand what customers are buying less and then better understand their profile We can then use Product Analytics to understand what products they are buying less of. We can also use Deliver Analytics to understand if customers are returning products and if so why are they being returned and is that affecting inventory. With this customer information we can identify what campaigns may work best to try to inject more revenue into the organization. Once we identify what campaign to use we simply press a button and output what customers want to target, then execute the campaign and revisit the Sales Analytics module. Essentially, you have a 360 degree view of your business with BusinessObjects Analytics an enterprise scope analysis.

35 BusinessObjects Application Foundation The framework for building and deploying analytic applications h h h Deliver integrated enterprise analytic applications i i i Scalable architecture Rapid deployment Extranet ready Gain deeper business insight with integrated analytic services i Segmentation i Metrics i Rules & alerts i Predictive analysis i Statistical process control Empower users with actionable analysis i Dashboards i i Personalized interfaces Alerts 35 BusinessObjects Analytics is the product our customers use to building and deploying analytic applications. With Application Foundation you can: Deliver integrated enterprise analytic applications Gain deeper insight with integrated analytic applications And empower end users with actionable dashboards. Note to presenter: For more detailed slides on Application Foundation please visit the following internal web site:

36 Advanced Analysis Integrated analytic engines h Segmentation i h Metrics i Set-based analysis and segmentation Time series analysis of KPIs h Business rules and alerts i Monitor change by defining business rules h Predictive analysis i Anticipate future outcomes h Statistical processing control i Automate quality tracking and alerting 36

37 Analytic Techniques Consistent re-use of techniques makes learning easier Gains & Losses Switching Quadrants KPI Dashboards BCG Matrices 37

38 Analytic Encyclopedia Ease of use and learning h A business explanation for each analytic h Glossary definition of key terms and metrics h Enterprise search engine h Explore the potential for guided analysis h Interactive feedback h NEW! Metadata mapping Glossary Feedback Guided Analysis Overview Search Engine 38

39 End-to-End BI Platform for EPM Query Reporting & Analysis Portal, Dashboards, Scorecards, Alerting Custom Data Mart Custom Customer Intellgce Product Intellgce Analytic Application Framework BI Framework Data Integration Platform Supply Chain Intellgce HR Intellgce Enterprise Warehouse Finance Intellgce A complete offering Dashboards and scorecards Advanced analytic applications Query, reporting and analysis Enterprise data model Best-of-breed data integration 39 This is a vision of what Business Objects product line-up looks like now. It is a best of breed stack that is a complete offering. When discussing this with a business audience, the key point is that we have a comprehensive offering. We can provide as much or as little as they need now to show results. More importantly, we can grow with them to address the needs of EPM across departments with deep analytic capability.

40 BusinessObjects Analytics BusinessObjects Analytics Applications Customer Intelligence Product and Service Intelligence Supply Chain Intelligence Operations Intelligence Sales Analytics Product Performance Analytics Plan Analytics Revenue Cycle Analytics Modules Available Now Customer Analytics Campaign Analytics Contact Center Analytics Product Management Analytics Source Analytics Make Analytics Deliver Analytics Return Analytics h h h Workforce Analytics Pre-built analytics and metrics Cross-module guided analysis Enterprise data model 40 The BusinessObjects Analytics suite of integrated enterprise analytic applications consists of four applications. Customer Intelligence Product and Service Intelligence Supply Chain Intelligence And Operations intelligence Together they offer pre-built metrics and analytics to answer specific business questions that are departmental or enterprise in nature. They provide cross-module guided analysis and drive one version of the truth with the Enterprise Data Model which we will discuss later in this presentation.

41 Customer Intelligence Helps sales, marketing, and contact center managers improve business performance h Sales Analytics i Optimize sales force, revenue, and pipeline performance h Customer Analytics i Understand and optimize customer lifetime value h Campaign Analytics i Analyze and maximize campaign performance h Contact Center Analytics i Maximize call center efficiency 41 Customer Intelligence helps sales, marketing, and contact center managers improve business performance. It consists of four application modules: Sales Analytics, to optimize the sales force, revenue, and pipeline performance Customer Intelligence, to understand and optimize customer lifetime value Campaign Analytics, to analyze and maximize campaign performance And Contact Center Analytics, to maximize call center efficiency With Customer Intelligence you can track each touch point your organization has with your customers and ensure customer satisfaction, and improved performance across each of these areas.

42 Product and Service Intelligence Helps brand and product marketing managers improve product performance h Product Performance Analytics i Analyze and optimize your product profitability and market share h Product Management Analytics i Optimize price and promotions to increase cross-sell and up-sell opportunities 42 Product and Service Intelligence helps brand and product marketing managers improve product performance. It consists of two modules: Product Performance Analytics, to analyze and optimize your product profitability and market share. You can analyze things like your product portfolio, your market share, and your overall product contribution margin. Product Management Analytics is used to optimize price and promotions to increase cross-sell and up-sell opportunities. How can you better position your products on the shelf to increase the size of the basket? What promotions can you run to enhance product sales?

43 h h h h h Supply Chain Intelligence Providing complete coverage of SCOR* Plan Analytics i Balance plan with demand and improve overall supply chain performance Source Analytics i Analyze the inbound supply chain and optimize procurement Make Analytics i Analyze operations to optimize manufacturing process efficiency Deliver Analytics i Analyze the outbound supply chain to optimize fulfillment and delivery Return Analytics i Manage returns and minimize the return supply chain * Supply Copyright Chain 2003 Council Business Operations Objects - All Rights Reference-model Reserved 43 BusinessObjects Supply Chain Intelligence is the analytic application that helps organizations ensure products are available in the correct quantity, at the correct location, in the most cost effective manner. Supply Chain Intelligence provides the pre-defined business metrics and best-practice analytics companies need to gain insight into the supply chain. Each application module within Supply Chain Intelligence offers powerful, easy-to-use analytics tailored to a specific business area. Business Objects has incorporated the Supply Chain Council s Supply Chain Operations Reference model (SCOR) into Supply Chain Intelligence. The SCOR methodology provides companies with standard terminology, common metrics, associated benchmarks, and best practices for supply chain management. Supply Chain Intelligence now consists of five application modules: Plan Analytics Balance plan with demand and improve overall supply chain performance Source Analytics Analyze the inbound supply chain and optimize procurement Make Analytics Analyze operations to optimize manufacturing process efficiency Deliver Analytics Analyze the outbound supply chain to optimize fulfillment and delivery Return Analytics Manage returns and minimize the return supply chain

44 Operations Intelligence Lets organizations monitor, interpret, and act on critical aspects of their operations h Revenue Cycle Analytics i Accelerate the quote -to-cash process h Workforce Analytics i Maximize workforce recruiting, retention,and results 44 BusinessObjects Operations Intelligence is part of the Business Objects suite of enterprise analytic applications. Operations Intelligence helps organizations monitor, interpret, and act on critical financial and HR aspects of their business. Operations Intelligence provides the pre-defined business metrics and best-practice analytics companies need to gain insight into their revenue cycle and into their human resource processes. Operations Intelligence consists of two modules: Revenue Cycle Analytics Accelerate the quote-to-cash process Workforce Analytics Maximize workforce recruiting, retention,and results

45 Dashboard Examples 45 Sum up with America s Cup analogy and couple of anecdotes

46 Dashboard Examples 46 Sum up with America s Cup analogy and couple of anecdotes

47 Dashboard Examples 47 Sum up with America s Cup analogy and couple of anecdotes

48 Agenda h Top business challenges in 2003 h Enterprise Performance Management h Examples of customer success h Q & A 48 Sum up with America s Cup analogy and couple of anecdotes

49 Q & A Business Objects EPM A process to drive improve organizational performance h Presenter Chris Lines i chris_lines@eagle.co.nz 49