SAS for the Department of Business Studies, ASB

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1 SAS for the Department of Business Studies, ASB Kaare Brandt, Business Advisor, SAS Didde Pedersen, Academic Consultant, SAS Lars Søndergaard, Servicedesk Manager, ASB Lasse Skydstofte, Director, SAS Copyright 2010 SAS Institute Inc. All rights reserved.

2 Agenda SAS for the Department of Business Administration Who are we? SAS and ASB partnership Business Analytics according to SAS Teaching with SAS SAS for Management Accounting SAS for Logistics, SCM and Finance An example of a course with SAS SAS Academic and ASB AMLab Services through the SAS Academic and AMLab coorporation Next Step & Questions 2

3 SAS Institute and ASB strategic partnership Supporting the ASB strategy IT in everything Key objectives: Making it possible to integrate IT in teaching also across disciplines Supporting the use of analytical tools in research projects Resources offered through the partnership: All SAS software solutions and tools A comprehensive service package directed towards teaching support 3

4 SAS Institute 45,000 CUSTOMERS GLOBALLY 735 IN DENMARK CUSTOMERS IN 119 COUNTRIES GLOBAL HQ IN NORTH CAROLINA OFFICES IN COPENHAGEN AND SKANDERBORG THE POWER TO KNOW 92 of the top 100 companies on the 2009 FORTUNE Global 500 list 11,043 employees / +300 in Denmark 23% of revenue reinvested in R&D MARKET LEADER Founded in 1976 in Denmark since 1984 The world's largest privately held software company USD 2.31 billion globally and 521 million DKK in Denmark Global growth every year Market leader in Denmark 4

5 Business Intelligence and Analytics Intelligence What s the best that can happen? What will happen next? What if these trends continue? Why is this happening? What actions are needed? Where exactly is the problem? How many, how often, where? What happened? 5

6 Business Analytics Definition Executive Sponsorship & Vision Hiring & Training Processes, responsibilities, skills, and technology that provide enterprise information to understand the past and present and enable shaping the future. Data Integration & Information Management Analytics Query & Reporting Performance Management 6

7 Business Analytics Framework IDC is the premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications, and consumer technology markets. IDC helps IT professionals, business executives, and the investment community make fact-based decisions on technology purchases and business strategy 7

8 Our Main Focus Is Our Customers SAS Institute s knowledge, competences, experience and best practice Identification of challenges SUPPORT BUSINESS Evaluation and Learning TRAINING CUSTOMER TECHNOLOGY PROJECT/ PROCESS Implementation 8

9 Teaching with SAS SAS products offer different approaches to teaching A SAS solution is a combination of tools designed to solve a specific business problem Teaching with a SAS solution gives your student focus on: Decision-making based on data Building models for decision-making A SAS tool is a stand alone product designed for specific types of data analysis Teaching with a SAS tool gives your student focus on: Methodology The importance of data quality Different types of analysis 9

10 Management Accounting Copyright 2010 SAS Institute Inc. All rights reserved.

11 11

12 Inefficient Budgeting / Close Process Typical example Management review and modeling Difficult to certify correctness of data from multiple sources Manual processes make it difficult to respond to ad hoc requests for analysis or last minute changes Lack of financial transparency Lack of scenario modeling and impact analysis capabilities Group close/budget preparation High number of late adjustments Manual eliminations, reclassifications, cost allocations etc. Challenge to meet close dates Data submission for group budget/close Manual processes and spreadsheets used to transfer data from local to group chart of accounts with no automated mapping Time consuming data validation Lack of automated audit trails and versioning Controlling Consolidations Internal Audit Financial reporting Little automation in preparing reports High auditing costs Separate system/models for internal and external reporting Local budget/close cycle Use of spreadsheets and workflow require version control and contribute to errors Manual journal entries and reconciliation of data from disparate systems increases time to close Intercompany reconciliation Little transparency across different ERP systems Manual reconciliation and elimination Time consuming and error prone processes 12

13 Efficient Budgeting / Close Process A best practice approach Management review and modeling Visual tools help deliver key insights and validate data, calculations and business unit results Full transparency from group level to source data and local reporting Multidimensional model supporting all analysis and modeling needs Flexibility in relation to reporting currency Group close/budget preparation Automated eliminations, consolidations, journal entries and audit trails Coordinated worldwide closing/budget schedule Complete visibility over processes, workflow, owners, reviewers, etc. Controlling Data submission for group budget/close Unified group chart of accounts Automated data integration and mapping from local to group accounts with proper reconciliation Effective workflow for administration of electronic data collection forms Consolidations Internal Audit Financial reporting Automated reporting package preparation Multiple reporting formats Improved transparency increases stakeholder confidence Automated and documented audit trails Local budget/close cycle Standardized budget model Real-time synchronization of all tasks and controls Monitoring and control Intercompany reconciliation Automated reconciliation Alerts identify exceptions Workflow based reconciliation 13

14 Cost and Profitability Models Use cases - examples Process improvements Value creation analysis Capacity utilization Quality analysis Cause and effect analysis Benchmarking Financial analysis Transfer pricing Internal cost allocation Activity analysis Cost reduction exercises Activity-based budgeting Network analysis CLV models Strategy/Goals Learning Growth & Growth Customer Internal Process Financial Profitability analysis ABM / Prof.Man. By customer By sales channel By service By product By market segment By a combination of the above Customer prioritization Standard and unit cost calculation Efficiency analysis Production calulations Inspiration analysis Outsourcing analysis Supply chain restructuring Restructuring analysis Critical Critical Success Success Factors Factors CSFs) ( Organization Performance Measures Divisional or Process Level Performance Measures 14

15 Competitive Advantages from Profitability Insight Use cases - examples Retention of the profitable customers Profitability per customer Realization of the customers potential Insight in profitability through the entire business model Profitability per product and service Pricing of products/services considering profitability Development of new profitable products Profitability per sales channel Restructuring of organization according to the segment s profitability Make processes more efficient 15

16 Logistics, SCM and Finance Copyright 2010 SAS Institute Inc. All rights reserved.

17 Matrix Computations Linear Algebra - Eigenvalue decompositions etc. Multivariate statistics IML-PLUS Calling of C, R, FORTRAN, Java 17

18 Time Series Insight and forecasting Past Seasonality and trends Relations to other time series Effect of campaigns or events You Are here Future Forecasting Scenarios Simulations 18

19 Service Assignment Problem How many (or who) should work on what problems? Worker 1 Price: 12 Task 1 Demand: 36 Task 2 Demand: 32 Worker 2 Price: 30 Task 3 Demand: 30 19

20 Service Assignment Problem Mathematical formulation and solution Maximize Revenue = 30 * Worker * Worker1 Task 1: 4 * Worker2 + 1 * Worker1 <= 36 Task 2: 3 * Worker2 + 2 * Worker1 <= 32 Task 3: 2 * Worker2 + 3 * Worker1 <= 30 Worker1 >= 0 Worker2 >= 0 20

21 Operations Research SAS/OR keywords Mathematical Optimization Linear Programming: Primal Simplex, Dual Simplex, Interior Point Mixed-Integer Linear Programming: Branch and Bound with heuristics, cutting planes Quadratic Programming: Interior Point Nonlinear Programming: Unconstrained: Fletcher-Reeves, LBFGS, Polak-Ribière, CGTR Linearly constrained: Conjugate Gradient, Trust Region, Newtontype w/line search General nonlinear: Sequential Quadratic Programming, Interior Point Nonlinear, Quasi-Newton Other topics (Procedures) Project Models, PM Constrained Logic Programming, CLP Genetic Algorithms, GA Bill of Material Processing, BOM 21

22 Discrete Event Simulation Example: Effect of two different options Medical clinic with two doctors How should one position the break? :00 12:00 14:00 17:00 Option A Opening hours 8:00 17:00 Lunch break and Man-power-hours 16h :00 12:00 14:00 17:00 Option B Opening hours 8:00 17:00 Lunch break 2 x Man-power-hours 16h 22

23 Discrete Event Simulation 23

24 Discrete Event Simulation Keywords, properties and areas of application Models mimic systems in which the state changes only when discrete events occur Supply Chains Call Centers Emergency Rooms Retail Stores Can capture significant random elements: timing of events, preferences, chance events, etc. Lets you play what if and observe performance: With different operating conditions and circumstances With different configurations and other available choices Entities Representations of individuals, objects, etc. Can carry multiple attributes Move through the model, representing:» Physical movement in the system» Changes in state or condition Resources Provide support or aid (service, supply, etc.) to entities May be limited or unlimited 24

25 Analytical Management Lab An Example Copyright 2010 SAS Institute Inc. All rights reserved.

26 Strategic goal seeking A simulation approach to balanced scorecard 2 TRANSLATE THE STRATEGY DEVELOP THE STRATEGY 1 Strategy Map / Themes Measures / Targets Initiative Portfolios Funding / Stratex Mission, Values, Vision Strategic Analysis Strategy Formulation 3 ALIGN THE ORGANIZATION TEST & ADAPT 6 Business Units Support Units Employees Strategic Plan Strategy Map Balanced Scorecard Stratex performance measures Profitability Analysis Strategy Correlations Emerging Strategies 4 PLAN OPERATIONS Key process improvement Sales planning Resource capacity plan Budgeting results Operating Plan Sales Forecast Resource Requirements Dashboards Budgets performance measures MONITOR & LEARN Strategy Reviews Operating Reviews 5 results EXECUTION Process Initiative How is the strategy map designed and used for an effective goal seeking 26

27 Even in troubled times, execution is the leading concern of executives world-wide. 27

28 The Strategy Map and scorecard as a empowerment tool in the organization Executive trends having focusing more on value creation by Communicate their strategy to their workforce. Ensure that the workforce understands it and is funded to take action. And then hold managers and employee teams accountable 28

29 SAS and AMLab Adding service and competence to your use of SAS Our goal is to make it easy to integrate relevant, analytic IT tools both when it comes to research and teaching. Accordingly, AMLab and SAS Institute jointly offers software, service and competence development. 29

30 Teaching/developing new courses: Consultancy: Counseling from SAS experts, demonstration of software, course ideas etc. Guest lecturing given by SAS Institute: Covering business aspects in connection with the use of business analytics software. Introduction to software: On lecture level (typically one lecture after which we recommend hands-on workshops). Course workshops: Typically 2x2 or 3x2 lessons in the use of a specific product. Both the teacher and the instructors from AMLab will be present in these lessons. Project workshops: The students will get support, which will help them use the specific SAS applications on their own projects 30

31 Teaching/ developing new courses: Teaching Materials: We offer academic trainer s kits for all SAS products. Each trainer s kit includes PowerPoint slides, course notes in Word, data sets and practice exercises. Additionally, AMLab offers to help you prepare tailor-made teaching material for your course. Books: SAS Publications offers you two complimentary evaluations copies per year. And if you need an extra, just let us know! Support: If you have any questions as to SAS software or to the implementation of the software, both AMLab and SAS technical support will be happy to help you. 31

32 Competence Development For academic staff: Courses: The academic staff at ASB is offered SAS courses, which are arranged through AMLab. For staff and students: SAS E-learning: 8 courses for unlimited use For students: Certificate Programs: If you use SAS programming or SAS data mining in your teaching, SAS can help you providing your students with globally recognized credentials denoting their advanced skills at cost price. Diplomas: If you use SAS software in your teaching, SAS Institute can help you issue diplomas documenting your students IT skills 32

33 Research Assistance to researchers: AMLab and the members of the Analytics Group can carry out data analysis using SAS software as part your research project. This arrangement is supported financially by SAS Institute, which means that you can get funding for the work you need done. Manuals: There are more 100 different manuals, which means that no matter within which area you need to know more, we will be able to help you. 33

34 Next step and thank you for listening Just let us know that you are interested, and we will start working om matching our resources with to your specific course More information: Questions? 34

35 Copyright 2010 SAS Institute Inc. All rights reserved.

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