2. Lessons Learned From The Last Downturn
What Winners in Last Recession Did Right
Set priorities based on VALUE
creation
• Focus: strategic cost management
AND value creation
Leveraged TECHNOLOGY
• Invested in systems to gain &
manage insight on value drivers
Collaborated with customers to
develop NEW products
• Developed new products, services
uniquely suited to downturn
Note: Winners outperformed others in industry 6 years following
SHAPED demand through pricing for
1990-91 recession. Losers are those that underperformed others in profitability
the industry. -- Source: Accenture
• Shaped demand to gain market
share and profits
Business Environment & Supply Chain Management
A Time of
Change and
Innovation.
3. Changing Information Needs
Pressures Shaping
• Retailers’ information advantage Consumer Products IT
• Consumer buying behaviors and
interactions
• Global expansion and emerging
markets
• Synchronization across value chain
participants
• Need for agile IT response
Paradigm Shift in Information Flow
Current State Future State
Consumers Consumers Retailers
Retailers
Distributors Suppliers
Distributors Suppliers
Marketing Information Marketing Planning/
Analytics Analytics
Product Human Product
Human
Management Transactional Resources Management
Information Resources
Processing
Platform
Platform
Innovation Planning Innovation Transaction
Processing
Finance Finance
4. From Automation To Differentiation
Knowledge - Sales & Operations Planning
Based, - Network Centric Product
- New Product Development Innovation
Collaborative & Launch
- Demand Sensing & Shaping
- Distributed Order Management
- Collaborative Supply Execution
- Personalized Customer
- Supplier Development
Service
Process - Forecasting
Complexity
- Account Management (SFA) - Channel Management
- Order Entry - AR - E-Commerce
- AP - Customer Self Service
- Employee Tracking
- Employee Self Service
Automation - Basic Accounting
- EDI / VMI
Based,
Transactional
Internal External,
Process Reach Universal
From Automation To Differentiation
Knowledge - Sales & Operations Planning
Based, - Network Centric Product
Collaborative Differentiated Business
- New Product Development
& Launch
Innovation
Processes & Shaping
- Demand Sensing
- Distributed Order Management
(20% of IT Collaborative Supply Execution
- Budget)
- Personalized Customer
- Supplier Development
Service
Process - Forecasting
Complexity
- Account Management (SFA) - Channel Management
- E-Commerce
Commodity Business
- Order Entry - AR
- AP
Processes
- Employee Tracking
- Customer Self Service
(80% of IT Budget) - Employee Self Service
Automation - Basic Accounting
- EDI / VMI
Based,
Transactional
Internal External,
Process Reach Universal
14. Today’s Integrated Planning Systems
Email and Excel
Financial Planning
Financial Planning
Long-Term
Long-Term Financial
Financial Working
Working
Treasury
Treasury Profitability
Profitability Performance
Performance
Financial
Financial Planning &
Planning & Capital
Capital
Management
Management Management
Management Scorecards
Scorecards
Planning
Planning Budgeting
Budgeting Planning
Planning
Human
Human Product
Product
Demand
Demand Customer
Customer Supply
Supply Logistics
Logistics
Resources
Resources Performance
Performance
Management
Management Management
Management Planning Planning
Planning Planning
Planning
Planning Management
Management
Functional Operational Planning
Functional Operational Planning
Financials Human Resources CRM SCM Manufacturing
Better Approach
Real time, continuous and collaborative Sales and Operations Planning process
• Replace disconnected processes
Product Demand Supply Finance
– Move off of standalone Excel
– Stop manual “integration” by email
• Minimally, start with traditional
S&OP process implementation
Product Demand Supply Finance
– Demand and supply balancing
– Data integration
• Better: move to continuous, event-
Demand
Trade
Supply
driven S&OP
S&OP
Risk
– Manage by exception, proactive alerts
Design
– Optimized what-if scenarios
Finance
– Forward looking analytics
Event-driven Sales and Operations Planning
– Unified platform: integrated data and process
15. Start quickly – Progress at your own pace
Evolve to a best-practice Sales and Operations Planning process
Network optimization and
design
Promotion optimization
Risk Management
Inventory Optimization
Product life cycle management
Demand shaping
Demand and supply balancing
Workflow driven exceptions
Promotion planning
Financial planning
Eliminate Single consensus demand number
spreadsheets
Pre-defined S&OP analysis worksheets
Demand and supply review
Financial review
Personal dashboards
Key takeaways
• It is time for change and just ERP based IT
infrastructure that merely automates process is not
enough
• Demand driven value chains that
– Sense and Predict Demand Closer to point of Consumption
– Shape Demand for Profitability
– Align Operational Plans and Corporate Goals
– Have built in forward-looking analytics so executives can
quickly understand and make informed decisions
– Provide integrated system that enforces executive S&OP
decisions at operational planning level