Moving From 'What Is' to 'What If'
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This document discusses moving from static reporting to more dynamic planning and analysis. It outlines challenges with current disconnected planning, reporting, and budgeting systems. The goals are to provide a single version of truth across financial and operational data for scenario planning, driver-based forecasting, and real-time supply chain visibility. Integrating multiple data sources and maturity of integration is addressed. Examples demonstrate benefits like reduced promotion planning times and faster financial reporting. The solution aims to provide flexible, scalable, and easy-to-use analytics and planning across the organization to improve decision making.
Moving From 'What Is' to 'What If'
- 1. Moving From ‘What is’ to ‘What if ’
- 2. 2Better decisions. Better business. Andy Noyce, F&B/CPG Alan Bagnall, Manufacturing Gavin Clark, Logistics & Distribution Andrew Rae, Processing & Manufacturing Oliver King, Pharma Introductions:
- 3. 3,000+customers 150+ partners International Software Vendor Headquartered In Chiasso (Switzerland) London and Boston Founded in 1994 Exclusively focused on BOARD BOARD International at a Glance
- 5. 7Better decisions. Better business. Demand Planning Customer Service Sales Forecast Profitability Analysis Reporting ERP CRM SFA Dashboards DWH Financial Budget Capacity Planning Planning, Reporting and BI are disconnected, decision making processes are fragmented Today:
- 6. 8Better decisions. Better business. The Challenges: • Multiple point solutions with high cost of ownership and inflexible • High use of excel…..fragmentation • Difficulty in combining sets of data – multiple sources, cross- network, etc • No synergy between reporting, planning & forecasting • Multiple versions of the truth….. • ……and low confidence in the validity of the information • Static Reporting with little Analysis
- 7. 9Better decisions. Better business. The Challenges:
- 8. 11Better decisions. Better business. Basic integration: ad hoc data sharing (annual / quarterly budgeting etc); disjointed planning; spreadsheet takeover for providing input, analytics Intermediate integration: tools & systems are talking to each other, but there are still gaps. Spreadsheets are still being used for reporting, data analysis in specific areas Advance integration: tools & systems are in place, processes are well- established and tested, cross-functional planning, closed loop data sharing, reporting and analytics SUPPLY CHAIN PLANNING, REPORTING, ANALYTICS FINANCIALPLANNING,REPORTING,ANALYTICS Advanced Intermediate Basic Led by operations (supply chain tools & systems) Ledbyfinance(tools&systems) Integration Maturity Chart (tools & challenges)
- 10. 14Better decisions. Better business. The Objectives: Internal & External Visibility One version of the truth Provide Governance, Scalability & Flexibility. Manage huge data volumes & users Go from Reporting to Self- Service Analysis. Linking Planning & Forecasting Move from Data Rich to Information Rich Financial & Operational Visibility
- 11. 16Better decisions. Better business. Financial and Operational Data: • Bringing in both information sources • Single version of the truth • Spotting the gaps • Enables Driver Based Planning • What is – What if – Scenario Planning • Customer Service
- 12. 17Better decisions. Better business. Real-time Supply Chain & Visibility: Benefiting from many advantages including: • Insight into demand • Insight into inefficiencies • Strategic workflows • Integrated customer experience • See new ways of doing business
- 13. 18Better decisions. Better business. What We Don’t Know: • Predictive Analytics – Forecasting • Additional Data examples: - Weather - Tracking (location/temperature) - Promotions - Travel - Regulatory changes • Better Scenario Planning – Best case, Worst case – no limitations
- 14. 19Better decisions. Better business. Insights:
- 15. 20Better decisions. Better business. Trade Promotion Planning example: Solution: • Management of Multiple promotion lifecycle stages • Automatic calculation of rates of sale and distribution • Forecasting of shipment volumes Benefits: • Reduction in isolated and repeatable activity • Dynamic link between promotion, forecasting and Demand Planning • Consistent and reliable inputs and outputs
- 16. 21Better decisions. Better business. IBP & Analytics DRIVER BASED Planning & Analytics
- 17. 23Better decisions. Better business. Pervasive BI & CPM across Europe ▪ Previously it would took 25 minutes to run each report, now takes seconds. ▪ Previously it took 10 hours to generate a scenario plan, now takes 2 seconds. ▪ Previously it took the accounts department two weeks to reconcile now it’s within an hour. ▪ Now have a future-proof platform to manage Performance Management – all in one environment. Executive Dashboard / KPIs / Reporting Rolling Budgeting & Forecasting Inventory Planning SAP data integration across the Supply Chain
- 18. 25Better decisions. Better business. Global Planning & Analytics The Company • PUMA is one of the world’s leading sport-lifestyle companies • 9,500 people, € 2.7 billions turnover • Distribution in 120 countries Worldwide Demand Planning & Forecasting ▪ Merchandise & sales planning ▪ Forecast steps & rolling forecast ▪ Integrated and optimised Supply Chain will ensure better product availability and reduced stock ▪ Operational Planning
- 19. 28Better decisions. Better business. Production Planning Example:
- 20. 29Better decisions. Better business. KPI Example:
- 21. 30Better decisions. Better business. Summary: • Flexible and Scalable Solutions • Self Service – Own the Solution • Configurable to your process • Ease of use – user adoption • Don’t boil the Ocean
- 22. BOARD Overview
- 23. Demand Planning Financial Consolidation Sales Budgeting Profitability Analysis Reporting ERP CRM SFA Dashboards DWH Financial Budget Capacity Planning BOARD: Unified BI & CPMToday BI & CPM are disconnected, decision making processes are fragmented
- 24. 3,000+ Customers all over the world
- 25. Thank you