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  • Before we start ...
  • To summarize …
  • BI the Wrong Way (Typical Challenges) BI information silos Multiple BI tools and architectures across applications and departments Multiple data warehouses and data marts No single consistent view of information or consistent definition of business metrics “ How does your team define customer profitability?” Backload of requests for new reports in IT Requests of top management get priority Needs of other Business users -- middle management and “front line” users -- go unmet Report-centric vs. intelligence driving workflow and business processes
  • In the past, there are many products that provide limited business insight as they were mostly built in a silo, e.g. one subject area data mart. However, we have seen over and over again that even simple business questions cannot be easily answered by single subject area silos of data.
  • It is a complete, end-to-end BI environment covering the BI platform and pre-packaged analytic applications. The platform includes a server and end user tools such as dashboards, query and analysis, enterprise reporting, disconnected access to the data -- all supported by a unified, model-centric server architecture. On top of this platform, we have a set of analytic applications consuming the operational data sources and delivering greater insight to larger user communities across the organization via dashboards, query and analysis, alerts, briefing books, and disconnected mode - the same tools we mentioned under the BI platform.
  • So let’s now talk on how Oracle delivers …
  • So let’s now talk on how Oracle delivers …
  • Supply chain executives today face a tough battle of trying to adhere to the CEO’s agenda of sustainable growth and shareholder value while dealing with an ever changing supply chain business model. The drivers for success are operational flexibility, risk management, and continuous innovation and they can really only achieve this by bringing analytics and optimization together into a common platform, as also described by AMR in one of their recent studies.
  • Most companies today have a very unstructured and fragmented process to measure performance. Each department tends to have a spreadsheet driven process with critical company data stored on spreadsheets. Departmental plans are not aligned, and there is misalignment between how departments are measured and overall company objectives.
  • Bridging the divide is all about data integration. Studies by AMR have pointed out that this is not a trivial task: it takes a long time to gather the information, there’s no structured integrated process to the analysis, and a lack of systems compounds the problem as there’s no access to the right supply and demand data to make their decisions.
  • So let’s now talk on how Oracle delivers …
  • Oracle Advanced Planning Command Center enables your company to get a holistic view of supply chain performance: It provides insight to key decisions makers It enables you to proactively respond to deviations in performance, and It enables you to reduce decision making cycle time through process automation
  • Key to understand is that Oracle Advanced Planning Command Center is much different from the traditional data warehouse approach: Unlike the rear-view mirror orientation of a data warehouse, it provides a rear-view as well as forward looking perspective, real time Unlike a data warehouse that forces you to replicate all data that you need for analysis, APCC requires minimal data replication and runs on top of existing planning data Unlike a data warehouse’s static approach, with APCC you can drill down to the source application interactively, making it a tool not just for key decision makers at executive level but also at planner level
  • Let’s start with how APCC provides insight to key decision makers …
  • A typical agenda for the management review meeting, would consist of questions like these listed on the slide. Ultimately what APCC enables is accurate and efficient answers to these key questions and decisions necessary to drive your business complete with interactive simulation to answer the questions that come up during the executive meetings, for example S&OP meeting, in real time.
  • When getting to the right answers it is all about correlating information from different existing planning information sources – key to mention is that the typical planning information is often to detailed to make business decisions, hence it is essential to translate that information to corporate metrics, which is exactly what APCC enables.
  • When making decisions it is also key to compare different business scenarios to pick the best one as baseline for execution, or to compare current to previous
  • When comparing scenarios to make decisions, it is imperative to have 360 degree access to demand, supply, capacity, finance, and exception information, as provided in the dashboards.
  • Analytics only work if you can get there quickly. It is for that reason that APCC enables you to get a good answer on day one by providing key dashboard and many pre-built reports and performance indicators that you can extend and configure as required.
  • The first dashboard APCC offers supports the executive level analysis of the S&OP process. You can review supply, demand, and executive level information concerning profit and loss.
  • The second dashboard is targeted at the Supply Chain Analyst role in a company. The analyst can evaluate performance of various product categories and organizations, compare exceptions from one plan run to another, review production and shipment trends, and compare supply plan metrics from one plan run to another.
  • As we mentioned earlier, it is key to have rich content when you want to start quickly. Oracle Advanced Planning Command Center ships with rich content out of the box – 100+ pre-seeded dimensions and performance metrics.
  • You can analyze the facts at various levels of aggregation, whether trading partner, internal org, item, time, project or by other angle.
  • Adv Planning Command Center also ships more than 200 reports that span Sales and Operations Planning and Supply Chain Planning Analysis across a wide set of important reports and metrics
  • Pre-built dashboards, reports, and metrics provide a quick start but often the need for extensions and configuration for additional roles remains. Adv Planning Command Center solves this issue by drawing from the key strength of Oracle’s Fusion Middleware Business Intelligence platform tools (OBIEE).
  • You can leverage this robust platform to attach filters, show or hide pages for particular (groups of) users, set access rights, and add presentation layer formulas that are based on facts that are being shown in the reports.
  • After we talked about how APCC provides insight, let’s talk next about the type of analysis that supply chain decision makers can perform with Advanced Planning Command Center
  • APCC enables you to proactively respond to performance deviations: you can easily go from recognition of a problem, to the root cause, to tangible action. And what is key is that the VP of Supply Chain, the Supply Chain Analyst and the individual planners can all look at the exact same performance number
  • For example: a Supply Chain Executive sees a large increase in late shipments in the latest supply plan They drill down to see the cause and it is due to spike in demand from an important customer There isn’t enough supply to fulfill the demand This is caused by a critical resource being overloaded
  • Analytics and optimization needs to work seamlessly together – APCC enables you to directly drill down in context from problem-cause to actions (in the planning tools) and back to analytics to compare the results of a simulation for example.
  • It is also important to determine which alternative business scenarios need to be analyzed. For that, Advanced Planning Command Center provides robust Scenario Management which enables you to define business planning scenarios for which you can assign tasks (activities) to planners for execution. You can also attach key documents as backup to the scenarios that need to be implemented, such as results of a financial analysis or external market data and industry reports.
  • You can create baseline and alternative scenarios and group them into sets and define and monitor activities for a particular set. For example, execute your monthly S&OP process and group them into the “May S&OP” set with the alternatives that are being run during that cycle.
  • Here’s an example of the screen that enables assignment of activities to planners.
  • Here’s a screen that shows how you can assign activities to the constituents of the planning community that work on the various planning scenarios
  • The last important part of the Adv Planning Command Center solution is the process management and orchestration layer and how it enables you to reduce overall decision making cycle time, which we’ll talk about next.
  • We web service enabled all key planning processes and linked these processes into comprehensive business flows that include approval and review steps.
  • The system modeled tasks, along with manual activities that we talked about earlier in the presentation, can be assigned to planners for execution and planners can define the same parameters for running these tasks directly from the scenario management definition. When resubmitting a process, one can decide to skip processes if it is not required to change a particular starting point.
  • Another important feature that is essential for trend analysis is the ability to archive plan performance information and scenarios in a single place. The archive of the plan can be performed automatically when running plans.
  • So what architecture is underlying to this application?
  • APCC add the analytical data layer with the analytical dashboards, reports, scenario management and orchestration on top of an existing 12.1 APS instance.
  • This slide illustrated some of the pre-built integration touch points you receive “out-of-the-box”
  • To summarize …
  • A typical agenda for the management review meeting, would consist of questions like these listed on the slide. Ultimately what APCC enables is accurate and efficient answers to these key questions and decisions necessary to drive your business complete with interactive simulation to answer the questions that come up during the executive meetings, for example S&OP meeting, in real time.
  • Oracle Advanced Planning Command Center is a unique application, new in APS 12.1, that enables you to get a holistic view of supply chain performance, proactively respond to performance deviations, and to reduce decision making time through process automation
  • You can leverage it to monitor and manage your supply chain and conduct analysis across key demand, supply, capacity, finance, and exception metrics, while at the same time being able to drill down into the planning app itself in context if required for deepest level of analysis. This all, without replication massive amounts of data and without latency.
  • The key point I’d like you to walk away with are … Thanks a lot for listening to my presentation!
  • Any questions?

3_09_Conlin.ppt Presentation Transcript

  • 1. Oracle Shop Floor Management/Advanced Supply Chain Planning Oracle Advanced Planning Command Center Business insight for supply chain management John M. Conlin CPIM Principal Solutions Consultant Supply Chain & Manufacturing Applications
  • 2. Safe Harbor Statement The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.
  • 3. Oracle Shop Floor Management - OSFM
    • OSFM (Lot Based Mfg.) Factors in Planning
      • Co-Product/Inverted BOM’s
      • Network Routing(s) – Multiple Paths
      • Operation Yields
    • All factors must be considered in developing Supply Plans with Advanced Supply Supply Chain Planning, ASCP.
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  • 28. <Insert Picture Here> Appendix: Customer Examples
  • 29. Toshiba TEC Corporation
    • Company
      • $3.1B manufacturer of document processing equipment
    • Previous process
      • Multiple regional ERP instances
      • Decentralized planning process
    • With Oracle
      • Global centralized planning model
      • ASCP is cornerstone of Global SCM project
      • Uses ASCP to make global production allocation decisions
      • Uses material and resource constrained planning
    Global planning system deployment – Multi-instance Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
    • Moved from a monthly planning cycle to a weekly cycle
    • Reduced manufacturing cycle times
    • Optimized worldwide inventory levels
  • 30. Sony SNC – Japan
    • Company
      • Manufactures ultra high speed Static Random Access memory (SRAM), products for the audio, video, and communication markets
    • Previous process
      • Spreadsheets, not integrated with legacy system, nor with execution systems
      • Manual forecast smoothing; no system supported sales and operations planning
      • Monthly planning cycle, no accurate order promise dates
      • Fabrication and assembly not linked, causing wafer shortages and excess inventory
    • With Oracle
      • Holistic daily optimized plan for 24 facilities, with demands from 1000+ customers
      • Uses substitute components, simultaneous and alternate resources, co-product planning, alternate bills, routings, and sources, complex network routings, and process yields
      • Uses complex allocation rules for global order promising
    Runs worldwide manufacturing and S&OP using ASCP, DP, and GOP Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
    • Integrated S&OP process resulting in one consensus forecast number
    • Strongly reduced planning cycle time – from monthly to daily
    • Integrated planning and execution model, providing global supply and demand visibility
  • 31. Agilent Technologies
    • Company
      • Manufactures test and measurement equipment
    • Previous process
      • Manual order promising with fixed lead-time
      • Weekly, cascaded MRPs (4 wk propagation)
      • No system supported S&OP process
      • Multiple, divergent systems/process statistical forecasting, new product introductions, or promotions
    • With Oracle
      • Holistic daily optimized plan for 24 facilities, with demands from 1000+ customers
      • Runs weekly unconstrained enterprise plan
      • High value, low/moderate volume demand; using 32 sub-plans, new product introductions, and promotions
      • Using real-time ATP to promise orders; using multi-level ATO and PTO models
    Runs worldwide manufacturing and sales operations using ASCP, DP, GOP, and IO Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
    • Strongly reduced planning cycle time
    • Strongly increased forecast accuracy
    • System supported complex configure-to-order processes
  • 32. Avago Technologies, Worldwide
    • Company
      • Leading, privately held, global manufacturer of analog, mixed signal and optoelectronics components (formerly Agilent SPG, Avago); the company's products serve four end markets: industrial and automotive, wired networking, wireless communications, and computer peripherals
    • Previous process
      • Legacy order promising using ATP; disparate planning tools across supply chain
      • Reactive, manual, and time consuming plan analysis; manual forecast generation
      • 1 week planning cycle; no system supported S&OP process
    • With Oracle
      • Runs optimized enterprise plan, twice/week, including tier-3 supplier organizations
      • Low cost, high volume and high mix demand
      • Using real-time CTP to promise orders 24x7, with use of complex allocation rules
      • Using complex network routings
    Runs manufacturing and sales operations using ASCP, DP, and GOP Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
    • Strongly reduced planning cycle time, more frequent plan runs with integrated exception management
    • System supported S&OP process
    • Moved from manual spreadsheets to integrated consensus forecasting process
  • 33. NCR Corporation, Worldwide
    • Company
      • Manufactures point of sale and high-end scanning equipment, and provides complete store automation, ATMs, and self-service kiosk solutions
    • Previous process
      • Each organization ran individual MRP, 54 ERP instances
      • Integration between orgs was based on buy-sell relationship
      • Forecast accuracy < 50%
      • Sales and operations planning cycle time: 21 days
      • No system supported sales and operations planning process
    • With Oracle
      • Single, global plan for 20 orgs, including worldwide distribution centers and mfg plants
      • Runs daily constrained enterprise plan (EDD)
      • Complex procured configurations
      • Using real-time material constrained, multi-org, multi-level ATO order promising process
    Runs worldwide manufacturing and sales operations using ASCP, DP, and GOP Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
    • Synchronization of entire worldwide supply chain with complete global visibility
    • Strongly reduced planning cycle time
    • Strongly increased forecast accuracy
    • System supported sales and operations planning process
  • 34. Alcoa, Worldwide
    • Company
      • Manufactures test and measurement equipment
    • Previous process
      • Spreadsheets, not integrated with legacy system, nor with execution systems
      • Manual forecast smoothing; no system supported sales and operations planning
      • Monthly planning cycle, insufficient accuracy in order promise dates
    • With Oracle
      • Determines allocation to produce most profitable product mix within existing constraints
      • Performs all planning at the family level
      • Powerful Integration of supply/demand picture supports Alcoa’s S&OP Process
      • S&OP composite picture in real time during review sessions
    Global planning system deployment – Live on ASCP, DP, GOP Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
    • Reduced planning cycle time - Eliminates waste on spreadsheets
    • Process integration with other modules results in technology “pull” for new systems
    • Integrated sales and operations planning process resulting in one consensus forecast number
  • 35. GE Power Systems – US
    • Company
      • Manufactures power generation and oil & gas equipment
    • Previous process
      • Reactive, manual, and time consuming analysis and reporting
      • Stand-alone non integrated systems; disconnected processes among business units
      • Segregated order launching by project
      • Poor visibility of project excess inventory
      • Order promising is based on commercial lead-time only
    • With Oracle
      • Daily holistic plan across projects and across businesses: 8 manufacturing plants
      • 6 main distribution warehouses, and 10+ forward deployed or consignment warehouses
      • Retain planning by project but leverage excess Inventory any where within the company
      • Connected businesses processes and automated exception reporting
      • Order promising base on planned output
    Global planning system deployment – Live on ASCP and GOP Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
    • Reduced inventory levels by $20M per year
    • Reduced delivery cycle by 10% for new equipment orders
    • Improved fulfillment rate for service parts
    • Reduced planning cycle time to daily
  • 36. GE Transportation – US
    • Company
      • Manufactures aircraft engines for commercial and military aircraft, spare parts, and engine contract services
    • Previous process
      • Each plant ran an individual MRP plan on a weekly cycle
      • Net requirements from engine assembly plants were translated into a forecast to be used as demand for component shop MRP plans. This led to inherent latency in that component shops used a previous planning cycle as an input
      • Many parts were replenished using a reorder point process
      • Frequent expediting
    • With Oracle
      • Daily holistic assembly plan spanning 36 manufacturing and spares organizations
      • Weekly holistic component plan
      • Synchronized spares and assembly planning
      • Planning horizon is 2.5 years
    Global planning system deployment – Live on ASCP and DP Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
    • Productivity savings from reduction of planners (120 to <30)
    • Reduced planning cycle time and inventory levels
    • Working capital savings through better planning tools
  • 37. <Insert Picture Here> Business Intelligence (BI) Applications Landscape
  • 38. Typical BI Challenges Faced by Organizations Today
    • Siloed BI deployments across disparate applications and multiple departments
    • Fragmented view of information
    • No consistent definition of business metrics
      • Are metrics such as product profitability, supply chain performance , customer lifetime value, and marketing campaign ROI calculated consistently?
      • Each analyst with a BI tool may have their own answer
    • Report-centric model with backlog of new requests in IT
      • Top management requests get first priority, while needs of other Business users go unmet
    • Few users have timely and actionable information needed to optimize actions and decisions
      • Particularly middle management and “front line” users
  • 39. Advanced Analysis Often Spans Heterogeneous Data Sources How do I proactively manage risks of my receivables portfolio? How does supplier performance impact customer satisfaction and revenue? Service Customers Sales Marketing Distribution Finance HR / Workforce Operations Procurement Customers Customers Suppliers Suppliers Suppliers How does call center agent tenure, training, & compensation affect efficiency and cross-selling performance?
  • 40. Oracle BI Applications (OBIA) Multi-source Analytic Applicationss Built on BI Suite EE Packaged ETL Maps Universal Adapters Hyperion MS Excel Other Data Sources, etc. Oracle BI Apps built on Oracle BI EE Suite
    • Prebuilt Hierarchies, Drill Paths, Security, dashboards, reports
    • Common & Complete Enterprise Information Model
    • Based on industry and analytic best practices
    Ad-hoc Analysis Proactive Detection and Alerts MS Office Plug-in Reporting & Publishing Interactive Dashboards Disconnected Analytics Web Services Oracle BI Applications Sales Service & Contact Center Marketing Order Management & Fulfillment Supply Chain Financials Human Resources
  • 41. How Delivers
  • 42. How Delivers Forward-Looking Multi-Directional BI
  • 43. Today’s Supply Chain Executives’ Agenda Changing Supply Chain Business Model Drivers For Success Uncertainty Virtualization Chaos Globalization Volatility Consolidation Risk Compliance New world: continuously adapting to changing supply chain business model Increased Shareholder Value and Sustainable Growth CEO’s Agenda “ What is required is a new type of decision support platform, one that integrates analytics and optimization. 15 years after the birth of Supply Chain Planning (SCP), we are now just starting to see analytics and optimization converge on a common platform” AMR Research Report “ How to measure your supply chain today “ Continuous Innovation Operational Flexibility Risk Management and Compliance
  • 44. Traditional approach doesn’t work
    • No connection between plans, plans not tied to execution
    • Misalignment between metrics and objectives
    • Unreliable forecasts and production plans
    Executives are not able to get actionable information on corporate metrics CUSTOMERS SUPPLIERS Tier 2 Tier 1 Paper HIGH LATENCY, NO VISIBILITY Reactive Management Financial planning Supply planning Product planning Demand planning Manual measurement and reporting from multiple data sources
  • 45. The challenge of data integration No process integration Lack of systems No access to the right data Takes a long time to gather #1 impediment to data collection What data is most challenging? Time required for exec S&OP prep Pre-work activities
  • 46. How Delivers
  • 47. Oracle Advanced Planning Command Center
    • Provide insight to key decision makers
      • Close the loop with embedded analytics
      • Bridge the gap between analytics and planning through seamless integration with operational planning applications
      • Leverage pre-built dashboards with rich content and KPIs
    • Proactively respond to deviations in performance
      • Identify root cause
      • Define and evaluate alternative business scenarios
      • Manage execution of scenarios; assign tasks to planners and other stakeholders
    • Reduce decision making cycle time through process automation
      • Use BPEL process flows to execute planning processes
      • Configure and adapt
    Enable holistic view of supply chain performance Analytical Data Planning Dashboards and Reports Business scenario planning Planning process automation Execute scenarios Scenario and Activity Management Web Service enabled planning processes Orchestrate Plan Analyze Forecasting Supply Planning
  • 48. Oracle Advanced Planning Command Center
    • Translates planning data to corporate metrics
    • Forward looking perspective combined with past trends
    • Not a data warehouse for “rearview mirror” analysis
      • Minimal data replication (archiving/publish of select summary data)
    • Available with Oracle Advanced Planning 12.1 and runs on top of:
      • Demantra Demand Management, Demantra Real-Time Sales and Operations Planning, Strategic Network Optimization, Inventory Optimization, Advanced Supply Chain Planning
      • Context sensitive drill-downs
    No need to build expensive “rear-view mirror only” disconnected data warehouse Today Summary information Forward looking planning information
  • 49. Advanced Planning Command Center Business insight for supply chain executives
    • Provide insight to key decision makers
    • Proactively respond to deviations in performance
    • Reduce decision making time through automation
  • 50. Provide insight to key decision makers
    • What has changed since last month? How are we performing compared to last year?
    • Are we on plan financially? Is there any need to revise long term plans?
    • How are we performing to performance metrics? Are we achieving our six-sigma goals?
    • What new risks do we need to consider? Is our single sourcing strategy exposing us?
    • What decisions need to be made now and in the near future?
    • How are product families performing? Do I have the most profitable product mix?
    • Are we on track with product development? Do we need to delay new products?
    • Do we have any critical supply constraints or issues with key suppliers?
    • How is the resource utilization on our most critical resources?
    Operational Decisions Tactical Decisions Strategic Decisions Delay orders Expedite shipments Deal with quality issues Balance capacity Rebalance inventory Allocate products Shape demand Reschedule promotions Service levels vs inventory cost Inventory policy Carrier contracts Profitable product mix Weigh single vs dual sourcing Continuous performance management Execution Answers = Correlating information from different existing information sources
  • 51. Provide insight to key decision makers
    • Compare alternative business scenarios
      • Planners execute scenarios
      • Automatically translate detailed planning information to corporate metrics
      • Track assumptions and attach supporting documents
    • Approve and drive into execution
      • Choose your baseline plan
      • Drive tactical and execution decisions
    • Monitor
      • Continuously monitor performance and get real-time visibility to deviations
    Advanced Planning Command Center Demantra DM ASCP / SNO IO Business scenarios Assigned activities Planners execute assigned activities Suggested alternatives for evaluation Answers = Correlating information from different existing information sources
  • 52. Compare alternative business scenarios Compare current to previous, baseline to alternate
  • 53. Compare scenarios – 360 degree visibility Pre-built self-service dashboards for comprehensive management analysis with corporate metrics Analyze across key demand, supply, capacity, finance, and exception metrics
  • 54. Start quickly with pre-seeded content
    • Pre-built dashboards
      • Sales and Operations Planning process
      • Supply chain plan analysis
    • 200+ Reports
      • Analyze from many different business angles at aggregate and detail level
    • 100+ Key performance indicators
      • Analyze what is critical to the supply chain
      • Optionally define alerts to get notified about problems
    • Extend and configure
      • Quickly tailor to specific needs of individual users
    Get a good answer on day one!
  • 55. Monitor S&OP performance in real time Compare alternate scenarios Analyze key Planning metrics Analyze profit and loss Analyze constrained forecast Self service S&OP dashboard for interactive management review
  • 56. Monitor operational plans Analyze specific product categories, organizations and resource groups Check your shipment and production trends Compare previous run to current run exceptions Compare previous run to current run demand and supply metrics Self service Supply Chain Plan Analysis dashboard
  • 57. Pre-seeded rich content – KPIs 100+ dimensions and performance metrics
  • 58. Pre-seeded rich content – Hierarchies Planning Facts: Supply, Demand, Inventory, Capacity, KPIs, Exceptions, Cost, … Trading Partners Internal Orgs Item Time Customer Zone Org Operating Unit Fiscal Period Supplier Supplier Site Customer Site ABC Class Product Category Department Resource Group Product Family Project Project Planning Group Month Week Quarter Year Mfg Period Scenario Version Plan Version Demand Class Exception Type Order Type Ship Method Source Misc Pre-built aggregation levels based on familiar planning hierarchies Subinventory Resource Item Task Day
  • 59. Pre-seeded rich content – Reports 200+ pre-built reports for aggregate and detailed analysis
  • 60. Extensible and configurable
    • Quickly define and modify reports and dashboards via drag and drop
    • Easily configure drill downs from dashboards to reports
    • Add textual instructions as needed
    Adapt to the needs of individual users
  • 61. Extensible and configurable Attach filters Add formulas Set permissions Show or hide pages instantly Secure access
  • 62. Advanced Planning Command Center Business insight for supply chain executives
    • Provide insight to key decision makers
    • Proactively respond to deviations in performance
    • Reduce decision making time through automation
  • 63. Proactively respond to performance deviations Determine problem ► Find cause ► Evaluate alternative solutions Revenue below target Supply shortages Critical part shortage Lost production capacity Lost sales due to lack of supply Plan overtime Change sources Expedite orders Split supply orders Embedded Analytics Planning What problem do I have? Why do I have this problem? What actions should I evaluate? VP of Supply Chain Supply Chain Analyst Planner
  • 64. Proactively respond to performance deviations Quickly identify problem and root cause Sudden demand spike Resource overloaded Increase in late shipments Supply shortage
  • 65. Seamlessly move from problem to resolution Detect a resource problem Simulate a possible solution Compare the results of the simulation Directly drill down within context No separation between planning and analytics
  • 66. Determine which alternatives to analyze
    • Supply chain decision makers define business planning scenarios
      • Unlimited number of baseline scenarios
      • Unlimited number of alternative scenarios
    • Assign scenarios and tasks to planners for execution
      • Shared accountability for supply chain planning metrics
      • Planners execute plans using Planner Workbenches
    • Attach key documents
      • Financial analysis
      • External market data and industry reports
    Assign and monitor scenario activities Execute and assign supply plans to scenarios Execute and assign inventory plans to scenarios Execute and assign demand plans to scenarios Personal Activity List Personal Activity List Personal Activity List Demand Planner Inventory Analyst Supply Planner Key decision makers assign tasks to planners for execution
  • 67. Scenario management
    • Group scenarios into scenario sets, for example
      • Plan Health Analysis for March
      • Monthly S&OP process
      • Risk Analysis for single sourcing
    • Assign and monitor activities for planners to execute in the scenario set
      • Reassign as required
    Define activities Group scenarios Create baseline and alternative business planning scenarios
  • 68. Executive Level Business Scenario Planning Attach documents Add comments Decide which Plans to use Launch Dashboard Assign activities
  • 69. Scenario management – Assign activities
  • 70. Advanced Planning Command Center Business insight for supply chain executives
    • Provide insight to key decision makers
    • Proactively respond to deviations in performance
    • Reduce decision making time through automation
  • 71. Reduce decision making time through process automation
    • All key planning processes are web service enabled
      • Collections
      • Forecasting
      • Plan runs
      • Plan name creation
    • Approval and review steps can be modeled and inserted into the process
  • 72. Automate planning process execution
    • Assign owners to top level process notes
    • Optionally skip steps when resubmitting
    Execute and configure your planning processes with BPEL Process Manager
  • 73. Automatically archive summary information
    • Archive scenarios directly from scenario management, via concurrent program or web service
      • Automatically archives KPIs and facts for plans that are linked to the scenario
        • Archives Demantra Demand facts published to EBS
      • Creates a new scenario version that can be used for comparison in the dashboards.
      • Purge scenarios as they become obsolete (will not purge plans shares across multiple scenarios)
    • Archive plans directly from plan runs (optional) or Publish profile (SNO, Demantra)
      • All facts, KPIs, and summaries for the plan are archived in a new plan version
      • Compare plan versions in the dashboards
      • Purge plan versions as they become obsolete
      • ASCP/IO Purge plan: purges all plan versions
    Plans and Archived Plans Archive plans Archive scenarios Archive plans and scenarios for historical and trend analysis
  • 74. <Insert Picture Here> Architecture
  • 75. Integrate with Oracle and non-Oracle systems
    • Integrated: completely integrated with APS 12.1.01 and Demantra 7.2.02
    • Configurable: SOA enabled process automation
    • Open: enable external data sources and combine data with existing planning data
    • Modular: leverage pre-built content as you enable more planning applications
    Leverage extensible and secure architecture for additional cost savings Personalized Dashboards, Answers, and Alerts OBIEE Analytical Dashboards BPEL based Scenario Orchestration Activity Management Scenario Management Planner Workbenches Web Service enabled Planning Processes Collected Data Plan Data ERP Legacy/Flat file Analytical Data Store (OBIEE) BPEL PLANNING INSTANCE Archive Collections
  • 76. Pre-built integrations to Value Chain Planning ADVANCED PLANNING COMMAND CENTER Supplies pegged to excess, stock-outs Service levels and targets , fill rates, carrying costs Min and max inv levels, safety stocks, order qty Total and net supply and demand Planned orders, scheduled receipts, on-hand Value Chain Planning Projected available balance – units, value, days of cover, %of total demand, %of safety stock Independent demand qty, dependent demand qty Late demand satisfaction factor Avg qty of supply pegged to demand, highest priority demand Production to plan, shipments to plan Obsolete inventory – value, %of total inventory Excess inventory – value, %of total inventory Late orders and ratio – days, count, value Perfect order index Total supply chain costs, carrying cost VMI inv – value, %, stock-out days, service level Resource availability and requirements, setup time Cost – Mfg, purchasing, transportation, resource Variance of PAB over mean Revenue, gross margin, sales, avg inventory Supplier spend, total buy orders, supply volume Resource utilization, overloaded ratio WIP start qty, avg make order qty, thru-put rate Returns as % of total sales Marketing forecast – qty, value, cum Bookings forecast – qty, value, cum, accuracy % Items single sourced Past due backorder qty Unmet – demand, demand history, revenue Supplier capacity – available, required, net, util% Consensus forecast – qty, value, cum Avg buy order qty History – bookings, shipments, production Shipping forecast – qty, value, cum, accuracy % Final forecast – qty, value, cum Consensus forecast accuracy MAPE – 4wk, 8wk, 13wk Constrained forecast – qty, value Backlog – projected, actual Budget shortfall – value, % Inventory build target Manufacturing forecast – qty, value, cum Buys from non rank-1 supplier Forecast accuracy % Inventory turns
  • 77. <Insert Picture Here> Summary
  • 78. Provide insight to key decision makers
    • What has changed since last month? How are we performing compared to last year?
    • Are we on plan financially? Is there any need to revise long term plans?
    • How are we performing to performance metrics? Are we achieving our six-sigma goals?
    • What new risks do we need to consider? Is our single sourcing strategy exposing us?
    • What decisions need to be made now and in the near future?
    • How are product families performing? Do I have the most profitable product mix?
    • Are we on track with product development? Do we need to delay new products?
    • Do we have any critical supply constraints or issues with key suppliers?
    • How is the resource utilization on our most critical resources?
    Operational Decisions Tactical Decisions Strategic Decisions Delay orders Expedite shipments Deal with quality issues Balance capacity Rebalance inventory Allocate products Shape demand Reschedule promotions Service levels vs inventory cost Inventory policy Carrier contracts Profitable product mix Weigh single vs dual sourcing Continuous performance management Execution Answers = Correlating information from different existing information sources
  • 79. Oracle Advanced Planning Command Center
    • Provide insight to key decision makers
      • Close the loop with embedded analytics
      • Bridge the gap between analytics and planning through seamless integration with operational planning applications
      • Leverage pre-built dashboards with rich content and KPIs
    • Proactively respond to deviations in performance
      • Identify root cause
      • Define and evaluate alternative business scenarios
      • Manage execution of scenarios; assign tasks to planners and other stakeholders
    • Reduce decision making cycle time through process automation
      • Use BPEL process flows to execute planning processes
      • Configure and adapt
    Enable holistic view of supply chain performance Analytical Data Planning Dashboards and Reports Business scenario planning Planning process automation Execute scenarios Scenario and Activity Management Web Service enabled planning processes Orchestrate Plan Analyze Forecasting Supply Planning
  • 80. Monitor and manage your supply chain Pre-built self-service dashboards for comprehensive management analysis with corporate metrics Analyze across key demand, supply, capacity, finance, and exception metrics
  • 81. Key Value Areas of APCC
    • Business insight for key decision makers
      • Monitor corporate metrics in real time, automatically derived from operational planning information
      • Enable cross-planning business analysis to manage your value chain
    • Proactively respond to performance deviations
      • Seamlessly move from analysis to planning (problem to resolution)
      • Assign tasks to planners to evaluate alternative business scenarios
    • Pre-built rich content – Fast ROI
      • No need to built a “rear-view mirror only” disconnected data warehouse
    • Automated business process planning processes
  • 82. Q&A A Q & Q U E S T I O N S A N S W E R S
  • 83.