Infor 10 cpm presentation


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Infor 10 cpm presentation make better decisions faster chonburri july 24 2012

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  • Now let’s take a look at the information management landscape facing you today. As we all know, this is a highly complex topic, but for today’s discussion, we’ve divided it into four major categories. The first is planning, which encompasses your budgeting, forecasting, and planning processes. Despite some major advancements in the technology available to support your planning efforts, this is an area where manual processes are still very much in play and an area that CFOs continually list as a major pain point. Opportunities for increasing both efficiency and accuracy are high.The next is analytics, and this is an area that’s expanding – both in terms of what’s expected from the finance department and what technology is making possible. “Rear-view mirror” analysis, or looking at what has already happened in you business, is no longer enough. CFOs are increasingly being asked to deliver information that guides the direction of the company, rather than just reporting on where it has been. Our third category is reporting, and this is also an area where complexity is on the rise. Some of that complexity is due to external mandates, like XBRL or compliance reporting such as IFRS and Sarbanes-Oxley; and some is being driven by internal changes, like the increasing number of companies who must consolidate reports from multiple business units or subsidiaries outside their own borders. With the demand for increased oversight and regulations remaining steady, it’s very likely that the reporting aspect of your jobs will continue to be both dynamic and complex.Our last category – Managing Risk – is a topic that’s getting a great deal of attention these days, in large part because of the regulations and other external reporting requirements that I just mentioned. Until recently, having a comprehensive risk management strategy in place was primarily the domain of very large enterprises. However, the level of business and personal risk that’s now involved is making risk management a priority for organizations of all sizes. It’s fast becoming a requirement, rather than a best practice.
  • Now let’s take a look at each of these categories in greater detail, starting with planning. It’s unlikely that any of the planning challenges you see here will come as a surprise. For most businesses, budgeting and forecasting cycles simply take too long, and in a surprising number of cases, are only partially automated. Spreadsheets – and all the problems that accompany them – are still the vehicle used by many companies to complete these critical tasks. Accuracy is also a major issue. The inability to accurately predict performance, combined with multiple versions of data, make it more difficult to get key stakeholders to take ownership of plans and ultimately, to tie them back to business performance.AD LIB OPTION: COMMENT ON THE DILBERT CARTOON IF YOU FEEL COMFORTABLE DOING SO
  • This graph shows the results of a survey by PWC on how long budgeting and forecasting processes take. The survey shows answers from senior financial executives at 220 organizations with $2 billion plus in revenue from a variety of industries.AD LIB OPTION: ASK THE AUDIENCE HOW THE SURVEY RESULTS COMPARE TO THEIR ORGANIZATION.You can see that the majority of these companies need two to four months to prepare a budget and more than 10 days to generate a forecast. We know from experience that these times can be dramatically reduced.
  • This next graph is from the same survey and addresses the accuracy question. The majority of companies indicated that their forecasts were off by six to ten percent and that forecast numbers tend to be on the conservative side. This leads to questions about missed opportunities and the role that budget numbers play in driving key stakeholders to under or over-perform. How much might bottom-line business performance improve if expectations were higher, but also realistic?AD LIB OPTION: ASK THE AUDIENCE TO COMPARE THEIR OWN PERFORMANCE . ASK WHAT IMPACT INACCURATE FORECASTS HAVE ON THEIR BUSINESSES.
  • A key question to answer is “what is the purpose of your annual budgeting and planning process?” AD LIB OPTION: ASK THE AUDIENCE TO ANSWER THIS QUESTION.For many companies, the purpose is to help implement strategy, but organizations often feel they don’t get adequate ROI from budgeting and planning processes. It takes a long time, involves a lot of resources, and often doesn’t achieve the primary goal of supporting the execution of strategic initiatives. The problem is that current processes and technologies don’t facilitate strategic execution. A more collaborative planning process – one that has direct involvement from line-of-business managers – is needed. This leads to more buy-in, more accuracy and more insight.
  • So how do you get where you need to be? Let’s take a look at some best practices that have been established by experts in this area and our own experiences working with companies to implement technology solutions that address planning challenges. The number one best practice for transforming your budgeting and planning processes is to link it to everything you do. You want to have your budgeting and planning tied directly to strategic initiatives. This should really be the foundation of your planning strategy. It’s the way to get buy-in from key stakeholders in the organization and ultimately, to add strategic value and deliver ROI. However, there are a number of other steps you must also take before this is possible.For example, you need to have a rolling plan that reflects the dynamic nature of your business, while also focusing on the key factors that drive it. The ability to incorporate “what-if” scenarios into your plans will also make them closer match reality.Another best practice to focus on is ensuring you build plans from the top down as well as from the bottom up. This will also make plans more accurate and encourage stakeholder buy-in, with the result being a single version that your entire business has contributed to and therefore feels ownership of. You don’t want planning to be seen as a process that’s owned by the finance department alone. And from a technology perspective, having a fully integrated budgeting, and strategic planning process is critical. This is the key to dramatically decreasing the time required to produce plans, increasing their accuracy, and creating a tracked “single version of the truth” across your organization.
  • These best practices can make a difference. You see here some results from research by the Aberdeen group on the impact of performance management solutions, which automate the budgeting, planning, and forecasting process and enable companies to implement the best practices covered on our previous slide. Companies classified as “best in class” when it comes to performance management had decreased time to decision by 23% over the past year, as compared to a 2% decrease for others. They also had a 17% operating profit margin, compared to 14% for all others.
  • Let’s also take a look at a real-world example from a company you are all likely familiar with. Universal Studios found itself very limited by a spreadsheet-based budgeting and reporting system that was in place. They simply couldn’t keep up with the rising demand for financial and operational analysis. They also couldn’t perform some key tasks, like category and channel management or labor scheduling optimization.By automating their processes and implementing the best practices we’ve discussed, they’ve achieved a 50% reduction in their budgeting cycle, as well as other key benefits like real-time visibility into KPIs and scenario-enabled modeling.
  • Going to a bit more detail here are some common challenges business we face … Please (audience) pause for a moment and Take a look to replace Common Challenges with your Specific ones your which you may find many are the same.. (The walk them thru and for just one or two as a practical example, based on our real experience.)
  • The Infor10 CPM is actually quite unique as single application architecture enables you to start with any single problem (Budgeting, Planning, Consolidations, reporting, etc) and then leverage both the toolset and energy you have used to deploy it for the next problem on your list. Simple integration with any existing open source system combined. At Sherwood we call this the mosaic approach where we have the whole picture outlined and can start painting in the detail in the pictures parts as we chose. Call to action statement : Please talk to use later about this as it is one of the strength of this software and we have many customers with experiences.
  • So lets take a look in more detail at the parts. As you walk thru pausing on major points here consider these features and the issue you face now in your business process . ( take a couple of minutes to steps few a few in each box)
  • And again here is are a few of US Brands with testimonial examples of different value they got from Infor 10 CPM As we step thru these I will note for you the challenges and how they were met. I can share later over a coffee some of the local Big Brand Thai success story projects we have done personally such as PTTEP and Krungthai AXA and Centara and more
  • "Infor's FPM suite is particularly strong in performing integrated business planning, budgeting, and forecasting, as well as in creating and managing scorecards and connecting high-level strategy with specific business unit and individual goals," says Robert Kugel, senior vice president at Ventana Research.
  • I think they have given me a few minutes if anyone has any questions. And I will also be free to talk to you one-on-one after this meeting or if want to call me later. Please get my business card or use my number on our web site as I would love to talk to you. Thank you Then look to the meeting coordinator to hand back the lead
  • Infor 10 cpm presentation

    1. 1. Make Better Decisions Faster Dr. Kitipan Kitbamroong, Director, Sherwood Group Consulting
    2. 2. Information Management for the Modern CFO Planning Analytics & BI  Business plans  Performance against plan  Budgeting  Opportunity analysis  Forecasting  Information requests  Business case evaluation Company Strategy Reporting Managing Risk  Internal accountability  Access to information  External bodies  Segregation of duties  Country-specific  Audit costs requirements  Scenario planning2 Copyright © 2011 Infor. All rights reserved.
    3. 3. The Planning Perspective – Challenges Takes too long to complete budgeting and/or forecasting cycles Planning processes are cumbersome, inefficient, and often manual Closing the books and reporting takes too long Difficulty getting buy-in from key stakeholders Too much time is spent on gathering data, not enough on analyzing it Different spreadsheets that aren‘t centralized or controlled3 Copyright © 2012 Infor. All rights reserved.
    4. 4. Budgeting And Forecasting Are Time Consuming At The Majority of Companies Source: Financial Planning: Realizing the Value of Budgeting and Forecasting, 20114 Copyright © 2012 Infor. All rights reserved.
    5. 5. Forecasting Accuracy is a Challenge5 Copyright © 2012 Infor. All rights reserved.
    6. 6. Need to Tie Planning to ExecutionLoose linkage between strategies and budgets/operational plansForecasts and plans don‘t consistently match actual performanceRequire more collaborative and enhanced planning processes6 Copyright © 2012 Infor. All rights reserved.
    7. 7. Budgeting & Planning Best Practices 1. Make planning part of the fabric of your business 2. Link strategic initiatives to financial budgets & plans 3. Ensure you have collaboration on plans enterprise-wide 4. Implement a rolling planning process to ensure plans are timely and accurate 5. Ensure you do both top-down and bottom-up planning 6. Keep pace with business change 7. Base plans on the key factors that drive your business 8. Integrate your budgeting, forecasting, strategic planning, financial consolidation, reporting and analysis7 Copyright © 2012 Infor. All rights reserved.
    8. 8. Value of Performance Management Solutions  Time to decision in best in class companies has decreased 23% over the past year as opposed to a 2% decrease for others  Best in class organizations are 54% more likely to update plans/forecasts on a monthly basis, than all other organizations  Operating profit margin was17% for best in class organizations vs. 14% for all other organizations8 Copyright © 2012 Infor. All rights reserved.
    9. 9. Universal Studios Hollywood  Challenges  Werent able to perform some of the critical PROFILE tasks like category and channel management, labor scheduling optimization, and providing on-demand visibility into KPIs Media and entertainment  Spreadsheet-based budgeting and reporting Theme park operations system couldn‘t handle the rising demand for financial and operational analysis as the Subsidiary of NBC Universal business grew  Results  Reduced budgeting cycle by 50%  Real-time visibility into both leading and lagging KPIs, as well as detailed category and sales channel penetration  Scenario-enabled modeling with detail on both risk management and variance analysis9 Copyright © 2012 Infor. All rights reserved.
    10. 10. Common Customer Challenges Difficulties using spreadsheets to plan & report the business Closing the books and reporting takes too long Need a flexible system to pull all financial information together, in a timely manner to meet management and regulatory reporting requirements Require more operational buy-in and enhanced planning processes Need to reduce time and effort involved with budgeting and/or forecasting cycles Loose linkage between strategies and budgets/operational plans Too much time is spent on gathering budget/forecast data and not enough on analyzing the information Forecasts and plans don‘t consistently match to actual performance Difficult to do what-if and/or rolling planning Take a look and replace Common Challenges with your Specific ones your will find many the same10 Copyright © 2012 Infor. All rights reserved.
    11. 11. Infor10 Corporate Performance Management Data Closed-Loop Management Management Performance Management Reporting &Analysis Web ERP Strategy Views Planning Excel Financials Views Budgeting Workflow CRM Forecasting Approvals ION & Consolidation Exception Business Security Structure Web Rules Vault Cubes Databases Other Text DataION & Business Comments VaultSources 11 Copyright © 2012 Infor. All rights reserved.
    12. 12. Infor10 Workspace In-context BI | Collaboration | Mash-ups | Activity Streams | Pulse | Search | Experience | Security Budgeting & Forecasting Reporting & Analysis Financial Consolidation Zero based, historical, rolling and other Multi-reporting capabilities - management, Legal/statutory consolidation planning processes legal entity, business segments, tax & other Multi-reporting & multi-entity consolidations Collection, tracking, and approval process reporting (corporate/local GAAP, IFRS, etc.) Employee, assets, ad-hoc detail budgets Financial & operational reports, KPIs, Ownership/ Inter-company eliminations and forecasts scorecards, dashboards & other information XBRL reporting Trend analysis and predictions End-user ad-hoc analysis, drill- down, drill- back Audit reports and controls Scenario planning and version tracking Present information in multiple formats (web, Currency translation gains/losses Currency translations Excel, PDF, etc.) Loading, workflow and approval process Strategic Planning Infor Extended Business Planning SolutionsDevelop strategic plans Driver based business modeling Business IntelligenceLink strategies to operational plans Set high level business targets Expense ManagementMeasure and monitor strategic initiatives by ―What if‖ scenario planning Continuous Control Monitoring sponsor, business unit and other ways Approval processes ERPSupports multiple methodologies including: Currency modeling Core Financials Six Sigma, Economic Value Added (EVA), Balanced Scorecard and Hoshin Allocation rules HCM Others ESB | Integration | BPM | BI | Business Vault | MDM | Extensibility | Mobile | Cloud Infor10 ION Services Platform
    13. 13. Infor CPM – Greif Systems Challenges PROFILE  Handling growth by acquisition strategy  Global business reporting & analysis  Leading industrial packaging  Need enhanced budgeting/planning capabilities product and services  More back-office standardization and company centralized processing  Company involved in  Need to reduce costs and business complexity industrial packaging since  Simplify financial consolidation process 1877  $3.5B net sales for FY‘10 & Infor Solution Overview publically traded company  Infor CPM Budgeting, Planning, Financial  More than 200 operating Consolidation, Reporting & Analysis locations in over 50  Consolidation & Financial Reporting is a countries Oracle/Hyperion replacement  More than 12,000  Customer also replaced home grown expense employees management system with Infor XM13 Copyright © 2012 Infor. All rights reserved.
    14. 14. Infor CPM – Gordon Food Service PROFILE Solution Overview  Infor CPM Budgeting, Forecasting, Financial Consolidation and Management Reporting & Analysis  North Americas largest  Leverage Lawson GL and Core Financials family-owned broadline  650 Infor CPM Budgeting, Planning & Reporting users foodservice distributor across US and Canadian Business Units  $7B in annual revenues  Management team leverages CPM for reporting & analysis  In the food business 100+ years.  Infor CPM for Financial Reporting & Consolidations for US and Canadian Businesses  CPM help customer manage its complex financial data in the most efficient way Gordon Food Service is committed to growing both today and in the future. We actively manage todays business Results by constantly measuring ourselves  Easy financial data loading to Infor CPM for against targeted key performance consolidation, analysis, and reporting metrics….We pursue tomorrows success via disciplined strategic and  Web-based access to one source of global numbers financial planning.  Ability to slice and dice data and perform - From Gordon Web Site (Deb 2011) multicurrency accounting  Significant improvement in overall accountability14 Copyright © 2012 Infor. All rights reserved.
    15. 15. Infor CPM/BI – BAE Systems  Challenges PROFILE  Need for increased visibility and ‗one version of the truth‘. Difficult because of reliance on spreadsheets  Global defense and security and separate systems. company.  Multi-currency and statutory reporting  Sales of more than $34 billion in  Solution that would minimize disruption and risk to the 2010 business  Customers in over 100 countries  The need for more transparency and ability to drill- down into sales, cash, inventory variances, product line profitability and other key business information. ―With tighter budgets and greater demands from defense customers  Need for enhanced management reporting and ability around the world, our business is facing to deliver information direct to managers in the format significant challenges but also a range of and depth required to enable timely, accurate decision exciting opportunities in all our making. markets… supported by Infor10, this transformation program will drive our competitiveness and ensure BAE  Solution Overview Systems MAI is more efficient and  Infor10 CPM Budgeting, Financial Consolidation, responsive to market conditions.‖ Reporting & Analysis  Solution includes Infor10 ION BI, Infor ERP LN, - Adrian Fallows, head of strategic Infor10 ION, Infor Barcode, Infor Supply Web and business systems, BAE Systems MAI other Infor Solutions15 Copyright © 2012 Infor. All rights reserved.
    16. 16. Infor CPM Customers Hospitality & Financial Oil & Gas Retail, Wholesale Healthcare Manufacturing Entertainment Services & Utilities & Distribution16 Copyright © 2012 Infor. All rights reserved. Note: Customers are not a comprehensive list of companies or industries
    17. 17. Infor10 CPM – Budgeting & ForecastingZero based, historical, rolling and other planning processes ―As soon as the budget system is closed for input, we produce an actionable P&L statement within hours.Collection, tracking & approval process The critical bottom-line benefits for us resulting fromEmployee, assets, ad-hoc detail budgets using Infor FPM are improved financial accountability and enhanced business performance. Everyone from and forecasts top management down is happy with the process andTrend analysis and predictions the results.‖ - Marlena Ward, VP Financial PlanningScenario planning and version tracking Dana-FarberCurrency translations17 Copyright © 2012 Infor. All rights reserved.
    18. 18. Infor10 CPM – Reporting & AnalysisMulti-reporting capabilities - management, legal ―On-demand reporting gives our entity, business segments, tax & other reporting department managers the informationFinancial & operational reports, KPIs, scorecards, they need to make the right decisions. Now they can see when to make dashboards & other information course corrections—before smallEnd-user ad-hoc analysis problems turn into big ones.‖ - Cathy Kellers, Assistant Controller,Present information in multiple formats (web, Foxwoods Resort & Casino Excel, PDF, etc.)18 Copyright © 2012 Infor. All rights reserved.
    19. 19. Infor10 CPM - Financial Consolidation Legal/statutory consolidation Multi-reporting & multi-entity consolidations (corporate/local GAAP, IFRS, etc.) Ownership/ Inter-company eliminations XBRL reporting Audit reports and controls Currency translation gains/losses Loading, workflow and approval process ―The consolidation process takes much less time and effort … and provides tremendous help to users everywhere to get financial data in a timely way." - Larry Johnson, Senior Finance Director for Global Operations & Reporting World Vision19 Copyright © 2012 Infor. All rights reserved.
    20. 20. Infor10 CPM – Strategic Planning Strategic Planning Cycle Develop strategic plans "All too often we see companies budgeting back-to-front Link strategies to operational plans deciding what activities they can afford to do against the budget. Instead we have taken our corporate strategy Measure and monitor strategic and developed clearly defined operational plans and initiatives by sponsor, business unit individual targets. We then set the budget to finance and other ways these activities. As a result we have an effective collaborative budgeting process which resources the Supports multiple methodologies: Six plans that meet our strategic goal.― Sigma, Economic Value Added (EVA), - Callie Masson, CFO, Professional Provident Society Balanced Scorecard, Hoshin & others20 Copyright © 2012 Infor. All rights reserved.
    21. 21. Infor10 CPM - Planning Planning Cycle ―We needed a planning tool to create individual Driver based business modeling financial store plans with online contributions from our Set high level business targets field-based Operations teams. We are able to quickly update plans as business needs change and model ―What if‖ scenario planning multiple scenarios to achieve key strategies. Infor Approval processes FPM allows fast and easy scenario modeling which will save us considerable amounts of time.‖ Currency modeling - Paul Brannan, Planning Manager Allocation rules KFC Great Britain21 Copyright © 2012 Infor. All rights reserved.
    22. 22. Infor CPM – “Hot” Vendor in Analyst Evaluation Infor CPM receives a top 3 ―Hot‖ vendor rating from Ventana Research Source: The Ventana Research Value Index: Financial Performance Management, November 201022 Copyright © 2012 Infor. All rights reserved.
    23. 23. Summary of Business Value Customers Have Received from Infor CPM “We reduced our end-of-month close “We improved our close process from 100 hours to 3 hours.” process from over five days to a „virtual close‟ in less than 2 days.”“We now measureperformance, at themanager level, against “We reduced ourthe strategic plan.” forecasting process from 13 days to 4 days.”“We reduced our “We reduced the time tobudgeting cycle report key informationby 50%.” from the subsidiaries to less than one day.” “We became 95% more efficient in producing product line P&L forecasts.”23 Copyright © 2012 Infor. All rights reserved.
    24. 24. What to do next ….. Business in Thailand is changing fast and is becoming uncertain again in world economies. So we all need good ways to control and move with it very fast When you leave this meeting consider  How Infor10 CPM can lift your issues into focus fast to let you concentrate priorities. (Sherwood Mosaic Metaphor)  How for a small investment to kick off it give you a big bang for your buck quickly with a big capability to do so much more.  Talk to us about how we can do a fast track fast start for value to say get your budgets done this year. (E.g. to do it faster you can even use our servers until you are ready)  And if it is just sensible view of your data to model your costs you want, we can help to link it to our BI / tools24 Copyright © 2012 Infor. All rights reserved.
    25. 25. Thank you & questions Thank you & Your questions are welcome25 Copyright © 2012 Infor. All rights reserved.
    26. 26. Resume Kitipan Kitbamroong Phd  Graduated with Ph D (Chemical Engineering)  Director Sherwood Consulting Group  Founder and Director Benox Company Limited  Effective in – English and Thai language communities  Experienced Corporate and business process solutions consultant in Thailand and aboard  Hands on expert advisor and lead in Infor 10 CPM solutions  Participation in thought leader programs for better business26 Copyright © 2012 Infor. All rights reserved.