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Social Supply Chain and Sales Pipeline Bridge

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Social Supply Chain: Linking Sales Intelligence to Supply Chain and Finance What Do Cloud, Your Demand Plan, S&OP and Sales Pipeline Have in Common? …

Social Supply Chain: Linking Sales Intelligence to Supply Chain and Finance What Do Cloud, Your Demand Plan, S&OP and Sales Pipeline Have in Common?

Undoubtedly, you have a lot of good information in your CRM system. But do you know how to best leverage it to manage your entire business, from Sales to Supply to Finance?

Join Bruce Richardson, Chief Enterprise Strategist at salesforce.com for the webinar, "Social Supply Chain: Linking Sales Intelligence to Supply Chain and Finance - What Do Cloud, Your Demand Plan, S&OP and Sales Pipeline Your Have in Common?"

This webinar will provide guidance on how to fill the "missing link" in your sales and operations planning (S&OP) process-leveraging the intelligence contained in your sales pipeline to inform your consensus demand planning process. This is an important step towards the Social Supply Chain. Bruce will explain how you can:

1. Evolve your operations into a Social Supply Chain
2. Aggregate pipeline information for supply/demand balancing and operations planning decisions
3. Provide visibility and insight into significant pipeline assumptions, expectations and changes
4. Translate pipeline confidence into accurate revenue and margin projections for better Integrated Business Planning (IBP)

To learn more about S&OP or IBP please visit: http://www.steelwedge.com/solutions/

Published in Software , Business , Technology
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  • 1. Single Line of Sight: Plan, Perform, Profit Social Supply Chain: Linking Sales Intelligence to Supply Chain and Finance What Do Cloud, Your Demand Plan, S&OP and Sales Pipeline Have in Common?
  • 2. 2© 2014Steelwedge Software, Inc. Confidential. Bruce Richardson Background Bruce Richardson is an SVP and Chief Enterprise Strategist in the Industry Business Unit at salesforce.com. He brings with him more than 30 years of experience in the technology field. In this role, he is responsible for expanding the company’s reach into the value chain. Bruce joined Salesforce in October 2011. Bruce’s link to Salesforce began during his tenure as Chief Research officer at AMR Research. During his 20 year career there, he led the firm’s coverage of ERP, enterprise applications, virtualization and cloud computing, visual applications, and the “future of work.” Over that period, the company grew from a three person startup to become the leader in research and analysis of enterprise applications and supply chain management. AMR was acquired by Gartner in December 2009. Bruce graduated from Boston College. He is a member of the BC Technology council. Chief Enterprise Strategist Salesforce
  • 3. 3© 2014Steelwedge Software, Inc. Confidential. Ed Lewis Background With over twenty years of experience leading design, development and marketing of S&OP and supply chain solutions, Ed is responsible for market assessment, requirements definition and go to market strategy. Prior to Steelwedge, Ed was CEO and President of Amitive, Inc. (acquired by GXS) which he founded in 2004. Under his direction the company grew from start-up to a leading cloud supply chain planning provider controlling complex supply chains around the globe. Prior to launching Amitive, Ed designed and implemented global SCM solutions for numerous companies, including Mitsui & Co., as a Sales and Operations executive and consultant. Ed holds a Juris Doctorate from Western State University, College of Law. Vice President, Product Marketing and Planning SteelwedgeSoftware Inc. 3825 Hopyard Rd Pleasanton, CA 94588 Tel : (949) 588-1495 elewis@steelwedge.com
  • 4. Safe Harbor Safe harbor statement under the Private Securities Litigation Reform Act of 1995: Thispresentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward- looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerningnew, planned, or upgraded services or technology developments and customer contracts or use of our services. Therisks and uncertainties referred to above include– but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successfulcustomer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. Thesedocuments and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Website. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based uponfeatures that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
  • 5. Supply Chain? You’re a CRM Company!
  • 6. SCM Evolution Over 30+ Years: 1980s Mini- Computers Reign Custom Systems MRP II DRP Supply Chain Execution Finite Capacity Scheduling/ Leitstand Early 1990s RISC/Unix Boxes First Memory- resident apps: Birth of APS Mid-1990s Client/Serve r Computing First Planning and Execution Suites 2000s Mobile Native Mobile Apps POS, TMS, Labor, Inventory Mgmt, Dashboards, Catalogs 2014-2017: Everything is Connected Social Business Processes, The Social Supply Chain Big Data/Analytics Internet of Things 1999: Cloud Computing Trading Hubs, Web Apps for Procurement, Transportation, S&OP
  • 7. Poll #1 What is your role?
  • 8. All Business Processes Are Social! Supply Chain Sourcing Logistics Product Development New Product Launch Trade Promotion Mgmt Talent S&OP
  • 9. Convergence of structured data from execution and planning systems and unstructured data/collaboration used in real decision-making. Need a closed-loop “system of engagement” that captures the major “events” and the corresponding commitments and decisions made internally and with customers, suppliers and logistics partners. Tie sales insights to planning. Use Social Listening tools for demand sensing and competitive advantage. #Orders, Shipments, Payments, Forecasts, Inventory, Shortages in near real-time … Defining Social Supply Chain:
  • 10. Here’s What Chatter Looks Like:
  • 11. September 2012: • Facebook: 900 Million • LinkedIn: 177 Million • Twitter: 140 Million Today: • Facebook: 1.3 Billion • LinkedIn: 277 Million • Twitter: 646 Million Social Listening for Competitive Advantage:
  • 12. Will We Ever Balance Demand and Supply?
  • 13. Infamous Missed Opportunities
  • 14. Still Haven’t Learned Our Lesson!
  • 15. And Still It Continues.
  • 16. It’s Only Going to Get More Complicated.
  • 17. How Can We Sense and Shape Demand? Connected Customers Serve Customers Everywhere Connected Service Sell 1:1 from Anywhere Connected Sales Market 1:1 in the Digital World Connect Customers Everywhere Connected Marketing Connected Products Connected Employees
  • 18. Poll #2 Is your CRM data integrated into your planning process?
  • 19. That’s Why We’re Partnering with
  • 20. Product Customer Supply Source Attribute 1, 2, 3, n Attribute 1, 2, 3, n Attribute 1, 2, 3, n Hierarchy Attributes All BU Series Family Sub Family Product All Geo Country Region Territory Customer All Supply Region Supply Site Supply Resource Ensure Time to Value with the Cloud.
  • 21. Demand Visibility & Sales Pipeline Bridges the Planning Gap between CRM & ERP ERP TIME > SALES> Existing Business Account Management & Reoccurring Business Pipeline Forecast New Business + Close Trends Pipeline Fill New Business SFDC Sales Pipeline Bridge Links Sales Opportunities to Drive Operations Plan
  • 22. Delivering on the Promise of S&OP: Steelwedge S&OPis about human collaboration. Interaction and teamwork “Network effect” Key to S&OP successis technology adoption. Inclusive Valuable to all participants …Butmost technologyon the markettoday is not fit for S&OP. Made for functions, not cross-functional Designed for the wrong user Closing the Gaps in S&OP Study 2013: CSCO Insights After 30+ years of S&OP, only 11% rate themselves as Excellent or World-Class. 83% were only using spreadsheets & limited tools. 46% 37% Mostly Spreadsheets Some Tools, More Needed
  • 23. There’s a Lot More to Come!
  • 24. © 2014Steelwedge Software, Inc. Confidential. Single Line of Sight: Plan, Perform, Profit What do Cloud, Your Sales Pipeline and Your Demand Plan Have in Common?
  • 25. © 2014Steelwedge Software, Inc. Confidential. Sales Pipeline Bridge
  • 26. © 2014Steelwedge Software, Inc. Confidential. Challenges: CRM Data for Demand Planning CRM contains valuable Demand Planning data ... but most often is not integrated. System of Record for the Sales organization. Provides most up-to-date information on current Opportunities. No direct translation between CRM data and demand planning terms. Often maintained at an aggregate level - family, sub-family. Volume Orders Vague opportunities Time M01 M02 M03 04 M05 M06 M07 ... M12 M13 Translation to Demand Planning terms required to unlock the value in CRM data : value to volume, quarter to month, product group to sub group etc. Statistical forecast alone insufficient for Opportunity driven business models (CTO, ETO, MTO, Projects). Forecast
  • 27. © 2014Steelwedge Software, Inc. Confidential. Steelwedge Sales Pipeline Bridge Forecast Opportunity Forecast Opportunity Sales Manager AccountManager in Steelwedge • Review: • Backlog • Shipments • Prior Forecast • Link to SFDC Opportunities • Revise Field Sales Forecast Sales Manager in Steelwedge • Review ConsolidatedSales Forecast • Link to SFDC Opportunities • Analyze Exceptions • Approve Plan Account Manager Sales Pipeline Bridge OpportunitiesForecasts AccountManager in Salesforce.com • OpportunityManagement • Review ConsensusSales Forecast Sales Manager in Salesforce.com • Review ConsensusSales Forecast • Forecast Reports and Analysis
  • 28. © 2014Steelwedge Software, Inc. Confidential. Best Practice CRM/Pipeline Integration Objective: Integrate CRM Pipeline data into the Demand Planning process Key Considerations • CRM use case in Demand Planning; • Information only • Active part of the unconstrained forecast • Business Rules and Criteria to include CRM data; • % probability • sales stage • big deals • exceptional demand • Configure to Order attach rates for product options • Conversion Rules – Revenue to Volume – Time Phased Data e.g. quarters to months • Manual Opportunity override, inclusion or adjustment
  • 29. 30© 2014Steelwedge Software, Inc. Confidential. Insert SPB screenshots here Link to ESOP Opportunity Pipeline via Sales Pipeline Bridge on Opportunity Pipeline for S&OP Planning
  • 30. 31© 2014Steelwedge Software, Inc. Confidential. 2.42 Acct Mgr RE Laptops Max Stores-M Opportunity Pipeline via Sales Pipeline Bridge on Opportunity Pipeline Detail
  • 31. 32© 2014Steelwedge Software, Inc. Confidential. Confirmed S&OP Sales Plan
  • 32. 33© 2014Steelwedge Software, Inc. Confidential. S&OP Success with Steelwedge Demand Planning, SCM/APS Systems ERP, Financial, & Transactional Systems SAP, Oracle, etc. Industry Data Single Cross-Functional Planning Environment Interactive planning for: • All S&OP Stakeholders • Plan Review • Overrides • Assumptions • Scenarios • Consensus Process • Pre-S&OP • Executive S&OP • Audit Trail Systems Landscape Product / Sub-Family Customer Revenue Product / Family Territory / Region Revenue Product / Family Promotions Revenue Product / Family Region Units & Revenue Product Stock Locations Units and Inventory Family / Series Territory / Region Revenue, Margin & Cash Family / Series / BU Geo Revenue, Margin & Cash Product Production Site Units and Capacity Family / Series / BU Geo Revenue, Margin & Cash Family / Series / BU Geo Revenue, Margin & Cash Planning TermsStakeholders Account Managers Sales Managers Marketing Demand Planners Supply Planners Production Planners Finance Executives Customers Suppliers Cross-functional Planning Environment
  • 33. © 2014Steelwedge Software, Inc. Confidential. Managing the Translation between Functions Sales, Marketing, Product Management, Demand Planning Demand Inventory, Production, Procurement and Allocations Supply Profit & Loss, Balance Sheet Finance Executive Dashboards Executive
  • 34. © 2014Steelwedge Software, Inc. Confidential. Planning Dashboard Steelwedge Enterprise Enabled Excel Slice of view (hierarchy) Time series of key figures Planning data for review and updates Planning Views Combine Planning, Analytics in Familiar UI Capture institutional knowledge / assumptions
  • 35. © 2014Steelwedge Software, Inc. Confidential. SteelwedgeProduct Brief: Sales Pipeline Bridge Sales Pipeline Bridge Challenges • Statisticalprojections alone are insufficient for Opportunity driven business (CTO, ETO, MTO). • Opportunity data is higher-level, aggregate data. Not directly useful for Demand Planning • Translation to Demand Planning terms required  Value to Volume  Quarter to Month  Family to Product Solutions • Intelligent filtering and translation of sales opportunities into the demand management process render an accurate view of demand. • Provides systematic way to manage sales forecasts based on opportunities period to period Key Features • Intelligent opportunity filtering and translation • Recognizes and transforms CRM and SFA data • Correlates to ERP and SCM data • Dramatic forecast improvement and enterprise alignment. © 2014Steelwedge Software, Inc. Confidential. 1 Click Hyperlink back to the SFDC CRM 2 Step Threshold filtering for up to six filters on opportunity selection Quick Facts: Executive S&OP S&OP Sales S&OP Operations S&OP Collaborate S&OP Insight S&OP Apps
  • 36. © 2014Steelwedge Software, Inc. Confidential. Appexchange Listing
  • 37. © 2014Steelwedge Software, Inc. Confidential. Appexchange Listing – Sneak Peek
  • 38. © 2014Steelwedge Software, Inc. Confidential. Q&A
  • 39. © 2014Steelwedge Software, Inc. Confidential.