Top Sales and Operations Planning (S&OP) Tips and Tech Trends: Power up for 2013
 

Top Sales and Operations Planning (S&OP) Tips and Tech Trends: Power up for 2013

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Steelwedge Agility Webinar Series ...

Steelwedge Agility Webinar Series

Featuring Nari Viswanathan, VP of Product Marketing and Management, Steelwedge

Join Steelwedge as we round up the best of the best in practice, process, and case study lessons learned from a dynamic year of "S&OP Agility" thought leadership webinars. We'll summarize our favorite insights from industry pundits and practitioners alike. At this live webinar, you'll learn how the industry's leaders are rethinking, rescoping, and researching how to turn static S&OP planning practices into more agile business opportunities.

As a bonus, we'll give you a peek at the future in terms of what you can -- and should -- be getting from your S&OP technology.

Learn the 5 trends that can power your company's planning in 2013:

• Adopt and automate your unique process: build your own app
• Act faster with better analytics
• Leverage the power of cloud
• Mobilize your planning!
• Reduce Time to Value

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

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  • In fact, new research published in May 2012, shows that there is a GAP between the importance of business agility, and businesses actual ability to be nimble enough to respond to change with their business plans.90% of business executives interviewed said that agility was critical for their businesses to compete, yet-Only 27% feel that they are agile enough.So where should you start in creating your business agility? According to leading research firms such as Gartner and International Data Corporation, manufacturers across all markets worldwide, are turning the Sales & Operations Planning—or S&OP—to bring together a single view of their business for better market responsiveness. In fact, S&OP is the #1 application–and the most urgent area of inquiry for manufacturers.
  • Conclusion: Up to 77% of the enterprises surveyed may not be advancing their S&OP process competency at a rate of change requisite to remain competitive when considering current market factors impacting Enterprise Risk such as the continued acceleration of Supply Chain Network Complexity, Emerging Market Sales, High Demand Volatility and the exponentially increasing volume of Corporate Data.
  • Conclusion: Nearly 70% of the companies surveyed have trouble integrating the market change signals they pick up mid-cycle into their demand and supply decision making, forcing a reactive vs. proactive posture that yields sub-optimized results.
  • Conclusion: Close to 85% of the companies surveyed lack the collaborative and analytic tools to perform the dynamic and complex tasks required to complete an Executive S&OP cycle by the certified Best Practice standards taught industry wide.
  • Conclusion: More than 90% of the businesses surveyed spend disproportionately more time (up to 70% more hours than needed) sourcing, aggregating, translating and distributing data, than they do invested in value adding strategic collaboration around the unique demand-supply trade off decision-making discussions that lead to consistently predictable enterprise performance aligned with plan.
  • Conclusion: An alarming 90% of the companies surveyed show a recognized gap in Business Agility.
  • There are often gaps between enterprise applications that are filled with off-line business processes, many times in Excel. Steelwedge Business Apps leverage the planning data collected from across your system landscape and drives these company-specific processes.Steelwedge offers a growing library of Apps and enables users to create their own Apps. Please contact SW with your
  • Better collaborationAnalyze cross-functional data fasterNo more “information black holes”
  • Better collaborationAnalyze cross-functional data fasterNo more “information black holes”

Top Sales and Operations Planning (S&OP) Tips and Tech Trends: Power up for 2013 Top Sales and Operations Planning (S&OP) Tips and Tech Trends: Power up for 2013 Presentation Transcript

  • © 2012 Steelwedge Software, Inc. Confidential. 1Plan. Perform. Profit. 7 Process and Technology Tips for 2013 Single Line of Sight: Plan, Perform, Profit
  • © 2012 Steelwedge Software, Inc. Confidential. 2Plan. Perform. Profit. Agenda •  Research Roundup •  Seven Key Process and Organization Capabilities for Organizations •  Seven Key Technology Capabilities •  Summary
  • © 2012 Steelwedge Software, Inc. Confidential. 3Plan. Perform. Profit. The Agility Gap How good are you at responding to rapid change? 90% Agility is crucial to business 27% Are good at agility *May 15 S&OP Agility Research, Supply Chain Insights
  • © 2012 Steelwedge Software, Inc. Confidential. 4Plan. Perform. Profit. S&OP Progress Rate Your Enterprise’s 2012 S&OP Progress: 23% 56% 13% 08% A lot A little Not at all We lost ground *Nov 27 2012 Steelwedge Agility Research
  • © 2012 Steelwedge Software, Inc. Confidential. 5Plan. Perform. Profit. Responsiveness How challenging are mid-cycle changes to your planning process? 27% 41% 31% Extremely Rather Somewhat No Problem 01% *Nov 27 2012 Steelwedge Agility Research
  • © 2012 Steelwedge Software, Inc. Confidential. 6Plan. Perform. Profit. Do you connect volume to mix in the planning process? Mix Management 16% 13% 10% Yes by cobbling together spreadsheets Yes using purpose built S&OP technology No we plan at the mix level No we plan at the volume level 62% *Nov 27 2012 Steelwedge Agility Research
  • © 2012 Steelwedge Software, Inc. Confidential. 7Plan. Perform. Profit. How do you facilitate collaboration through your process? Collaboration 34% 9% 36% Manual workflow - one set of business rules Manual workflow - multiple sets of business rules Automated workflow Execution is inconsistent at present 21% *Nov 27 2012 Steelwedge Agility Research
  • © 2012 Steelwedge Software, Inc. Confidential. 8Plan. Perform. Profit. Risk Management How effective is your S&OP Process in risk management? 09% 46% 44% Excellent: very effective at anticipating and recovering Very Good: effective at sensing changes and responding Good: we’re inconsistent fundamentally and in our response Weak: we do not anticipate and respond well to changes 01% *Nov 27 2012 Steelwedge Agility Research
  • © 2012 Steelwedge Software, Inc. Confidential. 9Plan. Perform. Profit. Agenda •  Research Roundup •  Seven Key Process and Organization Capabilities for Organizations •  Seven Key Technology Capabilities •  Summary
  • © 2012 Steelwedge Software, Inc. Confidential. 10Plan. Perform. Profit. Tip #1: Don’t Get Stuck in Control Mindset The Growth Paradox February 2012 Chris Turner, Principal, Stratabridge •  Genesis of S&OP founded on control. Great in a static environment •  But with volatility and internal change, can you afford a control focus?
  • © 2012 Steelwedge Software, Inc. Confidential. 11Plan. Perform. Profit. Tip #2: Leverage Similarities in S&OP Approach S&OP Agility Webinar March 2012 Tom Wallace, author, educator and founder TFWallace.com •  Learn from horizontal best practices •  Recognize S&OP’s applicability: – From earnings reporting – To New Product Introduction – To units measurement •  Then, adapt to your specific needs
  • © 2012 Steelwedge Software, Inc. Confidential. 12Plan. Perform. Profit. Tip #3: Balance Your Planning Like an Athlete: Build Flexibility, Strength and Balance How S&OP Drives Agility May 2012 Research Findings of Lora Cecere, Founder of Supply Chain Insight
  • © 2012 Steelwedge Software, Inc. Confidential. 13Plan. Perform. Profit. •  Today, S&OP landscapes are more complex. It is not a bell curve. The average company now has five S&OP processes. Eight years ago there was one. •  Today, a company is 5X more likely to have a supply chain center of excellence than eight years ago. However, there is still a large gap in the effectiveness of S&OP. •  90% of companies surveyed believe that a mature S&OP improves agility. However, only 13% of companies have effectively tied S&OP planning to execution. Key Findings
  • © 2012 Steelwedge Software, Inc. Confidential. 14Plan. Perform. Profit. Tip #4: Confront Conflicting Goals Are Your Ready for the Sea Change in Supply Chain Strategy? April 2012 Roddy Martin, SVP Supply Chain Transformation Competitive Capabilities International •  Balance goals across the organization: –  Finance: control operations –  Operations: minimize demand uncertainty –  Supply chain: Minimize risk and disruption –  Sales and marketing: guarantee product availability
  • © 2012 Steelwedge Software, Inc. Confidential. 15Plan. Perform. Profit. Tip #5: Make Change a Routine Part of Organizational Life Improving Agility in Business Planning June 2012 Eric Deutsch, Partner Oliver Wight • Reduce or eliminate organizational trauma that paralyzes many businesses attempting to adapt to new markets and environments
  • © 2012 Steelwedge Software, Inc. Confidential. 16Plan. Perform. Profit. Tip #6: Pick the Right S&OP Practices for Your Organization 7 Practices of Effective S&OP August 2012 Peter Bolstorff, Author and Educator •  Systematic management of ‘master data’ •  Synchronized tactical, and execution planning processes & horizons •  Mature collaboration •  Data oriented understanding of the inputs to the forecast •  Intense focus on ‘point-of-sale’ or ‘sell through’ data •  Disciplined product life cycle management process •  A continuous improvement approach to understanding consumer or user behavior
  • © 2012 Steelwedge Software, Inc. Confidential. 17Plan. Perform. Profit. Tip #7: Continue to Gain Value from S&OP Foundation What Mature S&OP Looks Like: Enterasys Case Study October 2012 Jack Lyon, Vice President of Operations, Enterasys Networks •  Crawl, Walk, Run methodology for continuing, incremental success •  Master Data Management to connect and harmonize vital on-premise and cloud based data •  Putting the Cloud to work for better scalability
  • © 2012 Steelwedge Software, Inc. Confidential. 18Plan. Perform. Profit. Agenda •  Research Roundup •  Seven Key Process and Organization Capabilities for Organizations •  Seven Key Technology Capabilities •  Summary
  • © 2012 Steelwedge Software, Inc. Confidential. 19Plan. Perform. Profit. 7 Key Technology Enablers Adapt and Automate Your Unique Process Act Faster with Analytics Mobilize your Planning Leverage the Power of the Cloud Reduce Time to Value Create a High Resolution IBP Process Accelerate Time to Value
  • © 2012 Steelwedge Software, Inc. Confidential. 20Plan. Perform. Profit. Adapt and Automate Your Unique Process Build Your Own Business Planning App
  • © 2012 Steelwedge Software, Inc. Confidential. 21Plan. Perform. Profit. Steelwedge Business Apps 21 Inventory Segmentation Stocking Strategy Demand Pattern Segmentation Inventory Segmentation Service Level Planning Demand Policy Company-specific Processes Build Your Own Business Apps
  • © 2012 Steelwedge Software, Inc. Confidential. 22Plan. Perform. Profit. Take the efficient approach Understand Complexity and Its Impacts Volatility Impact Statistical Forecast with Exception Monitoring Collaboration with Exception Monitoring Stocking Strategy: Min/Max, Safety Stock, etc. with Exception Monitoring Steelwedge Business Apps
  • © 2012 Steelwedge Software, Inc. Confidential. 23Plan. Perform. Profit. Act Faster Analytics Integrated with Planning Data
  • © 2012 Steelwedge Software, Inc. Confidential. 24Plan. Perform. Profit. Cloud Based Analytics: Built for IBP 1. Traditional Performance Summary Dashboards 2. Traditional Metrics Dashboards 3. Dynamic Content Dashboards 4. Dynamic Visualization Dashboards Benefits Dashboard & Reports Sophistication Increased User Adoption Operational Performance Transparency Organizational Alignment Better / Faster Decision-making
  • © 2012 Steelwedge Software, Inc. Confidential. 25Plan. Perform. Profit. SAM screenshots 25
  • © 2012 Steelwedge Software, Inc. Confidential. 26Plan. Perform. Profit. SAM screenshots 26
  • © 2012 Steelwedge Software, Inc. Confidential. 27Plan. Perform. Profit. SAM screenshots 27
  • © 2012 Steelwedge Software, Inc. Confidential. 28Plan. Perform. Profit. Mobilize your planning Mobile Analytics For Executives and planners: offline dashboards, predictive analytics and exceptions For Mobile Sales: offline and web-enabled demand data Enterprise Data Steelwedge Analytics Model
  • © 2012 Steelwedge Software, Inc. Confidential. 29Plan. Perform. Profit. Leverage the Power of the Cloud Cloud Based Delivery Platform
  • © 2012 Steelwedge Software, Inc. Confidential. 30Plan. Perform. Profit. Cloud: At Your Service 30 1. Configure Cloud Delivery Platform Accelerated Time To Value 2. Integrate Cloud Integration Portal Flexible Data Exchange 3. Deploy Cloud Services Portal Automated Upgrades
  • © 2012 Steelwedge Software, Inc. Confidential. 31Plan. Perform. Profit. Configure: Cloud Delivery Platform Multi-tenant Configuration Repository - Industry blueprint & Best Practices Customer Specific Configuration - Flexibility Partner/Customer Access Control - Cloud management Seamless Upgrades - Process flexibility Rapid Implementation - Time to value Monitoring and Statistics - User engagement Steelwedge Cloud Delivery Platform Monitor Rapid Implementation Seamless Upgrade Access Control Customer Specific Multi-tenant
  • © 2012 Steelwedge Software, Inc. Confidential. 32Plan. Perform. Profit. Reduce Time to Value Compass Express: Out of the Box S&OP Solution
  • © 2012 Steelwedge Software, Inc. Confidential. 33Plan. Perform. Profit. Compass Express Out-of-the-box S&OP solution S&OP Sales S&OP Operations Executive S&OP Collaboration Pre-implemented based on SW best practices Accelerates implementations Production ready configuration Net change to best practice vs. blank slate design Solution visibility during design
  • © 2012 Steelwedge Software, Inc. Confidential. 34Plan. Perform. Profit. High Resolution IBP Process Big Data Powered S&OP
  • © 2012 Steelwedge Software, Inc. Confidential. 35Plan. Perform. Profit. Bigger Demand/Supply Network = Bigger Data Manufacturers Wholesale Distributors Suppliers Customer Demand Info Goods Contract Manufacturers Logistics Providers Virtual Manufacturers Retailers Internet/ Portals Internet/ Portals Internet/ Portals Source: Rich Sherman, Keeping SCOR in the Supply Chain
  • © 2012 Steelwedge Software, Inc. Confidential. 36Plan. Perform. Profit. Impacts of an Interdependent Network •  Less control and visibility •  Increased lead-times •  Planning collapsing into execution •  More risks •  More change in the business environment Data required to monitor and control these processes has grown 70% in the last year
  • © 2012 Steelwedge Software, Inc. Confidential. 37Plan. Perform. Profit. The Best S&OP is Powered by Big Data •  Steelwedge: – powers Global 1000 planning – understands supply chain complexity – enables processes – manages growing data…
  • © 2012 Steelwedge Software, Inc. Confidential. 38Plan. Perform. Profit. The Best S&OP is Powered by Big Data •  Single unified data model for supply, demand and finance •  Ability to do global scenario management across the supply, demand and finance •  Extremely rich collaborative capabilities supported by Enterprise Enabled Excel Demand Supply Finance
  • © 2012 Steelwedge Software, Inc. Confidential. 39Plan. Perform. Profit. Datavolume/complexity Business Value 20-100X 2-10X X Combinatorial Explosion of Data Requires Advanced S&OP Technology • Volumetric and financial • Cross instance reporting • Planning across operational and strategic time horizons in single environment • Global supply-demand scenarios • Real-time integration to back end systems • Volumetric and financial • Detailed planning • Improved system integration • Scenario management for functional areas Advanced S&OP: Measures units/ dollars and also links Supply, demand and finance Big Data Powered S&OP: Measures units/dollars, links departments and time horizons and delivers multiple supply scenarios…..• Volumetric (not financial) • Limited detail visibility • Limited system integration • No scenario management Traditional S&OP: Measures units
  • © 2012 Steelwedge Software, Inc. Confidential. 40Plan. Perform. Profit. Power High Resolution S&OP The Hierarchy of Supply Chain Metrics Source: Gartner From Unfocused S&OP……
  • © 2012 Steelwedge Software, Inc. Confidential. 41Plan. Perform. Profit. Power High Resolution S&OP The Hierarchy of Supply Chain Metrics Source: Gartner To High Resolution S&OP……
  • © 2012 Steelwedge Software, Inc. Confidential. 42Plan. Perform. Profit. Accelerate Time to Value Technology Enabled Process Design
  • © 2012 Steelwedge Software, Inc. Confidential. 43Plan. Perform. Profit. Steelwedge Test Drive Why Test Drive Live System = Real User Input = Real Proof Point Validate Requirements Assumptions (Customer & SW) Validate Data Health and Availability (Customer & SW) What is a Test Drive Compass Express “Best Practices” platform hosted by SW One time data load 8 hours of Hands-on Training Optional: Integrated Planning Assessment / Design workshop
  • © 2012 Steelwedge Software, Inc. Confidential. 44Plan. Perform. Profit. Agenda •  Research Roundup •  Seven Key Process and Organization Capabilities for Organizations •  Seven Key Technology Capabilities •  Summary
  • © 2012 Steelwedge Software, Inc. Confidential. 45Plan. Perform. Profit. A New Age of Business Agility Has Arrived REACT through synchronized global planning & risk sharing Coordinate with partners, customers and suppliers by leveraging the power the world’s only rapid-to-implement, and scalable cloud-based collaborative planning platform GROW through integrated business planning Analyze supply, demand, finance, asset and workforce tradeoffs; understand the impact of alternate pricing, sourcing, mix, and volume scenarios DECIDE by leveraging the power of data to gain insight Leverage the scalability of an elastic cloud-based planning platform to power predictive analytics that provide visibility.
  • © 2012 Steelwedge Software, Inc. Confidential. 46Plan. Perform. Profit. SW Webinar Technology Trends December 11, 2012 Single Line of Sight: Plan, Perform, Profit