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jda 2015 v3


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jda 2015 v3

  1. 1. Celtic Manor March 2015 High Performance Supply Chains Simon Bowes Andrew Killick
  2. 2. 2
  3. 3. 3 Key Findings
  4. 4. 4 Key Findings
  5. 5. 5 Key Findings
  6. 6. 6 Key Findings
  7. 7. 7 TOTAL REVENUE $ in millions CUSTOMERS 4000+ Introductions PROFESSIONALS 4800+ LOCATIONS WORLDWIDE 70+ $382 $401 $594 $691 $1,065
  8. 8. 8 JDA – End to End No disruptions · No silos No surprises No secrets
  9. 9. 9 Customers
  10. 10. Copyright © 2014 JDA Software Group, Inc. Confidential CONTINUED INNOVATION AND CUSTOMER FOCUS Voice of the CUSTOMER $120+ Million in R&D Spend 400 Patents Copyright © 2014 JDA Software Group, Inc. Confidential
  11. 11. 11 Supply Chain Planning Ecosystem “Apply the Gartner Supply Chain Maturity Model for Better Supply Planning”, Gartner, April 2014
  12. 12. 12 Flexible Business Model Transportation Management Warehouse Management Replenishment & Fulfillment Price & Promotions Management Order Promising & IBM Commerce 3rd Party Solutions Host/ERP/Other JDA Platform Sales & Operations Planning Demand Management
  13. 13. Copyright © 2014 JDA Software Group, Inc. Confidential Real Time Integration In Memory Processing Cloud Computing SaaS JDA Customer-Centric Copyright © 2014 JDA Software Group, Inc. Confidential
  14. 14. 14 Independent and Misaligned Goals Retailers and Manufacturers Both Struggle with Problems…Independently Disconnected Models & Systems Create Uncertainty, Accountability Issues and Unnecessary Costs Supplier-Centric Planning Retailer-Centric Planning
  15. 15. 15 Benefits  Pre-built store level metrics  Algorithms that determine root-cause  Auto-cleansing demand history  Tied to supply chain levers Opportunity Benefits Opportunity  One view of key metrics  Enable joint planning with retailer partners  Drill up/ down  Optimized for scale and performance Benefits  Prescriptive simulation modeling across 5 categories (Promotions, Inventory, fulfillment, deployment, and network strategy).  View tradeoff decisions across multiple simulations Benefits  Dashboard monitoring of new product introduction performance by store  Drill up/down hierarchy analysis  Daily visibility of performance vs. target Collaboration Workbench Root Cause Analytics Simulation Modeling New Product Intelligence JDA Flowcasting Leverage Cloud Computing
  16. 16. 16 Flowcasting and Forecast Accuracy > “Drake said the solution, now live with a couple of retail customers, has delivered the biggest single improvement in forecast accuracy in the history of Kraft, while noting that in a sense Flowcasting has upended Kraft’s existing thinking about the value of traditional forecasting and accompanying resources” 16 Dan Gilmore, Supply Chain Digest , May 11 , 2012
  17. 17. 17 In Memory Computing > What difference would it make if you could get a response to a Master Planning question in a matter of minutes or seconds? > A response that was - Global - Optimised - Costed - Revenue and Margin Aware - Customer focused > Utilising In-Memory Computing technology makes that possible. Copyright © 2014 JDA Software Group, Inc. Confidential
  18. 18. 18 Plan Management Planning Control Tower > Agile Workbench enables fast response to events via guided resolution paths powered by a live in-memory simulation engine - Respond to disruptive events quickly and profitably - Triage and resolve exceptions via pre- packaged resolution levers - Perform rapid what if simulations to try out various scenarios - Update the plan of record in incremental fashion
  19. 19. 19 The Shift in Production Planning > Weekly production plan > Load leveling based on the primary bottleneck constraints > Manual plan tuning was expected as part of the planning process > Material availability was primarily MRP and procurement issue In the past . . . Today . . . > Increased demand volatility requires daily production planning > Floating bottlenecks (due to high demand mix) > Production planners don’t have time to respond to volatility > Must consider material availability due to volatile material costs and increased lead times
  20. 20. 20 Order Promising Maturity Maturity Agility Level 1 Fixed Lead Times Level 2 Simple Available-To- Promise (ATP) Level 3 Real-Time, Allocated ATP Level 4 Real-Time, Allocated Capable-To-Promise Level 5 Closed-Loop Profitable Promising Lead times are theoretical or averages based on past performance Does not adapt to changing supply and demand Does not incorporate supply chain or customer priorities Simple finished good supply including on- hand, in-transit, planned and projected receipts No reservations for key channels, customers or tiers Simple logic to match demand to supply Differentiated allocation policies for channel and product segments Segmentation strategies regularly tuned to business conditions Automatic supply- demand balancing Lights-out promising with workflows to manage exceptions Reservations at multiple levels in the supply chain by channel and product line On-going proactive management of response to forecast Advanced root cause analysis and exception resolution Price-point and profit- sensitive reservations at multiple supply chain levels Interactive planning adjustments and re- allocations Closed-loop feedback on order execution Tune promising policies to adapt to changing buying patterns “Apply the Gartner Supply Chain Maturity Model for Better Supply Planning”, Gartner, April 2014
  21. 21. 21 Connecting Planning to Execution Demand Planning Supply Chain Strategy Inventory Optimization Sales & Operations Planning Replenishment Master Planning Factory Planning, Scheduling Order Promising HoursShiftsDaysWeeksMonthsQuartersYears Real-Time Long-Range Demand Planning Medium-Range Consensus Demand Plan Strategic Network Design Portfolio Segmentation Tactical Inventory Planning Strategic Inventory Planning Executive S&OP Operational S&OP Distribution Requirements Planning Deployment Planning Master Production Planning Factory Planning & Scheduling Allocation Planning Order Promising 2. Build to support the plan 1. Plan what you want to sell 3. Promise what you can build ERP/WMS/TMS/MES 4. Deliver on promises and achieve the plan
  22. 22. 22 Real-time Integration with SAP 22
  23. 23. 23 Take aways > Some things never change – but some do > Technology is an enabler > Maturity matters – it’s a journey > Innovation > > > Copyright © 2014 JDA Software Group, Inc. Confidential