Economic volatility, global climate changes, rising globalization, and the relentless fast pace of innovation driven by the informed consumer have always defined the business landscape for Del Monte. As those changes have developed (and continue to shapeshift), the dynamics among supply chain, commercials, and finance have evolved as well—while they have always been fundamentally linked, the way in which they engage needs to keep up with the increasing complexity required to deliver and delight customers. Learn how Del Monte has changed the way it connects its supply chain with profitability by linking it to financial cost and revenue models in Anaplan.

2. #AnaplanHub16

3. #AnaplanHub16
The Del Monte –
Anaplan Project

4. HELLO! My name is STEVE.

5. • Introducing Del Monte
• The Current Del Monte S&OP
Framework
• The Del Monte – Anaplan Journey
• Q&A
HELLO! My name is STEVE.

6. • Show video:
Del Monte
overview
Video

7. Support Functions: HR Finance IT R&D Opcom
Suppliers
Receiving &
Staging
Manufacturing
Warehousing &
Delivery
Trade Customers
Consumers
Procurement/
Planning
QA
Raw Materials Warehouse
QA
Manufacturing (Toll and
Mindanao Cannery and
Plantation)
Logistics
Sales
Logistics
Accounting
Marketing
Product Development
We organize ourselves around the customers’ needs.

8. 8
Data Quality
ShareholderValue|Customer
Strategy|Tactics|Operations
SUPPLY
3
ALIGNMENT
5
RECONCILE
4
DEMAND
2
INNOVATION
1
Single
agreed plan
Integrated Business
Management
 Senior Team
 Strategic 18 to 24
months
 Focus: 4+ months
Tactical S&OP
 Demand, Supply
Planners
 Tactical 1 to 4 weeks / 2
months
 Focus: 1 to 3 months
Operational
Scheduling
 Supervisors, Operators
 Here & now
 Focus: today/tomorrow
We don’t lack for management concepts to help us.
IBM builds on the classical CLASS A MRPII framework of the 90’s…

9. Innovation for long term planning.
STRATEGIC/INNOVATION
PLANS (LRP)
FINANCIAL
PLANS (LRP)
BUSINESS
PLANNING (AOP)
SALES & OPERATIONS
PLANNING (S&OP)
DEMAND
MANAGEMENT
ROUGH-CUT
CAPACITY
PLANNING
MFG CAPACITIES
LOGISTICS
CAPACITIES
SUPPLIERS’
CAPACITIES
CUSTOMERS &
CONSUMERS
CUSTOMER
DEVELOPMENT
MARKETING
OTHER
DEMAND
ORDER
ENTRY/
PROMISING
MASTER
SCHEDULING
DETAILED
MAT'L./CAP.
PLANNING
PLANT/
SUPPLIER
SCHEDULING
EXECUTION
BILLS
OF
MAT'L.
ROUTINGS
INVTY.
RECORDS
WORK
CENTERS
IBM builds on the classical CLASS A MRPII framework of the 90’s…
Innovation Review (IR)

10. Demand Review to size up the market.
STRATEGIC/INNOVATION
PLANS (LRP)
FINANCIAL
PLANS (LRP)
BUSINESS
PLANNING (AOP)
SALES & OPERATIONS
PLANNING (S&OP)
DEMAND
MANAGEMENT
ROUGH-CUT
CAPACITY
PLANNING
MFG CAPACITIES
LOGISTICS
CAPACITIES
SUPPLIERS’
CAPACITIES
CUSTOMERS &
CONSUMERS
CUSTOMER
DEVELOPMENT
MARKETING
OTHER
DEMAND
ORDER
ENTRY/
PROMISING
MASTER
SCHEDULING
DETAILED
MAT'L./CAP.
PLANNING
PLANT/
SUPPLIER
SCHEDULING
EXECUTION
BILLS
OF
MAT'L.
ROUTINGS
INVTY.
RECORDS
WORK
CENTERS
IBM builds on the classical CLASS A MRPII framework of the 90’s…
Demand Review (DR)

11. Supply Review to understand capacity constraints
STRATEGIC/INNOVATION
PLANS (LRP)
FINANCIAL
PLANS (LRP)
BUSINESS
PLANNING (AOP)
SALES & OPERATIONS
PLANNING (S&OP)
DEMAND
MANAGEMENT
ROUGH-CUT
CAPACITY
PLANNING
MFG CAPACITIES
LOGISTICS
CAPACITIES
SUPPLIERS’
CAPACITIES
CUSTOMERS &
CONSUMERS
CUSTOMER
DEVELOPMENT
MARKETING
OTHER
DEMAND
ORDER
ENTRY/
PROMISING
MASTER
SCHEDULING
DETAILED
MAT'L./CAP.
PLANNING
PLANT/
SUPPLIER
SCHEDULING
EXECUTION
BILLS
OF
MAT'L.
ROUTINGS
INVTY.
RECORDS
WORK
CENTERS
IBM builds on the classical CLASS A MRPII framework of the 90’s…
Supply Review (SR)

12. Reconciliation Review to understand trade offs.
STRATEGIC/INNOVATION
PLANS (LRP)
FINANCIAL
PLANS (LRP)
BUSINESS
PLANNING (AOP)
SALES & OPERATIONS
PLANNING (S&OP)
DEMAND
MANAGEMENT
ROUGH-CUT
CAPACITY
PLANNING
MFG CAPACITIES
LOGISTICS
CAPACITIES
SUPPLIERS’
CAPACITIES
CUSTOMERS &
CONSUMERS
CUSTOMER
DEVELOPMENT
MARKETING
OTHER
DEMAND
ORDER
ENTRY/
PROMISING
MASTER
SCHEDULING
DETAILED
MAT'L./CAP.
PLANNING
PLANT/
SUPPLIER
SCHEDULING
EXECUTION
BILLS
OF
MAT'L.
ROUTINGS
INVTY.
RECORDS
WORK
CENTERS
IBM builds on the classical CLASS A MRPII framework of the 90’s…
Reconciliation Review (RR)

13. Top Management to align the organization.
STRATEGIC/INNOVATION
PLANS (LRP)
FINANCIAL
PLANS (LRP)
BUSINESS
PLANNING (AOP)
SALES & OPERATIONS
PLANNING (S&OP)
DEMAND
MANAGEMENT
ROUGH-CUT
CAPACITY
PLANNING
MFG CAPACITIES
LOGISTICS
CAPACITIES
SUPPLIERS’
CAPACITIES
CUSTOMERS &
CONSUMERS
CUSTOMER
DEVELOPMENT
MARKETING
OTHER
DEMAND
ORDER
ENTRY/
PROMISING
MASTER
SCHEDULING
DETAILED
MAT'L./CAP.
PLANNING
PLANT/
SUPPLIER
SCHEDULING
EXECUTION
BILLS
OF
MAT'L.
ROUTINGS
INVTY.
RECORDS
WORK
CENTERS
IBM builds on the classical CLASS A MRPII framework of the 90’s…
Management Business Review
(MBR)

14. A platform for collaboration is needed…
The Now…
 Multiple S&OP’s (and no enterprise
view)
 Multiple sources of data
 Manually linked planning processes
– MPS/MRP/CSAR/Plantation
Planning
 Transportation/ shipment planning is
manually linked to supply plans
 Need to link short, mid, and long
term Pineapple planning on a rolling
basis.
 No regular financial integration in
our current S&OP process
 In mature market segments, need
opportunities for profits to be made
An Integrated System for an
Integrated Business
Management philosophy
enabling:
 A formal integrated approach
 Integrated planning across
functions providing an enterprise
view of operational plans and
financial impact
 Continuous management of
change, issues, scenarios
 Linkage of short, mid, and long
term planning.
 Superior customer service,
reduced inventories, optimized
cost

15. 20
The search for a planning tool

16. Del Monte became part of the Anaplan sphere on
September 2015 with an FP&A use case
-
Anaplan FP&A Go-
Live on December
7, 2015

17. Del Monte current Use Cases – either via prebuilt models, created from
scratch, or under assessment
 Financial Planning and Analysis
– Phil Market Finance Module
• Sales and Marketing
• Logistics and Transportation
• Tollpack/Culinary/Reds Cost Planning
• Cannery/Pineapple Cost Planning
• Operating Expenses
– Export
– S&W
 Legal Consolidation
 Supply Planning (Mindanao)
 Distribution Resource Planning
 HR Manpower Planning

18. Anaplan implem gave us Quick and Big Wins so far.
 More granular analysis of drivers, better Planning quality
– By Ship to by SKU
– Transportation requirements and budgeting,
– Warehouse capacity planning
– BOM based costing for tollpacked products
– Direct product and customer profitability analysis
– Powerful allocations
 Speed and Efficiency - Less painful Budgeting Process
– Analysis on the fly
– Very significant improvement in Planning turnaround time – from a 2-week to a 2-day process.
– Parallel processing vs Serial processing
 Flexibility via Anaplan’s Self Service model
 System is business driven with IT/Anaplan Support as a valuable partner.
 Optimization leading to financial gains – yet to be determined, but expected.

19. Anaplan provides the ability to drill down even more.
Without Anaplan To
Pricing By sku by quarter By sku by month
Discounts Average per channel By customer
Volume By Channel/By sku/By quarter Plus By Customer/By Ship To/By Month
Advertising and Promo Excel Worksheets by brand by channel by
month by spend type
Upload by Owners (eventually)
Special Pricing and Trade Deals Average %s (from historical or AOP) By Customer/By SKU
Product Costs Standard cost per case, every OL cycle Standard cost per case with PPV
adjustment for months; with possibility to
build bottom up (space consideration)
Transportation Costs National Average by sku By ship to by sku
Overheads Manual Excel worksheets Via Anaplan (controllable vs non
controllable) with opportunity for ZBB and
driver based build in the future (space
consideration)
Actuals and Variance reporting Excel and powerpoint files Dashboard Reporting and more accurate
Rate-Volume-Mix analysis

20. 25
You cannot model what you
do not understand.

21. • At the end of 2011, we have 400
SHIP-TO’s being served.
• In 2013, this increased to 600
delivery points
• To date, we are already serving
more than 800 sites
• With this trend, we are likely to
have 1,200 delivery points by
2017
1. Where are our customers?

22. Toll Packers
Mindanao Cannery
Manila warehouses –
Cebu warehouse
Cagayan warehouses –
Dev- Vis
Dev – Luzon, Mindanao,
Visayas
Key Luzon
Key Vis
EXPORT MARKETS
DM Plantation
300 RPM /700 Indirect
Suppliers
Toll pack items
Bugo items
Key- Key Accounts
Dev- Dev. Accounts
Stored in RPM
Warehouses
Stored in RPM
Warehouses
Dev– Luzon, Mindanao,
Visayas
Key Min
2. From Supply to meet Demand

23. 3. Costs costs costs
RAW MATERIALS, other than formulation:
– Line loss (line/machine, packaging format, etc.)
– Formula adjustments—modifications in product formulation due to variability in a major
ingredient; major examples: tomato paste, fruit concentrates
– Purchase prices
PACKAGING MATERIALS
– Line loss (line/machine, packaging format, etc.)
– Purchase prices
TOLL FEES
– Line speed, efficiency, age of investment, volume
FIXED COSTS
– The allocation of Toll Operations cost centers
– Controllable vs Uncontrollable costs.

24. 29
Models, Modules, Lists, Line
Items

25. General Lists - sample
Properties Subsets Item Count
Ship to Customer, DC: Organization, Street: Text, City: Text, TranspZone: Number,
SDst: Number, Sales district: Text, CGrp: Number, Customer group:
Customer Group, PostalCode: Number, Region, Island, Sales Group: Text,
Distributor's Discount: Number, FS Discount: Number, Other Discount:
Number, 2% Culinary Discount: Boolean, 4% Pasta Discount: Boolean, FNR
15+1 Trade Deal: Boolean, Prompt Payment Discount: Number, E2E
Discount: Number, Marketing Group, Via DC?: Boolean, Crossdock?: Boolean
FS Discount - Ship to, Distributor, Key, Dev, Perpetual Discount - Ship
to, Special Pricing Discount - Ship to, Crossdock, Distribution Allowance
- Ship to, Spend Rate Accounts - Ship to, E2E Discount - Ship to, FS MD
Percentage - Ship to, FS MD Peso - Ship to, TTA - Ship to, Trade Deals -
Ship to, Grocery - Ship to
1068
SKU Code2: Text, Brand, Product Hierarchy, Category, Source, Island, Net
Weight: Number, Gross Weight: Number, Stat Case Factor: Number, Kg
Factor: Number, Obso Rate Plan: Number, Bad Order Rate: Number,
Size/Dimension: Text, New Products: Boolean, Load Factor CV: Number,
Load Factor Truck 10 Wh: Number, Load Factor Truck 6 Wh: Number, Del Fee
Multiplier: Number, Volume: Number, FY16 LPBT: Number, SVI/SSM
Discounts: Number, Alfamart Discounts: Number, Suy Sing/Super 8
Discounts: Number, Goldilocks Discount: Number, Jollibee Discount:
Number, Shakeys Discount: Number, Chowking/Greenwich DIscount:
Number, Contract Pckg Discount: Number, McDonalds Discount: Number,
Tropical Hut Discount: Number, Customs Operations: Number, TTA:
Number, Downline SKU: Boolean, Phil Seven Trade Deals: Number,
Chowking/Greenwich Trade Deals: Number, Goldilocks Trade Deals:
Number, Jollibee Trade Deals: Number, McDonalds Trade Deals: Number,
Red Ribbon Trade Deals: Number, Shakeys Trade Deals: Number, Tropical
Hut Trade Deals: Number, Centerpoint FS Trade Deals: Number, Marina FS
Trade Deals: Number, Pine / Non-Pine: Text, via DC?: Boolean, Parent2:
Brand, Category TR, Cost Growth Classification
Traded, Toll, Bugo, Beverages, Special Pricing Discount SKU, FS Trade
Deals SKU
596

26. General Lists – sample
Properties Subsets Item Count
Sold to Cgrp: Number, Customer Group 578
Product Hierarchy Brand, Description: Text, Source 309
Zip Code City: Text 252
Cost Elements Description: Text, Source File: Text, Input by: Text, Time Input: Text Yearly, Monthly 174
Cost Centers Person Responsible: Text, Sub - dept: Text, P&L: P&L Cost Centers Logistics, G&A, R&D, S&M, Tollpack 159
Customer Customer group code: Number, Channel: Organization, Customer Group,
Marketing Group, FS MD: Number, Spend Rate Account: Boolean
FS MD Percentage, FS MD Peso, Distribution Allowance - Customer,
Spend Rate Accounts, DUMMY, Special Pricing Discount Customer, FS
Trade Deals Customer
88
Value Fields Soc subset: Soc Subset, SOC Subset L5, P&L by SKU: SOC Subset per SKU,
Expenses: Boolean
Sales Qty and Rev, Other Disc, Below GM, Above GMw/o Ship to,
Above GMw/ Ship to, TPC, Prod Cost, Volume, Reg sales and transpo
per ship to subset
84
Brand Category 39
Tollers 14
Cust. Group - Region Name basis: Text 11
P&L Cost Centers 9
Category TR 8
MAPS Value Property: Number 6
Markets 6
Region 6
Commercial Cost Centers 4
Advertising Budget Source 4
Category 4
Island 4
Organization Marketing Group Grocery - Channel 4
Source 4
Cross dock provider 3
Customer Group 3
Marketing Group 3

27. The FP&A High Level Model Map – THIS IS IT!

28. Transportation and Distribution Model Map

29. BOM Costing Per SKU sample module

30. Basic Fixed Costs and Opex Model - pre ZBB

31. Driver-based analysis - sample

32.  Seamless ERP Integration
– Planning level not matched with ERP/Actuals
 New concept of storage and size utilization.
– Cloud storage means costs.
– Tendency to be Anaplan “addicts”
 Spurious accuracy because of the computing power we have in our
hands
 Increasing user and management expectations
 Change management
Challenges

33. Q
A

34.  Some materials used in the presentation may proprietary
– The IBM process is cited to provide the framework for the current
S&OP process done in Del Monte
Notes