Apresentação SAP no evento do IMAM

1. Gestão da Cadeia
de Suprimentos
como Diferencial
Competitivo
Daniel Bio - SAP Brasil
Outubro 2010

2. Cenários de Negócios
O Brasil e o Mundo
Mercados Interno e Externo

3. Brasil - Há apenas 20 anos atrás ...

4. Brasil – Hoje Algumas certezas ...
R$ 300 bilhões até 2014
R$ 130 bilhões
R$ 537 bilhões

5. Engenharia e Construção
© SAP 2010 / Page 5
EC&O
Impact
13% 0%0%0%0%0%0%
Others
87%
Sports Events Investiments x EC&O - Impact (Euro Bi)
8 Euro Bi
52 Euro Bi
Total Investiment
60 Euro Bi
Fontes: Ministro do Desenvolvimento : Miguel Jorge – Seminario FIESP – Junho 2010
Revista Valor Infraestrutura - Maio 2010

6. Engenharia e Construção
© SAP 2010 / Page 6
Brazil Investiments 2011 - 2020
Popular Home Build
Program
Oil Extraction
(regular Investiment)
Oil Extraction (pre
salt Investiment)
Infrastructure230 Euro
Bi
100 Euro Bi
100 Euro Bi
40
Euro
Bi
Total Investiment
470 Euro Bi
Fontes: Ministro do Desenvolvimento : Miguel Jorge – Seminario FIESP – Junho 2010
Revista Valor Infraestrutura - Maio 2010

7. Papel e Celulose e Metalurgia
(Mercado Interno )

8. Auto suppliers continue to move
toward building a low cost
manufacturing presence
Raw material prices are increasing
and margins are shrinking
Customers are looking for higher
quality and faster product
innovation
Pressure mounting to improve operational performance while meeting escalating customer requirements
Cenário Mundial
Desafios dos “Global Automotive Suppliers”
Global Competition
Rising costs and shrinking
margins
Higher Customer Expectations
The world wide crisis came on top
 Automotive market not expected to recover completely before 2013

9. Cenário Mundial
Montadoras de Veículos
Source: PWC Automotive Institute Datacenter

10. Cenário Mundial
Preço do Petróleo ($100/bbl again…)
$25
$45
$65
$85
$105
$125
$145
DollarsperBarrel
Spot Oil Prices

11. $0,00
$10,00
$20,00
$30,00
$40,00
$50,00
$60,00
$70,00
CostsperTon
Truck Rail Water
Source: ACC’s Guide to Business of Chemistry
Cenário Mundial
Preços por modal de Transportes…

12. Cenário Mundial… a Gestão de Transportes
esta no topo dos investimentos
An Aberdeen benchmark Study on the Process
Industry shows that Transportation Management is the
Top Investment Area to drive Supply Chain and
Logistics Performance
Source: Aberdeen – Supply Chain Cost Cutting Strategies for
the Process Industry, March 2007
25%30%40%Demand management
25%17%40%Strategic network design
25%17%43%Warehouse/dock/yard mgmt
38%29%44%Inventory optimization
13%52%57%Product/batch traceability
17%
39%
41%
Industry
Average
13%36%Manufacturing applications
29%
60%
Best in Class
13%Channel management (channel sales data
visibility, prevent speculation/diversions,
etc.)
25%Transportation management
Laggards
New Applications Implemented as Part
of Improvement Strategy
25%30%40%Demand management
25%17%40%Strategic network design
25%17%43%Warehouse/dock/yard mgmt
38%29%44%Inventory optimization
13%52%57%Product/batch traceability
17%
39%
41%
Industry
Average
13%36%Manufacturing applications
29%
60%
Best in Class
13%Channel management (channel sales data
visibility, prevent speculation/diversions,
etc.)
25%Transportation management
Laggards
New Applications Implemented as Part
of Improvement Strategy
An ARC benchmark Study on Manufacturing
Industries IT Spending ranked Supply Chain
Performance (Time, Service Levels) and better
Transportation Planning and Execution as top
priorities where to focus investments
Source: ARC Advisory Group – Manufacturing IT
Benchmarking Analysis Report, April 2008

13. Finished-goods inventory
up from 2005
Cenário Mundial
Varejo o desafio do Planejamento
Retailers are offering POS data and engage in new ways yet manufacturers are still battling high inventory
levels, inflated supply chain costs and service level issues
Missing ever-stretching
service level targets
Source: IBM Institute for Business Value, 2008 GMA Logistics Survey

14. Finished-goods inventory up from 2005
Cenário Mundial
Varejo o desafio da Logística
Growing complexity and Rising fuel costs leads to increased Logistics costs per unit and despite increased
inventory Customer Service targets are being missed.
Missing ever-stretching service level targets
Source: IBM Institute for Business Value, 2008 GMA Logistics Survey
Doubling Logistics cost per Unit

15. E as nossas empresas?
Empresas no Brasil !! ??

16. Complexidade crescente
Importância da Visibilidade
Os processos não estão integrados, havendo
falhas em toda a cadeia de suprimentos …
Metalurgica
Subsidiaria
Subsidiaria
Cliente
Cliente
IT
IT
IT
RH
RH
RH
MKT
MKT
Vendas
Vendas
MKT
Vendas
Foco em :
Planejam. e
Produção
RH
Finanças
Vendas
Gestão
De Risco
• Gestão de Risco
• Planejamento
• Vendas
• RH
• Finanças
• Operações
© SAP 2008 / Page 16
Fornecedores
Baixa utilização dos ativos
Visibilidade de inventários
( MRO )
Custos altos Baixa Colaboração
Inúmeros SKUs
Integração
com novas
Empresas /
parceiros
Dificuldade
de Integração
Processos industriais
Outsourcing
não integrado.
Dificuldade de
Integrar com
Terceiros
Baixa
Confiabilidade
no Atendimento
de pedidos e
no cumprimento
das condições
Comerciais
Falhas na
Captação e
Entrega de
Pedidos
Visibilidade de
Estoques
Planta Manufatura
Baixa visibilidade
Impacto das variações de
Preços e Demanda nos estoques
Pequena
Troca de
Informações
Plano de
Produção e uso
dos ativos
Custos de
Aquisição
e Inteligência de
Mercado

17. METAL FABRICATORMETAL FABRICATOR
SUBSIDIARY
SUBSIDIARY
IT
@
IT
@
IT
@@
Planning
SALARIES
Planning
SALARIES
Planning
SALARIESSALARIESSALARIES
Financial
Analysis
Financial
Analysis
Financial
Analysis
Management
Skills
Management
Skills
Management
Skills
Information
Flow
Information
Flow
Information
Flow
Local
Marketing
Local
Marketing
Local
Marketing
SalesSalesSales
Global
Marketing
Global
Marketing
Global
Marketing
HRHRHR
Solução: Promover a Visibilidade e Integração dos Processos
Capacidade de
Utlização ,
Programação e
Rentabilidade
Avaliar Demanda e
Oportunidades
(Compras e
Vendas)
Análise de Valor
Processos
Integrados
Tecnologia
Escalável (SOA)
Informações em
Tempo real
Integração na Cadeia de Suprimentos
Inteligência de
Mercado
Flexibilidade
na Precificação
Planejamento e
Programação
Escalabilidade
e performance
Visibilidade
da Produção
Integração do
SCM
© SAP 2008 / Page 17
Increased Visibility
to Orders
Increased Visibility
to Orders
Metalúrgica
Subsidiaria
Subsidiaria

18. Visão Global da Cadeia Suprimentos
do Fornecedor ao Cliente
Processos de Negócios de ponta a ponta
Comprar Suprir Produzir Vender Movimentar Serviços Cliente
Planejamento da Cadeia de Suprimentos

19. Visão Global da Cadeia Suprimentos
do Fornecedor ao Cliente
Processos de Negócios de ponta a ponta
Comprar Suprir Produzir Vender Movimentar Serviços Cliente
Planejamento da Cadeia de Suprimentos

20. SCM solution enables Consumer Products
companies to create a Responsive Supply Network
SCM Solution allows Consumer
Products companies to better respond
to demand and supply dynamics across
the supply network….
 Integrated End to end planning processes
 Connecting Sales and Marketing with Supply
Chain
 Tightly integrated Supply Chain Execution
 Build-in performance measurement
 Easily deployable in modular implementable
steps
Design Source Make Store Move Sell Service
Product Safety & Traceability
Logistics & Fulfillment Management
Collaborative
Demand & Supply Planning

21. High-Level Business Process
Planning Horizon
Demand Planning
Supply Network
Planning
PP/DS
Deployment
Transportation
Planning
Global Planned
Orders
Planned Stock
Transfer
Confirmed Stock
Transfer
Planned Orders
Forecast

22. Synchronize supply with demand in your
global supply chain by balancing push and
pull network-planning processes and by
handling replenishment and production
based on actual demand.
 APO DP: Improves the forecast quality and
planning accuracy
 APO SNP: Improves visibility across your global
supply chain and lowers inventory
 APO PP/DS: Supports you in creating optimized
production plans
 APO gATP: Allows state-of-the-art sales order
confirmation planning processes
 APO TP/VS: Optimizes transportation loads and
minimizes transportation costs
 APO Alert Monitor: Powerful exception message
system integrated in all APO planning modules
Global Available-to-Promise
Demand Planning
Supply Network Planning
Production Planning &
Detailed Scheduling
Advanced Planning & Optimization
AlertMonitor
Transportation Planning &
Vehicle Scheduling
How SAP APO is structured

23. APO DP (Demand Planning)
 Comprehensive forecasting tool-set
 Statistical forecasting with causal
and time-series methods
 Selection of best-fit model
 Automatic outlier detection available
 Highly configurable planning books
with macro functionality
 Supporting aggregation /
disaggregation logic
 Lifecycle planning
 Plan promotions separately from the
rest of your forecast
 Track & monitor forecast accuracy
 Seasonal planning
 Collaborative demand planning
 Improved forecast quality
 One tool for power and business user
 Consolidated demand plan (different
regions, countries, departments, …)
Key BenefitsFeatures
Calculate and determine future demand to improve demand quality
and accuracy

24. Exemplo Ciclo do Planejamento de
Demanda
Simulate
Collaborate

25. APO Supply Network Planning (SNP) is the
solution to your problems…
Key BenefitsFeatures
 Increased visibility over the whole
supply chain
 Optimized sourcing and capacity
utilization
 Shortened order-fulfillment times
 Reduced inventory levels
 Improved customer service
 Integrate purchasing, manufacturing,
distribution, and transportation
 Consider constraints and penalties to
plan the product flow along the supply
chain
 Enable planning on different levels of
detail (aggregated planning)
 Choice of heuristic-, rule- or
optimization-based algorithm
 Advanced safety stock planning
algorithms
 Shelf-life
Calculates quantities to be produced and delivered to the locations to
match customer demand and maintain desired service levels.

26. Collaborative Demand & Supply Planning
© SAP 2008 / Page 26
Demand
S&OP
Business Scenarios
Periodic Revision
Rolling Forecast
Strategic Plans
Supply

27. S&OP com “dashboards” específicos

28. Visão Global da Cadeia Suprimentos
do Fornecedor ao Cliente
Processos de Negócios de ponta a ponta
Comprar Suprir Produzir Vender Movimentar Serviços Cliente
Planejamento da Cadeia de Suprimentos

29. A gestão de suprimentos cresceu em
sofisticação no últimos anos...
Compra Tática
 Minimizar preço
 Limitada gestão da base de
fornecedores
Fornecedores históricos e
mudança de fornecedores
oportunistas
Relação transacional
Maior base de fornecedores
para redução de risco
 Cadeia desintegrada
 Baixo nível de cooperação
Controle de qualidade na
recepção dos produtos
 Ausência de processo para decidir
centralização ou descentralização
de compras
Compra Operacional
 Minimizar o custo total
 Gestão de fornecedores
sofisticada
Processos para seleção de
fornecedores e iniciativas
conjuntas
Contratos mais completos
 Início de integração da cadeia
de suprimentos (coordenação)
 Médio nível de cooperação com
fornecedores
Controle de qualidade no
fornecedor
 Processos estáticos para definir
centralização ou
descentralização
Compra Estratégica
 Maximizar o valor
 Gestão sofisticada de
fornecedores
 Segmentação, conhecimento
da estrutura de custos e
mercados dos fornecedores
 Integração da cadeia (e.g.
gestão conjunta de estoque,
planejamento conjunto, etc)
 Alto nível de cooperação
 Programas para reduzir
custos e aumentar
produtividade do fornecedor
 Processos dinâmicos para
decidir centralização ou
descentralização das compras
Baixa
Sofisticação
Alta
Sofisticação
Fonte: IBMEC – Dr. Lars Meyer Sanches

30. Modelos de Compras – Visão Estratégica
Interno Híbrido Outsourcing
 A área é estratégica e não devemos fazer outsourcing ...
 Para alguns itens faz sentido e para outros não ...
 Teremos grandes ganhos com outsourcing desde que ele seja realizado de modo
inteligente e com segurança ...
 Estamos reavaliando processos e uma opção é uma maior centralização
do processo de suprimentos ...
Diferentes possibilidades de modelos de modo a atender às necessidades
específicas de cada empresa ...

31. Informação é a chave para se ter a
Performance em “ Contratações Estratégicas”
Se eu pudesse trazer todos os meus dados para uma
ferramenta de análise de gastos, integrada com meus
indicadores de performance, eu poderia facilmente verificar e
direcionar a aplicação dos meus recursos onde teríamos a
melhor economia e redução dos gastos.”
CPO, Empresa de Seguros (USA)
“
… e requer
 Completa visibilidade dos gastos
e dos padrões de compras por
toda a organização
 Dados completos, acurados e
confiáveis
 Informações poderosas nas
mãos dos usuários de negócio
Para alcançar os objetivos
estratégicos, compras
precisa…
 Melhorar as estratégias de
fornecimento (aquisição,
fornecedores etc)
 Gerenciar efetivamente as
oportunidades de economia
 Desenvolver relações
saudáveis com os fornecedores
 Melhorar a governança

32. Valor agregado da área de Compras
Os líderes atingem os melhores resultados
Capacidade de
Economizar
2.2%
Outros Líderes
4.1%
Crescimento Resultado Operacional
Source: SAP Insight – Enabling Profitable Growth Through Procurement, 2007
13%
Outros Líderes
28%
As Empresas líderes são capazes de
transformar o valor agregado de compras
em resultados operacionais
Este estudo aborda 12 processos-chave de Compras e Suprimentos

33. Indicadores de Performance Média
Ganhos/Melhoria do Gerenciamento dos Gastos 34%
Ganhos/Melhorias na economia em “fornecimento
estratégico”
75%
Ganhos/Melhoria na Governança dos Contratos 25%
Redução nos ciclos de tempo em compras 22%
Portal de Compras e análise de gastos - todos
os líderes reconhecem os benefícios …
Source: Aberdeen, 2008

34. Área de Compras lidera ranking e apresenta
maior potencial de ganhos....

35. Procurement Portfolio
Processos End to End
1 2
3
4
Supplier Management
 Aggregates and enriches
spend data
 Provides insights into
supplier information,
savings opportunities
 Centralizes supplier
management
Sourcing
 Project based and
centralized sourcing
 Predefined and complex
enabled RFX’s
 In depth supplier proposal
analysis
 Reverse auctions
Contract Management
 Accelerate the cycle by
automating the contract
management process
 Automates the transfer of
negotiated prices and
conditions
 Enable contract
compliance
 Automates end to end
procure to pay process
 Enables goods and services
procurement
 Supports multiple back-end
systems
 Extends supplier
collaboration
Operational Procurement

36. Mapa Comparativo de Fornecedores
Ambiente para simulações….

37. Cockpit para Leilão Eletrônico

38. Monitoramento de Contratos

39. Spend Performance Management
Conteúdo pré-definido e pronto para ser utilizado e adaptado

40. Visão Global da Cadeia Suprimentos
do Fornecedor ao Cliente
Processos de Negócios de ponta a ponta
Comprar Suprir Produzir Vender Movimentar Serviços Cliente
Planejamento da Cadeia de Suprimentos

41. APO PP/DS: Production Planning
 Multi-level production planning
 Capable-to-Promise
 Use existing or own developed
heuristics
 Supports lot quantity calculations and
sourcing
 Support the following Models:
 Make to Stock
 Make to Order
 Make to Order with Order BOM
 Engineer to Order
 Project Manufacturing
 Flow Manufacturing
 Order Pegging
 Integrated with the APO Alert Monitor
 Determines how, when, and where
resources and materials should be
deployed to accomplish the production
goals
 Master planning for materials
and capacity (resource loads)
 Realistic delivery date confirmations
 …
Key BenefitsFeatures
Delivers a short term production plan that matches overall supply to
demand, given available resources and production methodology.

42. APO PP/DS: Detailed Scheduling
 Scheduling Optimizer
 Optimal Sequencing
 Flexible & Graphical Activity
Scheduling
 Backlog Resolution Planning
 What-if Analysis & Simulation
 Forward & Backward Scheduling
 Configurable Exception Alert Monitor
 Plan Monitor
 Production Order Release
 …
 Optimal production sequence that is
feasible and can be executed
 Allows simulation of various planning
scenarios to determine optimal schedule
 Optimization based on actual constraints
ensures reliable delivery due date
promises
Key BenefitsFeatures
Determines optimal production sequence for execution, to meet
delivery commitments based on actual constraints on the shop floor.

43. Typical Planning Cycle
Sense
&
Respond
Interactive Scheduling to
reduce late orders and
capacity overload
Productions Planning- and
Optimization Run
1) Weekly program and
2) Short term change-over and
sequence optimization
Monitor Alerts for
Orders and main assemblies
Simulate and compare
alternative solutions, execute
decision
Manufacturing & Procurement
Execution – Changes,
Exceptions
... Without missing parts
... Optimized Plan
... On time
... Backlog free
... Restriction based
... Human based sense & respond
1
2
3
4
5

44. Não há uma maneira única de:
VER
MEDIR
INTEGRAR
Operações de Manufatura
EAI tools
SAP ERP (4.6 +)PI-PCS
DCS to
SAP
MES to
SAP
Custom
to SAP
LIMS to
SAP
QMIDI
Manufacturing Integration and Intelligence
Diversidade de Sistemas e Interfaces
Empresa
Fabrica

45. internal
“Perfect Orders at 98%”
“ FG inventory at 36 days”
O Mundo Perfeito – Visibilidade Completa da Produção
Operação são visíveis, permitindo resposta rápida & Drill-Down
Os líderes da produção agora podem controlar / otimizar as taxas de produção,
qualidade do produto e custos operacionais através do aumento de visibilidade entre
as operações das plantas.
Solução: “Dashboards” da planta
facilmente acessíveis permitem
aos gerentes comparar /
identificar as melhores práticas,
tornar os KPIs visíveis, avaliar
gradualmente grupos de dados e
visualizar dados em tempo real
Solução: Alertas em tempo real
através dos “dashboards“ da
planta fornecem atualizações
do status dos equipamentos
em cada instante & permite
reação rápida
Solução: Links com os dados
do ERP identificam a
necessidade de mudanças de
programação na produção e
envio para atender às
necessidades dos clientes
PERFORMANCE
DRILL DOWN
ANÁLISES AJUSTES
RESULTADOS!
“Aqui estão os KPIs comuns
e programa de 6 sigma”
Solução: Análises de
tendências e drill-down de
dados permitem identificar
as áreas com problemas
para investigação imediata
“First pass prime up to 99.6%”
“96% de atendimento ao
prazo”
Gerente.
V.P.
Produção
Planta
Cliente

46. Enterprise
SAP NETWEAVER
OtherSAPBus.Solutions
SAPBI
SAP Manufacturing
(SAP ERP)
Manufacturing
Intelligence
Dashboards
SAP MII
Manufacturing Integration
Manufacturing Intelligence
Manufacturing Integration
SAP MII sincroniza as operações da Manufatura
 Planejamento de
Ordens de Trabalho
 Verificação de
recursos
 Programação
 Liberação de ordens
 Fechamento de
ordens
 Embarques e
Logística
 Eventos e alertas em
tempo real
 Status de ordens
 Taxas e tarifas
 Visibilidade de
inventario
 Desvios
 Utilização de recursos
 Tempos de processo e
de paradas
 Dados de qualidade e
laboratórios
 Histórico do processo
 Eficiência das
máquinas
 Atrasos e desperdícios

47. Extended Warehouse Management
Optimized Warehouse Productivity, Utilization and Efficiency
What is EWM?
 SAP EWM is SAP’s next generation warehouse management solution
which is designed to manage and track logistics execution processes
 SAP EWM offers flexible, automated support for processing various
goods movements and for managing stocks in a warehouse
How do customers benefit from EWM?
 High warehouse productivity / efficiency
 High inventory accuracy
 Reduced labor costs
 Better customer service
What are key capabilities of EWM?
 Multi customer warehouse
 Flexible modeling of warehouse processes
 Stock and process transparency
 Optimization in storage planning and process execution
 Seamless integration of technique (RF, Automation, RFID, Pick-by-
Voice, …)
 Integration in the overall SAP Logistics Solution

48. Warehouse Management Solution:
Extended Warehouse Management
Yard
Management
Cross
Docking
Single Scan
Receiving with
ASN
Directed
Putaway
Multiple data
collection
technologies
Multiple
Handling
Units
SlottingAutomated
Replenishment
Task
Interleaving
Value Added
Services
Serial Number
Support
Multiple Wave
Strategies
Advanced Cycle
Counting
Basic Labor
Management

49. SCM AII: Auto-ID Infrastructure
Visibility, Traceability & Automation !!!

50. Visão Global da Cadeia Suprimentos
do Fornecedor ao Cliente
Processos de Negócios de ponta a ponta
Comprar Suprir Produzir Vender Movimentar Serviços Cliente
Planejamento da Cadeia de Suprimentos

51. Cliente
Atualmente o Cliente é o centro do poder –
e o Foco de todas as Empresas – CRM
Infinidade de
Opções
Informação ao
alcance de todos
Transparencia
de Preços
Redes Sociais e
Comunidades
 O poder de negociação mudou das mãos do vendedor para as mãos do cliente
 Evolução da “Gestão do Relacionamento” para a “Gestão Total da Experiencia”
(Relacionamento)
 Novos canais de Comunicação e Interação se sobrepõe aos tradicionais
 Enorme necessidade de adaptação e respostas em tempo real
Implicações

52. Nova Interface – amigável e intuitiva
Garante a satisfação do cliente
Informação Integrada
Inteligencia de Mercado
Acesso direto aos processos
decisórios

53. Soluções de Mídias Sociais

54. Mídias Sociais

57. Evento : O meu link xxxx de Internet está sempre caindo ... Não aguento mais ter
problemas com minha Internet. O suporte da empresa xxxx é péssimo.
Acho que vou migrar para outra opção.
Regra: Encontrado:
Sentimento Negativo: Positivo:
Classificação
Empresa: Produto: Problema
Prioridade
Problemas
Não aguento mais
Péssimo
XXXX
Internet
Suporte
Sempre caindo
Migrar para outra opção
Mídias Sociais

58. SCM SNC: Supply Network Collaboration
The Gateway to Collaborate !!!

63. SCM TM: Transportation Management
Effective Logistic and Fulfillment Network !!!

64. SCM EM: Event Management
Visibility, Track & Trace !!!

65. Event Management Helps Companies to
Understand, Adapt, and Respond
notify
adjust
Learn
Alerts
monitor
Partner Performance
Collaborate
measure
Control
Supply chain object
event 2 event 4
actual events
expected events
event 3
event 1
event 2event 1
Simulate
Plan/Schedule

66. Visibility Processes in Event Management
Supply Network CollaborationTransportation Management
Order Taking
Transportation Execution Responsive Replenishment
Purchase Order
Resource
Tendering
Auto ID
RFID-Enabled Outbound / Inbound
Delivery
Product Tracking & Authentication
RFID-Enabled Returnable
Transport Item
ERP
Ocean Carrier Booking (with TM
Add-On)
Seasonal Procurement (Retail)Fulfillment
Railcar Management (Custom Dev)
Procurement
Production Malfunction
Outbound / Inbound Delivery
Transportation

67. Performance and Risk Management
Supply Chain Performance Management
Gain visibility and control across network
 Integrate data across (heterogeneous)
systems landscapes, including internal and
external data feeds
 Gain insights and control, by focusing on
metrics that matter (based on best practices
such as SCOR, or company specific metrics)
 Drill-down via cascading metrics hierarchies
Align stakeholders
 Measure and visualize impact between
metrics, across supply chain network
 Metric management functionality provides
flexibility to define department-specific
metrics, and assign accountability
Optimize decision making
 Perform what-if analysis, to arrive at optimal
decisions (e.g. in order to reduce supply
chain cost, should you reduce inventory or
reduce express freight)

68. Supply Chain Performance Management
Supply Chain Performance Management
( SCOR – Supply Chain Operations Reference model )

69. Sustainable Supply Chain Management
How do I
enable a
Green and
Sustainable
Supply
Network?
Optimize for low
GHG footprint in
supply chain
network
Design
network to
optimize on
GHG
Enable sales
and operations
plan per new
conditions
APO, S&OP,
NDO
Reduce energy
consumption in
logistics and
distribution
network
Optimize fleet
efficiency,
transport modes
and routes
Adjust loads,
packaging and
warehousing
operations
SAP TM, EWM
Alignment of
business and
sustainability
goals
Analyze net
financial
benefits to
initiatives
Monitor
governance
and KPIs
SAP Business
Objects SCPM
Collaborate
with supply
chain to
respond
Provide full
traceability of
products for safe
production and
distribution
Track batches
and flow of
products for
recalls
SAP SCM,
Auto-ID, ERP
Visiprise

71. Custos de implementação e operação de uma solução
integrada são menores que soluções especialistas
Implementação Operação e Melhoria
Custos
Go Live
Tempo
Custos de
Implementação
Soluções
Especialistas
Custo de
Implementação
Economia
Custo de
Operação
Custos de
Implementação
Solução
Integrada
 Desenvolvimento e teste das
integrações, e custos de migração
 Integração da infra-estrutura
(hardware, licenças de middleware)
 Upgrades e manutenção das interfaces
 Desenvolvimento e testes dos pontos de
integração em upgrades
 Custos de suporte e treinamento adicional
Custos de
Operação Solução
Integrada
Custos de
Operação
Soluções
Especialistas
Custos de Solução Integrada versus Soluções Especialistas (Best of Breed)
Fonte: Estudo "The Cost of Complexity and the Value of Integration" - IBM, McKinsey, Meta Group
Maior Gasto

72. SAP Supply Chain Management
Responsiveness combined with Operational Excellence
Composites
ERP SRM PLM
APODemand
Planning Supply
Network
Planning
PP / DS
Global
ATP TP / VS
EWM T MSNC
SCM Infrastructure
Event
Manager
AII
SCM
Basis
Duet
Demand
Planning
SCM
Analytics
PTA
Co-Innovation Ecosystem

73. SAP is the Consumer Products Standard
Industry leaders are leveraging SAP beyond ERP to address high-value industry scenarios
Industry Business Scenarios Select Customers
Financial Excellence
 Financials, Controlling, HR
Responsive Supply Networks
 Collaborative Demand & Supply Planning, Logistics &
Fulfillment Management, Manufacturing Network
Planning & Execution
Superior Customer Value
 Optimize Sales & marketing Investments, Sales
Execution
Product & Service Leadership
 Continuous Product Innovation, Integrated Product
Development
Marketing and Consumer Insights
 Brand & Category Mgmt,
Strategic IT
 NetWeaver Exchange Infrastructure, BI, Portal, MDM

74. Ingredients
Packaging
Supplier
Manufacturer
Wholesaler /
Distributor
Logistic Service
Provider
Retail
Customers
SAP Footprint across the Consumer
Value Chain
 Opportunity for Collaboration and Network Transformation
 Proven and low risk solutions
 Fast deployment and value delivery

75. SAP Consumer Products Supply Chain
Planning Benchmarking Insights
Best Practice
Source: ASUG/SAP Benchmarking Study, Based on Consumer Product Participants only (SAP Customers and Non-Customers)
Low Coverage
88.5%
“The forecasting process is highly collaborative and is used by customer
teams with all key customers. Statistical techniques can produce monthly,
daily, sub daily replenishment demands”
Adopting Best Practices Improves Performance on Key KPIs for Consumer Product Companies
High Coverage
“Safety stock calculations are dynamic and performed frequently” 53.6 days93.1 days
“Transportation planning process can be performed on a timely basis with
consideration of other supply chain constraints in the network”
3.9%4.8% - 20%
- 42%
+ 6%
81.8%58.0% + 41%
“Procurement plays a strategic role within the organization and actively
participates in business unit decision-making. Organization operates a single,
integrated procurement system”
X %Performance Improvement Opportunity
Collaborative Forecasting
Inventory Planning
Strategic Procurement
Transportation Planning Transportation Spend (% of Revenue)
Days in Inventory (days)
On-time Delivery (%)
93.6%
Direct Material (%Spend Managed Strategically)
“Effective processes and systems are in place for tracking trade promotion
ROI ”
80.3%53.9% + 49%
Tracking Trade Promotions Management Promotions Resulting in Incremental Volume (%)
98.5%91.3% + 8%
“Production personnel have the ability to gather, monitor and track production
and parametric data about processes, orders, materials and operations and
exceptions on the factory floor in real-time”
Manufacturing Execution Plant on time Delivery (%)

76. Customers Drive Value with Streamlined
Supply Chain Operations
 A change in the distribution strategy
for Wawa-branded nuts saved the
company $1.5 million
 Reduced out-of-stock situations,
better response to seasonal needs
“ We’ve transformed our business. The parallel implementation and rollout of SAP
solutions to standardize global operations gives us the foundation for the Fossil of
the future.
Vice President of Wholesale Applications
Fossil
 Enhanced inventory management
and control with fast, accurate views
of global Inventory
 Decreased the need for working
capital by consolidating warehouse
operations
 Reduced labor associated with store
ordering by 95%
 Reduced out-of-stock by 75%

77. SAP is the Retail Standard
More than 9,500 Retail & Wholesale companies worldwide run SAP
33 out of the Top 50 Global Retailer run SAP

78. Proven Customer Value Through SAP
Increased sales by improving inventory availability
 Reduced costs through increased process efficiencies
 Up to the minute stock and sales information now available
 Reduced cost of procurement, operations and transportation
 Automated store replenishment increased from 60% to 81%
 Stock reduced from 34 days of coverage to 10-14 days
 Store replenishment cycle reduced from 35 days to 8 days
 Lowered inventory by $390M
Customers are realizing substantial value with SAP’s solutions for Supply Chain

79. Customers Drive Value with
Sales & Operations Planning
SAP Supply Chain Management enables us to support true sales and operations planning to
meet our business goals. It is a critical tool that helps us drive transparent customer, production,
and inventory information throughout our supply chain and be a better partner for our customers.“
Tim Weidenhaft, Director of Demand Planning - General Mills Inc.
“S&OP is helping us meet our goal of better business decisions through an improved mutual
understanding of demand, supply and financial information.”
Dick Clark , Procter & Gamble
“
“Companies that solve the riddle of
the speed-scope paradox in global
sales and operations planning deliver
superior economic returns; a new
class of global S&OP leaders shows
the way.”
 Adopted global S&OP process
based on SAP SCM
 Increased the number of products
while maintaining 12 inventory
turns per year and 99%+ service
levels.
 Designed and implemented an
S&OP process in Brazil & Europe
 Increased sales with lower
inventories, higher utilization of the
distribution & production assets,
reduced losses caused by shelf life

80. Customers Drive Value with
Supply Planning
“With SAP SCM, Brown-Forman increased the number of combined item/locations
offered in some regions while maintaining 12 inventory turns per year and 99%+
service levels. Brown-Forman met their long-term inventory targets within a few
months of start-up.”
Jim Hutchinson
Senior Vice President of Supply Chain Management
Brown-Forman Corporation
“
 Reduced days in inventory by 7%
 Improved store in-stock, forecast
accuracy and case-fill metrics
while improving productivity
 Reduced expediting costs in
transportation
 Increased in-full and on-time
delivery service level in the range
of 97% and 100%
 Reduced overall supply chain
costs by 4%
 Lowered finished goods inventory
by 15% and raw material
inventory by 18%
 Reduced procurement costs by
5%
 Reduced stock-outs by 41%

81. Customers Drive Value with
Collaborative Demand Management
We have achieved cross-functional alignment and increased forecast
accuracy significantly right after go-live of our Collaborative Demand
Management process.”
Herbert Hockley
Manager, Customer Planning
“
 Reduced mean absolute forecast
error by over 50%
 Reduce time between forecast
close and completion of
schedules by 33%
 Streamlined trade promotion
planning; improved operations
and demand planning
 Using RR, streamlined VMI
process and improved customer
in-stock rate esp. for promotions
 Improved forecast accuracy by
21%
 Enabled data transparency in all
phases of the planning process
 Improved ability to make rapid
changes to production schedule

82. Customers Drive Value with
Collaborative Demand and Supply Planning
The most advanced demand-sensing companies have 15% less inventory, a 17%
better perfect order performance, and a 35% shorter cash-to-cash cycle time. We
have also found that DDSN leaders have 10% higher revenue and 5% to 7% better
profit margins than competitors.”
AMR
The Handbook for Becoming Demand Driven
“
 Out-of-stocks declined up to 25%
 On-shelf inventory improved by
20%
 Replenishment cycles cut down
from 15 to 6 days
 Improved on-time and complete
orders from 70% to 98%
 Reduced inventory by 22%
 Improved cycle times
 Improved forecast accuracy by
10%
 Reduced cycle time
 Faster reaction to market changes

83. SAP SCM EWM stories
… and more new customers and
go-lives
 Almost 40 live sites comprised of
approximately 20 customers are
live.
 Approximately 50 customer are
implementing , with the majority
due to go live by the end of 2010.
 Over 50 new customers have
recently signed , but not yet begun
their implementations
 Customers are in the following
industries: Automotive, Automotive
Parts, Chemical, CP Food, CP
Fashion, Engineering/Construction,
Forest Products, High Tech Ind.
Machinery, Life Sciences, LSP, OEM,
Professional Services, Public Sector,
Retail and Service Parts
Rich Ecosystem
 SAP Consulting
 25+ partners

85. SAP MII – Clientes no seguimento -
Indústria de Bebidas
Dinamarca
Venezuela
EUA
Reino UnidoHolanda
EUA
Dinamarca
EUA

86. SAP® Customer Relationship Management

87. The entire Consumer Products Value
Chain runs SAP
Retail
Customers
Consumer
Products
Manufacturer
Packaging
Supplier
 Opportunity for Collaboration and Network Transformation
 Proven and low risk solutions
 Fast deployment and value delivery
Food Ingredients Raw Material
Supplier
Wholesaler /
Distributor

88. Industry Business Scenarios Select Customers
Financial Excellence
Responsive Supply Networks
Superior Customer Value
Product & Service Leadership
Strategic IT
SAP delivers comprehensive solutions to
Consumer Products companies
93% of Top 500 global CP companies run SAP
Consumer Products Industry leaders are leveraging SAP beyond ERP to address high-value industry scenarios

89. SAP Driving Customer Value:
Selected Consumer Products References
 Innovation processes driving 35% improvement in time to market
 Significant increase in new product sales
 Increased logistics transparency leading to improved on-time delivery
 Maximized storage capacities, enhanced daily truck movement
 Reduced market share validation reporting from 1 day to 30 minutes
 Reporting for all company users; Fast searches across 280 million records
 Reduced forecast error rates by 33%
 Maintain 12 inventory turns per year @ 99%+ customer service levels
 SKUs with increase in activity: +60%; avg. increase +195%
 Collection-to-Cash (AR Processing time) reduced > 50%
 Reduced product defects and rework, resulting in immediate quality
improvements and lower costs
 Global visibility across plants, higher productivity and product performance
 Standardized product development and simplified change management
 Real-time visibility to recipes & product safety information across the company

90. Canada Post – SAP EM Solution
Order Receipt Processing
Transportation
Delivery to Customer
When customers and service providers can add information to the supply
chain system, the overall supply chain performance and value improves.
A New Visibility Paradigm

91. Obrigado
Daniel Bio
SCM & Manufacturing
Solution Principal
SAP Brazil
55 11 5503 2490
daniel.bio@sap.com