This document summarizes a webinar presentation about solutions to common challenges with implementing Demantra and ASCP. It discusses key challenges related to change management, implementation, data, process, configuration, and tips/tricks. For change management, it emphasizes the importance of commitment to change, understanding resistance, clear ownership and metrics. For implementation, it recommends understanding the systems, assigning resources, and allowing for iterations. For data and process, it discusses validation, ownership, design workshops and understanding value. For configuration, it recommends testing configurations and allowing for iterations.

1. Solutions to Common Demantra
& ASCP Implementation Challenges
April 14, 2016

2. Welcome
• Deb Bryant, Marketing Coordinator
• Jim Heatherington, VP Sales
• Presenting:
• Trudy Grieve, Sr. Principal Consultant
• Duane Hardacre, Managing Partner

3. Housekeeping Announcements
• During the Webinar - Please remain muted throughout presentation
• After the Webinar
› No Q&A at the end but we will send out an email to all of you with a copy of the
entire presentation and our contact information
› The webinar will also be available on our SlideShare account as well as our
website
• Announcements
› May 10 Webinar: S&OP in the Cloud for JD Edwards
connect@avata.com

4. The AVATA Difference
Su p p ly Ch ain Practition ers
Coupled with Deep VCP Expertise
Gartner Recognized as Industry Experts
Oracle SCP Specialized
Fusion Co-Development Partner
#1 Oracle SCP Cloud/BPS Partner
Partner Award for Excellence in SCP
Specialized by Oracle Preferred by CustomersRecognized by Industry

5. Specialized by Oracle Preferred by CustomersRecognized by Industry
Demantra Challenges

6. Demantra Key Challenges
• Change Management
• Implementation
• Data
• Process
• Configuration
• Demantra Tips & Tricks

7. Change Management
Change requires commitment
• Best practice vs. replication
• Change is resisted, understand and mitigate
• Assign ownership (Project and Process)
• Encourage collaboration/conversations of market information
• Metrics and Measures are learning devices, not smoking guns
• Demand Planning should be ‘unconstrained Demand’
• Policy and Procedures for ERP must be implemented

8. Implementation
Understand
Demantra/Demand Planning
Demantra is not a source system.
ERP system is the system of record.
Demantra is only a source of the Demand Plan.
Demantra is not a reporting tool.
Support the Implementation
Assign sufficient resources to support system
implementation
Configurable systems require iteration
Data Validation is a critical

9. Implementation
Decisions
Have a steering
committee to
support issues &
opportunities.
Ensure a Stage
Gate process is
followed.
Don’t revisit
finalize proven
decisions.
Interations - leads
to good decisions.
Hierarchy Demantra requires a solid
hierarchy to enhance the
engine results.
Determining the correct
level for planning is critical
but performance should
always be considered.

10. Implementation
Set reasonable timelines
• Work within the business requirements (holidays, budget timing, etc)
Training
• Navigation training provides an opportunity to improve design
• Train the trainer

11. Data and Demantra
Data validation
Data ownership is critical
Priority should be on getting data in the early phase of the implementation
• Data issues need to be addressed quickly and effectively
• Expect data interations
Data needs to be relative to Demand Planning
• Demand versus Shipments
• Default Warehouse vs Ship From
Ownership of master data needs to be clear

12. Process
Design workshops
• Time and effort to create a design
• Don’t over complicate - crawl, walk, run
• Best practice versus replication
• Look for opportunities to simplify and improve
• Entire team must be available for Design sessions
• Roles and responsibilities need to be clearly defined

13. Process
Understand Value
• Understand opportunities for a solid ROI
• Set reasonable timelines – improvement takes time
Demand Planning
• Demand Planning combines statistical information and judgment
• Judgment cannot be automated
• Unconstraint planning

14. Configuration
Out of the Box
• Assign internal ownership to test configuration
• Documentation and sign off is key
• Configuration and iterations – can’t have one without the other
• Be prepared to speak up, address issues, work for resolutions
• Understand the need to tune the engine after implementation
(internally or externally)
• Ensure an internal member is well versed on Business Modeler

15. User Tips & Tricks
Member Management
• Operational but requires solid knowledge of how to use it
Chaining
• Out of box system is too complex
• Copy/paste chaining is more efficient
Similar Item
• Risk of entering a bad record that hasn’t come from Core ERP systems
• Can be an effective replacement for Chaining
• Facility to remove combinations
Offline Functionality
• Access without being on VPN
Export & Import of Excel
• Need to ensure layout is not changed
New Item, View Item, Edit Item, Delete Item
• Danger!!! Should limit usage or remove options

16. Specialized by Oracle Preferred by CustomersRecognized by Industry
ASCP Challenges

17. ASCP – Common Challenges
• Change Management
• Process
• Data
• Configuration

18. Change Management
• Overly complex starting off
› Adoption and validation is more difficult
› Loss of trust in the solution (data, capabilities, output)
• Design through the end state initially but implement in phases
• Must have a front line “Process Champion” in the business
› Empowered to drives change and solution adoption at lowest levels
› Deep enough content/experience in legacy processes/system (or excel) to
bridge the gap between the old and the new
• Remove excuses
• Can be a super user but is often a supervisor / manager level

19. Change Management
• Executive Support
› Educate executives on the “journey”
• Ensure objectives, phases, timelines, and metrics are aligned through the
organization (from executive to planner)
• Don’t go cheap on the training
› Train-the-trainer is the most effective training when executed correctly
• Skillset assessment

20. • Understand how you are aligning the roles & responsibilities across the process
› Demand Planning
› Master Scheduling / Operations planning
› Production Planning & Scheduling
› Materials Planning / Buy Plan
› Inventory Planning, Contract Mfg Planning
• Aligned by strategic accounts, products and/or Contract Manufacturers, business units,
onshore/offshore
• Segment your supply chain: Customer, Product Family, Items, etc.,
• Align key functions: Drop-in Orders, Order change requests, supporting S&OP, strategic planning,
materials planning, GOP (expediting) etc.
Process
Process down to the System level
• Interact with the system
• Expected/required data
• Expected output
“Software based process design”

21. Process
• Software Based Process Design / Re-engineering
› Educate / train users and managers up front at the onset of process design /
process mapping
› Keep in mind the practical aspects, strengths and limitations of the software
› Understand the different roles within the system and their activities, and
required data

22. From Chaos to Cadence
• Establish a Monthly, Weekly, Daily Cadence
› Especially for global operations, S&OP, Retail Industry (Min ord quantities)
› Understand the underlying assumptions
Process
Step Monthly Calendar Responsibility Matrix
Regions
Brand
Inventory
Team
Corporate
Planning
Corporate
IT/BSA
Corporate
Purchasing
Contract
Mfg
Executive
Team
1
Monthly Meeting with Brands/Regions to review any changes needed to item
attributes/new product familes. R, A R, A C I I
2 Brands & Regions to make necessary changes to data template(s) R, A R, A C I I
3 Upload revised data templates to Planning Sharepoint Site R, A R, A
4 Upload templates to EBS R
5 Consensus forecast consoldiated and uploaded to CDR R R C R
6 Demand plan updates R, A R, A
7
EMEA inventory transfers for demand, review preliminary 'buy' approval and
adust as needed R, A R, A C C
8 MOQ subsidiary updates R, A C
9 Capacity review and pre-load updates, send 'Buy' summary report to factories C R, A R, A
10 MOQ global updates (current and future months) C R, A C
11 Generate buy plan approval report C R, A C
12 Buy plan approval, financial approval from executive management C R, A C
13
Approved buy plan execution, forecast published to factories, PO's created and
issued to factories I I R,A R,A I
14 Demand plan archived I I I R,A I
R=Responsible, A=Accountable, C=Consulted, I=Informed
Align Responsibilities
Orchestrate Execution
Monthly Planning
Calendar

23. Process Cadence
Document Weekly Planning Processes: Role Based, Event & Exception Driven

24. Process Cadence
Publish Clear Calendar of Weekly / Daily Activities by Role
Week Group Mon. Tues. Wed. Thurs. Fri. Sat.
Customer Service/
Order Management
Evaluate Distributor Orders Evaluate Distributor Orders
Distributor Order Sourcing Reviewed
Process Cancellation
Demand Planning Evaluate Distributor Orders
Final Demand Review
S&OP Pre-Meeting
Updated Forecast for Consensus
(including distributor)
Push Approved Buy Consensus
Demand
Regional Planning Review Cancellations
Evaluate Distributor Orders
Pull In Opportunities
Final Suppply Review
S&OP Pre-Meeting
Distributor Order Sourcing Reviewed
Push Out Opportunities
Push Out Opportunities
Global Planning Full Collection for Buy Plan
Customer Service/
Order Management
Demand Planning Push Consensus Forecast
Regional Planning
Ship-To MOQ Analysis
Adjust Regional Buy Plan
Ship-To MOQ Analysis
Adjust Regional Buy Plan
Adjust Regional Buy Plan
Pre- Exec S&OP
Suppply Review
Executive S&OP
Push Out Opportunities
Update Buy Plans & Release POs
Global Planning Global MOQ &Capacity Analysis Global MOQ &Capacity Analysis Executive S&OP Run Collection
Week 4
Week 3
Activity / Who Mon. Tues. Wed. Thurs. Fri. Sat. Sun.
Review
Recommende
d Releases &
Cancellations
Pull In
Opportunities
(Tactical S&OP)
Pull In
Opportunities
Push Out
Opportunities
Push Out
Opportunities
Global/
Centralized
Supply Planners
ASCP Plan
Net Collection
ATP
Net Collection
ATP
Net Collection
ATP
Net Collection
ATP
ATP
Full Collection
Consensus
ATP
Respond to Supply and Demand Questions
Attribute Maintenance (before Friday plan run)
Sourcing Updates (before Friday plan run)
Manage Lead Time
Regional
Supply Planners
Respond to Supply and Demand Questions
Normalize the Process
AVATA Confidential
AVATA Confidential

25. Process Cadence
Translate the processes and activities to system execution
• Queries & Folders & Pegging
• The process flow / activities should map to standard set of folders views
and queries
• Folder views should be configured (customized) to tie back to roles and
responsibilities ensuring the required fields /data are displayed
› Master Scheduler, Production Planner, Buyer, etc.,
• While not done the exact same way, the concept of mapping planner views
/ data to the process also applies to Rapid Planning
Strategy
Execution

26. Folders
• Almost every form in ASCP should be based on a customized folder
/ query
Caution when selecting
Always and Open as Default
options together.
This will cause the forms to
become very inflexible and
cause you problems.

27. Queries & Exceptions
• Appropriate Action & Exceptions Queries should be built based on the process,
and roles/responsibilities
› Planner / buyer queries to release / reschedule planned orders based on their products,
specified timeframe, etc.,
› Exception queries

28. Queries & Exception
• Layout the appropriate exceptions and queries for your solution
Exception
Group
Exceptions
Message
Owner Description Action Summary
Late Sales
Order &
Forecast
Late Supply
Pegged to a
Sales Order
Planner When firm / non-firm supply due date is
later than the demand due date for
independent or dependent demand with
top level affected demand being a sales
order
 Narrow exception by Org,
Category or Planner Code
 View Exception Detail Form
 Drill into necessary Supply /
Demand details to resolve
Past Due
Sales Orders
Order
Mgt
Sales order with schedule ship dates
past due.
Update Sales order date
Late Supply
Pegged to a
Forecast
Planner When firm / non-firm supply due date is
later than the demand due date for
independent or dependent demand
which is a forecast when pegged to top
level demand
 Execute the same as “Late
Supply Pegged to Sales
Order”
Order
Exceptions
(Purchase
Order,
Planned
Orders,
Discrete
Jobs,
Intransit,
etc..)
Orders to be
rescheduled-
in
Planner /
Buyer
Purchase Orders, Planned Orders and
Discrete Jobs that need to be expedited.
In order to meet demand dates, the
order needs to be pulled in.
Note: Firm Orders will not generate
reschedule messages.
 Narrow exception by Org,
Category or Planner Code
 View Exception Detail Form
o View Old Date & New
Date
 Contact necessary people to
confirm reschedule and
update the system.
Orders with
compression
days
Purchase Orders, Planned Orders and
Discrete Jobs that need to be expedited.
Compression days is the number of days
the orders lead-time needs to be
compressed to hit the demand due date.
 Sort Compression Days in
Descending
Orders to be
cancelled
Planner /
Buyer
Cancellations to avoid excess supply for
Purchase Order, Reqs, Intransit, Discrete
Jobs that the system does not peg to
demand.
 Confirm and Cancel Order
Orders to be
rescheduled
out
To avoid excess supply, these are
purchase orders, discrete jobs, intransit,
etc.. that need to be rescheduled to a
later, recommended date.
 Confirm and Reschedule
Order
Past due
orders
Planner /
Buyer
Discrete Job, Intransit Shipments and
Purchase orders that are past due
 View Exception Detail
o Note Old Date and
New Date
 Resolve exception
Note in release 12.2 you can enable just those
appropriate exception messages for your solution,
and disable the rest so the plan doesn’t generate
them.
• Improves plan performance
• Increasing planner usability by not having to
“weed through” hundreds of exception messages

29. Workbench Preferences
• Personalize the Planner Workbench
Process
Usability
Execution
Perfection is the enemy

30. Pegging
• Caution: Has significant impacts
› High Projected Available Balance (PAB) caused by
Safety Stock Pegging, and Planned orders
recommended early
› PAB is below Safety Stock
› Existing Supplies Pegged to Safety Stock Demands
and Real Demands ( Sales Orders and Forecasts)
are met Late
› Leverage priority pegging along with proper profile
option settings
• MSO: Supply Window Size and MSO:Demand
Window Size
Note:
In release 12.1.3.X you can leverage
New excel export capability
A simplified excel pegging spreadsheet
generated as part of the plan run

31. And So Much More
• Constraints
› Caution when using “Purchase constraints”
› Start with fewer constraints and add complexity (example: bottleneck resources)
› Caution with sequence dependent setups with getting overly complex constraint based plans
• Order modifiers
› Critical to producing a reasonable, effective plan output that can be executed
› Critical to reducing plan nervousness
• Plan Run Time – Performance can be optimized with the right DBA tricks and later upgraded versions
• Collection optimization – break up collections to parallelize activities
• Profile Options – There can be a webinar just on those, use caution to understand their impacts especially some of the
obscure, not so obvious ones.
› Share Plan partitions = No (this one gets everyone starting out)
• Forecast consumption / global forecasting – iterative testing and thoroughly
• Leverage multiple plans for various purposes
› Sales order only plan , What-if scenario plan, S&OP Plan, a Buy plan, ATP Plan, Various constraint modes, etc.,

33. Thank You!
Jim Heatherington
Vice President of Sales
(C) +1 412-337-4642
jim.heatherington@avata.com
Email
connect@avata.com
www.avata.com
Contact us to know more.