ITC Business Intellligence

1. BI in FMCG Industry
©Company confidential
1

2. Major changes in FMCG industry
• Indian Consumer changes
• Larger disposable income
• Middle class segment bulging
• Greater global exposure
• Greater appetite & demand for global products
• Differentiated product & service requirements
• FMCG space dynamics
• Explosion of products
• Explosion of markets (Kirana & Organized Retail)
• Rush of new players
• Global players bringing process and intelligence maturity
• Increasing competition
• Supply chain bottlenecks
• Impact on FMCG strategy & operations
• Increasing Flexibility
• Outsourced Contract Manufacturing
• Demand driven supply chain
• Improving Customer service
• Retail outlet segmentation
• Customized Retail service
• Supply Chain segmentation
• Greater Organizational Alignment
• EPM, Divisional Scorecards
•Integrated Sales & operations planning
• Greater Customer focus
• Demand analysis
• Product charateristics
©Company confidential
2

3. EPM/BI needs of the FMCG Industry
• Rapid EPM adoption for Org Alignment & strategy management
• Balanced Scorecards (Strategy Maps, Business Scorecards)
• Budgeting, Planning & Consolidation systems
• Operational performance management
• Financial Analytics for greater ROCE
• Working Capital Optimization (C2C Cycle)
• Debtor Analytics
• Payables Analytics
• Inventory Optimization
• Treasury Cash Analysis
• Operations Analytics
• Plant Performance Management
• MES Analytics
• Customer Analytics
• Trade Promotion Analytics
• WD Profitability
• Outlet performance
• Channel Analysis
• Integrated Consumer Demand & market performance visibility
• Supply Chain Analytics
• Supply Chain Performance Management
• Product Cost & profitability analysis
• Operational Planning efficiency
• Inventory visibility & optimization
• Supply Network efficiency
• Spend Analytics
©Company confidential
3

4. Key BI Trends in the FMCG industry
• Major Indian FMCG players are making rapid strides in enabling Business &
Competitive intelligence as a key differentiator
• Most of the large FMCG companies are centralizing BI as a shared service
on a common platform across it’s businesses and brands with a razor like
focus on getting Best-In-Class service
• Most of them are already deep into state of art Business Intelligence
• ability to check on an outlet consumption pattern on a handheld before
meeting the owner
• ability to analyze secondary sales based promotions rather than primary
uptake
• ability to provide outlet based actionables rather than market level inputs
like OOS, poor AVF scores etc
• Global players are even further ahead
• Trade Promotion Analytics, Segmentation based promos, supply chain
bottleneck alerts, route optimization and advanced forecasting and
predictive demand models
©Company confidential
4

5. EPM Objectives
FMCG majors are interested in implementing a Performance Management (PM)
program across the enterprise, in order to align goals and strategies with
operational objectives, plans and responsibilities within the organization.
Effective Model To
Identify Capability
Measure Performance Development Needs
Sustained
Profitable growth
Improve
Productivity
Key
Business
Benefits
HR Effectiveness
Process Efficiency
Organizational
Alignment
Customer Satisfaction
Adopt New Technology For
Manufacturing Flexibility
Accelerate
Organic Growth
Develop Superior
Consumer Insight
Incr Share
Holder value
Strategy
Communication
Financial Performance
Objective
Measures
Initiatives
Business
Performance
©Company confidential
Level 0 : Corporate
Strategic
Objective
Level 1 : Business
Functions
Functional
Objectives
Unit
Objectives
Individual
Objectives
Strategy Communication
Closed Loop - Feedback
Vision
Level 2 : Units
5

6. Classic Balanced Scorecard Framework
Key Imperatives
Perspective
Key Questions
Vision &
Strategy
Results
Effect
Financial
“P
rofitability”
“R
eturn on Capital E ployed”
m
To Satisfy our shareholder, what
financial objectives must
we accomplish
Customer
“Consum S
er atisfaction”
“M
arket S
hare”
To achieve our financial goals, what
customer needs, must we satisfy
Internal
Process
Cause
“E
fficiency”
To satisfy our customers, what
internal business processes, must
we excel in
Action
Learning
& Growth
“K
nowledge”
“Innovation”
To achieve & maintain our competitive
position, how must the organization
the Organization learn & improve
Balanced Scorecard incorporates a double loop feedback around both internal business processes and external outcomes
©Company confidential
6

7. Decision-making challenges at ITC Businesses
Organizational Alignment
• Business Performance Mgmt – Executive, Functional, Unit Level Scorecards
• Employee Performance Mgmt – Personal Scorecards
Fact Based Decision-Making / Actionable Intelligence
Tactical
• Targeted Promotions & variable pricing
• Outlet Segment specific service packages
• Profitability based supply routes
• Demand driven inventory management
Performance Visibility
• Promotion & marketing impact tracking
• Supply Chain bottlenecks
• SKU velocity
• Logistics impact on operating margins
• Store Allocation efficiency
• Reservation Pipeline vs Forecast
• 360 deg Customer Views
• 360 deg Supplier views
• Cost variance tracking
• Order-To-Fulfillment, Cash –To-Cash,
Procure-To-Pay cycle times
Operational
• Exception based operations at the Factories
• Stock optimization across supply chain nodes
• Fast tracking complaints from High Value Cust
• Personnel workload mgmt across stores
Analytical Capability
• Outlet Service Route Optimization
• Outlet Segmentation
• Analytical Forecasting
• Six Sigma Analytics
• Price Elasticity Analysis
• BCG Portfolio Analysis
• Human Productivity Analysis
• Loyalty Analytics
Integrated Analysis across value chains
• Impact of Food FG Warehouse location on Food Categories operating margins
• Impact of Leaf stock at ILTD on price elasticity at ITD
• Impact of potato sourcing bottlenecks on Bingo Freshness
©Company confidential
7

8. EPM driven BI at a US Food Distribution Major
Strategic
Goals
Demand
Initiatives
Some Analysis Areas
• General Analysis
• Sales Force Effectiveness
• Trade Promotion
Effectiveness
• Marketing Effectiveness
• Market Analysis
Sourcing
Initiatives
Some Analysis Areas
• Spend Analysis
• Supplier Performance
Analysis
• Item & Brand Analysis
• Bid Analysis
• Competitive Analysis
Strategic
Metrics/Scorecards
Supply Chain
Initiatives
Some Analysis Areas
• Delivery Effectiveness
• SKU rationalization
Effectiveness
• Backhaul Effectiveness
• Carrier Performance
Analysis
Customer
Initiatives
Some Analysis Areas
• General Analysis
• Segmentation Analysis
• Contract Compliance
• Business Review Analysis
• Customer Profitability
Analysis
Business Functions - Functional Metrics, Reports, Alerts, Scorecards, What-If Analysis, Guided Analysis
IT Functions - Dashboards, BI Tools, Databases, ETL, Data Models, Metadata
©Company confidential
8

9. A single BI System should support the EPM Model
Performance Management Model
Corp
CBSC, Food,
PCB
TM&D
HR Perf
Sales
Emp Perf
Finance
Brand Perf
Mgmt
Distribution
Planning
Perf
Category
Perf
Promo Perf
Dist
Perf
Branch
Perf
WD
Perf
Channel
Perf
WSD
Perf
Warehouse
Perf
Outlet Svc
Eff
Route
Eff
Mkt Research
Perf
Network
Eff
Finance
Portfolio
Perf
NPD
Perf
Operations
Perf
Procurement
Perf
Plant
Perf
HR Perf
R&D
Perf
Workforce
Eff
A common data set populates
the entire model enabling :•
Logistics
Perf
Scheduling
Eff
Carrier
Eff
Emp
Eff
•
AM
Perf
AE
Perf
Scalability
• EPM, Data, BI Model
• System Performance
Integration
• data linkages
• business rules
BI Layer (Business logic, number crunching, metric/report generation )
Outlet Sales, Invoices, Purchase Orders
Inventory, Transport Orders, Stock Tr Orders,
Salary Advice, re-distribution Costs
Data Extraction, Cleansing, Staging,
Transformation & Loading
Business Plan, Forecast, A/R, A/P,
Visual Merch Audit, Production Plans,
Market Research, Production Jobs
Data Warehouse
(Data Storage)
ETL Layer
Source Systems
SAP
Visual Audits
©Company confidential
Sales Force
WD System
& CRM
Excels
PLM
HRMS
9

10. Some benefits of integrated modeling for FMCG
• Impact of raw material shortage on retail offtake
• Analysis of a request for a short runner on
• Factory productivity vis-à-vis customer service
• Correlate/factor-in market demand (IMRB) into AE performance
• Decision on extending Promotions based on raw material availability
• Analyze impact of sales strategies/norms on Market standing
• Analyze synergy opportunities like sharing warehouses, transportation sharing
and backhauling, reverse logistics etc across categories
©Company confidential
10

11. Typical BI Transformation Roadmap
Major Organization Transformations…..
Brand Management Transformation
Process Improvement Transformation
Supply Chain Transformation
…Need a Performance Mgmt & BI Transformation to empower & measure effect of transformation !
BI Transformation Roadmap
EPM & BI
Workshops
wareness Creation
ppreciation of Best
Practices
tent Generation
Define
Performance Mgmt
Model
Framework
Metrics Models
Scorecards
Alerts
Linkages/Alignments
Analysis Flows
Dashboard Designs
Biz Case/ Info Needs
Get Mgmt Buy-In
©Company confidential
Define
BI Strategy
Technology Drivers
App Architecture
Data Architecture
Platform Selection
Vendor Selection
Initiatives
Roadmap
Effort Estimation
Create
BI Governance
Model
Identify Sponsor
Create Steering Comm
Create Execution Comm
Comm to all stakeholders
Set expectations/Time
Create Project Plan
BI
Implementation
Business Requirements
System Requirements
Design
Development
Testing
Deployment
BI
Change Mgmt
Training
Communication
Biz Process Changes
Expectation Mgmt
Usage Monitoring
BI Support Processes
Risk mgmt
BI Value Mgmt
KPO
Customer Service
Business Impact
BI Perf Mgmt
BI RoI
BI Enhancements
11

12. BI Program Change Mgmt Challenges & Strategy
An effective Change Management strategy for BI Program starts at the Kickoff and ends at satisfactory system adoption and positive customer
feedback. However, Change Management is an ongoing process and is part and parcel of an effective BI Governance Model. bringing
people on board, convincing them of the value, goading them to use it the right way, measuring business improvements.
BI, being a non-critical business application needs cultural process changes to leverage the investment, which makes it even more challenging
and critical aspect of achieving success
Change
Key Questions for Change Mgmt Planning
What will change ?
Why will it change ?
How will it change ?
Who will change it ?
Change is enabled through 4 key change perspectives
People Participation
•
•
•
•
•
•
Business Sponsorship
Business Buy-In, Ownership
Identify Business Change
Agents
Remove Business IT gaps
Remove fear of Retrenchment
Create Senior Mgmt
Champions to spread the
message
©Company confidential
Processes
•
•
•
Identify and Plan for
process changes early on
Create effective
communication channels
and joint project plans
with other process owners
Cultural and governance
change needs to go along
with process changes
Systems
•
Identify & Plan all system
changes early on
(Frontline systems may need to
have more checks and measure
to improve data quality)
•
Create effective
communication channels
and joint project plans with
other System owners
•
Communicate all system
changes to the Organization
Culture
•
•
•
•
•
•
•
•
•
•
Business Driven Program
Showcase Business Benefits
Keep business in loop during
change in scope
Embed in biz processes like
sales review etc
Pre-empt business needs
Communicate effectively
Repeated Multi-media
training
Measure adoption, usage and
publish figures
Publish success stories
12

13. Enterprise BI Strategy for ITC
Business Intelligence Mission
(SYSCO):
BI Strategy
BI Needs/
Painpoints
Provide a single view of timely, accurate,
BI Vision
BI Business Case
consistent & actionable information
across the enterprise through a common
Execution Plan
user interface accessible anytime,
Implementation
anywhere to authorized users, thereby Execution Model
Scope
Roadmap
enabling fact based decision making. (Inhouse/Outsource)
Definition
Vendor Selection
& Project Plan
BI Budget
Architecture
(Data, System)
Tool Selection
BI Business Case
Service & Maintenance
Service Model
(Outsource,
Managed BI Svc)
Customer
Focus
©Company confidential
•Unique Sales & Customer view
Service
Service
Quality
•Unique Spend Improvement
& vendor view
Management
•Supply chain wastes
•Asset utilization gaps
•Higher
Governance Model employee productivity
•Greater IT ROI
Organization
Risk
Value
•Single Analysis Platform across biz
Alignment
Management
Assessment
areas
•Excel intelligence democratization !
Service
Vendor Selection
13

14. So What’s Driving Trade Promotions?





New product introductions.
– In 2003, 33,700 new FMCG items in the US marketplace alone
– up from about 32,000 in each of the previous two years.
Declining shelf space.
– Median US store size has declined since its 1999 peak of 44,843 square feet,
following nine consecutive annual rises.
– Wider assortment range in both North American and European stores
constrains shelf space yet more.
Private-label products.
– Private-label products now account for between 15% and 20% of items sold in
US supermarkets, 22% in Europe, and a staggering 42% in the UK.
Result - large and rising trade promotion spend
– 10 FMCG firms interviewed by Forrester planned 2003/4 trade promotions at
16% gross revenues
It all adds up to more than $100 Billion per year
– Based on 2003 revenues, the 50 largest FMCG manufacturers.
– It’s the single largest element of expense for FMCGs, but the least well
controlled. Typically CFOs use a complex tangle of spreadsheets and
enterprise app extracts to track trade promotion dollars but have no way
accurately to estimate in advance the impact of a planned promotion. CRM
based approaches typically just rely on sales estimates of trade promotion
impact, thus ensuring that trade promotion accruals and supply chain
preparations are based only on guess work
Source : Forrester Research
– No wonder senior execs get mauled by regulators and shareholders alike
©Company confidential
14

15. Closed Loop Process BEGINS with Analyzing Performance
and Opportunities in the Business
2
1
Analyze Opportunities
for Brands and Markets
Analyze Performance
- During and end
of promotions
FINANCE
7
Execute
Deals
3
Plan, Simulate and
Evaluate Scenarios
TRADE MANAGEMENT
SALES
OPERATIONS
MARKET INSIGHTS
BRAND / CATEGORY
MANAGEMENT
Collaborate and
Approve New Plans
Generate new
Promotions
Plan/Forecast
Negotiate &
Sell in Deals
6
4
5
Analytics
Operational
Linking Insight and Performance Management with Decision Support
©Company confidential
15

16. Despite such large spends, not many manufacturers have
succeeded in measuring promotion effectiveness
Only 7% of Manufacturers say that they are
highly effective at evaluating promotion
productivity.
49
• Of all investments, promotional
spending is the highest whilst knowledge
about their return and effectiveness is
the lowest.
• For promotions, the driver is what was
done the previous year
30
• Most promotions are NOT evaluated in
an objective and systematic fashion
14
7
In n e ffe c tiv e
N e u tra l
S om ew hat
E ffe c tiv e
• There are no management KPI’s to
measure the business.
H ig h ly
E fe c tiv e
“Half of all promotional expenditure is wasted …... the problem is nobody
knows which half!”
William H. Lever, Chairman, Unilever Corporation
Source: Brandweek November 25, 2002/Cannondale Study
©Company confidential
16

17. Substantial Opportunity for Manufacturers
Research suggests that FMCG manufacturers can achieve up to a 40% increase
in return on sales through improved trade promotion management.
 80-90% of promotions are not profitable for
manufacturers
 Consumers are unaware of 51% of items
More Impactful Events
RETAIN
B
B
bought on sale
EXPAND
A
A
C
B
B
A
B
B
C C
 Only 50% of manufacturers measure eventCREDEPLOYC
C
“Manage
Promotion
Driven Costs”
(OR IMPROVE)
profitability
C
A
A
A A
B
COST
MINIMIZE
C
“Redeploy
Inefficient
Spending”
C
A
C
Less Impactful Events
1.5%
2.5%
Potential Manufacturer Value Chain Improvement
(as a Percent of Sales)
.4-.6%
.2-.3%
10.0%
ROS
Percent of Sales
.2-.4%
Manufac-turing
Labor
Freight
.3-.6%
Fixed COGS Salesforce
.1-.2%
.2-.3%
0-.1%
Up to
2.5%
Distribu-tion
Inventory
Diverting and
labor
Carrying Cost
All Other
Source: Accenture Industry Experience and Trade Promotion Study
©Company confidential
17

18. Some typical Trade Promotion Effectiveness KPIs
Process Steps
KPI
Description
Type of KPI
Source of Information
Role Impacted
 Measure the efficiency of
the entire supply network to
ensure that product is
available on the shelf at all
times during the promotion
 Shelf
Availability
 % of time that product
is available on shelf in
the correct shelf during
the total time of the
promotion
 Operational
 Retailer Inventory
System by SKU by shelf
location
 Brand Manager
 Account Manager
 Supply Chain Planner
 Retail
Buyer/Merchandiser
 Measure the profitability
of each promotion for the
entire lifecycle
 Promotion
ROI
 Incremental Revenue
less campaign costs,
creative costs,

Tactical/Strategic
 Manufacturer Sales &
Costing systems
 Brand Manager
 Account Manager
 VP - Marketing
 Measure the lift in sales
volume due to the
promotion
 Sales Lift%
 % increase in base
demand post promotion
 Tactical
 Retailer POS systems
 Brand Manager
 Account Manager
 Demand Planner
 Measure the extent of
cannibalization due to
promotion on other
SKUs/Stores
 Sales Drop %
 % drop in base
demand of nonpromoted SKUs in
promoted Stores and
promoted SKUs in nonpromoted Stores
 Tactical
 Retailer POS Systems
 Brand Manager
 Account Manager
 Demand Planner
 Measure the extent of
Forward Buy by
Stores/Accounts

Store/Account
Volume
 Mismatch between
POS sales volume and
Store/Account Buy
volume during promo
period
 Operational
 Retailer POS systems
 Manufacturer Sales
systems
 Demand Planner
 Account Manager
©Company confidential
18

19. Trade Promotion Analytics – Hierarchy of Needs
Operational
• What
will
happen
A
N
A
L
Y
T
I
C
S
• What is
happening
• Why did it
happen
Demand Management
Strategic
TP Scenario Planning
Customer Behaviour Analysis
Inventory Management
Ensure shelf availability
Measurement of Sales KPIs – Store level, SKU
level, Lift%, Drop%
Determine and analyse Causals
Determine Order Status
• What
happened
Tactical
Measure promotion
impact on sales
volumes
©Company confidential
Evaluate Promotions Effectiveness
Determine Promotion Costs
Evaluate Store/Account Profitability
19

20. TPM Applications – Key Interfaces
Customer Master Data
Product Master Data
ERP
Store Promo Adoption
POS
Channel Spends
Consumer Off-take
Price Master Data
Sales Performance
SCM
Inventory
Customer Analytics
@ Brand-Account level
Stock-Out data
Historical Sales
Consumer Billing Price
Trend
CRM
Base Demand
Operational
Application
Order Backlog
Inventory Availability
Analytical
Application
Total cost of promotion
Planogram Compliance
Sales Returns
Forecast Accuracy
Retailer Invoice data
Store level forecasts
Market/Cateogry/Channel
Outlook
Retailer Panel Data
Consumer Panel Data
SYNDICATE
DATA
Retailer Promo penetration
data
Reports
Exception Alerts
FMCG Enterprise
Applications
©Company confidential
Retailer
Applications
What-If Analysis
FMCG TPM
Application
Causal Analysis
Third Party
Optimisation
TPM Analytics
Data
20

21. Thanks !
©Company confidential
21

22. Maturity
Evolution of BI
BI Affordable, Democratized, Mobilized
B1 2.0
Increasing
Pervasive BI
(Business Planning, Collaboration)
Data –> Insight, Alerts, Root Cause Analysis
Static Reports -> On-The-Spot Answers
MIS/EIS
Reports
BI –> EPM/CPM
BI -> Greater Integration
Business Intelligence -> Intelligent Business
(Exception based Mgmt, predictive analytics etc)
1990
©Company confidential
1995
2000
2005
2015
22

23. Evolution of BI
BI 2.0
Maturity
Excel
Excel
What-If
Analysis
Collaborative
BI
Excel
Text
Intelligence
OLAP
Reports
EPM
CPM
Predictive
Analytics
Static Mgmt
Reports
Expensive
Data
Integration
Web based
OLAP
Reports
Dashboards
Scorecards
Alerts
Analysis Trails
Exception
Based
Management
Mainframes
Increasing
Desktop
OLAP
Reports
Data
Silos
Integrated
Data
Repositories
Packaged
ERP BI
Real Time
Analytics
1990
©Company confidential
1995
2000
2005
2015
23

24. Unilever Akili
Unilever Global Working together with the business to fulfill consumercustomers
Akili : Network : Connects all regional business units and its
under one globalfaster pool cheaper
whishes better, data and
Global Intelligence Framework
Enablers
Common Identification
Standards
Supply Chain Intelligence
Global
Consumer, Shopper & RegistryAnalytics
Trade
Market Trends &
Consumer
Segmentation
Trade
Dynamics,
promotion
management
Network
Planning &
Optimization
Single Platform – all
regions
Competitive
Intelligence
Global Data
Synchronization
Standardized Processes &
Systems
Global Information
Service Center
Supply Chain & Demand Planning
Global Manufacturing
Disperse
d R&D
Regional
Demand
Planning
©Company confidential
Integrators
Collaborative Shopper Value Creation
Integrated Sourcing Hubs
Regional
Supply
Chain
Data Pool
Category & Channel Marketing
Regional
Distribution
Structure
Common Business
Performance Models
Regional Category Support
Regional
Channel
Strategy
Category
Development
By country
Country
Specific
Intelligence
Brand
Activation
Plans
Collaborative Planning
24

25. Nestle – GLOBE (Global Business Excellence)
GLOBE - Objectives
Implementation of
harmonized Nestle
Business Excellence Best
Practices – All Regions
Key Initiatives
Supply Chain
 Demand Planning
 Manage risks to
targets
 Global Sourcing
 Effective hedging
 Working capital
optimization
 SKU optimization
 Customer
profiling &
categorization
Business
Benefits
Effective decision
making
©Company confidential
Managing Data as
corporate assets –
Implementation of single
data standard – All
Regions
Marketing
Effectiveness
 Consumer &
shopper behavior
 Trade dynamics &
channel intelligence
 Micro Marketing
intelligence specific
to regional needs
 Drive operational
channel marketing
programs
Implementation of
standardized
information system &
technology – all regions
Portfolio
Enhancement
 By Geography,
Category & by
Product groups
 Help to optimize
product offerings
 Identify new
opportunity for
growth of existing
products in the
global portfolio
Strategic
Partner
 Help in M&A
 Identify Cash Flow
issues
 Currency risks
 Aid in investment
opportunities
Enables Shared Services
Speed to share & Implement
& reduces cost of operations new best practices
25

26. Reebok – Global Business Intelligence
Sales &
Marketing
Analytics
Purchase
Analytics
Supply Chain
Analytics
Vendor
Analytics
Financial
Analytics
mySAP portal
SAP BW
SAP R/3 - AFS
SAP R/3 - AFS
SAP R/3 - AFS
SAP R/3 - AFS
(Apparel & Footwear solution)
(Apparel & Footwear solution)
(Apparel & Footwear solution)
(Apparel & Footwear solution)
[NAM, Canada, Japan, Europe, Russia]
[NAM, Canada, Japan, Europe, Russia]
[NAM, Canada, Japan, Europe, Russia]
[NAM, Canada, Japan, Europe, Russia]
Enterprise Exchange Service
Sales Force
Customers
Logistics
Vendors
Forwarders
Customs
Financial
Institutions
Key Benefits
a.
b.
c.
d.
e.
Consolidated picture of performance – By brand, By Geo, By Period
Fact based decision making – exception based Supply Chain management
Driving accountability across organization –metrics ownership from top to bottom
Better vendor control – vendor scorecarding
Improved sharing of best practices within organization – visibility across organization
©Company confidential
26

27. Managed-BI Service Model for ITC
Client’s Client
Security
Control
Quality Control
(Scorecards)
Methodologies
& Processes
ITC Infotech Governance Measures
SLAs, Joint Planning, Escalations,
Business requirements, Financials,
Change Management
©Company confidential
Client Partner
Client Business Team
ITCInfotech Client Management Team
• BI Program Management
• Business Analysts
• BI Support
BI Application Portal (ITD, FBD, Hotels, LRBD)
Complexity Firewall
Managed Service Vendor Facilities
Analytics Services
Knowledge Services
• Business Analytics Services (Segmentation, Price Elasticity etc)
• Business Optimization Services (Stock optimization, Route Opt)
• SME (SCM, CRMetc)
• Analytics Experts
Reporting Services
• Generate On–Demand reports, Alerts, Dashboards
• Maintain ETL Reporting, Database applications
• Architects
• BI Engineers
• ETL Engineers
• DBA
Data Management Services
• Master Data Management & Datacenter
Systems
• Data Quality Management
• Data Administrators
• Data Analysts
Infrastructure Services
• Software Server Management
• Hardware & network Management
• Hardware Engineers
• Network Engineers
27

28. Business-Analytics Scope of Integrated BI

Financial Analytics

Customer Analytics
 Profitability Analysis
 Financial Planning Accuracy
 Retail Outlet Analysis
 Working Capital Analysis

 WD Profitability Analysis
 Customer Service Effectiveness
Brand Analytics

Trade Marketing Analytics
 Category & Portfolio Analysis
 Marketing Spend Effectiveness
 Salesforce Analysis
 Brand & Market Analysis
 Channel Analysis
 TM&D Performance Scorecard

 Sales Analysis
 Category Analysis
Operational Analytics
 Production & Planning Efficiency
 Trade Promotion Analysis

Workforce Analytics
 Unit Level Scorecard & Automation
 Employee Attrition
 New Product Lifecycle Analysis
 Workforce Productivity
 Vendor Scorecard
 IR Effectiveness
 SCOR Measures
 Resource analysis
©Company confidential
28

29. Business-Analytics Scope of Integrated BI

Distribution Performance

Project Performance Mgmt
 Supply Chain Planning efficiency
 Supply Chain effectiveness
 Project Spend & vendor Analysis
 Supply Network efficiency
 Project Execution effectiveness
 Warehouse Performance

 Project Planning efficiency
 Project Risk Analysis
S&OP Analysis
 Forecasting Accuracy
 Planning Adherence & efficiency
 Variance Analysis


Corporate Sustainability Performance
 Carbon footprint, variance & credit
analysis
 Sustainability Spend Analysis
HR Performance
 Recruitment Efficiency
 HR Spend analysis
 Working Environment Regulation
Effectiveness
 Payroll Efficiency
©Company confidential
29

30. Integrated EPM/BI Capability
Corp
Performance
TM&D
Perf
HR Perf
Sales
Emp Perf
Finance
CBSC, Food,
PCB Perf
Brand Perf
Mgmt
Distribution
Planning
Perf
Category
Perf
Promo Perf
Dist
Perf
Branch
Perf
WD
Perf
Channel
Perf
WSD
Perf
Warehouse
Perf
Outlet Svc
Eff
Route
Eff
Mkt Research
Perf
Network
Eff
NPD
Perf
Finance
Portfolio
Perf
Operations
Perf
Procurement
Perf
Plant
Perf
HR Perf
R&D
Perf
Workforce
Eff
Logistics
Perf
Scheduling
Eff
Carrier
Eff
Emp
Eff
AM
Perf
AE
Perf
©Company confidential
30