Agility is critical to overcome the challenges of a traditional S&OP process. Learn more from our recommendations to manage, anticipate and synchronize supply and demands

1. Supply Chain and
Value Chain Planning
TCS and Oracle

2. 2
Agility is critical for sales and operations planning and Agility has
been defined as “recalibration in the face of market, demand and
supply volatility while delivering comparable cost, quality and
customer service” (Lora Cecere)
Sales and operations planning

3. 3
The challenge
Give the customer
and dealer/retailer
What, When, Where
and
the Way they want
with proper
documentation
At…
the highest margin,
lowest cost and with
the maximum flexibility
Through…
the unknown
While…
disposing, introducing
and coordinating

4. 4
S&OP renaissance
Many companies are embarking on S&OP improvement
initiatives to proactively manage and respond to changing
business conditions through new approaches, processes, tools
and capabilities

5. 5
Aligned
Operational Plan
Corporate
S&OP Summary
The ‘traditional’ S&OP monthly process and
operation
 Supply Plans
 Backlog Plans
 Inventory Plans
Unconstrained
Demand Plans
Supply
Planning
 Planning
BOMs—
Components
Commodities
 Financial
Targets
Financial
Review
BU
Consensus
Demand
Planning
 Forecast based on
 Historical data and
Forecast
 Bottom Up Sales
Planning
S&OP
Supply Actions
 Pipeline Inventory
 ATP, Committed
Supply Position
 Channel Inventory
 Re-Plan
 Changes to Demand
Plan
Unsolved
Issues
Key Participants
 Sales
 Operations
 Global Planning
 Product Line
Management
 Finance
 Procurement
 IT
Proposed
Operational Plan
MONTHLY PROCESS

6. 6
Our assessments show few organizations
with an S&OP process improvement plan
Forecasts will be incorrect. Deviation from plans are certain. Supply will be
disrupted. Demand will have variability. Inventory will be in the wrong place.
Shipping and fulfillment costs will increase.
Yet few organizations have well defined processes and business rules to
manage these, anticipate these, and respond rapidly.
Plans and execution must translate to results
BUSINESS
RESULTSS&OP Process
Business Rules
Business Metrics
Interlock
Processes
Supply Chain
Execution

7. 7
Aligned
Operational
Plan
The ‘enhanced’ S&OP process, flow and operation
Synchronizing Supply and Demand—Proactive and Responsive
Corporate S&OP
Summary
 Supply Plans
 Backlog Plans
 Inventory
Plans
Unconstrained
Demand Plans
Supply
Planning
 Planning
BOMs—
Components
Commodities
 Financial
Targets
 Costs
 Analytics and
What-if Tools
Financial
Review
BU
Consensus
Demand
Planning
S&OP
 Supply Actions
 Demand
Shaping
Actions
 Pipeline Inventory
 Ageing, Transfers
 ATP, Committed
Supply Position
 Channel Inventory
 Customer Sites
Spares/After Market
Service Centers
 Re-Plan
 Changes to
Demand Plan
for What-if
Analysis
Unsolved
Issues
Proposed
Operational Plan
MONTHLY PROCESS + WEEKLY
INTERLOCKS + DAILY UPDATES
 Forecast based on
 Demand Triggers—
Orders, POS/Sell-
through/Contracts
 Customer Signals
 NPI and Marketing
Projections: Phase-
in/Phase-out
 Bottoms Up Sales
Planning
 Historical Data
Using Statistical Analysis,
Predictive Analysis Tools
Key Participants
 Sales
 Operations
 Global
Planning
 Product Line
Management
 Finance
 Procurement
 IT
Channels/Customers/
Suppliers
 Budgets
 Financial
Plans
Supply Risks and
Mitigation

8. 8
Recommendations - A quick summary
 Intelligent Forecast using predictive analytics, consumption, demand sensing, sales inputs and
‘what-if’ modeling
 Leverage dynamic S&OP + interlock processes
 Ensure two-way involvement with supply network planning, global trade, logistics
and fulfillment strategy
 Deploy an integrated suite of systems across the end-to-end supply chain
 Establish an S&OP process which considers business model differences, customer segments, and
geographical differences
 Promote collaboration and involvement with all functions, key suppliers, partners and channels with
appropriate and aligned metrics
 Develop An upskilled skill sets of people in supply chain, execution, analytical concepts, and response

9. 9
Tata Consultancy Services—Business performance
13.4 billion US$ in FY14 revenues *
1065 Clients *
55+ Countries where TCS has a presence
46+ years in business
300,464 Associates *
118 Nationalities *
97.4 % of revenues from repeat customers*
First Company in the world to be assessed at Level 5 for integrated enterprise-wide CMMi
Market Success – Revenues in US$ Millions
Source: Figures from TCS Analyst Report FY Q4-14, Employee count includes 300,464 employees in subsidiaries
0
5000
10000
15000
9899000102030405060708091011121314

10. 10
TCS global network delivery model enables customer success
223 Offices worldwide, 145 Delivery Centers in 21 Countries
N. America
22
Iberoamerica
APAC
India
EuropeUK & Ireland
MEA
8
14 9
9 1
96 108
27 3 32 8
23 8
# of Regional Offices
# of Delivery Centers
Legend
Cincinnati (US)
GNDM™ Highlights
• One Global Service Standard for
all Delivery Centers
• Access to global skills/talent
• Multi-lingual support for 33 +
languages
• Scalability for future Growth
Phoenix (US)
Toronto (Canada)
Hungary
Peterborough (UK) Germany
Luxembourg
China (3)
Singapore
AustraliaBrazil
Uruguay
Argentina
Mexico
Chile
Ecuador
Colombia
South Africa
Morocco
UAE Yokohama (Japan)
Midland (US)
North America Latin America UK & Europe JAPAN India APAC
• # Associates :
23,000+
• Languages :
English
• Over 425 Clients
• # Associates: 9000+
• Languages :
English, French,
Portuguese, Spanish
• Over 100 Clients
• # Associates: 12000+
• Languages: English,
German, French,
Spanish, Dutch,,
Portuguese, Italian,
Danish etc.
• Over 370 Clients
• # Associates: 1700+
• Languages: Japanese
• Japan ODC in Kolkota,
Pune, China
• Near-shore facility setup in
2002 at Yokohama
• Over 20 Japanese clients
• # Associates:
200,000+
• Languages: English,
Japan
• Over 400 Clients
• # Associates: 3500+
• Languages: English,
Mandarin, Thai, Malay,
Cantonese, Filipino
etc.
• Over 165 Clients

11. 11
Oracle’s
Priorities
S&OP/VCP
Thought
Leadership
(Process &
Metrics)
Process
aligned to
Oracle Apps
End to End
Solution
across all
Oracle Apps
Solution
customized
to client
needs
Creative
solutions to
meet client
budget
Differentiated
Solution
TCS value Proposition Aligned with Oracle Priorities
TCS is a Strategic Partner providing these key value differentiators

12. 12
TCS Oracle VCP expertise
200+ VCP Consultants
75+ VCP Functional
Experts
30+ Projects
6+ On-going
Engagements
Experience Capabilities Functional Areas and
Modules
 Experience in
Manufacturing, Telecom,
Retail & CPG and Media
industries
 Functional, Technical &
Administration skills and
Domain Expertise
 Experience across all
geographies
 Demantra
– Demand Management
– Advanced Forecasting &
Demand Modeling
– Sales & Operations Planning
– Trade promotion Management
 Advanced Supply Chain
Planning, Global Order
Promising, Collaborative
Planning, Production
Scheduling, Inventory
Optimization
 Advanced Planning
Command Center,
Strategic Network
Optimization

13. 13
 End-to-end order capture to fulfillment flow for a B2B business
 Support for complex purchasing requirements such as volume pricing, order
restrictions and workflow-based order approval
 An integrated suite of systems across the end-to-end supply chain
 Real time visibility of SKU positions
 Platform to perform an accurate pan organization order scheduling
 Central fulfillment monitoring across channels
 Embedded intelligence to measure effect of supply decisions on cost and on-time
delivery metrics
Keys to an agile supply chain

14. 14
Experience certainty.
Tata Consultancy Services helps customers experience
certainty by reliably delivering business results, providing
leadership to drive transformation and partnering for success.
Experience
Leadership
Experience
Partnership
Experience
Results
TCS commitment