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Information Driven Value Chain Steve Gwizdala Value Chain Planning – Solutions Specialist
© 2009 Oracle Corporation – Proprietary and Confidential What is Value Chain Planning? Enterprise-wide Business Planning that links: Strategic and Tactical Decision Making Design/Development with the Supply Chain Financial Planning with Supply Chain Planning
© 2009 Oracle Corporation – Proprietary and Confidential Oracle Value Chain Planning Solution Complete, best-in-class e-business planning process platform Demand Signal Management Demand Management Collaboration and Vendor Managed Inventory Plant Scheduling and Monitoring Order Promising Service Parts Planning Trade Promotion Management Supply and Distribution Planning Risk Management Sales and Operations Planning Performance Management Single source of truth Integrated with ERP SOA enabled
4 © 2009 Oracle Corporation – Proprietary and Confidential Oracle Advanced Planning Solution BUSINESS PLANNING & PROCESS MGMT Business planning scenario mgmt & automation Business planning analysis dashboards OPERATIONAL EXCELLENCE Integrated supply chain execution 24x7 order promising Supplier collaboration and VMI Integrated multi-method manufacturing execution Manage internal and external repair orders, new buy parts, and part redistribution transfers Plant level detailed scheduling DISTRIBUTION AND SUPPLY PLANNING Rebalance inventory position at lowest cost Multi-facility constrained replenishment planning Distribution planning AFTER MARKET SERVICE PLANNING Multi-echelon service supply chain Simultaneous forecasting, replenishment, distrib. SENSE AND SHAPE DEMAND Improve forecast accuracy thru better statistics Continuous consensus planning process New product introductions DEMAND SIGNAL MGMT Enables Retailer and Mfg-er collab. Demand and market intelligence SALES AND OPERATIONS PLANNING Balance demand, supply, budgets Evaluate both strategic and tactical decisions RISK MANAGEMENT Design profitable supply chain Mitigate risk for (un)planned events ADVANCED PLANNING (1) Requires Oracle Siebel AIA Connector for Consumer Goods Enables best-in-class processes that solve key planning problems PROMOTION MANAGEMENT Run most profitable promotions Promotion lift analysis Execute promotions via Siebel (1)
5 © 2009 Oracle Corporation – Proprietary and Confidential Oracle Advanced Planning Solution BUSINESS PLANNING & PROCESS MGMT Oracle Advanced Planning Command Center OPERATIONAL EXCELLENCE Oracle Global Order Promising Oracle Collaborative Planning Oracle Production Scheduling Manufacturing Operations Center DISTRIBUTION AND SUPPLY PLANNING Oracle Advanced Supply Chain Planning AFTER MARKET SERVICE PLANNING Oracle Service Parts Planning PROMOTION MANAGEMENT Demantra Predictive Trade Planning Demantra Trade Promotion Opt. Demantra Deduction & Settlement Management SENSE AND SHAPE DEMAND Demantra Demand Management Demantra Advanced Forecasting and Demand Modeling DEMAND SIGNAL MGMT Oracle Demand Signal Repository SALES AND OPERATIONS PLANNING Demantra Real-Time Sales & Operations Planning Oracle Strategic Network Optimization RISK MANAGEMENT Oracle Strategic Network Opt. Oracle Inventory Optimization ADVANCED PLANNING Enables best-in-class processes through best-in-class products
© 2009 Oracle Corporation – Proprietary and Confidential Oracle Strategic Network Optimization Consider all costs and constraints that impact the decisions Costs ($): Variable and Fixed Transportation (inbound, outbound) Storage and inventory carrying costs Fixed costs (startup, shutdown, operating) Material supply Manufacturing and labor Price (for profit optimization) Capacity Constraints (Hard and Soft) Supply constraints Manufacturing constraints Transportation constraints Storage and inventory constraints Target service levels Dynamic safety stock Answering the tough questions: How do I manage my supply chain risk more effectively? What impact do changing costs have on my inventory, production and/or sourcing strategy? Can I meet demand profitably? Where should I hold how much inventory, when? Should I close down a facility? How could I react to a disruption in supply due to unforeseen events? What are my most profitable channels or products to invest in? What is the impact of mergers and acquisitions on my supply network and capital asset budget?
© 2009 Oracle Corporation – Proprietary and Confidential Oracle Demantra Demand Management Sense demand real-time –Sense demand more frequently, closer to the point of consumption –Capture demand and forecast at more granular level (store, shelf, attributes, product characteristics) –Achieve consensus demand number more quickly by involving all constituents at the same time, including customers –Quickly identify and react to demand changes and exceptions Improve forecast accuracy –Leverage advanced statistics for more accurate demand number –Use any combination of quantitative or qualitative data to establish your base line forecast –High precision statistical forecasting, no statistical background required – Superior Bayesian-Markov forecast analytics –Forecast based on attributes and characteristics –Leverage Advanced Forecast Modeling for promotion lift decomposition and causal analysis Shape demand for profitability –Plan new product introductions –Plan promotions and sales incentives –Identify cross selling opportunities Evolve to real-time S&OP –Profitably balance supply, demand, and budgets Shipments Marketing forecast Order history CHANNEL DATA Customer sales Collaboration Workbench Demand Hub and Seeded Worksheets Real-time demand sensing and collaborative consensus forecasting
© 2009 Oracle Corporation – Proprietary and Confidential Supply Chain and Distribution Planning –Product family and item level planning –Alternate components, resources, processes, suppliers, facilities, and ship methods –End-item substitution –Critical items and resources; aggregate resources –Bills of distribution and transfer rules –Redistribution (circular sourcing), load consolidation, allocation rules –Include customer and supplier facilities Manufacturing Planning –Sequence dependent setups/changeovers –Simultaneous resources –Batch resources –Alternate resources –Minimum transfer quantities –Complex, network routings –By-products and co-products –Line rates and take times SuppliersTransportationManufacturingTransportation CustomersDistributors Oracle Advanced Supply Chain Planning Holistic Planning and Optimization providing one solutions for supply chain, distribution and manufacturing planning
© 2009 Oracle Corporation – Proprietary and Confidential Increase global visibility and reduce supply shortages –Multi-enterprise visibility –Monitor supplier performance Implement vendor managed and consigned inventory –Provide value-add services as a competitive differentiator –Reduce inventory carrying costs through automation Reduce planning cycle time through multi- enterprise planning –Collaborative supply planning –Comprehensive waterfall analysis React quickly to supply chain exceptions –Seeded and user configurable exceptions –Fully integrated with Oracle E-Business Suite Oracle Collaborative Planning Improve global visibility and react quickly to changes through collaboration with trading partners
© 2009 Oracle Corporation – Proprietary and Confidential Maximize throughput of bottleneck resources –Automatic detection of bottlenecks –Minimize setup with intelligent sequencing Improve shop floor performance –Minimize the effect of unplanned downtime –Easy identification of issues –What-if rescheduling –Drag and drop Quickly determine the best schedule –Fast easy simulation –Scenario comparison and key performance indicators Implement quickly by leveraging out-of-the- box integration –Integrated manufacturing planning and scheduling –Fully integrated with Oracle E-Business Suite Oracle Production Scheduling Maximize shop floor throughput and optimize resource utilization
© 2009 Oracle Corporation – Proprietary and Confidential Increases flexibility and reduce costs by moving inventory away from the customer to the point of postponement Accounts for demand, supply, and lead-time variability when determining the point of postponement and inventory levels Synchronizes inventory levels and policies across the supply chain Helps you move from a push model to a pull model Increases visibility to supplier and contract manufacturer inventory Suppliers Contract Manufacturers Final Assembly Central Distribution Centers Regional Distribution Centers Customers Old way Push Inventory New way Postpone Inventory Oracle Inventory Optimization Respond quickly to demand, supply, and lead time fluctuations
12 © 2009 Oracle Corporation – Proprietary and Confidential Oracle Service Parts Planning Simultaneously forecast, replenish and redistribute your service parts across your service supply chain More accurately forecast your service parts –Demantra statistical forecasting engine inside for highest accuracy –Account for intermittent, seasonal, and fast moving demand patterns –Leverage composite forecasting (shipments, usages, returns) –Use service failure rates Optimize the replenishment and redistribution of parts across the extended service network, integrated with Service Execution Integrate with other Advanced Planning products for additional business processes –Manage spare parts at customer locations (via CP) –Manage service contract customer demand (via Dem DM) –Manage targeted service levels and budgets (via IO) –Produce parts in manufacturing facilities (via ASCP) Manage both forward and reverse material flows
© 2009 Oracle Corporation – Proprietary and Confidential Oracle Advanced Planning Command Center Get the right answers Self service, pre-built Rich content and KPIs Seamless integration with planning apps Business Insight for Supply Chain Executives Pre-Built Dashboards and Reports Scenario andActivity Management Plans and Archived Plans Analyze Plan Orchestrate Analyze and compare scenarios and plans Execute scenarios Execute automated processes Archive plans Web Service enabled Planning Processes Analytical Data Forecasting Supply Planning Planning Analytics for Supply Chain Decision Makers Business scenario planning Decide which scenarios to plan Compare baseline to alternative scenarios Assign scenarios to planners for execution Preconfigured Planning Processes Planning process automation Notify constituents of assigned activities Link processes for manual or automated execution Auto-archive plans
© 2009 Oracle Corporation – Proprietary and Confidential Oracle Manufacturing Operations Center The Foundation for Continuous Improvement in Manufacturing Operations Contextualize Plant Floor Data and Synchronize with ERP Provide Real-Time Intelligence for Plant Operations Leverage Next Generation Manufacturing Operations Architecture Consistent mfg information for all users Convert equipment data into useful business info Ensure rapid response to manufacturing issues Leverage existing plant IT infrastructure Enable gradual upgrade of plant systems Simplify IT support for your core mfg strategy Deliver performance metrics & trends by role Easily build dashboards to your unique needs Identify performance improvement opportunities
© 2009 Oracle Corporation – Proprietary and Confidential 15 reduced ending level inventory from $200M to $50M, saving $8M annually by automating supply chain processes reduced monthly inventory levels for largest customer by over $1M per month and scenario analysis from days to 2 hours increased forecast accuracy from 50 to 85%, and reduced planning cycle time from 21 to 5 days improved on-time delivery to 98% improved inventory turns by 37% reduced order fill rate from 55% to 95%, increase inventory turns by 100%, reduced price protection claims by 40% reduced inventories by $350M, carriers from 200 to 12 yielded a $12 million reduction in average inventory, improved forecast accuracy from 35% to 73%, improved fill rate from 80 to 93% reduced order cycle time by 30%, raw material inventory by 17% increased service level by 12% for same inventory investment Sample customers achieving significant benefits
© 2009 Oracle Corporation – Proprietary and Confidential 16 Many customers across all industries Discrete Manufacturing Process Manufacturing Consumer Goods / Distribution High Tech
© 2009 Oracle Corporation – Proprietary and Confidential 17 Enables leading edge and transformational business processes Oracle Value Chain Planning Solution Predict market requirements and manage supply chain risk –Sense demand closer to the point of consumption with real-time visibility to demand events –Improve forecast accuracy through advanced analytics and improved consensus forecasting –Predict impact of risk to your network by simulating planned and unplanned supply chain events –Account for variability in your inventory positioning and postponement strategy Shape demand for profitability –Drive demand via promotions planning –Manage new product introductions and marketing to shape demand and maximize revenue –Maximize sales and improve execution by balancing supply and demand in a continuous S&OP process Align operational plans with corporate goals –Plan your extended value chain with holistic supply and distribution planning –Synchronize plans and actions across the extended enterprise –Improve supply chain visibility and align trading partners via collaboration –Transform your service operations from cost to profit centers MONITOR and MANAGE with Embedded Analytics
Oracle Demantra Overview & Utilization in a Demand Driven Supply Network Curtis Ardle February 22, 2008.
I2 U Intelligent Supply Chain Management Course Module Five: Strategic Supply Chain Management.
© 2006 Oracle Corporation – Proprietary and Confidential.
1 Copyright © 2004, Manugistics, Inc. All rights reserved. Objectives At the end of this section you will be able to: Understand the key pains and challenges.
“Top Secret”. 1.Which of the following is NOT one of the five purposes that inventory serves? A. Prevents economies of scale B. Balances supply and demand.
© 2010 IBM Corporation IBM Sensor Solutions When Physical meets Digital.
“This presentation is for informational purposes only and may not be incorporated into a contract or agreement.” Oracle Demantra’s Solution Solution Components.
Template v4 September 27, Copyright © Infor. All Rights Reserved. 1 Infor Integrated Business Planning.
Demand to Deliver - Value Chain Innovation Oracle High Tech Summit, May 10 th, 2011 Jon S. Chorley Vice President, Supply Chain Applications.
Supply Chain Management COSC643 E-Commerce Supply Chain Management Sungchul Hong.
NASA Growth Strategy Cindy Bolt Group Vice President March 10, 2009.
Introduction to Supply Chain Management Designing & Managing the Supply Chain Chapter 1 Byung-Hyun Ha
Retail Planning & Optimization Solution Elevator Pitches.
Strategic Decisions (Part II). Decision Phases of a Supply Chain Supply chain strategy or design Automate flow of information between company and supply.
Chapter 8 Integrating the supply chain. Content Integration in the supply chainEfficient consumer responseCollaborative planning, forecasting and replenishmentManaging.
Figures in Chapter 1. Learning objectives After studying this chapter, you should be able to; Define logistics and supply chain management. Describe logistics.
Logistics Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
At the end of this chapter, students should be able to: Understand industrial logistics management concept Describe the elements and role of logistics.
Connected Experiences for Consumer Goods. Slide Deck Guidance (Hidden Slide) PresenterMicrosoft sales representative Audience Business decision makers.
SUBTITLE TEXT. Optimal Solutions What is E- Business Suite Oracle E-Business Suite is the most comprehensive suite of integrated, global business applications.
1 Increase Value Reduce Waste/Cost Strategic warehouse management direction in the next 18 months Rex Ma, Senior consultant, SCM PRODCUT SOLUTIONS, Oracle.
Oracle Advanced Supply Chain Planning(ASCP) Alternate Decisions John M. Conlin CPIM Principal Solutions Consultant, Value Chain & Manufacturing Applications.
Logistics Network Configuration. Outline What is it? Methodology –Modeling –Data Aggregation –Validation Solution Techniques.
© 2009 IBM Corporation Getting Smarter with Information An Information Agenda Approach Damiaan Zwietering Information Architect
A Case Study: BuyPC.com Developed by Jim Morton; UPS Professional Services David Simchi-Levi; MIT Michael Watson; LogicTools, Inc. See also BuyPC.pdf.
Keith Ip Director, SCM Sales Consulting Know More. Do More. Spend Less. Increase the Deal Size for Auto.
Supply Chain Management 1. What is a supply chain? What is supply chain management? What questions need to be answered/ decisions need to be made when.
Transportation in a Supply Chain Transportation is another Key Driver in the Supply Chain which has significant impact on Efficiency as well as Responsiveness.
Copyright © 2005, Oracle. All rights reserved. المحاضرة الاولى بتاريخ 10/ 10/2009 محمد جلال ERP11i.tk ERP11i.tk.
NetWORKS Strategy Manugistics NetWORKS Strategy 6.2.
ISQA 407 Introduction to Global Supply & Logistics Management Winter 2012 Portland State University.
Leveraging JDA technology to support a Shelf Connected Supply Chain Amy Higgins VP, Space Management & Analytics Sears Holdings Corporation 1.
Building Blocks for the Effective Enterprise MWUG Fall 2013 Pam Lopker President and Founder.
Lalit Panda, SVP SC and IT, Harman Consumer Group, Inc. ProcureCon July 14 th 2008 KPI Based Supply Chain Management.
Supply Chain Agility in the Volatile World 12 th June 2014 CII Conference of Next Generation Supply Chain.
PROPRIETARY 2003 Data Research Analysis & Consultancy Solutions All Rights Reserved. This is achieved by: Improving availability / reducing stock outs.
Lean Operations for Water and Wasterwater Controlling Cost While Improving Efficiency… A Real World View.
11 Lecture Enterprise Applications and Business Process Integration.
Supply Chain Planning Dinesh Garg Indian Institute of Science Bangalore-India September 27, 2003 Foundations of Global Supply Chain Management.
Services & Next Generation Business Solutions for the Manufacturing Industry.
SCM-INTRODUCTION P.CHANDIRAN. What is a Supply Chain? Supply chain is a network of suppliers, manufacturing plants, warehouses, distribution centers,
Main Function of SCM (Part I). Supply Chain in Economy (1990, 1996) Freight Transportation$352, $455 Billion Inventory Expense$221, $311 Billion
Chapter 3 Network Planning 1. Three Hierarchical Steps Network design – Number, locations and size of manufacturing plants and warehouses – Assignment.
1. Oracle Service Parts Planning Enabling profitable reverse logistics at higher service levels Presenter’s Name Presenter’s Title.
Chapter 3 Network and System Design. Objectives After reading the chapter and reviewing the materials presented the students will be able to: Understand.
Supply Chain Management Dr Sherif Kamel The American University in Cairo.
SAP History From Start-Up Software Vendor to Global Market Leader Over the course of three decades, SAP has evolved from a small, regional enterprise into.
Production and supply chain process MIS2101: Management Information Systems Based on material developed by C.J. Marselis.
SUPPLY CHAIN MANAGEMENT SYSTEMS Part I. 7-2 LEARNING OUTCOMES 1.List and describe the components of a typical supply chain 2.Define the relationship between.
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