implementierung eines globalen sales planning … merck is not the same as merck merck kgaa and the...
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© 2013 IBM Corporation
Implementierung eines globalen Sales Planning Tools für die Merck Gruppe
Thomas Ulmer
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Agenda
1. The Merck Group – Company overview
2. Project overview and key functionalities of Tool
3. Project plan
4. Live demonstration of tool
5. Operating Model & support concept
6. Summary
Merck is a leading pharmaceutical, chemical and life science
company that conducts its operations in four divisions:
– Merck Serono: Prescription medicines of both chemical andbiological origin in specialist indications
– Consumer Health: Over-the-counter pharmaceuticals forpreventive health care and self-treatment of minor ailments
– Performance Materials: High-tech performance chemicalsfor applications in fields such as consumer electronics, lighting,coatings, printing, plastics, and cosmetics
– Merck Millipore: Products and services for the life science industry, used in research and analytical laboratories as well as in pharmaceutical manufacturing
�Approximately 39,000 employees in 66 countries
�Merck manages its operating activities under the umbrella of Merck KGaA, which was listed on the Frankfurt Stock Exchange in1995 and admitted to the DAX® in 2007
�Around 30% of the total capital is publicly traded, while the Merck family, as general partner, indirectly holds around 70%
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Merck at a glance
Pützer Tower and Pyramidat Darmstadt headquarters
www.merckgroup.com
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Merck is not the same as Merck
� Merck KGaA and the U.S. pharmaceutical company Merck & Co.
have been two independent companies since 1917.
� Common historical roots: – 1891 Merck & Co. founded in New York by Georg Merck, a member
of the Merck family
– As a consequence of World War I, Merck & Co. was expropriatedand became an independent company.
� Today, Merck & Co. holds the rights to the name within North
America. Merck operates there as EMD and holds the rights to the name Merck in the rest of the world.
– Outside North America, Merck & Co. operates as Merck Sharp and Dohme (MSD) or MSD Sharp & Dohme.
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Corporate structure
Group functions
Div
isio
ns
Merck Group
Group functions
Merck
Serono
Div
isio
ns a
nd
their b
usin
esses
Consumer
Health
Merck
Millipore
Performance
Materials
Local subsidiaries
Oncology
Multiple Sclerosis
Fertility,Endocrinology &General Medicine
Mobility
Everyday healthprotection
Women‘s andchildren‘s health
Cough and cold
BioScience
Lab Solutions
Process Solutions
Liquid Crystals
Pigments & Cosmetics
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Merck Group
Divisions 2012
Sales: € 10,741 million
Note:
* excluding Corporate and Other
EBITDA pre one-time items*: € 3,175 million
€ million € million
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Agenda
1. The Merck Group – Company overview
2. Project overview and key functionalities of Tool
3. Project plan
4. Live demonstration of tool
5. Operating Model & support concept
6. Summary
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Current situation:
• Heterogeneous
picture across
countries and
divisions
• Various planning
templates being
circulated between
countries, regions
and global
• Long shadow
processes to plan
sales
2. Sales Planning Project OverviewA Journey Towards a Global / Divisional Planning Approach
Introduction of a
harmonized Sales
Planning approach…
Objective:
• Introduction of a
new Sales
Planning workflow
to support Sales
submission in OP /
Forecast
• Global Sales
Planning tool will
support a
simplification in
Sales Planning
• Improved ability to
model and explain
Sales drivers
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2. Sales Planning Project Overview Focus is on Improving the Planning Process
Planning Simplification:
- All data to be available on a SKU level but ability provided to go simple where needed via Splashing functionality (Plan on SBU, automatic breakdown to SKU level)
- Ability to plan at different levels (BF, Country, SKU)
Easy Scenario Planning (“Sandboxing”):
- New tool will enable scenario building using Splashing functionalities at any stage of the to be defined planning workflow. Different scenarios can be saved and reloaded at a later point in time.
Integrated Reporting:
- Adhoc and Standard Reports available to keep track of your planning numbers (incl. Price/Volume Analysis)
Scenario A
Scenario B
Scenario C
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Complexity meets simplicity
(splashing function):
• Top-down based on specific rules
• Bottom-up from SKU and customer
Actual Sales Data
(Gauss. finance)
Actual Sales Data
(Gauss. finance)
Pre-fillingPre-fillingDivisional /
Group Forecast
Divisional / Group
Forecast
In Scope for First Release:
• Ongoing business discussion
• Forward looking view on Sales
• Price Volume
• Reporting (local/global)
• OP Sales Planning
• Quarterly Forecast
BU / SBU / Country / Region
Forecast
BU / SBU / Country / Region
Forecast
CorrectionsFlexibility to enter:
• Country
• Regional
• Global
Input responsibility:
• New products
• Customer
• Prices
2. Sales Planning Project Overview Process workflows to be defined
• Volumes
• Territory
• Other input
Out of scope for First Release:
• Cogs, Opex and Cost Centre Planning • Midterm Plan and Strategic Plan• Target Setting and Preview
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OP Sales Planning Process
Data Entry
2. Possible Sales Planning Process for a DivisionSales Submission for Operative Planning
Release / Approval
Countries
Validation/Review
Reopen/Adjust
Regions/BU/BF
Release / Approval
Validation/Review
Reopen/Adjust
DIV/Global
Release / Approval
Prefilling
Business / Finance
Finance/ Business
• The Sales Planning Tool comes with an integrated workflow • Each division can decide on their particular requirements to avoid sending
spreadsheets between planers and approvers
Local Finance/ Business
Local Finance/ Business
Business / Finance
Business / Finance
Business / Finance
Business / Finance
Business / Finance
2. Why IBM Cognos TM1
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Key Deciding Factors for IBM Cognos TM1:
TM1 is perceived as a flexible tool with good standard planning
functionalities
Easy to use (Excel- and web-based)
Good performance through in-memory technology
TM1 offers good workflow functionalities
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Agenda
1. The Merck Group – Company overview
2. Project overview and key functionalities of Tool
3. Project plan
4. Live demonstration of tool
5. Operating Model & support concept
6. Summary
3. From Start to Prototype to finish line
•Develop the requirements regarding functionality of tool
•How to do data entry
•What kind of reports
•Derive data dimension
• Structures and data available
• Splashing, Phasing, Prefilling, Calculations implemented
• Input masks are implemented
• Reports are implemented
Mock-Ups
Prototype I
•Build data architecture (back-bone of Sales Planning Tool)
•1st set of data loaded
•Validate dimensions to ensure it matches data entry /report requirements of users
Prototype II
Feb 13 Apr 13 May13
Go-live
version
User-
Accepta
nce T
est
Role
-out pre
para
tion / C
ut-
over
Jun /Jul 13
161616
Agenda
1. The Merck Group – Company overview
2. Project overview and key functionalities of Tool
3. Project plan
4. Live demonstration of tool
5. Operating Model & support concept
6. Summary
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Agenda
1. The Merck Group – Company overview
2. Project overview and key functionalities of Tool
3. Project plan
4. Live demonstration of tool
5. Operating Model & support concept
6. Summary
5. Support concept and Operating model
• 300 users(MS 150; CH 50; PM 50; MM 50), structured support process
required
• Sales Planning Tool provides general functionality across all divisions, but has
been tailored to meet the divisional needs in areas such as workflow, input
masks, valid hierarchies (customers/products/territories), processes, etc.
• Prerequisite for go-live: Sales Planning Tool fully working, UAT passed
• Questions in 3 areas (content, technical and material master data)
• Learnings from other projects indicate that users have difficulties to
differentiate between the 3 areas and want quick support
• After the initial bug-fix, the vast majority of questions are regarding content
General assumptions
5. Roles and Responsibilities Post Go-LiveSupport Model
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User has a Problem
2nd Level Support:
3rd Level Support:
Content: CO-B
Technical: AC-S /IS
Product Master Data: Div. Data Manager
1st Level Support:
Country / Regional Key User (ratio: 10:1)
• Knows tool (Navigation, data entry, reports, workflow)
• Understands key functionality (Pre-filling, Splashing )
• Understands FAQs, log incident
Divisional Power User (ratio: 60:3)
• Administrate divisional workflows during and before a
planning cycle, User management (approve / reject users)
• Able to distinguish between content/ technical and master
data questions and solve divisional content
• All other questions
Distributed Information
Training Material available permanently in Sales Planning Section on Finance Connect
Targeted availability of Final Version: May 20th
E-Learning
E-Learning courses to be prepared using TT Knowledge Force. Link to E-Learning available on Finance Connect
Targeted availability of Final Version: May 20th
WebexSessions
Weekly Webex sessions to be offered
Targeted start of regular trainings: June
Classroom Sessions (2-3h each)
1. PM-L Heads of Customer Service 21. May
2. CH Controller Meeting 9./10. July
3. Regional Controlling Workshops:Singapore 22./23. MayBoston 28. /29. MayBarcelona 13./14. June
4. Other Trainings tbd. (Darmstadt + Worldwide)
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5. Timing & Availability of Trainings
Availability of Training Elements will follow below Schedule
All dates
tbd.
Provided by CO-B
Provided by CO-B
5. User authorization
• User authorization (via workflow tool):
• User requests change of user access / new access
• Approval by line manager
• Validation and approval/rejection by divisional power user and
inclusion into divisional workflow
• Validation and automated set-up of user in tm1 through the
functionality of the workflow tool (AC-S has a governance role)
• Confirmation to User and Power user that user has been set up /
changed
How to get access to the tool?
• Important to note:
• The tool will have single-sign, e.g. with your windows password
• As a prerequisite to get access to the tool you have to complete the e-learning
5. Who should work with the tool
• Data entry to
be done
together by
business and
local finance
• Local finance
governance
role
MS
• Critical assumptions:
• The tool should streamline the OP process
• Divisions/local decide on who is best suitable to do the data entry
• Approximately 2 write license per division by country, additional read users
• Data entry to
be done
together by
business and
local finance
• Local finance
governance
role
CH
• Data entry to
be done by
business
• Local finance
business
partner &
governance
role
PM
• Data entry to
be done by
business
• Local finance
business
partner &
governance
role
MM
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Agenda
1. The Merck Group – Company overview
2. Project overview and key functionalities of Tool
3. Project plan
4. Live demonstration of tool
5. Operating Model & support concept
6. Summary
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• Expected decrease of time to collect, change and validate of Sales
Planning data during the Operative Planning / Forecasting
• Increased business user productivity due to better organizational collaboration
• Enhanced planning functionalities and integrated reporting
(Scenario building, Allocation functions, Workflow management)
• Ability to plan on a management view (country) irrespective of which legal entity is selling
• Integrated workflow which replaces the shadow process of pre-aligning
sales figures before submission to headquarters
• Improved ability to explain key drivers of sales plans(Volume, price and product mix, territories, etc.)
• Reduction of operational IT costs (No more investments associated with existing Sales planning tools)
• Develop a basis for a global Planning / Forecasting Tool
6. What we promised and what we delivered
© IBM Corporation 2013. All rights reserved.
References in this document to IBM products or services do not imply that IBM intends to make them available in every country.
Trademarks of International Business Machines Corporation in the United States, other countries, or both can be found on
the World Wide Web at http://www.ibm.com/legal/copytrade.shtml.
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