enterprise performance management th may -johannesburg · ground to cloud for analytics and bpc:...

run better. grow faster. change what you do.

Enterprise Performance Management25th May - Johannesburg


• IntroductionAllan Saffy, Decision Inc. GM for EPM

• Planning for Success in a Digital Economy:Christian Lindholm, Vice President EPM & Financials Solutions for Europe, Middle-East & Africa at SAP

• Ground to Cloud for Analytics and BPC:Andries van den Berg, Decision Inc. EPM Product Manager

• BPC 10.1 Embedded Consolidation:Pragasen Munsamy, Decision Inc. EPM

Technical Director • Wesizwe Platinum BPC Journey

Johann Riekert, Financial Advisor, Wesizwe and Andries van den Berg

• Closing: Allan Saffy

AGENDA


THE IMPACT OF THE DIGITAL ECONOMY ON FINANCE.


THE CHANGING WORLD

THE GLOBAL ECONOMY

2.2 B People in Social

Networks


THE GLOBAL ECONOMY

Organizations need to be able to change in order to remain relevant

The evolution of analytics opens opportunities and potential for improvement

Technology advancements provide significant opportunity


Does your business strategy align with the trends and changes in the market?

THE NEED TO UNDERSTAND CHANGE

Sales Procurement Human Resources Finance Supply Chain

Information Advisory, Execution & Enablement

FUNCTION


INDUSTRY

TECHNOLOGY

DISCIPLINE

Predictive AnalyticsContent &

CollaborationAnalyticsData

ManagementAdvisoryEnterprise

Performance Mgt.

Mining Manufacturing Logistics Retail Banking Insurance

Digital


Our most important client metric:

RETURN ON IMPROVEMENT

DECISION INC. TRANSFORMATION


RETURN ON IMPROVEMENT


Planning for Success in a Digital Economy: Christian Lindholm, Vice President EPM & Financials Solutions for Europe, Middle-East & Africa at SAP

Enterprise Performance Management and Digital Transformation

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 2Public

Nine changes Shaping the Finance Professional’s career

1. Today’s finance professionals find their work more engaging and influentialthan they had anticipated

2. Finance professionals don’t see themselves standing still – they expect togrow professionally and extend their reach into even more parts of theircompanies

3. Finance is becoming the central touch point in many different aspectsof their enterprises

4. Finance teams must adapt to a business environment in whichdecisions are more complex, yet still need to be made faster than ever

5. Finance professionals are eager to be counted on for forward-lookinganalysis and business insight

6. Finance professionals are looking for ways to gain a deeper understandingof more parts of the business

7. Better use of sophisticated technology lies at the heart of finance’sefforts to drive performance improvement

8. Finance professionals are grasping digitalization of the information flows asthe foundation for their successful delivery of advanced analytics

9. Digitalization and automation often are seen as opportunities to provideadditional value, rather than as disruptive threats to finance jobs

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 3Public© 2016 SAP SE or an SAP affiliate company. All rights reserved. 3Public

What does digitalization mean for businesses?

SpeedTransparency

Business innovationDirect engagement

Automation


The Challenges for Finance Professionals

Can you respond to data requests in under a day?

Need to analysedata more quickly

Granularity is regularly sacrificed for the sake of

speed

Only 12% 90% agree 56% agree

”Finance executives recognize need for speed in data analysis – but fewcompanies are able to deliver in real.”

cfo.com research


British American Tobacco


Real time, continuous processes with no manualprocesses or media breaks

Full transparency of allinformation accessible to everyone in the moment

Digital Finance


Digital finance: transforming finance for live business

Burning the midnight oil

Lights out finance processesAutomated and networked processes, event-driven, and inherently compliant

Late, off target, inconsistent reports

Insight in the hands of the businessInstant insight-to-action anytime, anywhere enabled by a single source of truth

Long, complex IT projects

Architecting new business modelsFlexible business modeling, deep analysis and rapid implementation of new business models


The Digitally Transformed Finance Department

OperationalManagement

EnterprisePerformanceManagement

Accounting and Financial Close

Financial Planning and Analysis

Treasury and Financial Risk

Collaborative Finance Operations

1

2

3

4

0110

1100

111

$

AP AR GL

Banks

$ € £ ¥

Suppliers

Transactions

Customers

Order

Invoice

Delivery

Payment

Order

Delivery

Employees

• Profit and Loss• Balance Sheet• Cash Flow

2012 2015 20202013 Today

FutureHistoric

Payment

Invoice

Regulator Stakeholders

Investment

• Actual vs. Budget• What if• Profitability• Forecast

Close PlanPredict/Model

Cash and Liquidity

Management

Collaboration• Receivables management• Collaborative Invoice to Pay• Travel Management• Shared Services Framework• Bank Communication / FSN

Finance Operations• Real Estate Management• Lease Management

2 1

3

Collaborative Finance

Operations

CloseSAP HANA

4

S/4HANAFinance

Cloud


Introducing the Digital Boardroom


On the fly analysis – digital boardroom


Financial Planning & Analysis - the driver for succes

Respondents with financial planning systems that are very tightly-integrated with core ERP systems are much more likely to say their IT systems substantially contribute to finance’s ability to support decision making.

© CFO PUBLISHING LLC THE FUTURE OF FINANCIAL PLANNING AND ANALYSIS MAY 2015

Percentage of respondents in each category who say their companies’ IT systems “substantially contribute” to finance’s ability to support decision making (n=134).


SAP BusinessObjects Planning and Consolidation

Unstructured Data

Business Process Management

Unified Platform

Automation and Reporting

OLAP

OLTP

SAP Business Objects Planning and Consolidation

ERP LoB

CRM HR

Structured Data

Extensions – additional licenses required


BPC & ERP Integration Scenarios

SAP ERP/Other ERP

BPC NW

SAP ERP/Other ERP

BPC NW

S4HANA

BPC NW

S4HANA

“Stand-Alone” “Fully Integrated”“Central Finance”


SAP S/4HANA Finance: Foundation of a “live” business

Single source of truth Enterprise consistency No reconciliations, replications, aggregations Real time updates Easily extensible

On the fly analysis Unlimited granularity Macro to detail, by any dimension With prediction and simulation

Connectivity and automation Extension to business networks Removal of silos and media breaks Embedded compliance

SAP HANASingle source of truth

Operations Business Planning Business Intelligence

FINANCE


Why is S/4HANA Finance Different

LogisticsDocument

CODocument

FIDocument

Totals & IndicesFinancial Accounting

Totals & Indices

Management Account.

From …Stability

Processing

Analytics

Flexibility

HANA views on the fly

Pre-Defined Aggregates

Flexibility

Stability

Processing

Analytics

LogisticsDocument

… To

UniversalJournalEntry

Single repositoryacross applications


Traditional system With SAP S/4HANA

ExpensePlanning

P&L PlanningProfitability Planning

SAP HANA

Supply Chain

Cap Ex

Liqu

idity

SalesRevenue

Cost

Fina

ncia

l Sta

tem

ent

HR

Strategic Targets

Transactions Planning Prediction

Demo

BPC Optimized for S/4HANA – Dynamic planning and analysis

http://demo.tdc.sap.com/SpeedDemo/9419ba04ddb920e3/


BPC Optimized for S/4HANA - Close Books in a Day

Extend consolidation capabilities to embedded model Real time transactional data access - no replication Advanced monitoring and incremental consolidation Single, integrated environment Central finance option available

SAP HANA

Universal Journal

SAP Business Planning and Consolidation(Optimized for SAP S/4HANA Finance)

Planning(Available Today)

Consolidation(Planned)

SAP S/4HANA Finance


SAP Cloud for Analytics

1. Brand new, built for SaaS

2. Planning and Analytics

3. Start with Finance (FP&A)


SAP now Offer Best of all Worlds

Leverage existing data sources for hybrid scenarios.

Integrate data from existing cloud applications

SAP Cloud for Planning

SAP Cloud for Planning

Corporate Data

Public Cloud

On premise

Private Cloud

SAPBPC

Business Units


Innovative Deployment Option

Real-time replication Complete data granularity – no loss Consolidated reporting and analysis Centralized processes Document drill back to source system

Legacy ERP

Legacy ERP

Acquisition ERP

Legacy ERP, can be moved

over timeSAP HANA

Consolidated detailed reporting

CentralizedProcesses

Single Source of Truth

Real Time

Transaction Level

Reconciled

Harmonized

S/4HANA Finance

SAP S/4HANA: Central Finance Instance


SAP Financials - Value scenarios across the entire value chain

*Improvement ranges are SAP estimates. Lower end of range reflects conservative improvement estimate from a move to SAP S/4HANA Finance from Suite and higher end of range reflects the conservative improvementof a move to S/4HANA Finance from ERP on any DB. For additional information contact SAP IVE team.

Dynamic planning and analysis

M&A and divestitures what-if analysis

Accelerated group planning cycles

Predictive forecasts and dynamic simulation

End-to-end customer and product profitability

Rapid design of new business models

Close Books in a Day

“Soft close” Instant P&L insights and

real-time cost control Multi-dimensional reporting

on the fly Integrated regulatory and

managerial reporting Reduced reconciliations Centralized finance

instance

Real-time actual to plan cash management

Instant visibility into working capital

Real-time liquidity planning Real-time bank counter-

party risk management Higher transparency on

foreign exchange risks Automated payment

processes

“Lights Out” Finance

Real-time receivables and payables reconciliation

Immediate reaction to collection

Buyer-supplier integration with business networks

Employee perfect trip experience

Improved property productivity

Always on compliance

Instant identification and prediction of potential fraud

Smart strategies for fraud prevention

Improved compliance and higher audit management efficiency

Integrated controls in processes

10 to 20% Reduction in Budget and Forecasting

Costs *

10 to 20% Reduction in G/L & Financial Closing as

well as Audit Costs*

10 to 20% Reduction in Treasury and Cash

Management Costs *

10 to 25% Reduction in A/R Management Costs *

Reduction of Audit Cost and Elapsed Time from

Audit Start to Report


Continued innovation roadmap – planned innovations

Continued renewal of user experience Consolidation in SAP Business Planning and

Consolidation with embedded model SAP Customer payment portal (cloud) Profitability management – group valuation and

transfer pricing IFRS/US GAAP changes


Digital finance: transforming finance for live business

Burning the midnight oil

Lights out finance processesAutomated and networked processes, event-driven, and inherently compliant

Late, off target, inconsistent reports

Insight in the hands of the businessInstant insight-to-action anytime, anywhere enabled by a single source of truth

Long, complex IT projects

Architecting new business modelsFlexible business modeling, deep analysis and rapid implementation of new business models

Thank you


Find more information here

www.sap.com/finance

Experience the journey maps4hanafinance.sapjourneymap.com

Read the digital finance whitepaperRegister for the digital finance whitepaper

Join the conversationSCN Business Trends - Finance

S/4HANA Finance

http://www.sap.com/finance

https://go.sap.com/cmp/dg/crm-xf16-soc-027/index.html

http://scn.sap.com/community/business-trends/content?filterID=contentstatus%5Bpublished%5D%7Ecategory%5Bfinance%5D


Andries van den BergEPM Product Manager, Decision Inc

May 25th, 2016


Agenda

Introduction Digital Business SAP Cloud for Analytics Overview and Strategy Demo SAP Cloud for Analytics Roadmap SAP Cloud for Analytics Cloud for Analytics & BPC Integration Q & A


AlibabaThe most valuable retailer, has no inventory.

UberThe world’s largest

taxi company, owns no vehicles.

AirbnbThe world’s largest accommodation provider, owns no real estate.

FacebookThe world’s most

popular media owner, creates no

content.

Digital BusinessSOMETHING INTERESTING IS HAPPENING


Digital BusinessOFFERING OPPORTUNITIES TO FIRST MOVERS

+26%Market

valuation+12%Impact on profitability

+9%Revenuecreation

EARLY ADOPTERS ARE WINNING

In the next 10 years, 40% of the S&P 500 will no longerexist if they do not keep up with these technology trends*

* “The Digital Advantage: how digital leaders outperform their peers in every industry”: CapGemini and MIT Sloan


Last two years Last two years End of 2020 End of 2020 In 2014

1 ScienceDaily, May 22, 2015 | 2 Technology Adoption Report on Business Networks, Ardent Partners3 Internet of Things (IoT) 2013 to 2020 Market Forecast: Billions of Things, Trillions of Dollars, IDC | 4 Statista

5 Cisco Global Cloud Index: Forecast and Methodology for 2013–2018, Cisco Systems Inc.

90%Of the world’sdata has been

generated1

40%Growth in

adoption of business networks2

212 Billion

“Things” willbe connected3

9Billion

Mobile usersin the world4

51%Of workloadsprocessed in

the cloud5

Digital BusinessLIVING IN A DIGITAL ECONOMY


Digital BusinessTOGETHER IN THE MOMENT - LIVE BUSINESS

FINANCE

SALES & MARKETING

HUMAN RESOURCES

OPERATIONS

LIVEBUSINESS

SUPPLY CHAIN


Digital BusinessANALYTICS VALUE CYCLE FOR THE LIVE BUSINESS

GOVERN PREDICT

VISUALIZE& DISCOVER

PLAN

ALL USERS ACCESS ANYWHERE

ALL DATA

ALL ANALYTICS

LIVE BUSINESS


The state of business analytics today

Within the next 2 years Primary reasons for investing in public cloud

36%Already replaced or planning to replace

with SaaS BI

31%Already complementing or planning to complement

with SaaS BI

Source: "Application Adoption Trends 2015: The SaaS Boom Continues As Businesses Demand Agility“. Forrester

56%Agility

14%Cost

13%Innovation

10%Quality

7%Other

5%Financial

Source: Gartner CIO Survey, 2014


The state of business analytics today

Where business users want to bePercentage that rated the capability as very important

Contextualized information 62%13%

Advanced analytics 56%13%

Real-time insights 44%10%

Where business users arePercentage that reported being successful at the capability

Source: The Business Case for Managing Complexity, Harvard Business Review, sponsored by SAP SE, 2015.


Agenda



ExtensionsApplications

HANA Cloud Platform

(Micro-) Services

IoTPlatform

IoT

Suite

Applications

S/4HANA

Platform

HANA Platform

VORA

any DB Hadoop

Analytics

C4A

Digital BusinessCLOUD PLATFORM


Introducing SAP Cloud for Analytics

All Analytics. All Users. One Cloud Product.

Simplify Experience Trust


Video: Introduction to Cloud for Analytics

https://www.youtube.com/watch?v=d81x-g7K4iw


Cloud for Analytics Caters For

Mgmt ReportingVariance Analysis

Sales PlanningMarketing Planning

……..

Data Discovery Visualization

Variance Analysis

Predictive Modeling

Prescriptive and Preemptive Analytics

Loss Prevention Analytics

Risk-adjusted Planning

FP&ABus. Analysts /

Planners Data Scientists

BudgetingPlanning

Profitability Modeling

BI

EPM/Planning

Predictive

GRC

Retention and Revenue Analysis

Info ConsumersC Suite

Board ReportsDashboards

Ent. Risk Reporting KRIs

KPIsScorecardsInitiatives

Predictive Planning / ForecastingForecasts

Production ReportsDashboards

Budget input

Forecasts

Ent. Risk Reports


Cloud for Analytics Architecture Overview

Cloud Data Sourcesand Applications

Data Connectivity & Modeling

Visualization & Stories

Collaboration & Events

Auditing & Monitoring APIs*

PlanningBI Predictive* GRC* PAAS (HCP)Building Analytic

Applications

Cloud for Analytics (SAP Digital Boardroom)

On-Premise Data Sources and Applications

HANA Cloud Platform

Core Services

Capabilities

Administration & Security

Vertical Apps

*planned


Cloud for Analytics

Browser

SAP Cloud for Analytics - core capabilitiesData Access

HANA SPS10BW 7.4+

S/4 HANA

Teradata, Oracle,SQL Server, DB2,

Hadoop, Spark, Sybase IQ/ASE, etc.

BPC NW/MSBW 7.4+

Excel/CSVUniverses

HCP DBaaSOnlineTeradata, Oracle,SQL Server, DB2,

Facebook, Hadoop, SFSF, OData, etc.

SDI/HCI

Import Dataset from Public CloudGoogle Sheets

Salesforce

Online Smart DataAccess

Import Dataset

This is the current state of planning and may be changed by SAP at any time.


Cloud for Analytics

Browser

SAP Cloud for Analytics - core capabilitiesData Access - BPC

HANA SPS10BW 7.4+

S/4 HANA

Teradata, Oracle,SQL Server, DB2,

Hadoop, Spark, Sybase IQ/ASE, etc.

BPC NW/MSBW 7.4+

Excel/CSVUniverses

HCP DBaaSOnlineTeradata, Oracle,SQL Server, DB2,

Facebook, Hadoop, SFSF, OData, etc.

SDI/HCI

Import Dataset from Public CloudGoogle Sheets

Salesforce

Online Smart DataAccess

Import Dataset



SAP Cloud for Analytics - Core CapabilitiesLive/Offline Data Access


SAP Cloud SourcesHANA Cloud DBaaS

SuccesFactors *ConcurAriba

…

Other Cloud sourcesSalesforce

Google DriveTwitterAWS

…

SAP Cloud for AnalyticsWeb Client running in browser

BPC

Public Cloud

HANA

BW*

External data via HANA Smart Data Access

Data Connector

On-

Pre

mis

e S

yste

m

Corporate NetworkIntegration into SDI & iPaas

vendors’ libraries

Hadoop

NoSQL

RDBMS

Data Connector

S/4HANA

Local files

Universes*


BW

* PlannedOnlineOffline

ECC*


Agenda



Cloud for Analytics

Demo


Agenda



Road Map for SAP Cloud for Analytics

vConsumer-grade user experience

All Analytics capabilities in one product


In the cloudEmbedded &

standalone

High-performance, real-time platform

Core capabilities Personalized home screen Discussion and Sharing Prepare and Enrich data from the Browser Connect to on premise SAP HANA and BWVisualization and Storytelling Administration

Business intelligence Data Explorer

Planning Baseline and Power planner features AllocationsReports Events

SAP Digital Boardroom Executive Meeting supportMulti-touchscreen Support

Core capabilities Enhanced analyticsEnhanced Data connectivity SDKsLocation analyticsBig data supportExtended Mobility support Embedded predictive analytics and workflowsBusiness intelligence Google apps integration Planning Enhanced Baseline and Power planner features Packaged applications Calculation and workflowPredictive analytics Explanatory analytics.Model based what-if scenarios Interoperability with other cloud for analytics applicationsSAP Digital Boardroom Mobile support Predictive workflowsEnterprise risk integration Value driver tree-based simulation

Today Planned Innovations Future Directions


Agenda



SAP Analytics Strategy

Data Level Interoperability

Agile VisualizationSAP Lumira

Lumira 1.29 (Q4)

Advanced AnalyticsSAP Predictive Analytics

Predictive Analytics 2.4 (Q4)

Enterprise BISAP BusinessObjects BI Suite

BI 4.2 (Q4)Design Studio 1.6 (Q4)Analysis 2.2 (Q4)

EPMEx. SAP Business Planning and Consolidation (BPC)

BPC 10.1 NW SP08 (Q4)

GRCEx. SAP Risk Management

Risk Management 10.1 SP11 (Q4)

On-premise and/or IaaS Deployments (HCP, Amazon, Azure)

Continued Investment in Existing Solutions

Build new SaaS Analytics capabilities


High-performance,real-time platform

Embedded and standalone

Consumer-gradeuser experience

All analytics capabilities in one product

Public Cloud – SaaS/PaaS


BPC Planned Integration – Data Connectivity

Existing On Premise BPC Solutions

Cloud for Analytics

Master Data

Transactional Data

Bidirectional integration with SAP Business Planning and Consolidation,version for SAP NetWeaver, embedded model

Integration with other cloud solutions from SAP (for example, SAP Cloud forCustomer)

Remote data access for SAP HANA, SAP BW, and SAP S/4HANA


BPC Planned Integration – Possible Use Cases

Existing On Premise BPC Solutions

Cloud for Analytics

Master Data

Transactional Data

Complete Financial Close, Budgeting or Forecasting in BPC Import entire BPC model (Master and Transactional Data) into C4A and

analyze the data using rich BI content Perform What-if scenarios on higher level data Integrate with SAP Digital Boardroom for presentation of results


Secure & compliant infrastructureSAP Cloud for Analytics runs in secure & certified environment of HCP

Certified operations World-class data centers Advanced network security Reliable data backup Built-in compliance, integrity, and

confidentiality

ISO 27001CERTIFIED

IT operations

ISO 9001CERTIFIED

Quality Management

BS25999CERTIFIED

HA

GREEN ITCERTIFIED

Energy Efficiency

SSAE16TESTIFIED

ISAE3402TESTIFIED

International Accounting Regulations

Refer to www.sapdatacenter.com for more info:

http://www.sapdatacenter.com/

Questions?


BPC 10.1 EMBEDDED CONSOLIDATION


AGENDA

• Planning & Consolidation Background of SAP• Key Modelling Differences between embedded and

classic• How to setup Consolidation in Embedded• Reporting• Key Differences between embedded and classic• Things to consider when deciding on an

Implementation path• Q & A


SAP PLANNING & CONSOLIDATION BACKGROUND

• SEM-BCS (Strategic Enterprise Management BusinessConsolidation)

• BI-IP (Integrated Planning)• Purchase of Outlooksoft• Integration into Netweaver• SAP HANA• Embedded on SAP HANA


FUNDAMENTALS OF EMBEDDED

• Key Modelling differences between Classic and Embedded


SETTING UP CONSOLIDATION IN EMBEDDED

• Setting up BW info objects, characteristics, info cubes and aggregationlevels

• Diagrams to illustrate concepts



• Setting up models in BPC



• Business rules

• No US-elimination• No Equity-Pickup Methods

• Ownership Model defined in the same way as classic• Consolidation triggered through the Web Interface• Uses Task Sequences to define order of rules


REPORTING ON AN EMBEDDED MODEL

• Different Interfaces• Classic – EPM Add-in• Embedded – Analysis for Office



• Aggregation levels – Required for input schedule• Bex queries



• Bex queries



• Bex queries – Select default values for report



• Using Analysis for Office• Insert Data Source



• Select your variables



• Your report will refresh



• Special Considerations for Consolidation

• YTD Reporting• Using Account Type for sign reversal

KEY DIFFERENCES

Classic EmbeddedConsolidation Monitor Enhance Consolidation Monitor

Ownership Manager – with ownership Calculation

Ownership Manager – No Automated ownership calculation

Control Monitor Control Monitor just introduced

Journal Journal

Business Rules Business Rules

- Elimination and Adjustment - Elimination and Adjustment

- Currency Conversion - Currency Conversion

- Balance Carry Forward - Balance Carry Forward

- IC Data and IC Matching - IC Data and IC Matching

- Account Transformation - Account transformation

- US Elimination - No US Elimination

- Equity Pickup - No Equity Pickup

Incremental Consolidation No Incremental Consolidation

Parallelization Consolidation No Parallelization Consolidation

Reporting in EPM Client Reporting OA


WHAT YOU NEED TO CONSIDER?

• Long Term strategy• Technical capability

• Current versions of BW and flexibility to upgradefor patches and new service packs

• What kind of business community do you have?• Benefits to both – right solution at the right time


WESIZWE PLATINUM: DRIVING SEAMLESS OPERATIONS


Johann Riekert Andries van den Berg

• Financial Advisor of Wesizwe Platinum• Business Owner of Wesizwe’s

Implementation of SAP BPC

• Product Owner of Decision Inc.’sMining RDS

• Solution Architect of Wesizwe’sImplementation of SAP BPC

OUR SPEAKERS


• Wesizwe Platinum is a public company shares listed on the JSESecurities Exchange

• Bakubung Platinum Mine (BPM) site, home of Wesizwe’s flagshipproject

• Production scheduled in the second quarter of 2017 and reach fullproduction in 2021, with life of mine (LOM) of 30 years.

• The main shaft has hoisting capacity of 250 000 tonnes of ore and15 000 tonnes of waste per month

• Wesizwe focuses on high-value PGM and strategic metals

ABOUT WESIZWE


• No single view of the organisation• Poor version control• Ineffective security• Links are broken & formulas changed• Manual processes relying on emails• Time consuming.• High risk of inaccuracies• “Not my numbers”

WESIZWE’S BUSINESS CHALLENGE


WESIZWE’S REQUIREMENT

Corrective Action

Geology

MineRP

Operating Plan

Budget

Execution

Variance Analysis

Investigation


PRODUCTION

CAPITAL

LABOUR

STORES

COSTING

MININGMETHOD

PROCESS

MIS

WESIZWE BPC IMPLEMENTATION - MODELS


Mining

Dat

a So

urce

s

MineRP

CentaresRedevelopmentDevelopment MetersMined TonsMined KilogramsSwept

Face LengthWeigh LineTonsAdvanced OnAdvanced Off

SpecialSweepingMatersFace AreaOre HauledOre MilledPr

oduc

tion

num

bers

Mineral Processing

Dat

a So

urce

s

PC Other Sources

Prod

uctio

n nu

mbe

rs Milling RateMetadaysShutdown DaysPlant Operating Days

Prod

uctio

n Co

st D

river

sPRODUCTION MODEL

Source Data BPC Destination


Labour also affects

LABOUR (HR)


The Human Resource Model integrates and calculates detailed budgeting and planning for bothVariable and Fixed labour resources. The key drivers are the labour rates and production inputs. Themodel applies these calculations at an activity and cost centre level.

Labour Rates

Head Count Planning

At Work In Service

Fixed Labour Planning

Mine Specific Composition

Production profile and crew count per mine

overseer

Blue Print Composition

Varia

ble

Plan

ning

Mining Engineering Services

Process/Services

Fixe

d Pl

anni

ngHUMAN RESOURCE MODEL

Jobs Positions Jobs Positions Jobs Positions


The Human Resource Model integrates and calculates detailed budgeting and planningfor both Variable and Fixed labour resources. The key drivers are the labour rates andproduction inputs. The model applies these calculations at an activity and cost centrelevel

Labour Rates

Jobs Positions

Head Count Planning

At Work In Service


Jobs Positions


Production profile and crew count per mine overseer


Var

iabl

e P

lann

ing


Process/Services

Jobs PositionsFixe

d Pl

anni

ng

HUMAN RESOURCE MODEL


STORESPlanning


The Stores Model integrates and calculates detailed budgeting and planning for both Variable andFixed store usage. The key drivers are material prices and production inputs. The model applies thesecalculations at an activity and cost centre level.

Varia

ble

Plan

ning

Global BOM Composition including

reclamation

Bill of Material Composition


Plan or Shaft level input

Fixe

d Pl

anni

ng Fixed Store Costs Ad Hoc Cost

Stores Production Costs

Production Material Prices

Bill of Materials

Stores Plant Costs

Material PricesQuantities

STORES MODEL


CAPITAL


The Capital Model is a storage and calculation model for depreciation and amortisation.

Depreciation Calculation

Non Standard Capex Manual

Input

Quantity Cost

Asset Depreciation

LoadExi

stin

g C

apita

l A

sset

s

Pla

nned

Cap

ital

Ass

ets Projects

WBS Load

Amort Calc

CAPITAL MODEL


Production ModelThe Production Model is designed to load production data from flat files (producedvia CAD, MRM or Excel Files). This data will drive calculations in the rest of themodels

Mas

ter D

ata

Human Resource ModelThe Human Resource Model integrates and calculates detailed budgeting andplanning for both Variable and Fixed labour resources. The key drivers are the labourrates and production inputs. The model applies these calculations at an activity andcost centre level


Production profile and crew count per mine overseer

Labour Rates

Jobs Positions

Head Count Planning

At Work In Service


Jobs Positions


Var

iabl

e P

lann

ing


Process/ Refineries/ Services

Jobs PositionsFixe

d P

lann

ing

Costing ModelThe Costing Cube is the main application that will hold the detail for the business planmanaged on a cost centre level across the organisation including the functional centres,refineries, support and head office. The following will be stored within the application:

Global Escalation RatesThese rates are set globally and form part of the

calculations in the individual model

Labour Escalation per

Patterson Band

Labour Escalation per Cost Element

Material Costing

Escalation Rates

Foreign Currency

Translations

Labour Costing Store Costing

Total Stores Costing

Total Labour Costing

Contractor Planning Utility Planning

Contract Labour Security Sundry

Services Catering

Electricity Water Compressed Air

Gas

Depreciation Engineering Costing

Total Depreciation

Costing

Total Engineering

Costing

Revenue Sundry Planning

Per Product Per Customer Price x Quant

RentIT

AdminSupport

Stores ModelThe Stores Model integrates and calculates detailed budgeting and planning for bothVariable and Fixed store usage. The key drivers are material prices and productioninputs. The model applies these calculations at an activity and cost centre level.


Var

iabl

e P

lann

ing

Global BOM Composition

including reclamation

Fixed Store Costs

Fixe

d P

lann

ing


Plan or Shaft level input

Ad hoc cost


Production Material Prices

Bill of Materials


Material Prices

Production

Capital ModelThe Capital Model is a storage and calculation model for depreciation andamortisation.

Exi

stin

g C

apita

l A

sset

s Asset Depreciation

Load

Pla

nned

Cap

ital

Ass

ets


Input

Quantity Cost

Depreciation Calculation


Input

Quantity Cost


IMPLEMENTTime to

Traditional Implementation0 Days 365 Days120Days

Preparation Business Blueprint Realisation Testing Go-Live

Wesizwe’s Implementation

Discover Deploy Run

01/0

6/15

95% 50% 30%180 days saved

31/1

2/15


BENEFITSWesizwe’s BPC

Near real time data sharingScenario comparison capabilitiesDefined and controlled business process workflowSingle version of fast accurate data - improves decision makingProjected reduction in planning time by 40%Projected increased in reporting capability by 70%Revised forecast focusses on timeous and accurate outputsMeets the requirement of real-time Operational Control

Run better. Grow Faster. Change what you do.www. decisioninc.co.za

http://www.decisioninc.co.za/

www.decisioninc.co.za

enterprise performance management th may -johannesburg · ground to cloud for analytics and bpc:...

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