integrated business planning · 2017. 11. 30. · order cycle material movement strategic network...
TRANSCRIPT
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Integrated Business PlanningLinking Demantra S&OP and Hyperion Financial Planning
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Agenda
Business Challenges & OpportunitiesSupply Chain Operations Planning / S&OPHow S&OP Link to FinanceProcess Flow
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Customers
Suppliers
Finance
Supply Chain
Sales
Marketing
R&D
Partners
Supply Chain Planning Demand Planning
Sales & Operations Planning
Financial Planning & Goals
Strategic Planning
Collaborative Planning Design Collaboration
Sales ForecastsMarket Requirements
Business Plans Sales Forecasts
New Product Launch Product Life Cycle Plans
Product Forecasts Promotion Plans
Forecast Collaboration Product Requirements
Operating Plan
Excess & Obsolete Inventory Exposure
Profit Planning Working Capital
Planning
Planning Across the CorporationMany critical planning processes, too many spreadsheets
Key Account Planning
Revenue Planning
SKU Rationalization
New Products Planning
Product Allocation
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Finance and Operations Not Aligned Disconnect between the financial and operating plans is critical obstacle
• Financial Planning– Financial plans do not reflect operational realities– Revenue forecast is unreliable as it not adjusted reflect
operating forecast– Strategic financial plans lack bottom up validation – Financial planning uses discrete periods and looks
backwards
Sales and Operations Planning – Operating plan not directly aligned to financial targets– Impact of demand and supply changes not visible to
finance– Operating plan has little top-down validation and
decisions made without considering financial impact– Operating plan is continuous and forward looking
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Gartner’s View on Addressing These Challenges
Key Findings:S&OP processes are focused on operations (demand and supply balancing) but devoid of strategic and financial planning Integrated Business Planning (IBP) is the strategic modeling and reconciliation process that closes the gap between strategy and operations Corporate Performance Management (CPM) should provide the key performance framework for IBP and S&OP
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Need For Integrated Business Planning
(2007)
(2007)
“Integrated business planning…fills the gap between the strategic and financial planning handled by corporate performance management suites and operational planning focused on the supply chain. S&OP has failed to bridge this gap and has remained rooted at the operational level.”
“What for decades has been a financial budget exercise to manage expenses has morphed to a continuous, integrated business planning process that aligns the entire business toward operational and financial excellence.”
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Agenda
Business Challenges & OpportunitiesSupply Chain Operations Planning / S&OPHow S&OP Link to FinanceProcess Flow
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Design Procure Make Deliver Sell
When? Where?Schedule, monitor, control and adjust production
Work center schedulingSupplier schedulingCustomer order promising / tracking
Ope
rati
onal
How much?Deploy resources to match supply to demand
Collaborative demand forecastProcurement, production, logistics planStakeholder inventory targetsT
acti
cal
What?Establish objectives, policiesand operating footprint
ObjectivesSupply policies (service levels)Network designS
trat
egic
DoBuy, build, store and transport
Order cycleMaterial movement
Exe
cuti
on
Supply Chain ManagementS
uppl
iers
Cus
tom
ers
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Design Procure Make Deliver Sell
Ope
rati
onal
Tac
tica
lS
trat
egic
Exe
cuti
on
Sup
plie
rs
Cus
tom
ers
ProductLife Cycle
Management
StrategicSourcing
CapitalAsset
Planning
Working Capital
Planning
DemandPlanning
Ramp &Obsolescence
Planning
MaterialPlanning
Master Planning
DeploymentPlanning
ConsensusForecasting
ECOScheduling
MaterialReplenishment
ProductionScheduling
TransportationPlanning
Order Promising
ECOCut-In
ProcurementManagement
Inventory& Shop FloorManagement
Warehouse &TransportationManagement
OrderManagement
Supply Chain Management
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Design Procure Make Deliver Sell
Sup
plie
rs
Cus
tom
ersDeploy resources to match Deploy resources to match
supply to demandsupply to demand
ObjectivesObjectivesSupply policies (service levels)Supply policies (service levels)Network designNetwork design
Collaborative demand forecastCollaborative demand forecastProcurement, production, logistics planProcurement, production, logistics planStakeholder inventory targetsStakeholder inventory targets
Work center schedulingWork center schedulingSupplier schedulingSupplier schedulingCustomer order promising / trackingCustomer order promising / tracking
Order cycleOrder cycleMaterial movementMaterial movement
Strategic Network OptimizationStrategic Network Optimization
Advanced Supply Chain Planning/PDPAdvanced Supply Chain Planning/PDP
Production SchedulingProduction Scheduling
Product Product Data Data
Mgmt. Mgmt.
Buy, build, store and Buy, build, store and transporttransport
Procurement Procurement Management Management
Inventory MgmtInventory Mgmt
Shop Floor MgmtShop Floor Mgmt
Trans. Trans. MgmtMgmt
Sales & Ops PlanningSales & Ops Planning
Business IntelligenceBusiness Intelligence
Sales Order Sales Order ManagementManagement
Demand Demand ManagementManagement
Trade Promotions Trade Promotions PlanningPlanning
ForecastingForecasting
ATP ATP
WarehouseWarehouseManagementManagement
Sup
plie
rs
Cus
tom
ers
Supply Chain Management
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Design Procure Make Deliver Sell
Sup
plie
rs
Cus
tom
ersDeploy resources to match Deploy resources to match
supply to demandsupply to demand
ObjectivesObjectivesSupply policies (service levels)Supply policies (service levels)Network designNetwork design
Collaborative demand forecastCollaborative demand forecastProcurement, production, logistics planProcurement, production, logistics planStakeholder inventory targetsStakeholder inventory targets
Work center schedulingWork center schedulingSupplier schedulingSupplier schedulingCustomer order promising / trackingCustomer order promising / tracking
Order cycleOrder cycleMaterial movementMaterial movement
Strategic Network OptimizationStrategic Network Optimization
Advanced Supply Chain Planning/PDPAdvanced Supply Chain Planning/PDP
Production SchedulingProduction Scheduling
Product Product Data Data
Mgmt. Mgmt.
Buy, build, store and Buy, build, store and transporttransport
Procurement Procurement Management Management
Inventory MgmtInventory Mgmt
Shop Floor MgmtShop Floor Mgmt
Trans. Trans. MgmtMgmt
Sales & Ops PlanningSales & Ops Planning
Business IntelligenceBusiness Intelligence
Sales Order Sales Order ManagementManagement
Demand Demand ManagementManagement
Trade Promotions Trade Promotions PlanningPlanning
ForecastingForecasting
ATP ATP
WarehouseWarehouseManagementManagement
Sup
plie
rs
Cus
tom
ers
Supply Chain Management
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Agenda
Business Challenges & OpportunitiesSupply Chain Operations Planning / S&OPHow S&OP Link to FinanceProcess Flow
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How can Hyperion and Demantra address this?
Focus is on M&D industries where a comprehensive demand forecast, combined with S&OP, is a requirement
– Demantra Demand Management provides flexible statistical forecasting models to sense and decompose demand elements and to create a Consensus Demand Forecast
– Demantra Real-Time Sales and Operations Planning provides collaborative environment that spans LOB’s
Demantra provides the ability to link dollarized finance/sales plan from EPM with a unit-based SCM/manufacturing plan that is actionable
– Bottom-up planning and simulation to validate against top down financial performance targets, and to provide adjustments
Hyperion-Demantra integration helps to operationalizeIntegrated Business Planning for M&D industriesExpand Hyperion IBP to Oracle IBP
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Integrating the Business Planning ProcessMany planning processes must be aligned
Long-termfinancial plan
Long-termfinancial planCorporate
Finance
Financial Planning and Accounting
Sales & Marketing
SupplyChain
RevisedLT financial plan
RevisedLT financial plan
Initialannual budget
Initialannual budget
Baseline LT sales forecastBaseline LT
sales forecast
Create consensus
demand plan
Create consensus
demand plan
Supply chain costs and
constraints
Supply chain costs and
constraints
Constrained operation planConstrained
operation plan
Operationally feasible
annual budget
Operationally feasible
annual budget
LT demand &supply
(capacity) plan
LT demand &supply
(capacity) plan
Sales and marketing plan
Sales and marketing plan
Rev shortfall Monitor & re-
plan
Rev shortfall Monitor & re-
plan
Shape demand to fill
shortfall
Shape demand to fill
shortfall
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Legacy Oracle SAP Infor
ERP Systems
Oracle Integrated Business PlanningCreate Broader Solution Set for a Company’s Executive Leadership
Financial Planning and Budgeting Financial Planning and Budgeting
Sales and Operations Planning
Sales and Operations Planning
Demand Planning Demand Planning
Supply Planning Supply
Planning
Consensus Demand
Management
Consensus Demand
Management
Enterprise Performance Management Enterprise Performance Management
CRM / SFA CRM / SFA PLM PLM
Integrated Business Planning
Finance
Supply Chain
Sales
Marketing
R&D
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• Create long-term plan• Manage cashflow and value
creation• Analyze M&A, divestitures
and strategic alliances• Evaluate financing options• Optimize capital structure
• Identify cost and profit drivers• Allocate costs and revenues
to departments, activities and products
• Calculate and analyze product and customer profitability
• Perform root cause analysis
• Manage annual budgeting• Manage periodic forecasting• Plan workforce and capital
assets• Leverage what-if scenario
planning• Analyze COGS and margin
• Balance demand and supply• Deliver consensus planning
across sales and operations• Maintain plan in near real-
time to respond to variability• Monitor operations
performance
• Analyze what-if S&OP scenarios
• Optimize supply chain network based on flexible objective functions
• Simulate contingency and scenario planning
• Sense demand based on near real-time sales capture
• Manage statistical forecasting and demand modeling
• Plan demand across multiple dimensions
• Collaborate on consensus demand forecast
• Plan supply based on constraints
• Manage production and distribution planning
• Determine safety stock levels and order policies
Strategic Financial Planning
Profitability and Cost Management
Budgeting and Forecasting
Sales & Operations Planning
Rapid Planning
Demand Management
Supply Chain Planning
Annual PlanBudget
Financial Forecast
Consensus PlanSales Volume
Operating Volume
Oracle Integrated Business PlanningDetailed Functional Elements
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Customer Relationship Management
Customer Relationship Management
Siebel
Demand Planning
Demand Planning
JDA
Supply & Capacity Planning
Supply & Capacity Planning
SAP APO
Revenue & Profittargets
Standard costs, ASP
Promotions
& Lift
Demand Plan
& Product mix
Capacity models
& constraints
Operational metrics
& variances
Financial metrics
& variances
Consensus
Demand plan
SAP ERPSAP ERP
Conceptual Deployment Aligns planning across multiple systems
Sales & Operations Planning
Global Demand
Management
Global Demand
Management
Executive Review
Executive Review
Hyperion Planning Hyperion Planning
Demand and Supply
Balancing
Demand and Supply
Balancing Event-Based Planning and
Simulation
Event-Based Planning and
Simulation
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Familiar User Experience, Better DataPurpose built UIs enable easy adoption of more comprehensive planning
Annual Plan, $
Financial Forecast, $
Budget, $
Consensus Plan, $, Units
COGS, $
Hyperion Planning budgets used as financial performance targets in Demantra S&OPIncorporate consensus forecasts from Oracle S&OP to improve financial planning, budgeting and forecasting in Hyperion PlanningFinancial analysts work in UI built for financial analysisDemand and supply planners work in UI designed for sales and operations planning Data is moved as required between planning environments
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Link Financial Planning with S&OPEPM-Demantra AIA Integration
Annual Plan, $
Financial Forecast, $
Budget, $
Consensus Plan, $, Units
COGS, $
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FcstSell Price
Conversion from Financial Plan ($) to Operational Plan (Qty)
SKUA@Dist Ctr
SKUB@Dist Ctr
SKUC@Dist Ctr
SKUD@Dist Ctr
Prd Grp@Sales Office Prd Grp@Sales Office
LoB@Region LoB@Region
LoB@HQ
Prd Grp@Sales Office Prd Grp@Sales Office
LoB@Region LoB@Region
LoB@HQ$10mil
$… $…
$8mil $2mil
3mil units 3mil units 1mil units 1mil units$1 $1 $1 $1
$6mil $2mil
$3mil $3mil $1mil $1mil
$8mil $2mil
$4mil $4mil $1 mil $1 mil
①
②③
4mil units
① Demantra - Aggregate [Unit forecast x Sell Price] from bottom up② Where both hierarchies meet at Product Group-by-Sales Office, transfer Financial Plan from Hyperion to Demantra③ Dis-aggregate the financial numbers down the hierarchy, based on proportions of results in ①④ Convery $ value to Qty
4mil units 1mil units 1mil units
④
Demantra
Hyperion
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Consensus Demand Planning
Consensus Demand Planning
Financial AlignmentFinancial AlignmentDemand –
Supply Alignment
Demand –Supply
Alignment
Trade Promotions
Mgmt.
Trade Promotions
Mgmt.Demand Planning
Demand Planning Supply &
Capacity Planning
Supply & Capacity Planning
Supply & Capacity Planning
Supply & Capacity Planning
Financial Planning
Financial Planning
Market Intelligence
Oracle Oracle Oracle
Siebel Manu SAP APO Manu Hyperion
Promotions & Lift
Stats forecasts & Product mix
Capacity models & constraints
Revenue & Profittargets
Std. costs, ASPOther assumptions
& targets
Sara Lee Aligns Sales, Marketing and Finance
Executive Review
Executive Review
Oracle
Operational metrics & variances
Financial metrics & variances
ConsensusDemand plan
Demand &Supply plans
• Linked models across Sales, Marketing, Manufacturing Operations and Finance
• Fact-based operational decisions aligned with financial plans
Sales & Mktg.
SAP ERPSAP ERP
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Integrated Solution Flow
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Showcase Oracle’s best of breed products- Hyperion and DemantraIllustrate an integrated flow to align the company around a single plan aimed at profitably meeting revenue targets1. The revenue and profitability targets are established in the top-down long-range
planning process in Hyperion
2. The targets are cascaded down and annual financial plans are created to achieve targets in Hyperion. The annual plan is fed to Demantra.
3. The baseline forecast is generated statistically using Demantra’s bottom-up demand management capability and compared to annual plan to identify the gaps between the revenue predicted by the bottom-up forecast and top-down financial plan. Demantra’s promotion planning capability is used to close these revenue gaps and translate the business plan collaboratively into a demand plan to provide supply chain planning a forecast to develop a supply plan
4. Demantra’s Sales and Operations Planning is used to balance supply and demand. Resulting “likely” revenue, units, and COGS are fed back to Hyperion
5. Revenue targets on an ongoing basis to be monitored in Hyperion
Purpose
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Hyperion – Demantra IntegrationOne-screen navigation
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Hyperion – Demantra IntegrationCFO Dashboard – Q1 2008 review: sales less than expected
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Hyperion – Demantra IntegrationRe-plan remaining three quarters to meet annual financial objectives
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Hyperion – Demantra IntegrationAllocate annual target to remaining three quarters- Q2, Q3, Q4
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Hyperion – Demantra IntegrationPublish to Demantra S&OP for reality check and demand shaping
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Hyperion – Demantra IntegrationRole and access based collaboration workbench
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Hyperion – Demantra IntegrationArrive at consensus forecast for remaining three quarters
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Hyperion – Demantra IntegrationAdjust or create promotions to optimally increase demand
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Hyperion – Demantra IntegrationPublish to evaluate impact on supply chain - costs and constraints
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Hyperion – Demantra IntegrationDemand-supply balancing – identify constraints and optimum solution
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Hyperion – Demantra IntegrationRough-cut capacity planning – where and how much to add
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Hyperion – Demantra IntegrationPublish realistic and consensus revenue, COGS, and expenses
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Sales & Operations Planning Integration to Financial Planning
– Improve confidence in revenue forecast – Close the gap between budget and reality– Respond faster to market changes– Improve planning efficiency– Shape demand and supply to achieve
business targets– Deliver superior returns compared to
competitors
Bring financial plan from Hyperion Planning in to sales and operations planning processSynchronize top-down, dollarized financial plan to unit-based, bottom-up operations planFeed realistic and consensus operations plan to financial planning process for better budgetingClosed-loop performance management to enable timely action to meet financial goals
Business Benefits
Key Features
– Pre-built and extensible• 20% less implementation time
– Supported by Oracle
IT Benefits
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Q U E S T I O N SA N S W E R S
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