managing supply chain from the front demand planning excellence
DESCRIPTION
This is a presentation by Julien Girard at ISS Seminar: Supply Chain Analytics on 20 Nov 2013.TRANSCRIPT
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Managing Supply Chain from the Front: Demand Planning Excellence
Speaker
Julien GIRARD
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Introduction
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FuturMaster – Company
Worldwide representation
20 years of excellence
450 customers
50 countries
20,000 users
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FuturMaster – Competencies
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Why forecast?
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Demand Planning – Why forecast ?
Service Level and profit Respond to market growth successfully
Reduce loss of sales opportunities from Shortages
Increase sales turnover, market share and margins
Stock Optimization
Decrease inventory level (20-60%!)
Decrease obsolete, slow moving and wastages
Reduce working capital requirement
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Demand Planning – Why forecast ?
Costs reduction Minimize material and component purchasing costs
Reduce manufacturing / supply costs
Optimize Supply Chain performance Collaboration between departments
Collaboration with customers & suppliers
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Common Business Challenges?
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Increase Market Complexity - Emerging and fast growing markets
Globalization of trade • Local National Regional International
Complexity of distribution network
Common business chalenges
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Increase of specialized markets • General & Traditional Trade Modern Trade
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Increase of competition
Increased Competition & Pressure on Margins and Costs
Increased promotional activity
Shortened product lifetimes
Expanded product range
Common business chalenges
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Business Challenges
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No effective collaboration between different Supply Chain entities Greater number of Players - From Suppliers to Partners
Purchasing
Demand
Production
Distribution
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How to forecast & Improve Accuracy?
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How is the forecast build?
Forecasting Concepts
Total forecast
Baseline Forecast
Promotion/launch
Cannibalization
BOM Component
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Bundle
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Forecasting Concepts – Baseline Forecast
How is the Baseline forecast built Quantitative approach • Usage of sales history to anticipate the future demand • Calculation of statistical forecast
The main components of the baseline forecast • A trend • A seasonality
Build a forecast free from non-recurrent activity (cleansed historical sales) • These cleansed historical sales are calculated by removing the exceptional (non recurrent)
events from the historical sales
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Y1 Y2 Y3 Y4
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Forecasting Concepts – Baseline Forecast
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Past Future
Sales history
History statistical model
Baseline forecast
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Promotion plan
Baseline Demand
Forecasting Concepts – Cannibalization concept (promotion period)
Cannibalization
Total demand
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Organization to support a sustainable forecast process
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Who is involve in the Demand planning validation process? The Demand planners: Baseline forecast proposal • Usage of cleansed sales history • With statistical model for forecasting • Central in reaching the right forecast decision
The Sales: Sales forecast proposal • Initialize and define the short term promotion plan • Input their knowledge of the market • Adjust the short term forecast plan
The Marketing: Marketing plan • Input the long term promotion plan • Provide a long term view of the forecast • Initialize the launch plan (new product)
The Finance: The budget • Budget for Y & Y+1 • Last estimated • Target
Purpose of the collaborative process The Committed Forecast (one single figure should drive the entire company)
A consensus forecast agreed through the Demand review and the S&OP meeting
Forecasting Concepts – Collaborative process
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What is the key success factors?
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Key Success Factors – The Organization
What action to be taken? Build a collaborative and cross-functional process that ultimately drive to an aligned operational plan
Harmonize and Simplify processes • Clarify Roles & Responsibilities • Processes improvement • Change management
Enforce Collaboration and Accountability • Inter-departments
Build the Right organization • People • Process
A sustainable tool to support the Demand Planning process
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Ability to improve forecast accuracy
Support modeling of trend using Statistical Analysis
Improve efficiency and productivity
One tool / source
Easy to maintain
Easy to check gaps and discrepancies
80% of time in data analysis rather than data entry and trouble shooting and 20% in analysis (Low productivity)
Management by exception
Facilitate learning from historical data and activities towards improvement
Key Success Factors – The Tool
Advanced Planning solution is no longer nice to have but mandatory to support the processes and improve the performances against the competition
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Improve sustainability tool Track changes and updates
Retain knowledge with Staff turnover
Easy to share information for collaboration
Sales, Marketing, Purchasing, Logistics, Warehouse, Production and Finance
Support workflow management • Prepare Forecast by owner • Review Forecast by relevant department personnel • Entry of relevant information by relevant department personnel • Verify by owner of Forecast • Approve by department in charge
Key Success Factors – The Tool
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Thank you