short presentation title analytics webinar 2… · analytics, performance management, reporting and...

Akash Mavle, Principal Consultant /CEO

PrimeNumerics M: 213-291-9884

[email protected]

PrimeNumerics Analytics

© 2013 PrimeNumerics 2

Attendee Profile

4 1

30

22130

51

411 2 1 2111 2 1

By Country

UK France India Spain

Australia Mexico USA Canada

Belgium Egypt Saudi Arabia Algeria

Peru Portugal Not Specified Japan

Netherlands Lithuania UAE Ecuador

1

79

22

1

30

1

12 10

17

1

By Designation

Accountant Analyst CEO

CFO CIO Consultant

Controller Corporate Controller Developer

Manager Recruitment Executive Not Specified

Mgr Financial Appls


Attendee Profile

2

8

11 1

32 3

1 2

1

11

11

12

1

11

21111

3

111

4

11

5

2

71

61

21

1 1

12 3 1 1112 1

By Locations

Atlanta Bangalore Barcelona Brisbane Brussels

Cairo Cary Chennai Chiclayo Colorado

Columbia Columbus Delhi Denver Detroit

Dubai Florida Ghaziabad Giza gurgaon

Hyderabad Indiadianapolis Karachi Lima Lisbon

London Madrid Melbourne Mexico City Mumbai

New Delhi New Jersey New York Noida Not Specified

Portland Pune Riyadh Sanfrancisco St Louis

St Petersburg Stamford Stoke Texas Toronto

Troyes Tunisia Utrecht Vancouver Washington DC


Agenda

• PN Introduction

• CFO Challenges, CFO – Reporting/Analytics

• Performance Management

• Case Studies

• Sample Work, Live walk through ( Analytics Library, Live Examples)

• SAP Hana

• Questions & Answers


PrimeNumerics Origin

• Strong team of business and functional

people. C-Level business value driven

consulting and implementations

• Deep expertise in

ERP, Reporting, Business Intelligence

and Analytics.

• Partnerships with SAS, SAP, Infor, IBM.

• Fortune 500 customer base.

• Akash

Mavle, BSEE, MBA, PhD(pending)

• 17 years global experience in Consulting

ERP, Analytics, DW

PRIMENUMERICS

(Analytics Driven Manufacturing, SAP/Infor, Bu

siness Intelligence)

SOLVERSA

(SAP/Infor/BI)

REPORTING

HOUSE

(Reporting,Analytics


PrimeNumerics History

• PrimeNumerics (www.primenumerics.com) is a division of Reporting House in collaboration with

Solversa.

• Reporting House Inc.(www.reportinghouse.com) is 18 year old company specialized in

Analytics, Performance Management, Reporting and Business Intelligence with offices in

NC, US and Pune, India

• Solversa Technologies (I) Pvt Ltd ( www.solversa.com ) is a 17 year old company specialized in

SAP, Baan/Infor consulting

• State-of-the-art owned office in Cary , North Carolina (US) and Pune (India)

• PrimeNumerics has more than 150 experts under single umbrella covering various areas like

ERP, Analytics, Business Intelligence

http://www.solversa.com/




PrimeNumerics Partial Client List


Who are we?

Broadservices

Breadth

Narrowservices

Products/Solutions -led

(highly -repeatable solutions)

Consulting -led

(tailored professional services)

Offering

Technology Monoliths

Business Performance

Consultants

Private

EDSCSC HP

Enterprise Software Vendors Bain

McKinsey

BCG

Strategy Boutiques

Public

Booz -Allen

Accenture

CGE&Y

BearingPoint

IBM/PwC

Transaction -basedrelationships

Value -basedrelationships


Analytics

Predictive Analysis

Domain/.FunctionalPN Value

•Strong expertise in Analytics Products

•Strong IP led approach

•Consulting led projects

•Functional CFO/COO/CMO focus

•Intellectual Property spanning

Statistical models for business

situations

PrimeNumerics Differentiator – Economies of Skill

ERP

•Expertise in SAP, Oracle, Baan

•Consulting pool with decades of exp.


CFO Challenges/Opportunities

• Increased Responsbility on CFOs

• Pressure from compliance perspective

• Need to implement strong Performance Management systems

• Availability of lot of data/systems but little business insights

• All technology companies are talking about business insights but clear

raodmaps for implementation are missing

• CFOs need business value driven Analytics implementations

• CFOs are forced to do more with less, ERPs and other transaction systems are

matured, analytics systems are yet to mature


Extend your analytics capabilities where you want to be…

Sense & Respond Predict & Act

Raw

Data

Cleaned

Data

Standard

Reports

Ad Hoc

Reports &

OLAP

Generic

Predictive

Analytics

Predictive

Modeling

Optimization

What happened

Why did it happen?

What will happen?

What is the best that could

happen?

Com

petitive A

dvanta

ge

Analytics Maturity

The key is unlocking data to move decision making from sense & respond to predict & act


Analytics Continuum

Degree of Complexity

Co

mpe

titive A

dvan

tag

e

Standard Reporting

Ad hoc reporting

Query/drill down

Alerts

Forecasting

Simulation

Predictive modeling

Optimization

What exactly is the problem?

What will happen next if ?

What could happen … ?

What if these trends continue?

What actions are needed?

How many, how often, where?

What happened?

Stochastic Optimization

Based on: Competing on Analytics, Davenport and Harris, 2007

Descriptive

Prescriptive

Predictive

How can we achieve the best outcome?

How can we achieve the best outcome including the effects of variability?

14

Finance Function Makes a Difference

Driving Performance―68% anticipate serving as the performance

management experts for the rest of the company.‖

Source: CFO Research, Feb 2011

…Enterprise Rewards― World-class EPM organizations

deliver 2.4 times the equity market

returns of industry-peers companies.‖

Source: Hackett Group, 2012

…with Professional Upside―Corporate performance and CFO performance are

inextricably linked; CFOs that deliver shareholder value

are most likely to achieve the next career step they

desire.‖

Source: CFO Executive Board, Strategies

for Inflecting CFO

Performance, 2011


Extended role of CFOs Enterprise-Wide

Financial Management

Expense

Management

Revenue

Management

Long Term Asset Management

New significant

customer

New HeadcountCapital

Expenditures

Updated P&L Adjusted Budget

Customer

Profitability

Beyond

Finance

Inventory

Management


Finance

Product

Development

Operations

Human

Resources

Customer

Service

Marketing

Sales

Financial Consolidation and Scorecarding

Monitor strategy and report with confidence

Why?

How are we doing?

What should we be doing?

Financial Analytics and Reporting

Analyze and optimize performance

Enterprise PlanningPlan, forecast and control enterprise resources

Financial Performance Management – A Specialized View of

PM

Why?

What should

we be doing?

How are we

doing?


Integrated Performance Management ( IPM)

• Processes used to manage performance

– Budgeting and forecasting

– Financial close and consolidation

– Financial reporting

– Management and operational reporting

• Methodologies

– Executive level score carding

– Profitability and cost management

– Other approaches to tracking and

improving business performance

• Metrics to monitor and analyze

performance against goals

• Tools to capture and sustain performance

Reward

Results

Monitor

Individual

Results

Reporting

(Financial &

Operational)

Forecasting

Budgeting

Business

Planning

Strategic

Planning

Analysis

Performance

Measurement

Shareholder

Value


IPM With Enterprise Value Map

VolumePrice

Realization

Operating MarginRevenue Growth Asset Efficiency Expectations

• Acquire new

customers

• Retain and

grow existing

customers

• Leverage

income

generating

assets

• Optimize

Pricing

Analytics

• Improve

Demand/

Supply Mgmt

• Improve

Product &

Service Info

SG&A

• Improve

Financial

Information

Delivery

• Streamline

Infrastructure

Processes

• Improve

breadth, depth

& quality of

Financial Info

PP&E Efficiency

Working Capital

• Improve IT

Mgmt

• Improve

Enterprise

Data Mgmt

• Improve

Non-IT

PP&E

Tracking

• Improve

Payables

• Decrease

Receivables

• Optimize

Inventory

Governance Effective-

ness

• Ensure

Regulatory

Compliance

• Improve

Internal

Controls Mgmt

• Improve

Managerial

Effectiveness

External Factors /Investor

Trust

• Improve

shareholder &

analyst

commun-

ications

• Communicate

company &

mgmt. quality

with timely

financial

information

COGS

• Rationalize

product and

service portfolios

• Improve demand

forecasting

process

• Improve capacity

planning process

Mgmt. Effective-

ness

• Improve

Measurement

of Financial

Performance

• Improve

Analysis of

Managerial

Information

• Improve

Performance

Mgmt

• Planning/budgeting

• Monitoring/analytics

• Operational decision-

making

• Standardization of data

•Customer information

•Competitive information

•Forward looking

information

•Standardization of data

• Standardize analytic

tools and applications

• Consolidate data and

financial information

• Standardization of data

• Decrease liability exposure for CXOs

• Controls over quality of data

• Monitoring and analytics

• Communication between board,

management, shareholders and public

• Internal controls and compliance

Shareholder Value

Marketing &Sales

AccountManagement

Cross-Sell /Up-Sell

Retention

Demand &Supply

Management

PriceOptimization

Marketing &Advertising

Sales

CustomerService &Support

OrderFulfillment &

Billing

IT, Telecom &Networking

Real Estate

HumanResources

Procurement(Excluding Production

Materials &Merchandise)

BusinessManagement

FinancialManagement

Materials

Production

Merchandising

Logistics &Distribution

ProductDevelopment

Real Estate &Infrastructure

Equipment &Systems

Finished Goods

Work inProcess &

Raw Materials

Accounts, Notes& InterestReceivable

Accounts, Notes& InterestPayable

BusinessPlanning

ProgramDelivery

BusinessPerformanceManagement

OperationalExcellence

Partnership &Collaboration

RelationshipStrength

Agility &Flexibility

Product &Service

Innovation

ServiceDelivery

Cash / AssetManagement

ImproveExecution

Capabilities

ImproveManagerial &GovernanceEffectiveness

ImproveReceivables &

PayablesEfficiency

ImproveInventoryEfficiency

ImprovePP&E

Efficiency

ImproveLogistics &

Service ProvisionEfficiency

ImproveDevelopment &

ProductionEfficiency

ImproveCorporate/

Shared ServiceEfficiency

ImproveCustomerInteractionEfficiency

StrengthenPricing

LeverageIncome-

GeneratingAssets

Retain andGrow Current

Customers

Acquire NewCustomers

Volume PriceRealization

Selling,General &

Administrative(SG&A)

Cost of GoodsSold

(COGS)

Property, Plant& Equipment

(PP&E)Inventory Receivables

& PayablesCompanyStrengths

ExternalFactors

Revenue Growth Operating Margin(after taxes)

Asset Efficiency Expectations

Product &Service

Innovation

© 2004 All rights reserved. Confidential. 0104

D e l o i t t e E n t e r p r i s e V a l u e M a p TM

C o n d e n s e d V e r s i o n

Income Taxes

ImproveIncome Tax

Efficiency

Income TaxManagement

Governance


We have aligned our offerings and capabilities to

address the full breath of business requirements

BI & PMAddresses both the technical and process dimensions of improving information usage across the enterprise. This includes Corporate Performance Management, Operational BI and Predictive Analytics.


Accounts Receivable Analytics

AR analytics enables analysis related to:

AR Invoice Aging

AR Customer Receipts

Scheduled Payments

Recognized Revenue


Accounts Receivable Analytics

AR analytics can help find answers of the following:

What is the distribution of past due customer invoice amounts by customer and number of

days the payment is late?

What is the revenue distribution by customer for each month over the last year?

How frequently do customers submit payments for past due balances?

What is the distribution of customer revenue across each sales territory?

Which customers are utilizing discounts frequently, and is this a trend within specific sales

regions?


Accounts Payable Analytics

AP Analytics allows finance to gain better control over cash outflow and vendor relationships.

Report on the status of payables—forecast cash outflow based on existing invoices.

Analyze vendor relationships—examine history of relationships with vendors and identify

trends and patterns.

Adapt to changing business conditions—modify reports quickly and add new content to

reflect changing business requirements.


PrimeNumerics Manufacturing Excellence ModelInitiatives Level1 Level2 Level3 Level4 Level5

Shop Factory/Plant Company Enterprise Optimized Enterprise

Management Initiatives/Programs Not observable

Quality Management Systems

Industrial engineering iniiatives, ISO, Environmental Initiatives

JIT, KanBan, TPM, TPS, TQM under implementation

CSR, Environmental Sustainability initiatives, Six. Sigma, JIT, Kanban, TPM, TPS, TQM optimized, Enterprise wide management iniatives umbrella implemented and followed in all entities, e.g.Honeywell Operating Systems, or GE Business Excellence Model

Marketing Initiatives Not observable Sales Offices

Sales and Markekting Departments and Offices

Global Sales and Marketing Setup Optimized Sales, Marketing intiatives

Performance Measurement Not observable

Performance Measurement at Finance/Financial Accounting level

PM framework loosly defined and followed

Performance Measurement framework designed, system implemented and followed

Performance Measurement framework is part of standard management process and highly optimized

HR Programs/Activities Not observable

Single Command, Personnel Department established

Distributed Control and Delegation, HR Department and processes defined, HR, Supervisory Trainings Established

HR processes followed, Assessment Center HR Systems, processes optimized

Manufacturing Initiatives Not observable

Production Department Established, Plant Layout, Worker/Labour rules and policies, Supervisors

Manufacturing initiatives like Plant Layout, Worker Policies, Attedance Systems

MES, Kanban, Lean, Theory Of Constraints, Single Piece Flow, FMS, FMEA, RCA, QFD, DOE implemented

MES, Environmental Sustaianable Manufacturing, Design for Manufacturability, Kanban, Lean, Theory Of Constraints, Single Piece Flow, FMS, FMEA, RCA, QFD, DOE Optimized

Company StructureEntrepreneural EntrepreneurialEntrepreneurial and delegative, processes driven

Process driven, Matrix structure, SBU and Divisional Structure

Highly systems and Process driven scalable structure

Process Orientation Not observable

Processed Followed, not defined formally

Process followed and defined formally High process orientation Highly optimized and adaptable processes

System OrientationNot observableCustomized/home grown systems Small ERP Implemented Global ERP implemented Global ERP implemented and optimized

Market Presence Single Geography Exports to few countries Exports to multiple Countries

Plants/Factories in multiple countries, legal entities in multiple countries

Plants/Factories and legal entities in multiple countries


Business Analytics and Optimization

BAO Strategy

Business

Intelligence &

Performance

Management

Advanced Analytics

and Optimization

Enterprise

Information

Management

Enterprise

Content

Management

• Identify and

prioritize

opportunities for

improvement

• Change business

processes and

operations to

exploit analytics

• Implement

management

systems to

maintain control

and achieve

goals

• Report outcomes

of business

processes and

programs

• Automate

management

dashboards and

scorecards

• Create planning,

Budgeting, &

Forecasting tools

• Apply advanced

statistical and

regression

analysis upon

historical data for

predictive

decision-making

• Integrate

optimization

algorithms and

technology into

operations

• Ensure robust

and trusted data

is available when

needed and is

easy to consume

• Provide a

consolidated and

efficient

information

platform to

support

optimization

initiatives

• Manage document

& records,

including archives

• Manage structured

and unstructured

content

• Manage digital

assets & rights

• Provide efficiency

and transparency

to complicated

workflows


Financial Planning Process

What it is Primary Use Horizon/Frequency Who is Involved

Strategic Plan: A disciplined effort to define fundamental decisions and actions that shape and guide an organizations future addressing what the organization is, what it does, and why it does it

Define vision, SWOT, high level corporate goals and objectives and strategies for how to attain them

Horizon: 3-5, sometimes 10 years

Frequency: 1/year

• Corporate Execs• Senior Mgmt. • Strategy• Finance

Budget/ Annual Operating Plan:Projection of revenues, expenses and cash for a specified period of time. (1st year of SP). Identifies targets, at the line of business, functional or cost center level

Financial guide for the current year: control expenses, evaluate performance and determine bonus compensation

Horizon: 1 year, across months, Qtrs, weeks

Frequency: 1/year Infrequently updated

• Corporate Planning • Line of Business

Managers • Cost Center managers

Forecast: A period by period projection of either revenue or expense that considers actuals to date and any changes to market conditions

Provides the most current estimates for the balance of the year/horizon

Horizon: Balance of the year or Rolling week, month, quarter, Annual.

Frequency: Refreshed often

• Corporate Planning • Line of Business

Managers

Modeling: Process of developing models that characterize an organization allowing it to evaluate the impact of decisions to understand fully the financial impact

• What-If Analysis• Acquisition modeling• Scenario Analysis• Define contingency plans

• Ad-hoc • Corporate Planning • Strategy• Sales/HR/IT

Reporting: Collection, analysis, summarization and presentation of the financial performance of the business

• Comparison with actual• Cause & effect Analysis

Horizon: Various Frequency: Monthly, Qtrly, Annual, Ad-hoc

• Corporate Planning• Reviewed at all levels


Identify Areas

/problems

Strong focus on CFOs, and other C-level executives

Business Problem based approach to consulting

Generate Business case, value proposition and ROI measures

Select from

Models

PrimeNumerics has extensive library of Dashboards, Analytical Models, What-if Analysis and Statistical models for various business situations

During this phase PrimeNumerics consultants share their experience and matching of possible models is done.

Pilot

Very narrow scope for Analysis is identified to arrive at quick time to market for the improvements.

Initial solution is blueprinted and implementation starts

Business Value is delivered

Full scale

implementation

More business situations/challenges are found and solution is blurprinted.

Project Go-live and Value delivered.

PrimeNumerics Consulting Approach


PrimeNumerics Analytics Implementation Approach

Phase 1:Establish Baseline and Size Opportunities

Phase 3:

Implement

Action Plans

Phase 2:Define Improvement Recommendations

and Develop High-level Action Plans

Baseline Cost Model

Quantified Savings and

Costs

Performance Mgmt, Metrics

& Tools

High-level Action Plans for

Key AreasRecommendations for Prioritised

Opportunities

Service Delivery Model

Analysis

$98.2

$22.0

$1.2$5.3

$4.2$0.9$2.1

$10.0

$3.9$27.0

$24.0

$-

$25

$50

$75

$100

Equip Relo c Severance Infrastructure Upgrades Ramp-Up Travel FG M oves Other Contingencies Outso urc ing Total

Financial Performance Operational Performance

Strategic Initiative Dashboard

10%

25%

0%

15%

5%

10%

Percent

Complete

Food Ingredients North America

Food Ingredients Latin America

Food Ingredients Europe

CommentsTwo Weeks

Previous

Previous

Week

Current Week

Project Status

E-Business

Fertilizer/Salt

Ag Producer Services

Project

10%

25%

0%

15%

5%

10%

Percent

Complete




CommentsTwo Weeks

Previous

Previous

Week

Current Week

Project Status

E-Business

Fertilizer/Salt


Project

Ventures

$98.2

$22.0

$1.2$5.3

$4.2$0.9$2.1

$10.0

$3.9$27.0

$24.0

$-

$25

$50

$75

$100

Equip Relo c Severance Infrastructure Upgrades Ramp-Up Travel FG M oves Other Contingencies Outso urc ing Total

Financial Performance Operational Performance

Strategic Initiative Dashboard

10%

25%

0%

15%

5%

10%

Percent

Complete




CommentsTwo Weeks

Previous

Previous

Week

Current Week

Project Status

E-Business

Fertilizer/Salt


Project

10%

25%

0%

15%

5%

10%

Percent

Complete




CommentsTwo Weeks

Previous

Previous

Week

Current Week

Project Status

E-Business

Fertilizer/Salt


Project

Ventures

10%

25%

0%

15%

5%

10%

Percent

Complete




CommentsTwo Weeks

Previous

Previous

Week

Current Week

Project Status

E-Business

Fertilizer/Salt


Project

10%

25%

0%

15%

5%

10%

Percent

Complete




CommentsTwo Weeks

Previous

Previous

Week

Current Week

Project Status

E-Business

Fertilizer/Salt


Project

Ventures

(60.0)

(40.0)

(20.0)

0.0

20.0

40.0

60.0

80.0

100.0

2002 2003 2004 2005 2006 2007 2008

Year

Dis

co

un

ted

Do

llars

($M

)

Net Cash Flows Discounted Cash Flows Cumulative Discounted Cash Flows

Benchmarking

Confirmed Change

Management Plan

Think Out of the Bottle Team

Overall Status: [Insert one of the stoplights below]

On track to meet deadline Behind schedule Cannot meet deadline

Status of Milestones: Milestone Due Date Status (G,Y,R)

Finalize and confirm data 11/9 G

List of sku’s/brands/ categories to eliminate 12/4 G

Exit strategy 12/4 Y/G

Communication Plan 12/4 G

Period Highlights: Accomplishments Status

(Not Started, In Process, Complete)

Reviewed 1600 SKU list and began developing final recommendations Complete

Developed list of elimination recommendations that may be controversial Complete

Determined overlap between brand and SKU eliminations Complete

Began developing recommendations of brands to be eliminated by division In Process

Activities Planned: 11/27/2006 – 12/1/2006

Finalize SKU elimination recommendations

Develop exit strategy

Develop salon communication

Develop final deliverable to present findings

Major Obstacles / Issues: Description Resolution

Owner Resolution Target Date

FYI…Timing! Because of the holiday, we are under a significant time crunch. We still plan to meet our milestone date, but foresee possible deadline challenges

N/A N/A

G

Y R

Executive Dashboard

Project Name: LTS Vice President:

Project Number: LTS Director:

Project Manager: Project Sponsor:

Primary Business Unit: BRE:

Issue Log

Issue Priority

Issue No.

Request Date

Requestor Status Due/CloseDate

Issue Description Issue Owner Current Activity or Resolution

1.

2.

3.

4.

5.

6.

7.

8.

Status Categories

New – New issue that has become known within the last week.

Analysis – Assigned owner is analyzing and resolving the issue.

More details needed – Owner does not have sufficient information to complete analysis. More details are needed from the requestor.

Complete – Owner has completed and closed the issue.

Savings Tracker

Opportunity Assessment

Prioritised Opportunities

= Size of Saving (.25 inch diameter = $1M)= Estimated Size of Savings

Opportunities

Implementation Complexity / Risk

High

Low

Easy Difficult

6

Tier 1

($8.1 – $11.7M)

Cost Reduction Opportunities –Updated as of 7/5/2006

1

Tier 3

TBD

Va

lue 2

3

8

9

7

= Opportunities not yet quantified

4

5

Short To Mid-term Opportunities

1 – Establish Segment Controller functions and rationalize

General Accounting headcount

2 – Span of Control Rationalization

3 – Consolidate Business Partner activities supporting low

materiality items

4 – Consolidate / rationalize Financial Systems staff levels

across the Enterprise

5 – Consolidate COE / Shared Service activities across the

enterprise (Payroll / AP/ Billing)

6 – Relocate transactional activities to lower cost of labor

geographies

7 – Rationalize Corporate Treasury headcount

Long Term Opportunities

8 – Establish an FDI EMEA regional shared services center

for transactional finance activities in low cost European

location

9 – Convert disparity of International systems to common

technology platforms

10 – Rationalize number of billing systems and headcount

11 –Establish a COE General Accounting function and

rationalize enterprise General Accounting headcount

12 –Reduce external auditor fees through centralization /

simplification of organizational structure

Tier 2

($4.1M - $9.3M)

10

11

12

= Size of Saving (.25 inch diameter = $1M)= Estimated Size of Savings

OpportunitiesOpportunities

Implementation Complexity / Risk

High

Low

Easy Difficult

6

Tier 1

($8.1 – $11.7M)

Cost Reduction Opportunities –Updated as of 7/5/2006

1

Tier 3

TBD

Va

lue 2

3

8

9

7

= Opportunities not yet quantified

4

5

Short To Mid-term Opportunities

1 – Establish Segment Controller functions and rationalize

General Accounting headcount

2 – Span of Control Rationalization

3 – Consolidate Business Partner activities supporting low

materiality items

4 – Consolidate / rationalize Financial Systems staff levels

across the Enterprise

5 – Consolidate COE / Shared Service activities across the

enterprise (Payroll / AP/ Billing)

6 – Relocate transactional activities to lower cost of labor

geographies

7 – Rationalize Corporate Treasury headcount

Long Term Opportunities

8 – Establish an FDI EMEA regional shared services center

for transactional finance activities in low cost European

location

9 – Convert disparity of International systems to common

technology platforms

10 – Rationalize number of billing systems and headcount

11 –Establish a COE General Accounting function and

rationalize enterprise General Accounting headcount

12 –Reduce external auditor fees through centralization /

simplification of organizational structure

Tier 2

($4.1M - $9.3M)

10

11

12

Detailed Implementation

Action Plans

Im

med

iate

Im

pro

vem

en

t O

pp

ortu

nit

ies

Pro

ject

Lau

nch

Wo

rksh

op

Op

po

rtu

nit

y G

ati

ng

Pro

cess

Phase 1 Phase 2 Phase 3

- Baseline observations

- Service delivery model observations

- Benchmarking (internal / external)

- Immediate cost savings opportunities

- Customer retention & pipeline management

- Opportunity assessment

- Opportunity prioritisation

- Launch quick win opportunities (“no regrets”)

- Anticipated benefits and costs to achieve

- Resource requirements

- Change management and stakeholder alignment plans

- Detailed action plans for implementation

Key

Ou

tpu

t


Levels of Models Models

PrimeNumerics Consulting Positioning/Components

Board of

Directors

CXOs

Functional

Managers

Operational Level

Dashboards,, Scorecards, What-

if Analysis, Scenario Building

Reports

Dashboards, Scorecards, What-If

Analysis, Simulators), Alerts,

Exceptions

OLAP, Analysis, Statistical Models


REPORTING AND ANALYTICS

Financial Reporting and Analytics Analyze and optimize performance

Sales Pipeline Analytics

Campaign Effectiveness

Product Profitability

Customer Satisfaction

Customer Profitability

Profitability Analysis

Revenue Analysis

What – if’s / Scenario Analytics

New Product Introduction

Product Segmentation

Production Analytics

Capacity Analytics

Compensation Analytics

Workforce Analytics

Sales and Channel Mix

Service Level &

Capacity AnalyticsFinancial Reporting

CustomerService

Sales MarketingHuman

ResourcesProduct

DevelopmentOperations

IT/Systems

Finance


Financial Management and Control Report to external stakeholders with confidence

AggregateAdjust

AnalyzeReport

Financial Consolidation &

Reporting Solutions

Statutory and Management

Reporting

CLOSE CONSOLIDATE REPORT

Financial

Management and

Control solutions

provide the

systems, process and

directives for the

control, management

and accounting of

financial resources

MEASURING AND MONITORING

CustomerService

Sales MarketingHuman

ResourcesProduct

DevelopmentOperations

IT/Systems

Finance


Optimizing the Financial Close Process

Close sub ledgers into GL (AR, AP, FA, etc.)

Perform Reconciliations and Post Accruals

Deliver self service financial reporting to the organization

Create external reports with disclosures and financial data

Automate and deliver external & statutory filings

Gather and validate complete data sets to support all financial reporting needs

Automate consolidated financial reports leveraging multiple hierarchies and calculations

Sub Ledger CloseGeneral Ledger

CloseData

AssuranceConsolidation

Internal Management

Reporting

External Financial Reporting

Filing


Some of our work


Emerson: Tax Reconciliation

Business Challenges

Indirect taxation had big issues in reconciliation

Taxes paid across products and divisions

Few GL Accounts ( intermediate tax accounts) had money accumulation which was not

traceable in the Financial System

Technical Challenges

Oracle E-business creates specific tables in every country for the tax definitions

Creation of Data warehouse specific for taxation information

Benefits

Real-time insights into taxation information

Reduce risk of Tax Compliance

Faster insights into the Indirect Taxation Data

30000 plus taxation

transaction in a month

90 % reduction in

lost taxation/doubtful

taxation transactions

Interactive data

analysis leading to

improved tax

reconciliation


Xstrata-GlencoreLargest Nickel Mining Company in the world

Business Challenges

Plants in Canada faced lot of issues of keeping Plant uptime, MTBF, MTTR and Overall

Equipment Efficiency (OEE)

Difficult to make decisions on Backlog Orders in the Maintenance Department

Longer cycle to improve the critical measures like Statutory Compliance, Plant

Maintenance Efficiency, Order Backlog and delays in Scheduling Maintenance Orders

Technical Implementation

SAP ECC 6.0, SAP BW 7.3, BusinessObjects

Benefits

Improved Plant Utilization and better understanding about OEE( Overall Equipment

Efficiency)

Reduced budget for monthly maintenance in terms of external contractors

Better visibility into Maintenance Scheduling

10xFaster correction action

on backlog orders and

improved OEE

8% reduction in the

maintenance service

budget per month


BAGLA Automotive GroupAutomotive Tier 1 company with 12 plants spread globally

Business Challenges

Challenges in arriving at exact Inventory Valuation month on month

Desire to have better control over moving assets like Dies/Castings/Jigs across customer

locations to supplier locations

Cost reduction in supply chain

Metal loss control in foundry

Technical Environment

SAP ECC 6.0, BW, BOBJ

Benefits

Finer control on Metal Loss in the foundry

Better visibility of asset movement across supply chain

Streamlined Master Data Management

Improvement in cost control and management of Inventory

10-15xImprovement in asset

tracking and inventory

valuation and metal loss

calculations

20x faster reports

and OLAP generation


Predictive Analytics with SAP HANATransforming the Future with Insight Today

Unleash the value of Big Data through the

power of SAP HANA

• Employ in-database predictive algorithms

• Access 3,500+ open-source algorithms via R

integration for SAP HANA

Intuitively design and visualize complex

predictive models

• SAP Predictive Analysis software

Bring predictive insight to everyone in the

business

• Embed within business applications

• Extend into BI and reports

• Insight into events instantly delivered to

dashboards, alerts, and mobile devices


Customer Revenue Performance

ManagementAccount Intelligence Predictive Customer Segmentation

HANA Predictive Applications


Step1

Data Loading

Step 2

Data Preparation

Step 3

Data Processing

Step 4

Data Visualization and

Sharing

Data Loading

1. Understand the business and

identify issues

2. Load the SAP and non-SAP data

into SAP HANA or other source

Data Preparation

1. Visualize and examine the

data

2. Sample, filter, merge, appen

d, apply formulas

Data Processing

1. Define the model via clustering ,

classification, association, time

series, etc.

2. Run the model

Data Visualization and

Sharing

1. Visualize the model for

better understanding

2. Store the model and result

back to SAP HANA

3. Share results via PMML

and with other BI client

tools

SAP Predictive Analysis


Visualize, discover, and share hidden insights

Advanced visualization designed where you’d expect it – natively from within the modelling tool

Share insights via PMML and with other BI client tools

SAP Predictive Analysis


SAP HANA In-Memory Predictive Analytics Predictive Analysis Library (PAL) - Algorithms Supported

Association Analysis Apriori

Apriori Lite

Cluster Analysis K-Means

Kohonen Self Organized Maps

Classification Analysis C4.5 Decision Tree Analysis

CHAID Decision Tree Analysis

K Nearest Neighbour

Multiple Linear Regression

Polynomial Regression

Exponential Regression

Bi-Variate Geometric Regression

Bi-Variate Logarithmic Regression

Logistic Regression

Time Series Analysis Single Exponential Smoothing

Double Exponential Smoothing

Triple Exponential Smoothing

Outlier Detection Inter-Quartile Range Test (Tukey’s Test)

Variance Test

Anomaly Detection

Data Preparation Sampling

Binning

Scaling

Other ABC Classification

Weighted Scores Table

© 2013 PrimeNumerics

Akash S Mavle, BSEE, MBA, PhD(exp.)

www.primenumerics.com

[email protected]

213-291-9884

http://www.primenumerics.com/


Thank you !

תודהHebrew (Toda)

Thank You

MerciGrazie

Gracias

Obrigado

Danke

Japanese

English

French

Russian

German

Italian

Spanish

Portuguese

Arabic

Traditional Chinese

Simplified Chinese

Thai

Korean

KIITOSDanish

short presentation title analytics webinar 2… · analytics, performance management, reporting and...

Documents