novas fronteiras e soluções para a gestão da cadeia de …€¦ · · 2015-07-28novas...

Ernst & Young is now EY.

Novas Fronteiras e Soluções

para a Gestão da Cadeia de Valor

EY e SAP

Agenda

8h15 – 9h00 Recepção e café da manhã

9h00 – 9h10 Abertura do evento Elisabete Waller

9h10 – 9h50 Novas Fronteiras da Gestão da Cadeia de Valor Lucas Horta

9h50 – 10h20 Novas Soluções para a Gestão da Cadeia de Valor Rudiger Meyfarth

10h20 – 10h40 Demonstração do SAP IBP Rudiger Meyfarth

10h40 – 11h00 O IBP e o seu negócio Lucas Horta

count on our

IT Advisory Services

experience is the

difference in our team.

IT Advisory Overview of our services

Ap

plic

atio

n

Ad

viso

ry

Ap

plic

atio

n

Co

mp

lian

ce

IT T

ran

sfo

rmat

ion

Analytics [BI, mobility, big data]

Implementation of Financial and Consolidation Plan [budget, consolidation finance, cash flow, conciliation]

Information security risk [BCP, DRP, attacks/invasions]

IT Governance Plan (costs savings, processes review, strategy, etc.)

Enterprise Archtecture Vendor Selection and e IT Tools

[ERP,HCM,CRM,SCM,EPM,E-Learning,Datacenter,Cloud]

IT Advisory

Mapping, Improvement, Risk and Processes Controls

PMO & Change Management

Data Sanitation , Transformation, Migration and Governance

Implementation (*) (Configuration, Tests, Migration, SOX, Localization)

Access Profiles & Functions Segregation

IT Internal Controls & Sytems Audit

IT Governance Risk GRC

(SAP, Oracle and Others)

(*) ERP, CRM, HCM, SCM and others

count on our

Our Team

high performance team

is our greatest asset.

IT Information Management IT Advisory IT Risk

Fabio Prando Senior Manager

IT Risk

IT Advisory Our Team

Elisabete Waller LATAM IT Advisory

Alexandre Rangel Partner

Supply Chain - Value Chain

Lucas Horta Partner

Supply Chain - Value Chain

Victor Guelman Partner

SAP Applications

David Pereira Executive Director

IT Risk

Isabel Garcia Executive Director

SAP/Oracle Applications

Nubia Correia Executive Director

SAP Implementations

Paulo Lobo Executive Director

IT Risk

Renato Kurnik Executive Director

SAP Applications

Ricardo Fernandez Executive Director

SAP Implementations

Ricardo Tayama Executive Director

SAP Global Rollouts

Mauricio Saad Partner

IT Risk

Danilo Santos Executive Director

IT Risk

Francesco Bottino Partner

IT Risk

Luciano Albertini Partner

IT Risk

Sergio Kogan Partner

IT Risk

Clarissa Ferreira Executive Director

IT Risk

Marcio Lopes Executive Director

IT Risk

Ricardo Vilanova Executive Director

Advisory Services

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https://my.ey.net/Person.aspx?accountname=SA/mauricio.saad

https://my.ey.net/Person.aspx?accountname=SA/Danilo.Santos

https://my.ey.net/Person.aspx?accountname=SA/Marcio.Lopes

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Knowledge and Experience

our publications in

accordance with your business.

count on our

accomplishments and accolades

Agenda







Novas Fronteiras da Gestão da

Cadeia de Valor

Global and market context increased the challenges for companies succeed

► Globalization is increasing the need for global demand-supply planning

and visibility; along with a tighter integration with financial planning.

► Volatility has increased dramatically resulting in low predictability (trends,

product life cycle, regulatory, financial margin pressure, etc).

► Sensing and shaping, reorganizing, re-planning and influencing

► Double digit growth strategy.

► Value chain architecture not prepared to support it

► Fire-fighting versus fire-prevention mode.

► Implementing a decision making processes that are proactive versus reactive

► The need for value chain simulations for “what-if” modeling is a

differentiator for better decisions.

► Visibility to global metrics and data is key.

100%

150%

200%

250%

300%

350%

400%

450%

500%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Future

Current Business

Management

Model Today

•Business Units

•External Market

•Channels

•Volume

DCs

Complexity

Increasing without

model evolution

Variables 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Retail Stores Increasing 4.400 4.450 4.650 4.800 5.100 5.300 5.600 5.850 5.950 6.100 6.450 6.600 7.000

SKUs Numbers 782 915 1.100 1.220 1.633 1.961 2.685 2.534 2.600 2.700 2.700 2.700 2.731

Business Units 2 2 2 2 2 3 4 5 5 5 5 5 5

Distribution Chanels 3 3 3 3 3 8 10 12 12 12 12 12 12

Distributions Centers (DCs) 6 6 6 6 6 6 6 6 12 12 12 12 12

Plants (Brazil and Offshore) 20 21 22 22 24 26 31 32 34 36 38 40 43

Volume (TONs)* 590 710 840 970 1190 1280 2060 2690 3330 4000 4870 5710 6700

Complexity Increasing since 2006 100% 110% 118% 125% 140% 200% 270% 310% 350% 380% 400% 440% 480%

Source: Adapted from “The Most Challenging Supply Chain Times Ever?” – Dan Gilmore

Increasing complexity has brought challenges to business management

1960 ~ 1970

1980 ~ 1990

2000 ~ 2010 2020

Partnership between

suppliers and customers

(Integrated projects of

products and reducing

costs)

Reduction of the lot size,

lead time and inventory

Reduced Time to

Market

Strength of inter-

organizational

and global

relations

Increased market

concentration

Increased diversity

of products with

reduced life cycle

Growth of

collaboration

VMI initiatives

CPFR initiatives

Companies

focused on

production

Low variety of

products with long

life cycle

Large lot sizes

Conflicting

relationship with

suppliers JIT expansion

Technological evolution

Global competition growth

…

S&OP IBP

EDI APS MRP DRP MRPII ERP Internet

Cloud

Big Data

Mobile

Historical perspective of Value Chain Management

RECEIVE /

PAY

FINANCE &

COMPLIANCE

SOURCE MAKE TAX &

COMPLIANCE

SELL /

DELIVER

SERVICE /

RETURN

MARKETING /

DESIGN

MARKET /

CUSTOMER

RELATIONSHIP

Nevertheless, companies are still managing their business with the traditional functional model

Our approach relies on a Value Chain Management Model

RECEIVE /

PAY

FINANCE &

COMPLIANCE

SOURCE MAKE TAX &

COMPLIANCE

SELL /

DELIVER

SERVICE /

RETURN

MARKETING /

DESIGN

MARKET /

CUSTOMER

RELATIONSHIP

Supporting Processes

Value

Proposition Value Chain Management Value

Delivery

EXECUTION FLOW MANAGEMENT

STRATEGIC PLANNING & MANAGEMENT RESULTS

We propose a complete reorganization of the decision model… from strategy do execution

RECEIVE /

PAY

FINANCE &

COMPLIANCE

SOURCE MAKE TAX &

COMPLIANCE

SELL /

DELIVER

SERVICE /

RETURN

MARKETING /

DESIGN

MARKET /

CUSTOMER

RELATIONSHIP


Year

Quarter

Month

Week

Day

Min

Value Chain Management

PRODUCT AND

SERVICE

DEMAND



SALES & OPERATIONS PLANNING (S&OP)

FULFILLMENT MANAGEMENT

ORDER MANAGEMENT

INTEGRATED BUSINESS PLANNING (IBP)

M3 M12 – M12 M6 M0

Deployment of programs to Orders, respecting the

rules defined for generating orders

Preparation of input of the orders

Change of plan review and set of

parameters, rules and planning

policies Sales, production, purchase,

supply, releases and projects on

the horizon handled by Fulfillment

Management Results of short-

term impact of

compliance

programs set

Release orders for

execution Events that impact

performance in the

fulfillment of orders

released

A2 A3 A4 ... A10

Real vs. Plan, investiments demands,

diversions and new strategic opportunities

(market, business, etc.) & budget revision

Value proposal, Business Model,

Guidelines for growth and service,

Investiment Plan, Plan goals

and results, Budget

Validations and strategic

developments definitions, Market &

Budget review

Review of the middle-long

term plan

STRATEGIC PLANNING &

MANAGEMENT RESULTS

INTEGRATED BUSINESS

PLANNING (IBP)

SALES & OPERATIONS

PLANNING (S&OP)

FULFILLMENT

MANAGEMENT

ORDER

MANAGEMENT

EXECUTION FLOW

MANAGEMENT Linking Elements - Planning Hierarchy

Value Chain Management Model

The integration between strategic and tactical decisions

Y2 Y3 Y4 Y5 Y0

Y1 M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M0

Strategy formulation and strategic goals Mission, Vision and Values

Scope and business definition, Value Proposition

Strategic goals and drivers

Horizon: 3 to 10 years

Frequency: annual

Bucket: year

Horizon: 2 years

Frequency: quarter

Bucket: month

Budgeting – Definition / review of business plan and goals

Business Plan - Industrial, Marketing, Financial, Commercial, R&D

Market and channel review

Portfolio review

Operations scenario

Investment, expenses and risk analysis

Transformation Management Office

Business goals

Executive report

Horizon: 6 to12 months

Frequency: monthly

Bucket: month

Tactical plan Sales, production, purchase and logistics plan

Inventory projection

Areas goals

Strategy definition and revision

Revision Revision Revision Formulation IBP

S&OP

STRAT

Integrated Business Planning

► Deploy strategy for areas and

operations

► Monitoring and analysis of external

trends

► Repositioning Markets and Channels

► Portfolio management and review

► Aggregated Resource Planning

► Alignment of indicators and targets

with strategic guidelines

► Strategic project management

► Generation, management and

periodic review of the Budget Plan

► Integration of all functional areas of

the organization

Integrated Business Planning is the process that allow C level to manage and

redesign the business decisions aligned with the strategy.

Markets - Trend analysis

- Market segmentation

- Channel strategy

- Geographical scope

- Marketing actions

Alignment of

definitions: - Alignment with

shareholders

- Tactical Goals /

Budget

Portfolio Management - Mix and balance

- New Products

- Pricing and tactical

actions

- Product and service

development management

Projections, financial indicators

and business KPIs -Volumes

- Revenue, Costs and Profitability

- Investments

- Risks

- Goals

- Budget

Strategy

deployment - Business Model

- Organizational goals

- Strategic Projects

- Multiple sites

strategy

Integrated Business Planning Results & Benefits

► Strategy deployment and monitoring process in order to achieve large rates

of planned growth

► Promotes agile alignment to the new business context and faster response

to market dynamics

► Reach of a high level of management maturity in complex scenarios

► Promotes integration into the budget planning process, making it more

robust, resulting in greater consistency in long-term planning

► Enables greater consistency between the action plans (manufacturing,

marketing, sales, product, etc.)

► Greater integration with tactical management processes (S&OP), enabling

operational results more aligned with the strategy

Integrated Business Planning

DEPLOY

STRATEGY

REVIEW

MARKETING

PLAN

REVIEW

RESOURCE PLAN

REDEFINE

VALUE

DEPLOY AND

REALIGN ACTIONS

AND GOALS

MONITOR INDICATORS AND STRATEGIC PROJECTS

INTEGRATED BUSINESS PLANNING

Business Model

Growth and

Performance

Direction

Strategic

Projects

Multiple sites

strategy

Business

objectives

Market tendencies

Pricing

Brands performance

Portfolio review

Market segmentation

Channel strategy

Geographical scope

Marketing actions

Product and service

development

management

Customer collaboration

Investments in

operations capacity

Direct and indirect

workforce

Cost of Products

Sold and expenses

Sourcing / Make-or-

Buy

Tax impact

Financial resources

Sensitivity and

probability analysis

Risk analysis

Assets and

Investments

management

Budget and goals

reviewing

Explicit

assumptions

Integration of

multiple sites

STRATEGY

DIRECTION

FINANCIAL GOALS,

PORTFOLIO AND

MARKETS

REVIEWED

RESOURCE

PLANNING

VALUE DEFINED ACTIONS AND

GOALS DEPLOYED

TO ORGANIZATION

Strategic Projects

Goals aligned

Tactical and

Operational actions

Alignment of

assumptions

MONITORING

Projects

Indicators

Goals

Recovery plan

Reports to executives

and shareholders

FORECAST

DEMAND PLAN SALES

PLAN

OPERATIONS

SELECT

INTEGRATED

SCENARIO

COMMUNICATE

DECISIONS

FOLLOW RESULTS

Scenario

Validated

Consensus

Meeting

Pre-S&OP

Meeting

S&OP

Executive

Meeting

INTEGRATED PLANNING – S&OP

Unconstrained

Sales Plan

Operations Plan,

Constrained Sales

Plan

DEMAND

PROJECTION

SALES PLAN

ALIGNED

SUPPLY AND

DEMAND

ALTERNATIVES

SCENARIO

SELECTION

DECISIONS

DEPLOYED

Tactical marketing

assumptions

Sales force

collaboration

Statistical forecast

Marketing

intelligence

Operations

alternatives

Sales constraints

Assumptions

Demand and

supply validated

Financial

projections

Assumptions

Action plans

Decisions

communicated

and aligned

Outputs:

Sales Plan

Production Plan

Purchasing Plan

Distribution Plan

Inventory projection

Financial projections

Assumptions

Sales & Operations Planning

S&OP and IPB from different perspectives

IBP

Integration of areas with focus on

operations (COO)

Executive coordination with financial

focus (CEO / CFO)

Alignment with shareholders

KPI of deviation, variability and

process monitoring

IT tools of optimization and

demand planning, collaboration

and operations constraints

IT tools to simulate scenarios,

financial projections and business

alternatives to meet goals.

Executive reports

Skills to analyze business alternatives

and strategy, finance and marketing

Skills to perform integrated analysis

of demand and operations analysis

KPI of business result and definition

of goals aligned with the business

strategy

Improve the alignment and deployment

of strategy with tactical plans

Improve the balance between

demand and supply

Focus on tactical horizon

Business decisions and goals by

translation of strategy

Tactical plan to align demand and

supply

SALES & OPERATIONS

PLAN (S&OP) INTEGRATED BUSINESS

PLAN (IBP)

Strategy

KPIs and Targets

Processes

People

Organization

Technology

Vision

Technology Requirements

► Support to set targets and financial analysis

► Balance between demand and supply with of

analysis of capital invested

► Fast analysis in aggregated level

► Agility to scenario simulation considering

demand alternatives and supply chain

constraints

► Support collaborative process

► Simulations to support definition of inventory

targets, cost and service level in multisite

scenario

► Dashboard with KPIs to support decision making

► End to End visibility

► Possibility of scenarios simulation for real-time

decision making

► Full integration with S&OP process

Technology

SALES & OPERATIONS PLAN

(S&OP) INTEGRATED BUSINESS PLAN

(IBP)

► Synchronization of information in the

various areas involved in the process

► Fast desegregation for analysis between

cycles of strategic and tactical planning

► Support collaborative process

► Simulations of logistical constraints,

inventory targets, costs and service

level

► Multilevel and multisite planning and

analysis

► Integration with other systems of

planning and execution, creating agility

and centralization of information

► Enable fast planning and decision-making

processes

► Visibility of the KPIs

Value Chain Management Model Technology Perspective

Year

Quarter

Month

Week

Day

Min

RECEIVE/ PAY

FINANCE & COMPLIANCE

SOURCE MAKE TAX & COMPLIANCE

SELL/ DELIVER

SERVICE/ RETURN

MARKETING/ DESIGN

MARKET/ CUSTOMER

RELATIONSHIP

Value Chain Management

PRODUCT AND

SERVICE

DEMAND




INTEGRATED PLANNING (S&OP)

FULFILLMENT MANAGEMENT

ORDER MANAGEMENT

INTEGRATED BUSINESS PLANNING (IBP)

BO, BW, BPC

MM PP LES SD WM

CIF

SNP DP

SNP DPLYT

PPDS PP

TM OM/FPT

TM OM/FPT

GATP PA

TM FEM/FS

PPDS DS

TM FEM/FS

GATP OE/BOP

EM SNC

SAP ECC SAP SCM SAP IBP SAP BI

IBP supply

IBP sales and operations

IBP inventory

IBP demand

Control Tower IBP response

Acronyms: DP - Demand Planning; SNP - Supply Network Planning; PPDS - Production Planning & Detailed Scheduling (PP - Production Planning; DS - Detailed Scheduling); GATP - Global Available-to-Promise (PA - Product

Allocation; OE/BOP - Order Entry / Back Order Processing); TM - Transportation Management (OM/FPT - Order Management / Freight Planning and Tendering; FEM/FS - Freight Execution and Monitoring / Freight Settlement); EM -

Event Management; SNC - Supply Network Collaboration; EWM - Extended Warehouse Management; F&R - Forecast & Replenishment; SPP - Service Parts Planning; IBP - Integrated Business Planning; BI - Business Intelligence;

BO – Business Objects; BPC – Business Planning and Consolidation; MM – Materials Management; WM – Warehouse Management; PP – Production Planning; SD – Sales and Distribution; LES – Logistics Execution System.

Agenda







Su

ccessfu

l

Time as % of plan 100% 200% 300%

$385b

$135b

$250b

Ch

all

en

ged

$165b

100%

50%

25%

50%

75%

75%

25%

100%

Rework

Annual spending on technology programs

(US only)

Sources: National Institute of Science & Technology, Gartner, Forrester, CIO Magazine, The Standish Group, Steven’s Institute of

Technology, MORI Captains of Industry, EY Knowledge, Department of Trade & Industry

Industry performance in executing transformational programs continues to be a challenge

A

B ► The path to an integrated business

transformation goes beyond

traditional 3 dimensions

► It must address 7 dimensions

Processes

People

Technology

We adopt a different approach

Methodological approach 7 dimensions of transformation

A successful value chain transformation includes 7 dimensions

VALUE CHAIN TRANSFORMATION A B

VISION

STRATEGY

METRICS

PROCESSES PEOPLE ORGANIZATION

TECHNOLOGY

Methodological approach Benefits obtained

► OTIF improvement: 51% ~ 100%

► Forecast accuracy improvement: 5% ~ 25%

► Inventory reduction: 15%

► Inventory turn improvement: 10%

► Lead time reduction: 29% ~ 50%

► Time to Market reduction: 33%

► Service level improvement: 60%

► Working capital reduction: 17%

► Purchasing costs reduction: 7 ~ 25%

Value

Time

Positive spiral of growth

* EMBRACO’s case presented in public event

FEB/05 APR/06

10

20

30

40

20%

40%

60%

80%

FEB/05 APR/06

25%

50%

75%

100%

APR/06 FEB/05

50

THOUSAND

100

THOUSAND

150

THOUSAND

200

THOUSAND

USD$

FEB/05 APR/06

Trend of lead time reduction in 1.5 day each month

Trend of OTIF increase in 1.7% each month

Trend of service level increase in 1.6% each month

USD 82 million of inventory reduction

Methodological approach Benefits obtained

1,900

specialists [7,000 planned]

Americas

1,000


EMEA

700


Asia-Pac

AMERICA

SAP SCM Practice

Lucas Horta– São Paulo

AMERICA

SAP SCM Practice

Cláudio Menegusso – Atlanta

EMEIA

SAP Practice

Volcker Stockrahm - Germany

More than 50 customers…

Gerdau, BR Distribuidora, O

Boticário, Natura, Brasil Kirin,

Vallourec, Samarco, Johnson &

Johnson, Amanco, BASF, Bayer,

Kärcher, Siemens, Lindt, Coca

Cola, Riyadh Cable, Pfizer,

Vaillant, Bose, Colgate, Goodyear

etc

Customers

Global technical meetings

Global prototype

Competence Center

Methodology development

SAP Instructors

Activities

We have strong SAP advisory capabilities across the world and an ambitious growth plan

https://my.ey.net/Person.aspx?accountname=DESEY/DEVSTOC2

Ernst & Young is now EY.

Obrigado pela participação

novas fronteiras e soluções para a gestão da cadeia de …€¦ · · 2015-07-28novas...

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