Использование инструментов next generation benchmarking и ... · 2021. 3....

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Андрей Кузнецов, SAPMarch 16, 2021

Использование инструментов Next Generation Benchmarking и Spotlightдля поиска областей улучшения процессов

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Внедрение завершено

Что дальше?“Continuous improvement is an ongoing effort to improve all elements of an organization. It rests on the belief that a steady stream of improvements, diligently executed, will have transformational results. McKinsey, May 2019


Human Resources

ERP

Operations Supply Chain

Manufacturing

Purchasing

Sales

Finance

Непрерывная оптимизация процессов направлена на повышение ихэффективности, гибкости и клиентоориентированности

PDSA – “Plan, Do, Study, Adjust” is the continuous improvement methodology made popular by W. Edwards Deming, considered the father of Quality Control.

Six Sigma – Continuous process improvement methodology introduced at Motorola in 1986 and central to General Electrics program for improvement.

Kaizen – Literally means “improvement’ and is the basis of many continuous improvement programs, and applies to business processes from the CEO to the shop floor, including procurement and logistics across all industries.


BPI: концепция SAP управления бизнес-процессами

Services

Benchmarking & Recommendations

MonitorRollOut & GovernImprove

Design & Simulate

Analyze

Enterprise Process Hub

Мониторинг эффективности

Сформировать целевой дизайн,

включая автоматизацию

Определить области улучшений

Бенчмаркинг


• Opportunity identification/prioritization

• Establish performance baseline to prove success

• Intra-company/ global benchmark

• 45 survey assessments

• 500+ KPI’s & 600+ Best practices

• Personalized insights for customer follow up

Why SAP Benchmarking?

SAP Next Generation Benchmarking

KPI• Marketing cost (% of revenue)

• Days in inventory

• Cost of goods/services sold (% revenue)

• Average space utilization rate (in %)

Best Practice• The organization has visibility into customer demand

coming from multiple channels and can provide the

same service across all channels

• The organization has an integrated sales, inventory

and operations planning process to align its strategic,

financial, sales and operational goals


| Next Practice: The organization has visibility into customer demand coming from multiple channels and can provide the same service

across all channels

Real-time visibility into customer

demand only from traditional retail

channels

1


demand from traditional retail

channels and emails/company

website, and supply networks are

not well connected

2

Omnichannel sales strategy with

real-time visibility into customer

demand across multiple

channels, with differing service

level across each channels

3

Omnichannel sales strategy with

real-time visibility into customer

demand across multiple channels

and a goal to provide same

service levels across all.

4

Complete alignment with

omnichannel sales strategy.


demand across multiple channels

and ability to provide same

service levels across all. Direct to

Customer fulfillment capabilities

are well established

5

Анкеты содержат лучше практики


Содержит показатели эффективности процессов

Cluster: Consumer, Industry: Retail, N = 25

Inventory carrying cost (% of revenue)


Days in inventory

6.6

Bot 25% Average Top 25%

95.5 71.6 29.8

61.9

Cost of goods/services sold (% revenue)

Cluster: Consumer, Industry: Retail, SubIndustry: Fashion Retailers

Department Stores, N = 11

Revenue loss due to stock outs (%)



64.1 49.1 39.7

78

On-time delivery performance (in %)


Supply chain planning cost (% revenue)

Cluster: Consumer, N = 42


85 90 96

80


0.5 0.3 0.11

0.7


2.65 1.33 0.02

0.64


2.25 1.69 0.08

1.68


Best Practice Company Internal Gap

Global

The organization has a fully digitized warehouse with connected devices and

goods to support all warehouse operations with ease

The organization has an integrated sales, inventory and operations planning

process to align its strategic, financial, sales and operational goals

The organization has visibility into customer demand coming from multiple

channels and can provide the same service across all channels

LegendLevel 1 Level 2 Level 3 Level 4 Level 5

Наблюдается корреляция между процессными показателями и лучшими практиками

Current Maturity

0% 20% 40% 60% 80% 100%

2

5Desired Maturity

Current Maturity

0% 20% 40% 60% 80% 100%

2

5Desired Maturity

2

3

3

Current Maturity

0% 20% 40% 60% 80% 100%

4Desired Maturity

2


Process Performance Indicators (PPI) для функции Снабжение

KPI Higher the Better BenchmarksAccounts payable FTEs per billion spend No Top 25%: 5; Average: 10; Bottom 25%: 16

Addressable spend (% of total spend) Yes Top 25%: 85; Average: 64; Bottom 25%: 50

Addressable spend in contracts stored in a central repository (%) Yes Top 25%: 100; Average: 74.2; Bottom 25%: 50

Addressable spend managed under contracts (%) Yes Top 25%: 80; Average: 58.3; Bottom 25%: 40

Addressable spend sourced in time period (%) Yes Top 25%: 77; Average: 48.2; Bottom 25%: 25

Addressable spend sourced per sourcing FTE Yes Top 25%: 665256374; Average: 341110549; Bottom 25%: 28116100

Average AP FTE cost per year No Top 25%: 33000; Average: 48735; Bottom 25%: 65000

Average cost per supplier setup No Top 25%: 59; Average: 235; Bottom 25%: 589

Average invoices per AP FTE Yes Top 25%: 21667; Average: 12771; Bottom 25%: 5478

Average operational procurement FTE cost per year No Top 25%: 40000; Average: 64494; Bottom 25%: 87224

Average procurement FTE cost per year No Top 25%: 53042; Average: 78719; Bottom 25%: 104905

Average sourcing FTE cost per year No Top 25%: 70000; Average: 91640; Bottom 25%: 121764

Average supplier discount (%) Yes Top 25%: 2; Average: 1.3; Bottom 25%: 1

Catalog and contract PO count (% of total PO count) Yes Top 25%: 33.3; Average: 14.5; Bottom 25%:

Catalog and contract PO spend (% of total PO spend) Yes Top 25%: 28.2; Average: 12.6; Bottom 25%:

Days payable outstanding Yes Top 25%: 60; Average: 45; Bottom 25%: 30

Demand forecast accuracy (in %) Yes Top 25%: 90; Average: 77; Bottom 25%: 67

Demand planning and forecasting FTEs per billion in revenue No Unavailable

SpotLight


Select your area of optimization

Использование данных системы SAP для поиска областей улучшенийBusiness Process Insights provides a lightweight and free of charge report

to identify improvement and automation potential based on your individual ERP context

Available

already now!

Drill-down into E2E processes

Identify performance impact on business goals

13

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Доступны 3 уровня детализации: From End-to-End Process to Activity

Transaction Flow*e.g. Sales Order Creation

VA01Create Sales

Order

VA03Display Sales

Orders

VA02Change Sales

Order

48h 45s

Activity Flowe.g. Change Sales Order in VA02

Change Customer

Ref.

Change Tax Code

Click Button: Save

7s …30s

E2E Process Flowe.g. Lead-to-Cash

I2CInvoice-to-Cash

O2IOrder-to-Invoice

Q2OQuote-to-Order

L2QLead-to-Quote

Fiori apps for SAP Fiori


Manage your E2E automation in a data driven way

https://jam4.sapjam.com/groups/RYtr8B6ZBTMQb0QAgp2pdq/overview_page/IGhwBpL26D4BALN5cDOzvm


Детализация показателей отчета BSR

1. ST13 1. Поиск показателя

3. Устанавливаем параметры

Экономическое обоснование


Эффективность

Гибкость

&Клиентский опыт

&

Рост выручки

Рост акционерной стоимости

Сокращение затрат

Human Resources

ERP

Operations Supply Chain

Manufacturing

Purchasing

Sales

Finance

Экономический эффект определяется влиянием на статью затрат или выручки


Для бизнес-кейса достаточно этой информации

Business Capability Value Driver Baseline

Обеспечивает конкурентное преимущество бизнеса

Пример: автоматическое формирование проекта договора на поставку услуги

Указывает на статью отчета о Прибылях и убытках, на которую повлияет проект

SAP

Пример:Общехозяйственные и

административные расходы.

Текущее значение управляемых

затрат/выручки, руб.

Пример: 20% от ФОТ кураторов договоров в

дирекциях

Юристы опять вернули договор с замечаниями. Чтобы купить услугу на 1000, нужно потратить неделю.

Проблема

NPV, ROI, PP


Драйверы выгод для front сценариевValue Driver Quantifiable/Strategic KPI ImpactArea BenchmarksImprove customer satisfaction Strategic Customer satisfaction (in %) Revenue Top 25%: 85; Average: 80.3; Bottom 25%: 75Increase conversion of leads qualified Quantifiable Qualified sales leads closed annually (in %) Revenue Top 25%: 50; Average: 39; Bottom 25%: 20

Increase first time resolution rate by field service technicians Strategic Rework orders (in %) SG&A Unavailable

Increase sales force efficiency Quantifiable Sales FTEs per billion in revenue SG&A Top 25%: 41.54; Average: 193.06; Bottom 25%: 495.1Increase service contract renewals Quantifiable Average service contract renewal rate (in %) Revenue Top 25%: 90; Average: 59.7; Bottom 25%: 30

Increase service revenue Quantifiable Annual service and support revenue (% of rev) Revenue Unavailable

Reduce complaints and returns cost Quantifiable Complaints and returns cost (% of rev.) SG&A UnavailableReduce sales cost Quantifiable Sales cost (% of revenue) SG&A Top 25%: 1.67; Average: 4.67; Bottom 25%: 8.99Reduce sales force turnover Quantifiable Sales force turnover rate (in %) SG&A Top 25%: 5; Average: 11.97; Bottom 25%: 20Reduce service and support cost Quantifiable Service and support cost (% of revenue) Pre-tax margin Top 25%: 0.1; Average: 0.7; Bottom 25%: 1.5

Improve compliance to SLA Quantifiable Average service level agreement compliance (in %) Revenue Top 25%: 95; Average: 83.7; Bottom 25%: 70

Improve contact center FTE productivity Quantifiable Contact center FTEs per billion of revenue SG&A Unavailable

Improve customer satisfaction Strategic Customer satisfaction (in %) Revenue Top 25%: 85; Average: 80.3; Bottom 25%: 75Improve field service FTE productivity Quantifiable Field service FTEs per billion of revenue SG&A Unavailable

Increase revenue from new products/services Quantifiable Revenue from new products/services (in %) Revenue Top 25%: 50; Average: 38.2; Bottom 25%: 3

Increase service contract renewals Quantifiable Average service contract renewal rate (in %) Revenue Top 25%: 90; Average: 59.7; Bottom 25%: 30

Increase service revenue Quantifiable Annual service and support revenue (% of rev) Revenue Unavailable

Reduce days in inventory Quantifiable Days in inventory Working Capital Top 25%: 21.5; Average: 57.8; Bottom 25%: 88.3Reduce inventory carrying cost Quantifiable Inventory carrying cost (% of revenue) Pre-tax margin Top 25%: 0.75; Average: 1.3; Bottom 25%: 2Reduce revenue loss due to stock-outs Quantifiable Revenue loss due to stock outs (%) Revenue Top 25%: 0.06; Average: 0.49; Bottom 25%: 0.99Reduce service and support cost Quantifiable Service and support cost (% of revenue) Pre-tax margin Top 25%: 0.1; Average: 0.7; Bottom 25%: 1.5Reduce total logistics cost Quantifiable Total logistics cost (% of COGS) COGS Top 25%: 3.7; Average: 7.3; Bottom 25%: 10.9Reduce warehouse management cost Quantifiable Warehouse management cost (% of COGS) COGS Top 25%: 0.94; Average: 2.19; Bottom 25%: 3.53


Где найти бенчмарки

Value Driver

KPI

Best Practices

Soundbites

Important value drivers present relevant forIndustry, Process and process, which areindicated at Business Area level

Important KPIs present relevant for Industry,Process and process, which are indicated atBusiness Area level

12+ Process, 4 Industry and ProductBenchmarking Surveys Best Practices present

Includes KPI-KPI, KPI-BP and Digital Insights are present

Click on https://valuemanagement.sap.com/ -> “Start a Value Content”

Жмем «Value content»

https://valuemanagement.sap.com/

Ищем и выгружаем в Excel

1. Select Value Driver search criteria by “Search by Industry” or “Search by Products” or “ Search by Lob”

2. Select levels such Industry, Lob and Business Area combination for the required list of value driver

3. After selecting different levels, click on Search4. Keyword

Search

1. Either Select All or Select relevant insights

2. Click on Download

Contact information:

Andrey KuznetsovIndustry Value Advisor

Thank you.

+7 903 796 0492

[email protected]

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Использование инструментов next generation benchmarking и ... · 2021. 3....

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