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Content
Key Business Challenges
Every Angle Use Cases for SCM
Every Angle Business Value for SCM
Customer Reference Cases for SCM
Position the Business Process●1
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Financial administrative processes
Human resource management
Finance and Controlling
Operational processes
Order To
Cash
Supply ChainProcureto
PayPlan
CustomerSupplier DeliverFGMakeSource RM
Supply Chain
RM Make
Plan
FG
Plant Maintenance
SCM in a Simplified Business Process Model
44
Content
Key Business Challenges
Every Angle Use Cases for SCM
Every Angle Business Value for SCM
Customer Reference Cases for SCM
Position the Business Process●1
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●3
●4
●5
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SCM Process Goals, Key Challenges and Use Cases
Goals for SCM
Maximize customer service
Every Angle Use Cases
●Business ResultsBusiness Results
Every Angle Business ValueKey Challenges
The right product in the right quantity and in the right condition with the
right documentation to the right place at the right time
at the right price.
● Higher customer service level.
● Lower work in progress.
● Lower costs.Complexity
Responsiveness vs Effectiveness
Process Dynamics
Market changes, new product laun-ches, changing priorities, etc.
Lack of insight
● Manage customer service levels.
● Supply chain efficiency.
● Production statistics.
● Manage stocks.
66
Content
Key Business Challenges
Every Angle Use Cases for SCM
Every Angle Business Value for SCM
Customer Reference Cases for SCM
Position the Business Process●1
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Improvement Focus Areas in SCM
Improve data
quality
Planning
Quality batch
release
Perfect order
delivery
The right product to the right customer at the right time and at the right price
Streamline
end-to-end
processes
Warehousing
& inbound
Transportation
Compliance
Increase customer service
level
Component
availability
99
Important Every Angle Functionalities for SCM
Functionality description
Goods flow measurement
• Analytics of revenue, purchased and produced goods and intercompany deliveries over time dimensioned in any available property like plant, material group or type, sales or purchase organization, country, planner, distribution channel, order category or type, or any other dimension from the SAP database.
• Planned, actual and target cost analytics for work orders, projects and WBS elements.
Delivery performance
• Delivery reliability in purchase, customer delivery, intercompany deliveries and production orders (taking into account partial confirmations, deliveries and returns).
• Service level. Like delivery reliability, but judged to the “Requested” instead of “Promised” date.• Lead times and lead time differences in purchase, intercompany and customer deliveries and production
orders. • Complaint measurements in customer deliveries, production, intercompany deliveries and purchase.
Stock situation
• Actual stocks, dead stocks, excess stocks and stock shortages.• Weeks on hand, stock coverage date, safety stock coverage, stock run out date.• Projected stock situation.• Unneeded procurements in production, purchase and intercompany, both planned and ordered.
Order network analytics
• Bottleneck types in production, intercompany deliveries, customer deliveries, and purchase, including predicted bottlenecks based on actual goods flow status, and including effect-cause-effect analytics in supply chains.
• Delivery situation, including delivering and dependent order types, number and reliabilities.• Calculated delay, reason for delay.• Reschedule advises when the needed date and the due date of open orders differ.
Data reliability and GRC
• Old work orders, reservations, plan orders, sales orders, purchase orders, forecasts, requisitions and requirements. Invalid and incomplete data.
• GRC checks like duplicate partners and SOD violations.• Incomplete data in material master, BOMs and routings.
1010
PPIs and Supply Chain Performance Measurement
In a Supply Chain, throughput times and lead times are very important: ● numerous important dates
● different type of lead time measurements:● planned/actual date differences
● planned/actual lead time differences
Realized
delivery date
1111
Use Cases Supply Chain Management
ERP Data QualityDetect, Prioritize and Solve
Warehousing
Operational / Execution Operational Management
Measure and Control
Shipping and distribution
• Stock overviews• % of slow movers• Average batch age• Warehouse delivery reliability
• Perfect order measurements• Customer service level/delivery
reliability• Overview of bottlenecks
Warehousing
• Detect and solve (future) stock excesses/shortages
• Batch ageing• Value of blocked stock
• Late deliveries• Prioritize deliveries• Detect and solve potential
sales turnover losses
• Data Correctness (i.e.warehouse parameters material master)
• Data Completeness (i.e. slow / no movers to be deleted, batches (to be) expired )
• Data Consistency (i.e. warehouse units across WH)
• Data Correctness (i.e. sales parameters in material master)
• Data Completeness (i.e. duplicate customers).
• Data consistency (i.e. deliveries in full pallets)
• Shop floor control• Detect (unnecessary) delays• Detect potential future delays• Missing part overview
• Data Correctness (i.e. planning parameters material master) (*)
• Data Completeness (i.e. in-house produced materials without BOM / routing)
• Data Consistency (i.e. pallet information in MM / BOM)
• Factory (plant) output• Service level per factory• Scrap• Lead times
Use Cases
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Content
Key Business Challenges
Every Angle Use Cases for SCM
Every Angle Business Value for SCM
Customer Reference Cases for SCM
Position the Business Process●1
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Use Case and Business Case of Every Angle
Use Case
Improve BusinessPerformance
Higher service level against lower cost, improved working
capital, improved cash flow, etc.
Support Operations Management & Control
Measure KPIs such asservice level, delivery reliability,
process accuracy, output, data accuracy, etc.
Support day-to-dayOperations execution
Bottleneck detection, prioritization & solving
Support SAP ERPdata Quality
Quality of Master dataQuality of Transaction data
Business Value
Every Angle’s Use Cases for Execution
Every Angle’s Use Cases for Operations Management
Every Angle’s Business Value for Business Performance
1414
Focus - Evaluate - Act
Intended Improvement:
Focus Find and list the issues you want to improve
Evaluate Define an associated KPI
Act Build “action lists” pointing people to their improvement actions
Working Capital Service & Revenue Operating Cost Data Quality
1515
Focus - Evaluate - Act: Example Production Order Delivery
Intended Improvement:
Focus
Evaluate
Act
Delivery Reliability Improvement
KPI - historical delivery reliability
List of late production and process orders
Angle with late process/production orders that can be delivered from stock
1616
Focus - Evaluate - Act: Example Future Excess Stock
Intended Improvement:
Focus
Evaluate
Act
Lower Excess Stock Level
Overview of all stocks
Overview of potential future excess stock
Potential excess stock: can these orders be cancelled
1717
Focus - Evaluate - Act: Example “Perfect Order”
Intended Improvement:
Focus
Evaluate
Act
Higher “First Time Right” Processing of Orders
KPI - perfect order: percentage of orders cancelled
Look at the reasons for turnover losses
Analyze the cancelled sales order per rejection code