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©Company confidential 1
BI in FMCG Industry- Raj Basu
©Company confidential 2
Major changes in FMCG industry
• Indian Consumer changes• Larger disposable income• Middle class segment bulging• Greater global exposure • Greater appetite & demand for global products• Differentiated product & service requirements
• FMCG space dynamics• Explosion of products • Explosion of markets (Kirana & Organized Retail)• Rush of new players• Global players bringing process and intelligence maturity• Increasing competition• Supply chain bottlenecks
• Impact on FMCG strategy & operations• Increasing Flexibility
• Outsourced Contract Manufacturing• Demand driven supply chain
• Improving Customer service• Retail outlet segmentation• Customized Retail service• Supply Chain segmentation
• Greater Organizational Alignment• EPM, Divisional Scorecards•Integrated Sales & operations planning
• Greater Customer focus• Demand analysis• Product charateristics
©Company confidential 3
EPM/BI needs of the FMCG Industry
• Rapid EPM adoption for Org Alignment & strategy management• Balanced Scorecards (Strategy Maps, Business Scorecards)• Budgeting, Planning & Consolidation systems• Operational performance management
• Financial Analytics for greater ROCE• Working Capital Optimization (C2C Cycle)
• Debtor Analytics• Payables Analytics• Inventory Optimization
• Treasury Cash Analysis
• Customer Analytics• Trade Promotion Analytics• WD Profitability• Outlet performance• Channel Analysis• Integrated Consumer Demand & market performance visibility
• Supply Chain Analytics• Supply Chain Performance Management• Product Cost & profitability analysis• Operational Planning efficiency• Inventory visibility & optimization• Supply Network efficiency• Spend Analytics
• Operations Analytics• Plant Performance Management• MES Analytics
©Company confidential 4
Key BI Trends in the FMCG industry
• Major Indian FMCG players are making rapid strides in enabling Business & Competitive intelligence as a key differentiator
• Most of the large FMCG companies are centralizing BI as a shared service on a common platform across it’s businesses and brands with a razor like focus on getting Best-In-Class service
• Most of them are already deep into state of art Business Intelligence
• ability to check on an outlet consumption pattern on a handheld before meeting the owner• ability to analyze secondary sales based promotions rather than primary uptake• ability to provide outlet based actionables rather than market level inputs like OOS, poor AVF scores etc
• Global players are even further ahead• Trade Promotion Analytics, Segmentation based promos, supply chain bottleneck alerts, route optimization and advanced forecasting and predictive demand models
©Company confidential 5
EPM Objectives
FMCG majors are interested in implementing a Performance Management (PM) program across the enterprise, in order to align goals and strategies with operational objectives, plans and responsibilities within the organization.
Key Key BusinessBusinessBenefitsBenefits
OrganizationalAlignment
StrategyCommunication
Effective Model ToMeasure Performance
Identify CapabilityDevelopment Needs
Develo
p
Su
peri
or
Con
su
mer
Insig
ht
Ad
op
t N
ew
Tech
nolo
gy F
or
Man
ufa
ctu
rin
g F
lexib
ilit
y
Vision
Strategic
Objective
Functional Objectives
UnitObjectives
IndividualObjectives
Level 0 : Corporate
Level 1 : Business Functions
Level 2 : Units Str
ate
gy C
om
mu
nic
ati
on
Clo
sed
Loop
- F
eed
back
HR Effectiveness
Process Efficiency
Customer Satisfaction
Objective Initiatives
Financial PerformanceFinancial Performance
Measures
Business Performance
Incr ShareHolder value
SustainedProfitable growth
AccelerateOrganic Growth
ImproveProductivity
©Company confidential 6
PerspectivePerspective Key ImperativesKey Imperatives Key QuestionsKey Questions
Financial
Customer
Internal Process
Learning & Growth
Effect
Cause
Results
Action
“Profitability”“Return on Capital Employed”
“Consumer Satisfaction”“Market Share”
“Efficiency”
“Knowledge”
“Innovation”
Vision & Strategy
To Satisfy our shareholder, what financial objectives must we accomplish
To achieve our financial goals, what customer needs, must we satisfy
To satisfy our customers, what internal business processes, mustwe excel in
To achieve & maintain our competitiveposition, how must the organization the Organization learn & improve
Balanced Scorecard incorporates a double loop feedback around both internal business processes and external outcomes
Classic Balanced Scorecard Framework
©Company confidential 7
Decision-making challenges at ITC Businesses
• Business Performance Mgmt – Executive, Functional, Unit Level Scorecards• Employee Performance Mgmt – Personal Scorecards
• Impact of Food FG Warehouse location on Food Categories operating margins• Impact of Leaf stock at ILTD on price elasticity at ITD• Impact of potato sourcing bottlenecks on Bingo Freshness
Fact Based Decision-Making / Actionable Intelligence
Organizational Alignment
Integrated Analysis across value chains
Operational• Exception based operations at the Factories• Stock optimization across supply chain nodes• Fast tracking complaints from High Value Cust• Personnel workload mgmt across stores
Tactical• Targeted Promotions & variable pricing• Outlet Segment specific service packages• Profitability based supply routes• Demand driven inventory management
Analytical CapabilityPerformance Visibility
• Promotion & marketing impact tracking• Supply Chain bottlenecks• SKU velocity• Logistics impact on operating margins• Store Allocation efficiency• Reservation Pipeline vs Forecast• 360 deg Customer Views• 360 deg Supplier views• Cost variance tracking• Order-To-Fulfillment, Cash –To-Cash, Procure-To-Pay cycle times
• Outlet Service Route Optimization• Outlet Segmentation• Analytical Forecasting • Six Sigma Analytics• Price Elasticity Analysis• BCG Portfolio Analysis• Human Productivity Analysis• Loyalty Analytics
©Company confidential 8
EPM driven BI at a US Food Distribution Major
StrategicGoals
StrategicMetrics/Scorecards
DemandInitiatives
• General Analysis• Sales Force Effectiveness• Trade Promotion Effectiveness• Marketing Effectiveness• Market Analysis
• Spend Analysis• Supplier Performance Analysis• Item & Brand Analysis• Bid Analysis• Competitive Analysis
Business Functions - Functional Metrics, Reports, Alerts, Scorecards, What-If Analysis, Guided Analysis
IT Functions - Dashboards, BI Tools, Databases, ETL, Data Models, Metadata
SourcingInitiatives
Supply ChainInitiatives
CustomerInitiatives
Some Analysis Areas
• General Analysis• Segmentation Analysis• Contract Compliance• Business Review Analysis• Customer Profitability Analysis
• Delivery Effectiveness• SKU rationalization Effectiveness• Backhaul Effectiveness• Carrier Performance Analysis
Some Analysis Areas Some Analysis Areas Some Analysis Areas
©Company confidential 9
A single BI System should support the EPM Model
Visual AuditsSales Force
& CRM WD System
Data Warehouse(Data Storage)
BI Layer (Business logic, number crunching, metric/report generation )
Source Systems
SAP
ETL LayerData Extraction, Cleansing, Staging, Transformation & Loading
Corp
TM&D
Sales Distribution
CategoryPerf
BranchPerf
Promo Perf
Finance
ChannelPerf
PlanningPerf
WarehousePerf
LogisticsPerf
NetworkEff
WDPerf
WSDPerf
AMPerf
Outlet SvcEff
RouteEff
CarrierEff
SchedulingEff
CBSC, Food,PCB
Brand PerfMgmt
FinanceOperations
PerfHR Perf
PortfolioPerf
Mkt ResearchPerf
NPDPerf
ProcurementPerf
PlantPerf
R&DPerf
WorkforceEff
HR Perf
Emp Perf
EmpEff
AEPerf
DistPerf
Performance Management Model
Excels PLM HRMS
Outlet Sales, Invoices, Purchase OrdersInventory, Transport Orders, Stock Tr Orders,Salary Advice, re-distribution Costs
Business Plan, Forecast, A/R, A/P,Visual Merch Audit, Production Plans,Market Research, Production Jobs
A common data set populates the entire model enabling :-
• Scalability• EPM, Data, BI Model• System Performance
• Integration• data linkages• business rules
©Company confidential 10
Some benefits of integrated modeling for FMCG
• Impact of raw material shortage on retail offtake
• Analysis of a request for a short runner on • Factory productivity vis-à-vis customer service
• Correlate/factor-in market demand (IMRB) into AE performance
• Decision on extending Promotions based on raw material availability
• Analyze impact of sales strategies/norms on Market standing
• Analyze synergy opportunities like sharing warehouses, transportation sharing and backhauling, reverse logistics etc across categories
©Company confidential 11
Typical BI Transformation Roadmap
Define Performance Mgmt
Model
DefineBI Strategy
Create BI Governance
Model
BI Implementation
BI Change Mgmt
BI Value Mgmt
Supply Chain Transformation
Brand Management Transformation
Process Improvement Transformation
Major Organization Transformations…..
…Need a Performance Mgmt & BI Transformation to empower & measure effect of transformation !!
EPM & BIWorkshops
Awareness CreationAppreciation of Best PracticesIntent Generation
FrameworkMetrics ModelsScorecardsAlertsLinkages/AlignmentsAnalysis FlowsDashboard DesignsBiz Case/ Info NeedsGet Mgmt Buy-In
Technology DriversApp Architecture Data ArchitecturePlatform SelectionVendor SelectionInitiativesRoadmapEffort Estimation
Identify Sponsor Create Steering Comm Create Execution Comm Comm to all stakeholders Set expectations/Time Create Project Plan
Business Requirements System Requirements Design Development Testing Deployment
Training Communication Biz Process Changes Expectation Mgmt Usage Monitoring BI Support Processes Risk mgmt
KPO Customer Service Business Impact BI Perf Mgmt BI RoI BI Enhancements
BI Transformation Roadmap
©Company confidential 12
BI Program Change Mgmt Challenges & Strategy
An effective Change Management strategy for BI Program starts at the Kickoff and ends at satisfactory system adoption and positive customer feedback. However, Change Management is an ongoing process and is part and parcel of an effective BI Governance Model. bringing people on board, convincing them of the value, goading them to use it the right way, measuring business improvements.
BI, being a non-critical business application needs cultural process changes to leverage the investment, which makes it even more challenging and critical aspect of achieving success
People Participation Processes Systems Culture
Change
• Business Sponsorship• Business Buy-In, Ownership• Identify Business Change Agents• Remove Business IT gaps • Remove fear of Retrenchment• Create Senior Mgmt
Champions to spread the message
• Identify and Plan for process changes early on
• Create effective communication channels and joint project plans with other process owners
• Cultural and governance change needs to go along with process changes
• Identify & Plan all system changes early on (Frontline systems may need to have more checks and measureto improve data quality)• Create effective
communication channels and joint project plans with
other System owners• Communicate all system
changes to the Organization
• Business Driven Program • Showcase Business Benefits• Keep business in loop during change in scope• Embed in biz processes like sales review etc• Pre-empt business needs• Communicate effectively• Repeated Multi-media training• Measure adoption, usage and • publish figures• Publish success stories
Key Questions for Change Mgmt PlanningWhat will change ?Why will it change ?How will it change ?Who will change it ?
Change is enabled through 4 key change perspectives
©Company confidential 13
Enterprise BI Strategy for ITC
BI Strategy
Execution Plan
Service & Maintenance
Governance Model
BI Vision BI Needs/Painpoints
BI Business Case
ScopeDefinition
ImplementationRoadmap
& Project Plan
Architecture(Data, System)Tool Selection
Execution Model (Inhouse/Outsource)
Vendor Selection
BI Budget
Service Model(Outsource,
Managed BI Svc)
Service Vendor Selection
ServiceQuality
Management
ServiceImprovement
CustomerFocus
RiskManagement
ValueAssessment
OrganizationAlignment
BI Business Case
•Unique Sales & Customer view•Unique Spend & vendor view•Supply chain wastes•Asset utilization gaps•Higher employee productivity•Greater IT ROI•Single Analysis Platform across biz areas•Excel intelligence democratization !
Business Intelligence Mission (SYSCO):
Provide a single view of timely, accurate, consistent & actionable information across the enterprise through a common user interface accessible anytime, anywhere to authorized users, thereby enabling fact based decision making.
©Company confidential 14
So What’s Driving Trade Promotions?
New product introductions.– In 2003, 33,700 new FMCG items in the US marketplace alone– up from about 32,000 in each of the previous two years.
Declining shelf space. – Median US store size has declined since its 1999 peak of 44,843 square feet, following nine
consecutive annual rises.– Wider assortment range in both North American and European stores constrains shelf space
yet more. Private-label products.
– Private-label products now account for between 15% and 20% of items sold in US supermarkets, 22% in Europe, and a staggering 42% in the UK.
Result - large and rising trade promotion spend– 10 FMCG firms interviewed by Forrester planned 2003/4 trade promotions at 16% gross
revenues It all adds up to more than $100 Billion per year
– Based on 2003 revenues, the 50 largest FMCG manufacturers.– It’s the single largest element of expense for FMCGs, but the least well controlled. Typically
CFOs use a complex tangle of spreadsheets and enterprise app extracts to track trade promotion dollars but have no way accurately to estimate in advance the impact of a planned promotion. CRM based approaches typically just rely on sales estimates of trade promotion impact, thus ensuring that trade promotion accruals and supply chain preparations are based only on guess work
– No wonder senior execs get mauled by regulators and shareholders alike
Source : Forrester Research
©Company confidential 15
Closed Loop Process BEGINS with Analyzing Performance and Opportunities in the Business
Linking Insight and Performance Management with Decision Support
FINANCE
SALES
MARKET INSIGHTS
OPERATIONS
TRADE MANAGEMENT
BRAND / CATEGORYMANAGEMENT
Analyze Performance- During and end
of promotions
1
Plan, Simulate and Evaluate Scenarios
3
Collaborate and Approve New Plans
4Generate new Promotions
Plan/Forecast
5
Negotiate &Sell in Deals
6
Execute Deals
7
Analyze Opportunities for Brands and Markets
2
Analytics
Operational
©Company confidential 16
Only 7% of Manufacturers say that they are highly effective at evaluating promotion productivity.
30
14
49
7
Inneffective Neutral SomewhatEffective
HighlyEfective
Source: Brandweek November 25, 2002/Cannondale Study
Despite such large spends, not many manufacturers have succeeded in measuring promotion effectiveness
“Half of all promotional expenditure is wasted …... the problem is nobody knows which half!”
William H. Lever, Chairman, Unilever Corporation
• Of all investments, promotional spending is the highest whilst knowledge about their return and effectiveness is the lowest.
• For promotions, the driver is what was done the previous year
• Most promotions are NOT evaluated in an objective and systematic fashion
• There are no management KPI’s to measure the business.
©Company confidential 17
2.5%
1.5%
10.0%
ROS
“Manage Promotion
Driven Costs”
“Redeploy Inefficient Spending”
80-90% of promotions are not profitable for manufacturers
Consumers are unaware of 51% of items
bought on sale
Only 50% of manufacturers measure event
profitability
Potential Manufacturer Value Chain Improvement(as a Percent of Sales)
Per
cen
t o
f S
ales
Manufac-turing Labor
Freight Fixed COGS Salesforce Distribu-tion labor
Inventory Carrying Cost
Diverting and All Other
.4-.6%.2-.3%
.2-.4% .3-.6%.1-.2% .2-.3% 0-.1%
Up to 2.5%
Source: Accenture Industry Experience and Trade Promotion Study
EXPANDRETAIN
COSTMINIMIZE
REDEPLOY (OR IMPROVE)
A
B
C
B
BB
A
AA
BB
AA
A
C
B
C
C
CC
C
C
C
C
A
Less Impactful Events
More Impactful Events
Substantial Opportunity for Manufacturers
Research suggests that FMCG manufacturers can achieve up to a 40% increase in return on sales through improved trade promotion management.
©Company confidential 18
Some typical Trade Promotion Effectiveness KPIs
Process Steps KPI Description Type of KPI Source of Information
Role Impacted
Measure the efficiency of the entire supply network to ensure that product is available on the shelf at all times during the promotion
Shelf Availability
% of time that product is available on shelf in the correct shelf during the total time of the promotion
Operational Retailer Inventory System by SKU by shelf location
Brand Manager Account Manager Supply Chain Planner Retail Buyer/Merchandiser
Measure the profitability of each promotion for the entire lifecycle
Promotion ROI
Incremental Revenue less campaign costs, creative costs,
Tactical/Strategic
Manufacturer Sales & Costing systems
Brand Manager Account Manager VP - Marketing
Measure the lift in sales volume due to the promotion
Sales Lift% % increase in base demand post promotion
Tactical Retailer POS systems
Brand Manager Account Manager Demand Planner
Measure the extent of cannibalization due to promotion on other SKUs/Stores
Sales Drop %
% drop in base demand of non-promoted SKUs in promoted Stores and promoted SKUs in non-promoted Stores
Tactical Retailer POS Systems
Brand Manager Account Manager Demand Planner
Measure the extent of Forward Buy by Stores/Accounts
Store/Account Volume
Mismatch between POS sales volume and Store/Account Buy volume during promo period
Operational Retailer POS systems Manufacturer Sales systems
Demand Planner Account Manager
©Company confidential 19
Trade Promotion Analytics – Hierarchy of Needs
• What will happen
• What is happening
• Why did it happen
• What happened
Operational Tactical Strategic
Evaluate Promotions Effectiveness
Ensure shelf availability
Measurement of Sales KPIs – Store level, SKU level, Lift%, Drop%
Determine Order Status
Determine Promotion Costs
Demand Management TP Scenario Planning
Determine and analyse Causals
Customer Behaviour AnalysisInventory Management
Evaluate Store/Account Profitability
Measure promotion impact on sales
volumes
ANA LYTICS
©Company confidential 20
TPM Applications – Key Interfaces
ERP
CRM OperationalApplication
POS
Customer Analytics
Inventory
SYNDICATE DATA
Retailer Promo penetration data
Total cost of promotion
Retailer Invoice data
Inventory Availability
Order Backlog
AnalyticalApplication
Forecast Accuracy
Base Demand
Historical Sales
Trend
Sales Performance
@ Brand-Account level
Customer Master Data
Product Master Data
Price Master Data
SCM
Store Promo Adoption
Consumer Off-take
Channel Spends
Stock-Out data
Consumer Billing Price
Store level forecasts
Planogram Compliance
Sales Returns
Market/Cateogry/Channel Outlook
Consumer Panel Data
Retailer Panel Data
Reports Causal AnalysisException Alerts What-If Analysis Optimisation
FMCG Enterprise Applications
Retailer
Applications
FMCG TPM
Application
Third Party
DataTPM Analytics
©Company confidential 21
Thanks !
©Company confidential 22
Evolution of BI
1995 2000 2005 2015
Incr
easi
ng
M
atu
rity
1990
BI Affordable, Democratized, Mobilized
Pervasive BI(Business Planning, Collaboration)
Data –> Insight, Alerts, Root Cause Analysis
Static Reports -> On-The-Spot Answers
BI –> EPM/CPM
BI -> Greater Integration
Business Intelligence -> Intelligent Business(Exception based Mgmt, predictive analytics etc)
MIS/EIS Reports
B1 2.0
©Company confidential 23
Evolution of BI
1990 1995 2000 2005 2015
Incr
easi
ng
M
atu
rity
Static MgmtReports
DataSilos
IntegratedData
Repositories
PackagedERP BI
Real TimeAnalytics
ExpensiveData
Integration
DesktopOLAP Reports
Excel Excel Excel
Web basedOLAP Reports
OLAP Reports
ExceptionBased
Management
PredictiveAnalytics
CollaborativeBI
Mainframes
DashboardsScorecards
AlertsAnalysis Trails
EPMCPM
TextIntelligence
What-If Analysis
BI 2.0
©Company confidential 24
Unilever Global Network : Connects all regional business units and its customers under one global data pool
Unilever Akili
Global Registry
Global InformationService Center
Data Pool
Unilever Akili : Working together with the business to fulfill consumer whishes better, faster and cheaper
Global Intelligence Framework
Supply Chain Intelligence
Consumer, Shopper & Trade Analytics
Market Trends & Consumer Segmentation
TradeDynamics, promotion
management
NetworkPlanning &
Optimization
CompetitiveIntelligence
Supply Chain & Demand Planning
Global Manufacturing
Integrated Sourcing Hubs
RegionalSupplyChain
Dispersed R&D
Category & Channel Marketing
Collaborative Shopper Value Creation
Regional Category Support
RegionalDemandPlanning
RegionalDistributionStructure
RegionalChannelStrategy
CategoryDevelopmentBy country
CountrySpecificIntelligence
BrandActivationPlans
Enablers
Common Identification StandardsSingle Platform – all regions
Global Data Synchronization
Standardized Processes & Systems
Integrators
Common Business Performance Models
Collaborative Planning
©Company confidential 25
Nestle – GLOBE (Global Business Excellence)
Implementation of harmonized Nestle Business Excellence Best Practices – All Regions
Managing Data as corporate assets – Implementation of single data standard – All Regions
Implementation of standardized information system & technology – all regions
GLOBE - Objectives
Key Initiatives
BusinessBenefits
Effective decisionmaking
Enables Shared Services & reduces cost of operations
Speed to share & Implement new best practices
Supply Chain
Demand Planning Manage risks to targets Global Sourcing Effective hedging Working capital optimization SKU optimization Customer profiling & categorization
Marketing Effectiveness
Consumer & shopper behavior Trade dynamics & channel intelligence Micro Marketing intelligence specific to regional needs Drive operational channel marketing programs
PortfolioEnhancement By Geography, Category & by Product groups Help to optimize product offerings Identify new opportunity for growth of existing products in the global portfolio
StrategicPartner
Help in M&A Identify Cash Flow issues Currency risks Aid in investment opportunities
©Company confidential 26
Reebok – Global Business Intelligence
Sales & Marketing Analytics
Purchase Analytics
Supply Chain Analytics
VendorAnalytics
Financial Analytics
SAP BW
SAP R/3 - AFS(Apparel & Footwear solution)
[NAM, Canada, Japan, Europe, Russia]
SAP R/3 - AFS(Apparel & Footwear solution)
[NAM, Canada, Japan, Europe, Russia]
SAP R/3 - AFS(Apparel & Footwear solution)
[NAM, Canada, Japan, Europe, Russia]
SAP R/3 - AFS(Apparel & Footwear solution)
[NAM, Canada, Japan, Europe, Russia]
mySAP portal
CustomersLogistics Vendors
Forwarders CustomsFinancial
Institutions
Enterprise Exchange Service
Key Benefitsa. Consolidated picture of performance – By brand, By Geo, By Periodb. Fact based decision making – exception based Supply Chain managementc. Driving accountability across organization –metrics ownership from top to bottomd. Better vendor control – vendor scorecardinge. Improved sharing of best practices within organization – visibility across organization
Sales Force
©Company confidential 27
Managed-BI Service Model for ITC
Client Business Team
• BI Program Management• Business Analysts• BI Support
Reporting Services• Generate On–Demand reports, Alerts, Dashboards• Maintain ETL Reporting, Database applications
Analytics Services
ITCInfotech Client Management Team
ITC
In
fote
ch
Govern
an
ce M
easu
res
Meth
odolo
gie
s &
Pro
cess
es
Qualit
y
Contr
ol
(Sco
reca
rds)
SLAs, Joint Planning, Escalations, Business requirements, Financials,Change Management
Complexity Firewall
Client’s Client Client Partner
BI Application Portal (ITD, FBD, Hotels, LRBD)
Systems & Datacenter
Knowledge Services• Business Analytics Services (Segmentation, Price Elasticity etc) • Business Optimization Services (Stock optimization, Route Opt)
Data Management Services• Master Data Management• Data Quality Management
Infrastructure Services• Software Server Management• Hardware & network Management
• SME (SCM, CRMetc)• Analytics Experts
• Architects• BI Engineers• ETL Engineers• DBA
• Data Administrators• Data Analysts
• Hardware Engineers• Network Engineers
Managed Service Vendor FacilitiesSecu
rity
Contr
ol
©Company confidential 28
Financial Analytics
Profitability Analysis
Financial Planning Accuracy
Working Capital Analysis
Brand Analytics
Category & Portfolio Analysis
Marketing Spend Effectiveness
Brand & Market Analysis
TM&D Performance Scorecard
Operational Analytics
Production & Planning Efficiency
Unit Level Scorecard &
Automation
New Product Lifecycle Analysis
Vendor Scorecard
SCOR Measures
Business-Analytics Scope of Integrated BI
Customer Analytics
WD Profitability Analysis
Retail Outlet Analysis
Customer Service Effectiveness
Trade Marketing Analytics
Sales Analysis
Salesforce Analysis
Channel Analysis
Category Analysis
Trade Promotion Analysis
Workforce Analytics
Employee Attrition
Workforce Productivity
IR Effectiveness
Resource analysis
©Company confidential 29
Distribution Performance
Supply Chain Planning efficiency
Supply Chain effectiveness
Supply Network efficiency
Warehouse Performance
S&OP Analysis
Forecasting Accuracy
Planning Adherence & efficiency
Variance Analysis
HR Performance
Recruitment Efficiency
HR Spend analysis
Working Environment Regulation
Effectiveness
Payroll Efficiency
Business-Analytics Scope of Integrated BI
Project Performance Mgmt
Project Planning efficiency
Project Spend & vendor Analysis
Project Execution effectiveness
Project Risk Analysis
Corporate Sustainability Performance
Carbon footprint, variance &
credit analysis
Sustainability Spend Analysis
©Company confidential 30
Integrated EPM/BI Capability
CorpPerformance
TM&DPerf
Sales Distribution
Category Perf
BranchPerf
Promo Perf
Finance
ChannelPerf
Planning Perf
WarehousePerf
LogisticsPerf
NetworkEff
WDPerf
WSDPerf
AMPerf
Outlet SvcEff
RouteEff
CarrierEff
SchedulingEff
CBSC, Food,PCB Perf
Brand PerfMgmt
FinanceOperations
PerfHR Perf
PortfolioPerf
Mkt ResearchPerf
NPDPerf
ProcurementPerf
PlantPerf
R&DPerf
WorkforceEff
HR Perf
Emp Perf
EmpEff
AEPerf
DistPerf