Consumer Goods Presentation - Oracleopnpublic/documents/...• Sign People up for the Webinar!! Agenda • Business Imperatives • Core Processes • Challenges • Business Drivers

Consumer Goods Industry Challenges and Introduction to Core Processes

Karl Steiner, Industry Lead, Consumer Goods, North America

Key Take-Aways

• Understand the consumer goods industry core challenges and business processes

• Understand why Oracle in Consumer Goods• Understand which solution sets to position in

Consumer Goods• Speak with Confidence about Oracle’s ability

to deliver value to CG Companies

• Sign People up for the Webinar!!

Agenda

• Business Imperatives• Core Processes• Challenges• Business Drivers

• Why Oracle in Consumer Goods

• How Can You Uncover Opportunities• How Can You Drive Value Using Oracle

Solutions

The What

The Why

The How

Agenda




Solutions

The What

The Why

The How

Key Business Imperatives

Long Term Sustainable Competitive Advantage

Consumers and Customers

Products Operations

Customer Intimacy

Product Leadership Operational Excellence

Consumer Goods Industry Challenges

Cost PressuresTrade

Promotions

Innovation

Consumer Reach and

Loyalty Supply Chain Complexity

Sustainability

Moving Toward Outside-In Processes“The leaders in the industry are winning because they are building competitive capabilities from the “outside-in”: for example,

• Joint value creation with retailers• Demand sensing and translation• Eliminating stockouts• Perfect product launches• Understanding consumer behaviors and• Using insights to shape demand.”

Tech Trends 2007,

“Application investments are shifting from back office to front office with a focus on business intelligence and knowledge management.”“The focus is on using IT to fuel global growth, not reinvent the corporation.”

Tech Trends 2008,

http://www.amrresearch.com/default.asp

http://www.amrresearch.com/default.asp

Agenda




Solutions

The What

The Why

The How

Oracle Presence in Consumer GoodsSales and Marketing Operations Back Office

ProcessesEnterprise

ArchitectureInnovation

http://images.google.fr/imgres?imgurl=http://www.carrierain.it/img/Clienti/Svizzera/JTI_logo.gif&imgrefurl=http://www.carrierain.it/aziende/Japan_tobacco.asp%3Fserv%3Dpa%26cod%3D1414&h=106&w=150&sz=2&hl=fr&start=3&tbnid=bTVmUaLojlEm3M:&tbnh=68&tbnw=96&prev=/images%3Fq%3DJapan%2Btobacco%2BLogo%26gbv%3D2%26svnum%3D10%26hl%3Dfr

http://www.diageo.com/

http://www.cbrands.com/index.htm

http://www.saralee.com/

http://www.whirlpool.com/home.jsp

http://www.saralee.com/

http://www.brandsoftheworld.com/download/brand/1770.html

http://www.cadbury.com/

http://www.ralcorp.com/

Delivering Profitable Growth

Business• Understand consumer insights• Improve innovation• Optimize promotions• Improve brand loyalty• Sense and respond to consumer

demand• Eliminate stockouts• Reduce supply chain costs• Synchronize data• Improve collaboration

IT• Deploy high-impact solutions

incrementally and rapidly• Work with existing investments• Better utilize information

What Our Customers Are Asking For

Where Oracle Is Investing

Integrated Sales and Marketing

Demand- Driven

Operations

Business Mgmt and

Control

Enterprise Architecture

InnovationFront office

to back office

Integrated Business Planning

http://www.bea.com/framework.jsp?CNT=homepage_main.jsp&FP=/content


Integrated Sales Integrated Sales and Marketingand Marketing

Increase value from consumer

marketing, brand equity and trade

management

DemandDemand--Driven Driven OperationsOperations

Deploy agile operations to

support profitable growth

Business Mgmt Business Mgmt and Controland Control

Enhance efficiency of

business management and control at a lower cost of ownership

Enterprise ArchitectureEnterprise Architecture

Improve business performance, process efficiency, employee productivity, collaboration and scale

InnovationInnovation

Optimize return on innovation

investment

Front office

to back office

Integrated Business PlanningIntegrated Business Planning

Integrate financial, sales and operational planning

Innovation Strategy

- Develop Innovation Targeting

- Develop New Product Business Planning

- Segment Customer/ Consumer

- Model Demand- Integrate to Corporate

Strategy

New Product Introduction

- Manage NPI Projects- Collaborate Internally

and Externally- Manage, Validate and

Screen Ideas- Manage Product

Structure- Support ECM and

Document Mgt- Manage Formulations

and BOMs- Manage Packaging and

Labeling- Ensure Compliance

and Quality- Manage Suppliers

Portfolio Management and

Optimization

- Group Projects into Portfolios

- Analyze Portfolio Metrics Against Innovation Objectives

- Deliver Constraint- Based Optimization of Portfolios Against Key Performance Objectives

Performance Management

- Monitor Sales- Evaluate Product

Performance- Manage Product Cost

and Profitability Analysis


Demand- Driven

Operations

Business Mgt. and Control

Innovation

End-to-End Innovation Process

Business Intelligence / Master Data Management / Middleware

Brand and Category

Management

Sales and Marketing Strategy

- Integrate to corporate financial planning and strategy

- Develop and allocate budgets

Price Management

- Manage quality- Manage production costs

- Schedule production

- Manage contract manufacturing

- Execute/ monitor manufacturing processes

Consumer Marketing

Trade Management

- Analyze price performance

- Plan and optimize pricing

- Provide pricing recommendations and negotiate with customers

- Publish and coordinate customer price lists

- Execute pricing and enforce policies

- Deliver pricing intelligence

Demand Signal Management

- Capture daily retail data (PoS, shipments, inventory)

- Capture syndicated data

- Analyze data for performance management at the promotion, category and brand level

- Evaluate retailer insights

End-to-End Sales and Marketing Process


- Develop trade promotion plans

- Manage accounts- Manage trade promotions

- Plan and execute retail coverage

- Interface with deduction and settlement management systems

- Create consumer marketing plan

- Gather consumer data

- Analyze consumer data for segmentation

- Develop and execute consumer campaigns

- Manage consumer loyalty

- Coordinate with Brand and Category marketing plan

- Analyze PY performance

- Create Brand and Category marketing plan

- Develop trade marketing programs

- Develop promotions, merchandise and displays

- Evaluate program effectiveness at the brand and category level


Demand- Driven

OperationsBusiness Mgt.

and ControlInnovation

Sales and Operations Planning

- Collect supply data

- Balance supply and demand

- Create final enterprise plan

- Monitor and revise plan

Demand Management

- Collect demand data

- Collect future marketing and sales plans

- Forecast demand

- Collaborate on demand forecast

Manufactur- ing

- Manage quality- Manage production costs

- Schedule production

- Manage contract manufacturing

- Execute/ monitor manufacturing processes

Warehousing

- Receive loads- Crossdock- Put away- Manage inventory

- Manage waves and pick

- Consolidate orders

Supply Chain

Planning

- Determine supply network constraints

- Select network- Determine supply/ demand variability

- Determine safety stock levels

- Determine order policies

- Create inventory plan

- Create production plan

Transpor- tation

- Source carriers

- Plan shipments

- Manage transportation orders

- Schedule appointments

- Load trucks- Track shipments

- Pay carriers- Bill customers

Sourcing & Procurement

- Manage supplier negotiations

- Manage supplier agreements

- Manage supplier and item information

- Manage purchase orders

- Track and manage delivery

- Manage invoices

- Manage payments

Order Fulfillment

- Manage sales orders

- Manage demand release

- Bill customers- Manage

revenue- Process

customer payments

- Manage returns

- Manage A/R balances

End-to-End Demand-Driven Operations Process


Demand- Driven

OperationsBusiness Mgt.

and ControlInnovation






management











investment

Front office

to back office



Enterprise Performance Management Integrated Business Planning

Application Foundation

Analysis and Reporting

Goal Setting

Financial Modeling

Financial Planning & Budgeting

Integrated Operational Planning

Functional Operational Planning

Functional Execution

Business Goals

Long Range Targets

Annual Targets

Operational Policies

Execution Plan Execution Status

Baseline Plans

Aligned Plans

Integrated Business Plan

Metrics and Scorecards





management











investment

Front office

to back office



Enterprise Architecture Rationalize IT Spending

MfgMfgCRMCRM

FinancialsFinancialsOrderOrderMgmtMgmt

MfgMfgCRMCRM


Division 1Division 1

SalesSales OperationsOperations AccountingAccounting



PartnerPartnerSystemSystemMfgMfgCRMCRM


MfgMfgCRMCRM






PartnerPartnerSystemSystem

Rigid Complex Expensive

Flexible Tailored Extensible

Integration Architecture

Consolidate/Federate shared information into one place

Cleanse data centrallyShare data as a single point

of truth as a service

Master Data Management Clean data for the enterprise

Lower data management costsBetter reportingEnterprise foundation for agility

& innovationETL

ETL

Middleware Application Integration Architecture

BI/ DW

Web site

Call CenterSFA PartnerFusion

App

FusionApp

Call SCMERP2 LegacyERP 1

MDM

PackagedPackagedETL MapsETL Maps

UniversalUniversal AdaptersAdapters

IVR, ACD, CTIIVR, ACD, CTIHyperionHyperionMS ExcelMS Excel

Other Data SourcesOther Data Sources

Ad-hoc Analysis

ProactiveDetectionand Alerts

MS OfficePlug-in

Reporting & Publishing

Interactive Dashboards

DisconnectedAnalytics

Web Services

Oracle BI Applications

SalesService & Contact Center

MarketingOrder

Management & Fulfillment

Supply Chain Financials Human

Resources

Enterprise Visibility

Oracle BI Apps built on

Oracle BI EE Suite• Prebuilt Hierarchies, Drill Paths, Security, dashboards, reports• Common Enterprise Information Model

• Based on industry and analytic best practices

http://www.sap.com/index.asp

http://www.siebel.com/

CG Analytics Insight Across All Customer Touchpoints

• Capture data from any source (e.g., POS, Retail-Link, IRI/ACN)

• Graphically rich, intuitive UI; tailorable

• Pre-built (yet extensible) analytics

• Support mobile / handheld devices

• Designed for tight integration with customer interaction systems

• Role-based dashboards & reports:Marketing- Promotion profitability & ROI- Trade fund management- Store-level activity monitoringSales- Trend tracking, actual vs. target- Category analysis- Out-of-stock potential

Enterprise Architecture Rationalize IT Spending

• Fewer, more strategic vendors• Standardize processes and consolidate

information • Buy vs. Build• Eliminate redundant and niche applications• Risk and compliance are strategic issues• Integrate performance management silos• Modernize legacy applications• Simplify infrastructure• SaaS delivery modelShift IT Spending from Infrastructure

to Strategic Investment

Reduce Complexity and Cost





management











investment

Front office

to back office



Oracle Solutions for Consumer Goods

End-to-End Comprehensive Consumer Goods Template


Transportation Management


Consumer Marketing

Brand Management

Trade Management


Manufacturing

Enterprise Performance Management

Business Process Integration

Master Data Management

Business Management and Control


Demand-Driven OperationsInnovation

Industry Processes

Business Transformation

Role-Based Dashboards

Oracle Solutions for Consumer Goods





Consumer Marketing

Brand Management

Trade Management


Manufacturing







Industry Processes



Agile

Siebel

Siebel

Siebel/Demantra/EBS TM/OBIEE

OTM

EBS/JDE

New Oracle Solution

Hyperion Demantra

EBS/JDE

EPM/BI

Fusion Middleware

Fusion Middleware

MDM

Oracle Accelerate for Consumer Goods





Consumer Marketing

Brand Management

Trade Management


Manufacturing







Industry Processes



Agile

Siebel

Siebel

Siebel/Demantra/EBS TM/OBIEE

OTM

EBS/JDE

New Oracle Solution

Hyperion Demantra

EBS/JDE

EPM/BI

Fusion Middleware

Fusion Middleware

MDM

Key Stakeholders




Industry Processes


CEO/CFO/COO/CIO

CEO/CFO/COO/CIO/VP HR

VP R&D/QA

VP Marketing

VP Sales

VP Operations

VP Supply Chain

VP Logistics

Agenda




Solutions

The What

The Why

The How

Discussion Points

CEO/CFO • How do you rank your most effective ways to immediately impact your top and bottom line performance?• What is the second largest line item in your corporate financials? (hint: TRADE PROMOTION FUNDS)• Can you tell a board member what the top three products bring in promotional ROI• What percentage of trade funds do you spend to gross revenues?• Are your trade marketing and promotion programs in compliance with regulations and laws?

Sales and Marketing

• Are you able to generate a consensus forecast with one number across all organizations in the company?• How do you generate your consumer insights? • What tools do you have in place that can analyze POS, syndicated and shipment data at all levels of the product hierarchy?• How do you align your brand and category marketing with trade promotion to achieve the highest ROI and consumer response?• How do you translate consumer demand signals to tactical and strategic response?• Are your company analytical tools enabling the highest quality and accuracy of visibility to your consumer and customer

activities?• How long does it take you to go from budget to finalized promotional plan?• What effective measurement indicators and metrics are in place for retail coverage planning and execution?• How quickly can your teams react to a promotion that is performing out of compliance with the plan?

Supply Chain • How do you align supply chain plans with brand, category, and trade promotion plans?• What are the key performance indicators and metrics you use to measure effectiveness of trade promotion?• Can you generate near real time measurements on supply chain execution?• Do you have tools to collaborate with the retailers and distributors to ensure alignment of objectives and compliance?• Can you rapidly and effectively communicate problems throughout the organization to provide immediate response and

solution?• What is your current “out-of-stock” rate and how are you closing the gap?• How closely aligned is your demand plan to actual supply performance?

Administration/ Operations

• Are your approval routing systems able to give you immediate, intelligent and accessible executive approvals?• Does your fund management have superior accounting integrity, flexibility to handle multiple funding types, and immediate

financial results analysis?• Can your TPM system accommodate rules, terms and conditions for marketing programs that drive compliance throughout the

validation, audit and settlement process?• Does your field sales and marketing team have access to financial and promotion activity on a real time basis?• What is the turnaround time for claims and deduction processing?• What is the “days outstanding” and aging curve for deductions?

What Customers are Achieving…Used Siebel eCG to gain a +15% increase in sales productivity, and an ROI of +15% within 1 year

Reduced trade promotion planning time from 7 weeks to 2 weeks with Siebel TPM

Reduced new product development time by 30% with Oracle Agile PLM

Increased order fill rate from 55% to over 95%, increased inventory turns from 3x to 6x per year and reduced logistics costs by 65% with Oracle Demantra

Reduced direct mail costs down by 57% and achieved response rates of up to 62%

Why Oracle in Consumer Goods

Significant industry presenceComplete – Open – Integrated Oracle investments aligned with industry direction (shift to front office)Convergence of solutions, middleware and database

“Oracle’s applications licensing growth during FY 2008 was largely attributable to improved sales of industry-focused solutions beyond traditional enterprise resource planning (ERP).”

“A key decision criterion for enterprise applications is how compelling and clear the vendor’s vision for the future is. Oracle’s vision for the future of its apps business is now clearer and more compelling than that of archrival SAP.”

Which Has The Better Apps Strategy: Oracle or SAP? (Oct 2008)

Key Take-Aways

• Understand the consumer goods industry core challenges and business processes

• Understand why Oracle in Consumer Goods• Understand which solution sets to position in

Consumer Goods• Speak with Confidence about Oracle’s ability

to deliver value to CG Companies

• Sign People up for the Webinar!!

CG University Miniseries

• Total of 10 30-minute webcasts with assessments

• Location: Consumer Goods Industry Training Page

Topic Owner

1 Consumer Goods – Industry Challenges and Introduction to Core Processes Bernard Goor

2 Consumer Goods – Innovation Bernard Goor

3 Consumer Goods – Integrated Sales and Marketing: Process Overview Rob Hand

4 Consumer Goods – Integrated Sales and Marketing: Consumer Marketing Karl Steiner

5 Consumer Goods – Integrated Sales and Marketing: Trade Management Rob Hand

6 Consumer Goods – Demand Driven Operations: Process Overview Paolo Maraziti

7 Consumer Goods – Demand-Driven Operations: S&OP Mark Gordon

8 Consumer Goods – Demand-Driven Operations: Transportation Management Kerry Wigginton

9 Consumer Goods – Positioning EBS/JDE Herbert Klein

10 Consumer Goods – Enabling Business Transformation with Enterprise Architecture Matt Johnson

http://ouweb.us.oracle.com/industries/consumer.html

Questions

Customer Reference Slides

• Learn the high level message for each slide• Confidently use it in a conversation


Before

Manual processes using hundreds of spreadsheetsDisconnected decision making within functional silosLack of alignment across sales, marketing and operations plansLong planning cycle times due to batch oriented planning modules

Global manufacturer and marketer of high-quality, brand-name products for consumers throughout the world

After

Integrated planning models across sales, marketing and operationsOperational decisions based on financial impact assessmentImproved alignment across demand plan, sales promotion plan, capacity plan and financial planReduced planning cycle times in line with business needs

37

H.J. Heinz optimizes trade spend to maximize revenue and profitability

CUSTOMER PERSPECTIVE“Siebel Systems has provided our field organization a best-in-class platform for planning and trade management applications with which to provide better service to our customers with greater visibility into business trends," - George Chappelle, vice president and chief information officer, Heinz

COMPANY OVERVIEWHeinz is a global US-based food company producing condiments, meals and snacks and sell in over 50 countries.More than 45,000 employees

CHALLENGES/OPPORTUNITIESIneffective sales processes and reportingInaccurate demand planningDetermining liabilities difficult because numerous planning spreadsheets existOut of stocks reduce profitability of promotionsLimitation of incentive in fixed fund scenarios

SOLUTIONSImplementation of Siebel eCGTrade Promotion Management, Trade Funds (Live accruals), Analytics700 users, 250 remote users100% web-based

RESULTS

ROI of +15% within 1 year+15% increase in sales productivity100% User adoptionImproved customer relationships

Organic Valley Sales and Operations

PlanningCOMPANY OVERVIEW

Organic Valley and it’s two sister companies, Organic Prairie and Organic Logistics is one of the up and coming CG suppliers in the rapidly growing natural and organic foods industry. They were founded in 1988 in Lafarge, WI, USA, and are forecasting a goal of $550M (USD) for 2008. As a cooperative, they have over 1,200 farms supplying them products ranging from dairy to soy, meat to produce and eggs.

CHALLENGES/OPPORTUNITIESRaw Material Challenges, with Lead-times of 1-3 years

Variable material quantities with little notice. Highly perishable, 24-72 hours; Sourced from 1,000 farms across 25 states. Finished Goods Challenges: Highly perishable, 1-20 days; Co-pack +60 plants across US and Ship to all 50 states

High Growth rate +20%. They are small and have a very limited budget, with the inability to have a serious input to the retail category decisions.

SOLUTIONSOracle Demantra

Predictive Trade PlanningPromotion OptimizationDeduction and Settlement ManagementDemantra Analytics

Launched Project Viper in 2005, Implemented in July 2006

RESULTS• Reduced overspend by +$6M to controlled

spend rate within budget• Improved fill rate to 98.5%• Dramatically reduced forecast variance

with more predictable outcomes (See above chart)

• Outpaced the industry growth rate by 25% • Reduced price impact analysis from 3 days

to 30 minutes!• Improved supplier confidence with the right

product, the right store, and the right time• Enabled the move from a regional supplier

to a national player

From this: to THIS:

© 2008 Oracle Corporation – Proprietary and Confidential

CUSTOMER PERSPECTIVECOMPANY OVERVIEW• Leading producer of dairy & agricultural products• Industry:Consumer Products• Revenue: US$ 7.6 Billion – Farmer owned co-operative• 7500 employees in 50 countries. HQ – St Paul Minnesota

CHALLENGES/OPPORTUNITIES• Replace disparate IT systems with JDE E1 across the enterprise• Develop standardized & integrated processes• Reduce the number of systems & interfaces required to support the

business (Simplify and reduce risk)• Reduce transportation cost• Support the ability to locate and trace product from material receipt

to the customer

SOLUTIONS• Oracle – J.D Edwards EnterpriseOne 8.12 (Upgrade Live July 07)• Oracle _ PeopleSoft Internal Controls Enforcer• Oracle Transportation Management (Dairy foods go-live July 07)• Oracle Operational Planning• Oracle Freight Payment, Billing & Claims• Oracle HR/Payroll

RESULTS• Benefits – $11M annual impact• $0.5M one-time P&L benefit• $16M one-time working capital

benefit• $59M total 5 year benefit• Core applications reduced by 60%• Single integrated view of

customer, channel and inventory across the supply chain

September 2006

Land O’ Lakes – J.D. Edwards

Pending customer approval – Internal Use Only

Internal Use ONLY!


CUSTOMER PERSPECTIVE“As customers become more demanding and competition more fierce, it is critical that we can delineate between customer requirements and needs, and JD Edwards has the capability to help us meet those needs.”Margaret Neel Stratton,Director of Logistics

COMPANY OVERVIEW• Serves customers in North America• Manufacturere and Distibutor of Chocolate and confections• Employees: 700 • Revenue: NA – Parent Lindt & Sprungli

CHALLENGES/OPPORTUNITIES• Enable faster, more flexible reporting for improved financial

analysis and decision making. • Improve data integrity to strengthen management reporting and

compliance with International Financial Reporting Standards.• Improve inventory accuracy and customer satisfaction.

SOLUTIONSOracle / JDE

• Financial Management• Supply Chain Management (Demand Consensus)• Logistics• Manufacturing• Warehouse Management

RESULTS• Faster, more flexible reporting improves

finanical analysis and decision making• 50% reduction in time for financial month

closings• Real time visibility into sales and

inventory to support rapid growth• 99% increase in inventory accuracy

Ghirardelli Confections


CUSTOMER PERSPECTIVE“With Oracle E-Business Suite, we’ve moved from a very complex and costly IT infrastructure to an integrated platform running on a single instance.”Alex Huang, Chief Operating Officer

COMPANY OVERVIEW• One of the most recognizable brand names in the consumer-

goods industry, Thermos L.L.C. manufactures a wide range of insulated products.

CHALLENGES/OPPORTUNITIES• Legacy systems a hodge-podge of incompatible software• Inefficient warehouse and shipping operations• Customers demanded faster turnaround and RFID

SOLUTIONS• Single-instance Oracle E-Business system• Adopted most of EBS built-in business flows• Integrate financial systems with operations

RESULTS• Achieved ROI of 222%• Investment paid for itself

immediately• On track to realize benefits of

US $6.2 million• Increased warehouse productivity

by 29%• Cut inventory carrying costs• Positioned to meet new standards

in retail industry

Thermos


H. J. Heinz Innovation

CUSTOMER PERSPECTIVE"Agile Prodika [now Oracle] has greatly improved our raw material, supplier, and product intelligence. Information which used to take weeks to gather is now a natural extension of our day-to-day business processes." Deb Crosby, Chief Quality Officer

COMPANY OVERVIEWH. J. Heinz Company manufactures and markets processed food products throughout the world. Principal products include ketchup, condiments and sauces, frozen food, soups, beans and pasta meals, infant food and other processed food products, which are sold to consumers, as well as foodservice and institutional customers.Revenues (2006): $9.0 Billion; employees (2006): 33,000

CHALLENGES/OPPORTUNITIESProliferation of specifications (from finished products to ingredients)Limited visibility and security with data stored in multiple manual systemsInconsistent specification management processInconsistent and slow new product introduction process

SOLUTIONSAgile Product Lifecycle Management for Process

Agile Product Data Management for ProcessAgile Formulation and Compliance for ProcessAgile Product Supplier Collaboration for ProcessAgile New Product Development and Introduction for Process

Launched Project Viper in 2000Implemented in over 175 sites, in 21 languages/cultures, with over 4,500 registered users

RESULTS• Simplification and global standardization of

business processes• Global information visibility with one single

“version of the truth” (data accessible in seconds vs. weeks)

• SKU rationalization and reduction of number of specifications (30% reduction in SKUs)

• Faster new product introduction cycles (reduced labeling cycle from 45 to 7 days)

• Improved supplier collaboration


CUSTOMER PERSPECTIVE“The ability to have Trade Promotion Management really be embeddedwith the demand plan and integrated post-analysis, all in one tool -- that is the one key that no other manufacturer of this type of product could accomplish.”Larry Rencken,Chief Information Officer

COMPANY OVERVIEW• Serves customers throughout the U.S. and in more than 35

countries and territories around the world• World’s leading marketer of Concord and Niagara grape-based

products.• Employees: More than 1,350 • Revenue: More than US $730Million

CHALLENGES/OPPORTUNITIES• Manage, analyze, and understand the effectiveness• of the thousands of trade promotions they ran annually• Replace the complex, cumbersome, and error prone set of Excel

spreadsheets they were using to manage parts the process• Reduce the hundreds of hours each month to complete and

consolidate• Impact the productivity of their sales force in administering the

trade promotion process• Reduce the associated risks with respect to their spending,

revenues, and profits

SOLUTIONSOracle / Demantra

• Trade Promotion Management• Demand Planning• EBS OPM

RESULTS• One-number forecast, with increased SKU-

level accuracy• 1% reduction in trade spending• Millions of dollars saved in supply chain

costs• Productivity improvements in Headquarters

Sales, Field Sales, and broker sales force

September 2006Pending customer approval – Internal Use Only

Welch’s Integrates TPM, Demand Planning, and Promotion Analytics to Drive One-Number Planning

Documents

Consumer Goods Presentation - Oracleopnpublic/documents/...• Sign People up for the Webinar!! Agenda • Business Imperatives • Core Processes • Challenges • Business Drivers