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1 © 2014 Steelwedge Software, Inc. Confidential.
Single Line of Sight: Plan, Perform, Profit
Agility Webinar Series
Collaborative Demand Planning:
A Requirement for Successful
Integrated Business Planning (IBP)
2 © 2014 Steelwedge Software, Inc. Confidential.
Agenda
• KPMG
• Introductions
• Integrated Business Planning—KPMG PoV
• Critical Collaborative Demand Planning Elements for Successful IBP
• Steelwedge
• Platform Overview
• 4 Keys to IBP Success
• Collaborative Planning Workflows, Analysis and Reporting
3 © 2014 Steelwedge Software, Inc. Confidential.
KPMG / Steelwedge
Webinar
Integrated Business Planning
December, 2014
kpmg.com
4 © 2014 Steelwedge Software, Inc. Confidential.
2© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Agenda
THANK YOUCritical Collaborative Demand Planning Elements for Successful IBP
Introductions1
Integrated Business Planning – KPMG PoV2
3
5 © 2014 Steelwedge Software, Inc. Confidential.
4© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG Presenters: Mark Levy and Peter Yu
Background
Mark is a Managing Director in KPMG’s Advisory Services practice where he is the leader for
the Integrated Business Planning (IBP) service offering
He has 25 years of experience in strategy and operations serving companies with complex
product portfolios and extended supply chains. Mark has spent the bulk of his career improving
processes and systems across multiple tiers of the value chain with a focus on cross-functional
and cross-enterprise solutions.
Before resuming his consulting career, he was VP Products at RiverOne responsible for
defining and building a multi-tier collaborative SaaS solution that was acquired by i2
Technologies in 2006.
Mark holds degrees from Stanford, Wharton, and Penn Engineering.
Mark T. LevyManaging Director, Customer and
Operations Advisory Services
KPMG LLP
Irvine, CA
Tel 949-885-5870
Peter J. YuDirector, Customer and Operations
Advisory Services
KPMG LLP
Chicago, IL
Tel 312-665-1397
Background
Peter, a director in KPMG Advisory Services, has 16 years experience in supply chain
transformation consulting experience in the Hi-Tech, Consumer Packaged Goods, Retail,
Industrial Products, and Automotive Industries. He has expertise in Integrated Business
Planning (IBP/S&OP) process improvements, and is one of the leading members of IBP/S&OP
offering team at KPMG.
Peter also has a strong background in global supply chain processes and systems
management with a focus on advanced supply chain planning (Global Demand, Supply,
Inventory, Capacity Planning) across a number of industries.
Peter holds graduate and undergraduate degrees in Industrial & Operations Engineering and
Computer Science from the University of Michigan, Ann Arbor.
6 © 2014 Steelwedge Software, Inc. Confidential.
6© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Experience based client confidence
Driving value across the extended
enterprise supply chain
KPMG culture
of accuracy
KPMG tradition
of delivering
measurable results
Customer & Operations has a global network of over 3,000 partners &
practitioners working across supply chain and operations, customer analytics, business integration and innovation.
AMERICAS
> 850 Professionals &
Partners
across Strategy &
Operations
EMEA
> 1400 Professionals &
Partners
across Strategy & Operations
Our Differentiators
Focus on total value delivered:
Comprehensive view to maximize value from
customers’ customers to suppliers’ suppliers
Sustainability of benefits: Overriding focus
on structural improvements and knowledge
transfer to deliver sustainable benefits
Genuine insight: Experienced practitioners
with methods, domain knowledge, industry
insights and cross-functional capabilities to
tackle complex challenges
Strategic solution provider relationships: Allows us to provide clients with differentiated,
market-leading solutions
Trusted advisor: Objectivity in
recommendations and solution design
Global reach: Network of professionals in all
major sectors and countries to address global
client needs – with global centers of excellence
850+ supply chain professionals globally
(250 in America, 500 in EMEA and 100 in ASPAC)
KPMG’s Customer & Operations Advisory Overview
ASPAC
> 850 Professionals & Partners
across Strategy & Operations
7 © 2014 Steelwedge Software, Inc. Confidential.
8© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG’s Operations Practice:
Balancing Multiple Objectives – Revenue, Assets, Cost, and Risk
Deliver value from product
and service innovation
Optimize asset portfolio
Profitably enter new markets or channels
Profitably deliver the
customer experience
Build scalable supply chains
Effectively collaborate with customers and channel
partners
Configure supply chains to
achieve low cost
Engineer planning and
execution to optimize
performance
Implement continuous and step-
change improvement programs
Deliver compliance
requirements and manage
enterprise / operational risk
profile
Build flexible and resilient
supply chains
Measure, monitor and govern
Executive
Agenda
8 © 2014 Steelwedge Software, Inc. Confidential.
10© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
5 Pillars of Supply Chain Excellence:
Principles to Design and Operate Customer Centric Supply Chains
We work with our clients to drive value across the extended supply chain
Manage
innovation and
design supply
chains that
support, enhance
and enrich the
customer
experience
Design, configure
and integrate
operations
networks and
supply chains
across the
extended
enterprise supply
chain
Transform the
traditional supply
chain into a
demand driven
multitier network—
eliminating
information latency
and improving end-
to-end visibility
Design and
implement lean
and flexible
operations and
supply chain
processes across
the extended
enterprise supply
chain
Identify sources of
operational risk
and help them use
flexibility,
extended
enterprise
visibility and
analytics to be
more resilient
Purpose Built Globally Integrated Demand Driven Lean & Agile Resilient
• Supply Chain Risk
Assessment
• Supply Chain
Resiliency Strategy
& Implementation
• Lean Six Sigma
• Product Lifecycle
Management
• Working Capital/
Cost Optimization
• IT Enabled Process
Transformation
• Supply Chain
Collaboration
• Demand Driven
Operations
• Operations
Strategy
• IntegratedBusiness Planning
• Value Chain
Management
• Supply Chain
Segmentation
• Supply Chain
Scalability
• Cost to Serve
9 © 2014 Steelwedge Software, Inc. Confidential.
12© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Our Point of View
Integrated Business Planning (IBP) Definition and Objectives
Integrated Business Planning (IBP) brings strategic planning, finance, supply chain, sales, marketing and product
development into a unified planning operating model to drive transformational performance improvement
decisions
…enables an organization to optimally collaborate and address
critical, cross-functional business decisions across the product
lifecycles…
…and delivers cross-enterprise alignment of planning and execution
processes to improve predictability and financial performance while
managing risk
Integrated Business Planning (IBP) harmonizes financial
and operational processes with customer demand…
10 © 2014 Steelwedge Software, Inc. Confidential.
14© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Our Point of View
IBP Process Model Synchronized with E2E Supply Chain Planning
IBP is enabled by multiple planning processes
Supply Planning
Product & Portfolio Strategy
Product Roadmap (NPI/EOL)
Strategic
Planning
Strategic
Plan
Forecasting
Sales
Forecast
Budget/
AOP
AOP/
Budget/
Marketing
Forecast
Customer Collaboration Vendor / TPM Collaboration
Vendor
CommitsInventory
Constrained
Demand-Supply
Plan
Operations
Scenarios
Demand
Planning
Unconstrained
Demand Plan
Financial
Analysis
(Pre-IBP)
Demand-
Supply
Scenarios
Pro forma
Financials
Refined
Ship Plan
1
2 3 4
5
6
Executive
IBP
7
Statistical Forecast
SC
Strategy
Inventory Plan
Assumptions Package
Capital
PlanningPlan of
Record
BOMFcst/Orders Inventory Promos
KEY:IBP Owned
e2e SC Planning
Proposed
Ship Plan
Webinar Focus
11 © 2014 Steelwedge Software, Inc. Confidential.
16© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Our Point of View
IBP Leading Practice Process Flow
IBP
COE
Owned
Pa
rtn
ers
Fin
an
ce
SC
M / O
ps
Ma
rke
tin
gS
ale
sP
rod
uc
t
Financial Analysis
(Pre-IBP)
Forecasting
Bottoms Up
Sales Forecast
Vendor / TPM Collaboration
Product & Portfolio Strategy
Product Roadmap
Account Pipeline
Tops Down
Market Forecast
Market Forecast
Baseline Statistical
Statistical
Forecast
Consensus
Process
Demand
Planning
Unconstrained
Demand PlanSupply Planning
Ops Scenarios
Constrained
D / S Plan
Customer Collaboration
Consensus
Unconstrained Demand Plan Pro forma Financials
Constrained
Demand-Supply Plan
Refined Ship Plan
Financial
Scenarios
E
x
e
c
u
t
i
v
e
I
B
P
Cycle Prep
Assumptions
Package
Inventory Plan
AOP/
Budget/
Capital
Vendor
CommitsInventory BOMFcst/Orders Inventory Promos
Webinar
Focus
12 © 2014 Steelwedge Software, Inc. Confidential.
18© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Our Point of View
KPMG IBP Process Framework
■ Forecasting: Delivers unconstrained forecasts to Demand Planning from Sales, Marketing, Product Management, et al using
a variety of techniques (pipeline management, promotional forecasting, and co-planning/CPFR)
■ Demand Planning: Uses multiple forecast inputs to create a demand plan aligned with financial goals. Demand Planning
refines the plan through a rapid meeting cadence and feeds the approved consensus demand plan to Supply Planning
1.0
Collaborate with
Customer
2.0
Generate Forecast
3.0
Manage Demand
1.1
Capture customer
key data (i.e. POS,
forecast, inventory,
etc.)
1.2
Conduct analysis to
Identify issues,
disconnects, promo
impacts, and
measure performance
1.3
Refine customer
forecasts based on
analysis and key
events
1.4
Collaborate with
customer to align
forecast, promo,
transitions plans, and
resolve issues
1.5
Make commitments
to customer
1.6
Track KPIs and
highlight on-going
issues and root-
causes
2.1
Review Assumptions
Package
2.2
Create statistical
baseline forecast
(sell-thru preferred)
2.3
Capture sales
pipeline, and create
forecast, including
event / promotional
lifts
2.4
Understand TAM and
market trends to
create top down
Marketing forecast
input
2.5
Publish
unconstrained
forecast(s) to
Demand Planning
3.1
Publish Assumption
Package
3.2
Identify major
changes from
previous cycle, and
convert sell-thru to
sell-in
3.3
Investigate
inconsistencies
between assumptions
and forecasts (i.e.
Promos, NPI/EOL)
3.4
Compare and identify
major gaps between
operational plan vs.
financial targets
3.5
Create proposals to
close gap with
financial plan, if
feasible
(i.e. promos, price)
3.6
Drive consensus
demand planning
process
3.7
Track KPIs including
plan accuracy and
highlight ongoing
issues and root
causes
Forecasting vs. Demand Planning Definitions
13 © 2014 Steelwedge Software, Inc. Confidential.
20© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Our Point of View
Successful IBP requires consensus demand planning with published
assumptions package and defined consensus business rules
Lift
Library
Product
Lifecycle
(NPI/EOL)
Clear DP
vs.
Forecast
RACI
Governance &
ComplianceMaster Data Management
Published
Assumption
Package
Consensus
Business
Rules
Rapid Demand
Consensus
Process
COE
Aligned
Incentives
Executive Decisions Must Be
Cross-functional to Be Compelling
Supply
Planning and
Co-Planning
E2E Single
Version of
the Truth
Scenario
AnalysisKPIs
A
B C
Change
Management
Taxonomies,
Analytics,
Reporting
Parallel
Financial
Analysis
Executive Decisions
Must Be ‘Teed Up’ Clearly
Executive IBP Requires Executives
14 © 2014 Steelwedge Software, Inc. Confidential.
22© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Selected, critical collaborative demand planning elements for successful IBP
Critical Demand Planning Oversights Leading Practices
Consensus demand plan not final before IBP
meetings leads to limited focus on decision making
and waning executive participation
Get demand consensus ahead of IBP meeting
• Go through the process – Do not skip steps
• Ensure critical inputs and data are validated
• Assumptions Package and Consensus Rules
A
Lack of assumptions package impedes fact-based
discussion and encourages arguing about the
“numbers”
Forecast based on published assumptions
• Make documented assumptions explicit and
available to all early in the IBP process
B
Lack of consensus demand planning business
rules to apply against multiple demand inputs bogs
down process
Define consensus demand planning business rules
• Include exception based ‘guardrails’
• Refine based on continual planning performance
analysis
C
15 © 2014 Steelwedge Software, Inc. Confidential.
24© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Consensus Demand PlanA
■ Get demand consensus ahead of IBP meeting – Do not skip process steps
■ Ensure all critical inputs and data are validated
Client E2E IBP Time Spent on Debating Demand Executive IBP Time Spent on Debating Demand
Client X 25% 10%
Client Y 60% 40%
Client Z 70% 50%
0% 10% 20% 30% 40% 50% 60% 70% 80%
E2E IBP Time Spent on Debating Demand
Executive IBP Time Spent on Debating Demand
Time Spent Debating Demand during IBP
Client Z Client Y Client X
16 © 2014 Steelwedge Software, Inc. Confidential.
26© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Consensus Demand PlanA
How much time is spent during the Executive IBP meeting debating demand?
a) 0% - 20% b) 20% - 40% c) 40% - 60% d) over 60% e) Don’t know / NA
17 © 2014 Steelwedge Software, Inc. Confidential.
28© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Assumptions PackageB
■ Generate Assumptions Package and make it available to all early in the process
■ Forecast based on fact-based assumptions
Assumption Element
Promotion calendar with lift and/or Big Deal pipeline
Description
26 week view of planned promotions with estimated lift
and/or Big Deals with expected unit forecast
Typical Owner
Marketing / Sales
Assumption Element
NPI launch assumptions
Description
Assumptions for products with no history;
launch date by channel
Typical Owner
Product Management
# Key Elements
1 Product roadmap with target ASPs
2 Promotion calendar with estimated lift / Big Deal pipeline
3 NPI launch assumptions
4 Product substitution assumptions
5 Key customer summary
6 Market growth rate / TAM
7 Market share actuals and targets
8 Revenue / Inventory bets
9 Assortment plan
10 Base seasonality
18 © 2014 Steelwedge Software, Inc. Confidential.
30© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Assumptions PackageB
How accessible are current key assumptions to process participants?
a) Essentially, not accessible
b) 1-2 elements are available to those in the ‘know’ (e.g., product roadmap on a server)
c) 25 - 50% of key elements are fresh and accessible to participants
d) 50% - 75% of key elements are fresh and accessible in a synchronized manner
e) Over 75% of key elements are fresh and accessible in a synchronized manner
19 © 2014 Steelwedge Software, Inc. Confidential.
32© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Selected consensus demand planning business rule optionsC
Define business rules to accelerate consensus planning – and refine based on performance
■ Option 1: Time-Horizon
Select different forecast across time horizon based on forecast performance
e.g., when mismatch is < X%, select Sales forecast for 1 - 6 months, there after Marketing/Brand forecast
For Product X Period 1 Period 2 Period 3 Period 4
Statistical 85 86 88 89
Marketing 62 68 70 72
Sales 55 56 56 57
Consensus 62 65 66 67
50%
35%
15%
■ Option 2: Weighted Average
Develop weights for each forecast stream based on forecast performance
E.g. 50% weight to sales, 35% weight to marketing, 15% weight to statistical
■ Option 3: Combine techniques
For Product X Period 1 Period 2 Period 3 Period 4
Statistical 85 86 88 89
Marketing 62 68 70 72
Sales 55 56 56 57
Consensus 55 56 70 72
20 © 2014 Steelwedge Software, Inc. Confidential.
34© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Consensus demand planning business rulesC
Do you apply demand planning consensus business rules today?
a) Yes, integrate per Option 1 (Time-Horizon)
b) Yes, integrate per Option 2 (Weighted-average)
c) Yes, integrate with a combination of options and/or other business rules
d) No, integrate without business rules
e) No, no multiple forecast streams for business rule use
21 © 2014 Steelwedge Software, Inc. Confidential.
36© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Our Point of View
Successful IBP requires consensus demand planning with published
assumptions package and defined consensus business rules
Focus on assumptions
Get demand consensus ahead of IBP
Accelerate gap closure with rules
22 © 2014 Steelwedge Software, Inc. Confidential.
THANK YOU
© 2014 KPMG LLP, a Delaware limited liability partnership and
the U.S. member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative
(“KPMG International”), a Swiss entity. All rights reserved.
The KPMG name, logo and “cutting through complexity” are
registered trademarks or trademarks of KPMG International.
23 © 2014 Steelwedge Software, Inc. Confidential.
“ Steelwedge has grown into
the market's leading S&OP
solution in the cloud. ”
Rating: Strong Positive
Global market share leader
Offices: USA, Europe, Japan & India
Founded in 2002, 50%+ year over year growth
Global organization focused on global delivery (~500 employees)
Cloud-based Integrated Business Planning platform
100% cloud-based for rapid deployment & value realization
Leader in Global Cloud-Based S&OP
26 © 2014 Steelwedge Software, Inc. Confidential.
Key 1: Create a scalable & agile process
Third Party
Systems – SAP, Oracle etc
Budget
Mkt Trend NPI File
Pricing Model Compare Rev/Unit to DPM
S&OP
RCCP
Rev Fcst
DPM
Access
Family Roll-Up
Manual
Complex
Security Risk
Error Prone
Agile Decision Making??
Manual SFS
27 © 2014 Steelwedge Software, Inc. Confidential.
Drive Agility, Speed and Accuracy with Steelwedge
Third Party
Systems – SAP, Oracle etc
DPM
Access
Manual SFS
Make sure technology
ACCELERATES the process &
supports adoption
28 © 2014 Steelwedge Software, Inc. Confidential. 28
Key 2: Its about how you get to one number…
Statistical
Forecast
Demand Forecasting Requirements
1. Maintain a 3 year detailed forecast at the
customer/product level
2. Allow field sellers and product reps to make updates
to the forecast
Marketing
Consolidated
Plan
Sales
Statistical forecast can be leveraged as baseline to
sales forecast
Jan-11 Feb-11 Mar-11
Stat Forecast 100 120 112
Regional 100 118 114
Product Rep 200 120 115
Consensus 150 120 115
Sales forecast can be
defaulted to statistical
forecast (if desired )
Can be run at higher/global level
and integrate product pricing and
NPI/EOL assumptions
Business rule can drive
defaults as well as find
exceptions to review
Illustrative Demand Plan
Demand templates and process can be configured to meet
specific requirements. Illustration below depicts demand input
captured at the customer/product level. Decisions on inclusion of stat
forecast and work flow would be determined by the business during
the design phase.
Reason & Notes
are captured with
all changes
Business Rules
Simplify
Process
System Drives
Gaps/Exceptions
Review
29 © 2014 Steelwedge Software, Inc. Confidential. 29
Key 3: Drive process through exceptions!
Plan monitoring drives “real time” S&OP
3. Drive forecast accountability at the field seller level
4. Focus on value add & consistent performance metrics
Performance metrics are available to review demand plan
performance for specific roles and at planning levels defined by
the business.
Demand plan performance could be reviewed at the value center,
region, market, field seller, customer level, etc.
Plan Monitoring for
out of cycle
exceptions &
performance focus
30 © 2014 Steelwedge Software, Inc. Confidential. 30
Volume
(Lbs)
ASP $/Lb Revenue
PROD 1/Cust 1 10 $2 $20
PROD 1/Cust 2 20 $3 $60
PROD 1/Cust 3 30 $2 $60
PROD 1/ Cust 4 40 $2 $80
PROD/Customer
Customer
Market Family
PROD/Customer
PROD
Trade Product
Market Family
Key 4: Integrate financials “throughout” the process…
Financial Integration
5. Integrate volume plans with financial forecast
6. Enter financial inputs at different levels (ASP, standard
cost, unit freight cost)
Volume plans can be translated into financial plans by using
ASP, Standard Cost and Freight unit cost inputs. This data can
be entered at different levels.
Finance
RCM
Finance
Supply Chain
Finance
Logistics
ASP
Freight
Unit Cost
PROD
Trade Product
Supply Family
Data Owner TBD by
Standard Cost
PROD 1/Cust 1 10 $2 $20
PROD 1/Cust 2 20 $2 $40
PROD 1/Cust 3 30 $2 $60
PROD 1/ Cust 4 40 $2 $80
1
2
3
PROD 1/Cust 1 10 $2.2 $22
PROD 1/Cust 2 20 $3.3 $66
PROD 1/Cust 3 30 $2.2 $66
PROD 1/ Cust 4 40 $2.2 $88
If ASP is entered at the
product level, ASP is
pushed Customer to each
customer buying that
PROD
If changes are made at
the PROD level after
customer specific
updates are made, these
changes overwrite the
PROD/Customer updates
Updates made at the
PROD/Customer level
are pushed back up and
ASP is recalculated for
the PROD
Volume
(Lbs)
ASP $/Lb Revenue
PROD 1 100 $2 $200
PROD 1 100 $2.2 $220
Volume
(Lbs)
ASP $/Lb Revenue
PROD 1 100 $2.44 $244
Integrate financials
throughout the
process vs just at
the end!
31 © 2014 Steelwedge Software, Inc. Confidential.
31
Collaborative Planning Workflow (Example)
Field Seller receives
email notification to
update forecast
Team Performance
updates forecast
volume and value
Product Rep receives
email that field seller
forecast has been
updated
Product Rep updates
forecast
Volume and value
Plan of record created
in Steelwedge
Performance report
sent to Field Seller
and Product Manager
Field Seller reviews
demand performance
against rev targets
Product Rep reviews
demand performance
report
Account
Managers
Sales
Mgmt/
Forecast
Team
A workflow can be configured to facilitate the collection of demand data and push out updates to the demand plan. Email
notifications can be set to send performance reports to demand plan owners and stakeholders.
32 © 2014 Steelwedge Software, Inc. Confidential.
32
Drive use of non
supply chain users
by push
notifications
33 © 2014 Steelwedge Software, Inc. Confidential.
New Opportunities
and Run-Rate
New Opportunities
and Run-Rate
Give Sales Management Complete View for Vetting Process
Drill to Details
Quantitative and
Qualitative Information
34 © 2014 Steelwedge Software, Inc. Confidential. 34 Customer RESTRICTED -
For internal use only
Don’t guess where the
changes are coming from &
who’s participating
35 © 2014 Steelwedge Software, Inc. Confidential.
Consensus Vs. Finance
GAP in EMEA
Leverage Analysis, Workflow & Reporting: Work Finds You
Exception
Details w/ drill
down to notes &
reason codes
Exception
Details w/ drill
down to notes &
reason codes