309 conlin pp t 4465
DESCRIPTION
309 Conlin Pp t 4465TRANSCRIPT
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Oracle Shop Floor Management/Advanced Supply Chain PlanningOracle Advanced Planning Command Center Business insight for supply chain management
John M. Conlin CPIMPrincipal Solutions Consultant Supply Chain & Manufacturing Applications
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© 2008 Oracle Copyright, Proprietary & Confidential
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions.The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.
Safe Harbor Statement
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© 2008 Oracle Copyright, Proprietary & Confidential
Oracle Shop Floor Management - OSFM
• OSFM (Lot Based Mfg.) Factors in Planning– Co-Product/Inverted BOM’s
– Network Routing(s) – Multiple Paths
– Operation Yields
• All factors must be considered in developing Supply Plans with Advanced Supply Supply Chain Planning, ASCP.
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© 2008 Oracle Copyright, Proprietary & Confidential
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Appendix:
Customer Examples
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© 2008 Oracle Copyright, Proprietary & Confidential
Toshiba TEC Corporation
• Company– $3.1B manufacturer of document processing equipment
• Previous process– Multiple regional ERP instances
– Decentralized planning process
• With Oracle– Global centralized planning model
– ASCP is cornerstone of Global SCM project
– Uses ASCP to make global production allocation decisions
– Uses material and resource constrained planning
Global planning system deployment – Multi-instance
Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
• Moved from a monthly planning cycle to a weekly cycle• Reduced manufacturing cycle times• Optimized worldwide inventory levels
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© 2008 Oracle Copyright, Proprietary & Confidential
Sony SNC – Japan
• Company– Manufactures ultra high speed Static Random Access memory (SRAM), products for the audio, video, and
communication markets
• Previous process– Spreadsheets, not integrated with legacy system, nor with execution systems– Manual forecast smoothing; no system supported sales and operations planning– Monthly planning cycle, no accurate order promise dates– Fabrication and assembly not linked, causing wafer shortages and excess inventory
• With Oracle – Holistic daily optimized plan for 24 facilities, with demands from 1000+ customers– Uses substitute components, simultaneous and alternate resources, co-product planning, alternate bills, routings,
and sources, complex network routings, and process yields– Uses complex allocation rules for global order promising
Runs worldwide manufacturing and S&OP using ASCP, DP, and GOP
Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
• Integrated S&OP process resulting in one consensus forecast number• Strongly reduced planning cycle time – from monthly to daily• Integrated planning and execution model, providing global supply and demand
visibility
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© 2008 Oracle Copyright, Proprietary & Confidential
Agilent Technologies
• Company– Manufactures test and measurement equipment
• Previous process– Manual order promising with fixed lead-time– Weekly, cascaded MRPs (4 wk propagation)– No system supported S&OP process– Multiple, divergent systems/process statistical forecasting, new product introductions, or promotions
• With Oracle – Holistic daily optimized plan for 24 facilities, with demands from 1000+ customers– Runs weekly unconstrained enterprise plan– High value, low/moderate volume demand; using 32 sub-plans, new product introductions, and promotions– Using real-time ATP to promise orders; using multi-level ATO and PTO models
Runs worldwide manufacturing and sales operations using ASCP, DP, GOP, and IO
Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
• Strongly reduced planning cycle time• Strongly increased forecast accuracy• System supported complex configure-to-order processes
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© 2008 Oracle Copyright, Proprietary & Confidential
Avago Technologies, Worldwide
• Company– Leading, privately held, global manufacturer of analog, mixed signal and optoelectronics
components (formerly Agilent SPG, Avago); the company's products serve four end markets: industrial and automotive, wired networking, wireless communications, and computer peripherals
• Previous process– Legacy order promising using ATP; disparate planning tools across supply chain– Reactive, manual, and time consuming plan analysis; manual forecast generation– 1 week planning cycle; no system supported S&OP process
• With Oracle – Runs optimized enterprise plan, twice/week, including tier-3 supplier organizations– Low cost, high volume and high mix demand– Using real-time CTP to promise orders 24x7, with use of complex allocation rules– Using complex network routings
Runs manufacturing and sales operations using ASCP, DP, and GOP
Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
• Strongly reduced planning cycle time, more frequent plan runs with integrated exception management
• System supported S&OP process• Moved from manual spreadsheets to integrated consensus forecasting process
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NCR Corporation, Worldwide
• Company– Manufactures point of sale and high-end scanning equipment, and provides complete store automation, ATMs, and
self-service kiosk solutions
• Previous process– Each organization ran individual MRP, 54 ERP instances
– Integration between orgs was based on buy-sell relationship
– Forecast accuracy < 50%
– Sales and operations planning cycle time: 21 days
– No system supported sales and operations planning process
• With Oracle – Single, global plan for 20 orgs, including worldwide distribution centers and mfg plants
– Runs daily constrained enterprise plan (EDD)
– Complex procured configurations
– Using real-time material constrained, multi-org, multi-level ATO order promising process
Runs worldwide manufacturing and sales operations using ASCP, DP, and GOP
Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
• Synchronization of entire worldwide supply chain with complete global visibility• Strongly reduced planning cycle time• Strongly increased forecast accuracy• System supported sales and operations planning process
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© 2008 Oracle Copyright, Proprietary & Confidential
Alcoa, Worldwide
• Company– Manufactures test and measurement equipment
• Previous process– Spreadsheets, not integrated with legacy system, nor with execution systems– Manual forecast smoothing; no system supported sales and operations planning– Monthly planning cycle, insufficient accuracy in order promise dates
• With Oracle – Determines allocation to produce most profitable product mix within existing constraints – Performs all planning at the family level– Powerful Integration of supply/demand picture supports Alcoa’s S&OP Process– S&OP composite picture in real time during review sessions
Global planning system deployment – Live on ASCP, DP, GOP
Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
• Reduced planning cycle time - Eliminates waste on spreadsheets • Process integration with other modules results in technology “pull” for new systems • Integrated sales and operations planning process resulting in one consensus forecast
number
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© 2008 Oracle Copyright, Proprietary & Confidential
GE Power Systems – US
• Company– Manufactures power generation and oil & gas equipment
• Previous process– Reactive, manual, and time consuming analysis and reporting– Stand-alone non integrated systems; disconnected processes among business units– Segregated order launching by project– Poor visibility of project excess inventory– Order promising is based on commercial lead-time only
• With Oracle – Daily holistic plan across projects and across businesses: 8 manufacturing plants– 6 main distribution warehouses, and 10+ forward deployed or consignment warehouses– Retain planning by project but leverage excess Inventory any where within the company– Connected businesses processes and automated exception reporting– Order promising base on planned output
Global planning system deployment – Live on ASCP and GOP
Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
• Reduced inventory levels by $20M per year• Reduced delivery cycle by 10% for new equipment orders• Improved fulfillment rate for service parts• Reduced planning cycle time to daily
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© 2008 Oracle Copyright, Proprietary & Confidential
GE Transportation – US
• Company– Manufactures aircraft engines for commercial and military aircraft, spare parts, and engine contract services
• Previous process– Each plant ran an individual MRP plan on a weekly cycle – Net requirements from engine assembly plants were translated into a forecast to be used as demand for
component shop MRP plans. This led to inherent latency in that component shops used a previous planning cycle as an input
– Many parts were replenished using a reorder point process– Frequent expediting
• With Oracle – Daily holistic assembly plan spanning 36 manufacturing and spares organizations– Weekly holistic component plan– Synchronized spares and assembly planning– Planning horizon is 2.5 years
Global planning system deployment – Live on ASCP and DP
Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
• Productivity savings from reduction of planners (120 to <30)• Reduced planning cycle time and inventory levels• Working capital savings through better planning tools
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© 2008 Oracle Copyright, Proprietary & Confidential
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Business Intelligence (BI)
Applications Landscape
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Typical BI Challenges Faced by Organizations Today
• Siloed BI deployments across disparate applications and multiple departments
• Fragmented view of information• No consistent definition of business metrics
– Are metrics such as product profitability, supply chain performance, customer lifetime value, and marketing campaign ROI calculated consistently?
– Each analyst with a BI tool may have their own answer• Report-centric model with backlog of new requests in IT
– Top management requests get first priority, while needs of other Business users go unmet
• Few users have timely and actionable information needed to optimize actions and decisions– Particularly middle management and “front line” users
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© 2008 Oracle Copyright, Proprietary & Confidential
How do I proactively manage risks of my receivables portfolio?
How does supplier performance impact customer satisfaction and revenue?
Ser
vice
S
ervi
ce
Customers
Sal
esS
ales
Mar
keti
ng
Mar
keti
ng
Dis
trib
uti
on
Dis
trib
uti
on
Fin
ance
Fin
ance
HR
/ W
ork
forc
eH
R /
Wo
rkfo
rce
Op
erat
ion
sO
per
atio
ns
Pro
cure
men
tP
rocu
rem
ent
Customers
Customers
Suppliers
Suppliers
Suppliers
Advanced Analysis Often Spans Heterogeneous Data Sources
How does call center agent tenure, training, & compensation affect efficiency and cross-selling performance?
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© 2008 Oracle Copyright, Proprietary & Confidential
PackagedPackagedETL MapsETL Maps
UniversalUniversalAdaptersAdapters
HyperionHyperionMS ExcelMS Excel
Other Data Sources, Other Data Sources, etc.etc.
Ad-hoc Analysis
ProactiveDetectionand Alerts
MS OfficePlug-in
Reporting & Publishing
Interactive Dashboards
DisconnectedAnalytics
WebServices
Oracle BI Applications
SalesService &Contact Center
Marketing
Order Management& Fulfillment
Supply Chain
FinancialsHuman
Resources
Oracle BI Applications (OBIA)Multi-source Analytic Applicationss Built on BI Suite EE
Oracle BI Apps built on
Oracle BI EE Suite• Prebuilt Hierarchies, Drill Paths, Security, dashboards, reports
• Common & Complete Enterprise Information Model
• Based on industry and analytic best practices
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© 2008 Oracle Copyright, Proprietary & Confidential
How
Delivers
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© 2008 Oracle Copyright, Proprietary & Confidential
How
Delivers Forward-Looking
Multi-Directional BI
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© 2008 Oracle Copyright, Proprietary & Confidential
Changing Changing Supply Chain Supply Chain
Business ModelBusiness Model
Drivers For Success
Uncertainty
Virtualization
Chaos
Globalization
Volatility
Consolidation
Risk
Compliance
Continuous InnovationContinuous Innovation
Operational FlexibilityOperational Flexibility
Risk Management and Risk Management and ComplianceCompliance
New world: continuously adapting to changing supply chain business modelToday’s Supply Chain Executives’ Agenda
Increased Shareholder
Value and
Sustainable Growth
CEO’s Agenda
“What is required is a new type of decision support platform, one that integrates analytics and optimization. 15 years after the birth of Supply Chain Planning (SCP), we are now just starting to see analytics and optimization converge on a common platform”
AMR Research Report “How to measure your supply chain today “
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No connection between plans, plans not tied to execution Misalignment between metrics and objectives Unreliable forecasts and production plans
Traditional approach doesn’t workExecutives are not able to get actionable information on corporate metrics
CUSTOMERS SUPPLIERS
Tier 2Tier 1
Paper
HIGH LATENCY, NO VISIBILITY
Reactive Management
Reactive Management
Financialplanning
Supplyplanning
Productplanning
Demandplanning
Manual measurementand reporting frommultiple data sources
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© 2008 Oracle Copyright, Proprietary & Confidential
27%
64%
9%
MDM
Systems
Expertise
#1 impediment to data collection
32%
50%
9%
9%
Supply
Demand
Financial
Other
What data is most challenging?
46%
27%
9%
18%
1-5 days
6-11 days
12-17 days
18+ days
Time required for exec S&OP prep
0 2 4 6 8 10 12 14 16 18 20 22 24
Other
NPI Status
Orders Review
Capacity Review
Forecast Review
Pre-work activities
The challenge of data integration
No processintegration
Lack ofsystems
No access to the right data
Takes a long time to gather
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© 2008 Oracle Copyright, Proprietary & Confidential
How
Delivers
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© 2008 Oracle Copyright, Proprietary & Confidential
Oracle Advanced Planning Command Center
• Provide insight to key decision makers– Close the loop with embedded analytics
– Bridge the gap between analytics and planning through seamless integration with operational planning applications
– Leverage pre-built dashboards with rich content and KPIs
• Proactively respond to deviations in performance
– Identify root cause
– Define and evaluate alternative business scenarios
– Manage execution of scenarios; assign tasks to planners and other stakeholders
• Reduce decision making cycle time through process automation
– Use BPEL process flows to execute planning processes
– Configure and adapt
Enable holistic view of supply chain performance
Analytical Data
Planning Dashboards and Reports
Business scenario planning
Planning process automation
Execute scenarios
Scenario andActivity Management
Forecasting Supply Planning
Web Service enabled planning processes
Orc
hes
trat
eP
lan
An
alyz
e
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© 2008 Oracle Copyright, Proprietary & Confidential
Oracle Advanced Planning Command Center
• Translates planning data to corporate metrics• Forward looking perspective combined with past trends• Not a data warehouse for “rearview mirror” analysis
– Minimal data replication (archiving/publish of select summary data)
• Available with Oracle Advanced Planning 12.1 and runs on top of:
– Demantra Demand Management, Demantra Real-Time Sales and Operations Planning, Strategic Network Optimization, Inventory Optimization, Advanced Supply Chain Planning
– Context sensitive drill-downs
Today
Summary information Forward looking planning information
No need to build expensive “rear-view mirror only” disconnected data warehouse
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© 2008 Oracle Copyright, Proprietary & Confidential
Advanced Planning Command Center
Business insight for supply chain executives
Provide insight to key decision makers
Proactively respond to deviations in performance
Reduce decision making time through automation
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© 2008 Oracle Copyright, Proprietary & Confidential
Provide insight to key decision makers
• What has changed since last month? How are we performing compared to last year?• Are we on plan financially? Is there any need to revise long term plans?• How are we performing to performance metrics? Are we achieving our six-sigma goals?• What new risks do we need to consider? Is our single sourcing strategy exposing us?• What decisions need to be made now and in the near future?• How are product families performing? Do I have the most profitable product mix?• Are we on track with product development? Do we need to delay new products?• Do we have any critical supply constraints or issues with key suppliers?• How is the resource utilization on our most critical resources?
Operational DecisionsTactical DecisionsStrategic Decisions
Delay orders Expedite shipmentsDeal with quality issues
Balance capacityRebalance inventoryAllocate productsShape demandReschedule promotions
Service levels vs inventory costInventory policyCarrier contractsProfitable product mixWeigh single vs dual sourcing
Continuous performance management Execution
Answers = Correlating information from different existing information sources
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© 2008 Oracle Copyright, Proprietary & Confidential
Provide insight to key decision makers
Advanced Planning Command Center • Compare alternative business scenarios
– Planners execute scenarios
– Automatically translate detailed planning information to corporate metrics
– Track assumptions and attach supporting documents
• Approve and drive into execution
– Choose your baseline plan
– Drive tactical and execution decisions
• Monitor– Continuously monitor
performance and get real-time visibility to deviations
Demantra DM ASCP / SNO IO
Business scenarios
Assignedactivities
Planners execute assigned activities
Suggested alternatives
for evaluation
Answers = Correlating information from different existing information sources
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Compare alternative business scenariosCompare current to previous, baseline to alternate
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© 2008 Oracle Copyright, Proprietary & Confidential
Compare scenarios – 360 degree visibility
Pre-built self-service dashboards for comprehensive management analysis with corporate metrics
Analyze across key demand, supply, capacity, finance, and exception metrics
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© 2008 Oracle Copyright, Proprietary & Confidential
Start quickly with pre-seeded contentGet a good answer on day one!
• Pre-built dashboards– Sales and Operations Planning process– Supply chain plan analysis
• 200+ Reports– Analyze from many different business angles at aggregate and detail level
• 100+ Key performance indicators– Analyze what is critical to the supply chain– Optionally define alerts to get notified about problems
• Extend and configure– Quickly tailor to specific needs of individual users
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Monitor S&OP performance in real time
Compare alternatescenarios
Analyze keyPlanning metrics
Analyze profitand loss
Analyze constrained forecast
Self service S&OP dashboard for interactive management review
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Analyze specific product categories, organizations and resource groups
Check your shipment and production trends
Compare previous run to current run exceptions
Compare previous run to current run demand and supply metrics
Self service Supply Chain Plan Analysis dashboardMonitor operational plans
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Pre-seeded rich content – KPIs100+ dimensions and performance metrics
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Pre-seeded rich content – Hierarchies
Planning Facts: Supply, Demand, Inventory, Capacity, KPIs, Exceptions, Cost, …
Trading Partners Internal Orgs Item Time
Customer
Zone
Org
Subinventory
OperatingUnit
FiscalPeriod
Supplier
SupplierSite
CustomerSite
ABCClass
ProductCategory
Resource
DepartmentResource
Group
Item
ProductFamily
Project
Task
Project
PlanningGroup
Day
MonthWeek
Quarter
Year
MfgPeriod
ScenarioVersion
PlanVersion
DemandClass
ExceptionType
OrderType
ShipMethod
Source
Misc
Pre-built aggregation levels based on familiar planning hierarchies
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© 2008 Oracle Copyright, Proprietary & Confidential
Pre-seeded rich content – Reports200+ pre-built reports for aggregate and detailed analysis
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© 2008 Oracle Copyright, Proprietary & Confidential
Extensible and configurable
• Quickly define and modify reports and dashboards via drag and drop
• Easily configure drill downs from dashboards to reports
• Add textual instructions as needed
Adapt to the needs of individual users
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© 2008 Oracle Copyright, Proprietary & Confidential
Extensible and configurable
Attachfilters
Addformulas
Set permissions
Show or hidepages instantly
Secure access
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© 2008 Oracle Copyright, Proprietary & Confidential
Advanced Planning Command Center
Business insight for supply chain executives
Provide insight to key decision makers
Proactively respond to deviations in performance
Reduce decision making time through automation
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© 2008 Oracle Copyright, Proprietary & Confidential
Proactively respond to performance deviationsDetermine problem ► Find cause ► Evaluate alternative solutions
Revenue below targetRevenue below target
Supply shortagesSupply shortages
Critical part shortageCritical part shortage
Lost productioncapacity
Lost productioncapacity
Lost sales due to lackof supply
Lost sales due to lackof supply
Plan overtime
Change sources
Expedite orders
Split supply orders
Embedded Analytics Planning
What problem do I
have?
Why do I have this problem?
What actions should I
evaluate?
VP of Supply Chain Supply Chain Analyst Planner
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© 2008 Oracle Copyright, Proprietary & Confidential
Quickly identify problem and root cause
Suddendemand spike
Resourceoverloaded
Increase inlate shipments
Supply shortage
Proactively respond to performance deviations
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© 2008 Oracle Copyright, Proprietary & Confidential
Detect a resource problem
Simulate apossiblesolution
Compare the results of the
simulation
Directly drill down
within context
No separation between planning and analyticsSeamlessly move from problem to resolution
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© 2008 Oracle Copyright, Proprietary & Confidential
Determine which alternatives to analyze
• Supply chain decision makers define business planning scenarios
– Unlimited number of baseline scenarios
– Unlimited number of alternative scenarios
• Assign scenarios and tasks to planners for execution
– Shared accountability for supply chain planning metrics
– Planners execute plans using Planner Workbenches
• Attach key documents– Financial analysis
– External market data and industry reports
Assign and monitorscenario activities
Execute and assign supply plans to scenarios
Execute and assign inventory plans to scenarios
Execute and assign demand plans to scenarios
PersonalActivity List
PersonalActivity List
PersonalActivity List
Demand Planner Inventory Analyst Supply Planner
Key decision makers assign tasks to planners for execution
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© 2008 Oracle Copyright, Proprietary & Confidential
Executive Level Business Scenario Planning
Attachdocuments
Addcomments
Decide whichPlans to use
LaunchDashboard
Assignactivities
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Advanced Planning Command Center
Business insight for supply chain executives
Provide insight to key decision makers
Proactively respond to deviations in performance
Reduce decision making time through automation
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© 2008 Oracle Copyright, Proprietary & Confidential
Reduce decision making time through process automation
• All key planning processes are web service enabled
– Collections– Forecasting– Plan runs– Plan name creation
• Approval and review steps can be modeled and inserted into the process
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© 2008 Oracle Copyright, Proprietary & Confidential
Automate planning process execution
• Assign owners to top level process notes
• Optionally skip steps when resubmitting
Execute and configure your planning processes with BPEL Process Manager
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Automatically archive summary information
• Archive scenarios directly from scenario management, via concurrent program or web service
– Automatically archives KPIs and facts for plans that are linked to the scenario
Archives Demantra Demand facts published to EBS
– Creates a new scenario version that can be used for comparison in the dashboards.
– Purge scenarios as they become obsolete (will not purge plans shares across multiple scenarios)
• Archive plans directly from plan runs (optional) or Publish profile (SNO, Demantra)
– All facts, KPIs, and summaries for the plan are archived in a new plan version
– Compare plan versions in the dashboards
– Purge plan versions as they become obsolete
– ASCP/IO Purge plan: purges all plan versions
Plans and Archived Plans
Archive plans
Archive scenarios
Archive plans and scenarios for historical and trend analysis
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© 2008 Oracle Copyright, Proprietary & Confidential
<Insert Picture Here>
Architecture
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© 2008 Oracle Copyright, Proprietary & Confidential
Integrate with Oracle and non-Oracle systems
• Integrated: completely integrated with APS 12.1.01 and Demantra 7.2.02• Configurable: SOA enabled process automation• Open: enable external data sources and combine data with existing planning data• Modular: leverage pre-built content as you enable more planning applications
Leverage extensible and secure architecture for additional cost savings
Personalized Dashboards, Answers, and Alerts OBIEEAnalyticalDashboards
BPEL basedScenarioOrchestration
ActivityManagement
ScenarioManagement
Planner Workbenches
Web ServiceenabledPlanningProcesses
Collected Data Plan Data
ERPLegacy/Flat file
CollectionsAnalytical Data Store(OBIEE)
BPEL
PLANNING INSTANCE
Archive
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© 2008 Oracle Copyright, Proprietary & Confidential
Pre-built integrations to Value Chain Planning
ADVANCED
PLANNING
COMMAND CENTER
Supplies pegged to excess, stock-outs
Service levels and targets , fill rates, carrying costs
Min and max inv levels, safety stocks, order qty
Total and net supply and demand
Planned orders, scheduled receipts, on-hand
Value Chain Planning
Projected available balance – units, value, days of cover, %of total demand, %of safety stock
Independent demand qty, dependent demand qty
Late demand satisfaction factor
Avg qty of supply pegged to demand, highest priority demand
Production to plan, shipments to plan
Obsolete inventory – value, %of total inventory
Excess inventory – value, %of total inventory
Late orders and ratio – days, count, value
Perfect order index
Total supply chain costs, carrying cost
VMI inv – value, %, stock-out days, service level
Resource availability and requirements, setup time
Cost – Mfg, purchasing, transportation, resource
Variance of PAB over mean
Revenue, gross margin, sales, avg inventory
Supplier spend, total buy orders, supply volume
Resource utilization, overloaded ratio
WIP start qty, avg make order qty, thru-put rate
Returns as % of total sales
Marketing forecast – qty, value, cum
Bookings forecast – qty, value, cum, accuracy %
Items single sourced
Past due backorder qty
Unmet – demand, demand history, revenue
Supplier capacity – available, required, net, util%
Consensus forecast – qty, value, cum
Avg buy order qty
History – bookings, shipments, production
Shipping forecast – qty, value, cum, accuracy %
Final forecast – qty, value, cum
Consensus forecast accuracy MAPE – 4wk, 8wk, 13wk
Constrained forecast – qty, value
Backlog – projected, actual
Budget shortfall – value, %
Inventory build target
Manufacturing forecast – qty, value, cum
Buys from non rank-1 supplier
Forecast accuracy %
Inventory turns
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© 2008 Oracle Copyright, Proprietary & Confidential
<Insert Picture Here>
Summary
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© 2008 Oracle Copyright, Proprietary & Confidential
Provide insight to key decision makers
• What has changed since last month? How are we performing compared to last year?• Are we on plan financially? Is there any need to revise long term plans?• How are we performing to performance metrics? Are we achieving our six-sigma goals?• What new risks do we need to consider? Is our single sourcing strategy exposing us?• What decisions need to be made now and in the near future?• How are product families performing? Do I have the most profitable product mix?• Are we on track with product development? Do we need to delay new products?• Do we have any critical supply constraints or issues with key suppliers?• How is the resource utilization on our most critical resources?
Operational DecisionsTactical DecisionsStrategic Decisions
Delay orders Expedite shipmentsDeal with quality issues
Balance capacityRebalance inventoryAllocate productsShape demandReschedule promotions
Service levels vs inventory costInventory policyCarrier contractsProfitable product mixWeigh single vs dual sourcing
Continuous performance management Execution
Answers = Correlating information from different existing information sources
79
© 2008 Oracle Copyright, Proprietary & Confidential
Oracle Advanced Planning Command Center
• Provide insight to key decision makers– Close the loop with embedded analytics
– Bridge the gap between analytics and planning through seamless integration with operational planning applications
– Leverage pre-built dashboards with rich content and KPIs
• Proactively respond to deviations in performance
– Identify root cause
– Define and evaluate alternative business scenarios
– Manage execution of scenarios; assign tasks to planners and other stakeholders
• Reduce decision making cycle time through process automation
– Use BPEL process flows to execute planning processes
– Configure and adapt
Enable holistic view of supply chain performance
Analytical Data
Planning Dashboards and Reports
Business scenario planning
Planning process automation
Execute scenarios
Scenario andActivity Management
Forecasting Supply Planning
Web Service enabled planning processes
Orc
hes
trat
eP
lan
An
alyz
e
80
© 2008 Oracle Copyright, Proprietary & Confidential
Monitor and manage your supply chain
Pre-built self-service dashboards for comprehensive management analysis with corporate metrics
Analyze across key demand, supply, capacity, finance, and exception metrics
81
© 2008 Oracle Copyright, Proprietary & Confidential
Key Value Areas of APCC
• Business insight for key decision makers– Monitor corporate metrics in real time, automatically derived from operational
planning information – Enable cross-planning business analysis to manage your value chain
• Proactively respond to performance deviations– Seamlessly move from analysis to planning (problem to resolution)– Assign tasks to planners to evaluate alternative business scenarios
• Pre-built rich content – Fast ROI– No need to built a “rear-view mirror only” disconnected data warehouse
• Automated business process planning processes
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AQ&Q U E S T I O N SA N S W E R S
Q&A
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© 2008 Oracle Copyright, Proprietary & Confidential