©1995-2001 i2 technologies, inc. confidential xiaoping chen i2 collaboration --- cpfr demand...
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©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
i2 Collaboration --- CPFRDemand Collaboration
I2 Technologies
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
CPFR workflow
1. Front-End Agreement
2. Joint Business Plan
3. Create Sales Forecast4. Identify exceptions5. Resolve exceptions
6. Create Order Forecast7. Identify exceptions8. Resolve exceptions
9. Generate Order
Once
Qtr
.
Wk,
Mo
Wk,
Mo
Collaborative Planning
Collaborative Forecasting
Collaborative Replenishment
Seller
Buyer
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
CPFR Workflow Detail Description
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
i2 TM-CPFR Implementation
Business Planning workflows Forecast Collaboration workflows Problem Resolution workflows Scorecarding functions
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Business Planning workflows (1)
Corresponding to the 1 and 2 step of CPFR specification, following workflows are provided for business planning:
Front End Agreement: Attachment/detachment of FEA agreement document Role permission apply
Joint Business Planning --- general: Role permission apply Attachment/detachment of JBP document Joint interactive item level forecast exception tolerance setting
High/Medium/Low tolerance threshold setting by upflex/downflex High/Medium/Low tolerance threshold setting by timeline
Joint interactive timeline phase (frozen, commit, forecast) length setting Joint interactive timeline phase editability setting
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Front End Agreement
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Joint Business Plan --- Exception Tolerance
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Business Planning workflows (2)
Joint Business Planning --- Management Metrics Joint planning/collaboration on sales metrics monthly at category and DC level
between partners Business Event/promotion
History calendar: list event/promotions filtered by time period and partners Event/promotion creation: create events, activities and targets that associated
with item level forecast collaborations Update event/promotion: update existing event/promotion Delete event/promotion: delete existing event/promotion
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Joint Business Plan --- Frozen Time Fence
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Business Event/Promotion
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Forecast Collaboration workflowsCorresponding to the 3 and 6 step of CPFR specification, following
workflows are provided for forecast collaboration:
Collaboration Forecast Collaboration is enabled at the item-site-retailer-vendor level Collaboration procedure is a business process
software provides means of defining the forecast measures (e.g., retailer sales forecast, vendor sales forecast, concensus, retailer order forecast, etc), timeline, exception measures, and collaboration view (MCV and SCV screen) for data reviewing and updating.
Partners will need to define a business procedure on how to utilize the common workspace to best achieve the collaborative purpose.
Navigate to collaboration view: Multiple means of navigation to the MCV or SCV are provided in favor of user choices:
Multi-collab by hierarchy: navigate to MCV utilizing product/region hierarchy Multi-collab Filter: navigate to MCV using customer, supplier, item, site filters Navigate by supplier/customer, item, site dimensions: multiple combinations
provided Multiple view variances for MCV can be defined, e.g., Dollar view, Unit View
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Customer Sales Forecast
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Vendor Sales Forecast
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Sales Forecast Exception Resolution
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Customer Order Forecast
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Vendor Supply Commit
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Problem Resolution workflows
Corresponding to the 4,5,7,8 steps of VICS CPFR specification, following workflows are provided for problem resolution:
Issues Provide problem summary by problem category (exception DM) Multiple means of problem reporting:
With collab counts Without collab counts Collab counts by severity Collab counts by product/region hierarchy and partners
Drill down to problem detail: total bucket count and bucket counts by severities (High/Medium/Low) for each collab that has problems
From problem detail navigate to the corresponding collaboration workspace (MCV view) for problem resolution (enter new data or inform the other partner)
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Order Forecast Exception Resolution
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Order Generation
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Scorecarding functions
Several scorecarding functions are provided:
Collaborations --- product/region hierarchy (HCV) Forecast data aggregation by product hierarchy and region hierarchy Computation/exception of aggregated forecast data through user defined
measures MCV summary view
Forecast data aggregation of multiple collaborations Computation of aggregated forecast data through user defined measures
MCV/HCV view by user defined calendars Forecast data aggregation based on user defined calendars Computation of aggregated forecast data through user defined measures
Business Plan --- Management Metrics Computation of sales metrics data through user defined metrics
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Hierarchical Aggregation (Sub Level Aggregation or Collab Level Value)
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Separate Fiscal Calendar for Vendor and Customer
©1995-2001 i2 Technologies, Inc. CONFIDENTIALXiaoping Chen
Implementation Methodology
©1995-2001 i2 Technologies, Inc. CONFIDENTIAL Slide 25
Xiaoping Chen
RHYTHM Value Delivery Process - Objectives
SelectionProcess
Business ReleaseProcess
Production SupportProcess
• Analyze root causes and identify opportunities
• Establish & quantify business value
• Identify enabling i2 products and services to leverage business drivers
• Target key performance indicators (KPIs)
• Develop business release strategy
• Rapidly implement supporting process changes & enabling RHYTHM technologies
• Transfer knowledge regarding RHYTHM and supporting processes to customer
• Lay foundation for continuous improvement
• Rapidly realize and measure business value
• Support continuous improvement efforts
• Ensure continuous production readiness of customer’s RHYTHM implementation
• Ensure ongoing delivery of benefits to customer
Measure and Monitor Results (Expand Scope and/or Refine Model)
©1995-2001 i2 Technologies, Inc. CONFIDENTIAL Slide 26
Xiaoping Chen
What is a “Business Release”?
Business Release: An integrated set of changes that result in some specific business improvement Focus on business results, not function Expected completion date and
responsibility May include one or more of these changes
Implementation of software functionality Data changes Process changes Policy changes Performance measure changes
FunctionalFunctional
BusinessBusiness
BusinessRelease
©1995-2001 i2 Technologies, Inc. CONFIDENTIAL Slide 27
Xiaoping Chen
Factors to consider in defining Business Releases
Consider:Consider:
Impact on key business metrics
Ability to Implement - technical issues
•data availability•required integration effort
•impact to existing systems
Ability to implement - organizational issues
•organizational buy-in•organizational change readiness
•resource availability
Consider each Business Release as a building block to the final vision
©1995-2001 i2 Technologies, Inc. CONFIDENTIAL Slide 28
Xiaoping Chen
RHYTHM Value Delivery Process - Cycle
•Identify opportunities •Define how
business value is
achieved •Target KPIs
Measure and Monitor Results (Expand Scope and/or Refine Model)
Conduct Business Release Activities
SupportProduction
SOA Mobilize
5%
Design Solution
25%
Acceptance
20%
Deploy, Monitor & Transition
10%
Develop Solution
40%
Assess Delivered
Value
Go-Live Review
Postmortem Review
Design Review
Sign Contract
Solution Review
Project Kick-off
Average 3-5 months
2-4 Weeks1 Week 3-6 Weeks 2-3 Weeks 1-2 Weeks
Knowledge Acquisition
Transition Workshop
©1995-2001 i2 Technologies, Inc. CONFIDENTIAL Slide 29
Xiaoping Chen
Implementation Project Team Roles
i2 Engine
Planners/ Subject Matter Experts • Sales & Mktg/ Business Ops/
MaterialsPlanning / Mfg.• BTO/ CTO• Modeling (i2)
WMS
Integrated Team
I2 Platform
AccessPOS
Technical Lead • Coordinate IR Resources• Guide systems Integration• Ensure data integrity
Interface Engineer.• Data mapping/ planning data expertise• Extract data from all legacy data-sources• Inbound/ Outbound data management• Legacy/ develop interfaces - Rhythmlink
(i2)
Supply ChainModeler (i2)/ SuperUser
• Map business requirement to planning appl.
• Application usage expert• builds supply chain model• Communicate data rqmts
(Cust1 / i2)
Project Manager: Cust1/ i2• Guide implementation• Coordinate resources (including cross-
functional)• Resolve conflict & facilitate Communication
Project Sponsor: Cust1/ i2• Overall direction & vision• Quality Assurance• Resolves impasses• Provide access to key people
Systems Engineer• Hardware/ software install/
maintenance• System admin
(Cust1 / i2)
Process Champion• identify planning process changes• Develop new planning processes /
workflows • Coordinate Training (Cust1/ i2)
Business Users (Cust1)• Validate design• Validateplanning work-flow• Support System Testing/ Pilot• Post-production users
spread-sheets
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