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Advanced Planning
Presenters NamePresenters Title
Enabling the demand driven adaptive planning process platform
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CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
The following is intended to outline our generalproduct direction. It is intended for informationpurposes only, and may not be incorporated into anycontract. It is not a commitment to deliver anymaterial, code, or functionality, and should not berelied upon in making purchasing decisions.The development, release, and timing of anyfeatures or functionality described forOracles
products remains at the sole discretion ofOracle.
Safe HarborStatement
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Globally
#1 in Database
#1 in Supply Chain Mgmt
#1 in Customer Relationship Mgmt
#1 in Human Capital Mgmt
#1 in Industries
- Retail
- Communications
- Public Sector
- Professional Services
- Financial Services
275,000 total customers
220,000 database customers
30,000 applications customers
19,000 SMB apps customers
30,000 middleware customers
17,700 partners
60,000 employees 14,000 developers
7,000 support staff
Founded in 1977. Headquarters in Redwood Shores,CA with operations in 145 countries.
Oracle At-a-Glance
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EVOLVING CHALLENGES IMPACTS TOSUPPLY CHAIN
A Changing Global Landscape
Globalization and global sourcing -leaner supply networks, increaseddemand variability, cost volatility
Increased customer expectations - fasterproduct life cycles with local marketrequirements
Mergers and acquisitions, and continued
consolidation of suppliers andcustomers
Increasing compliance requirementssuch as Sarbanes-Oxley
Capture demand signals more frequently and closer to the point ofsale drive to consensus demand number
Shape your demand with profitability and capacity as key drivers
Implement real-time and collaborative sales and operationsplanning process
Older business models are challengedby the new decentralized globalnetwork model
Move from static demand planning to demandsensing and shaping
Introduces new challenges and
focus areas:
Materials and logistics are both primary constraints
Cross-enterprise synchronized view of demand signalencompassing both supply and demand visibility
More scrutiny of material liability
Multi-tier decision support instead of enterprise plans
Analyze optimal flows for market response, changing geo-political situations, and unplanned events
Rationalize suppliers to minimize risk
Determine postponement strategies
Conduct cost-to-serve and product portfolio analysis
Focus on more frequent supply network flow analysis
Business trends forcing you to move to demand driven adaptive planning
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CONFI NTI : ll iliti t r f r l i r l t i tr t
SenseDemand
Respond toDemand
S
hapeDemand
Demand Driven Adaptive PlanningTh riv r r l-ti i f r ti
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Demand Driven leaders have:
15% less inventory
17% stronger order fulfillment
35% shorter cash-to-cash cycle times
Which translates to: 60% better profit margins
65% better EPS
2-3X the ROA
0
50
100
150
200
250
300
350
Strong Weak
Perfect Order Inventory
Cash-to-Cash SCM Costs
Source: AMR Benchmark Analytix
Why Is Demand Driven Important?Tangible benefits!
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Long planning cycles
Supply PlanningDemand Planning
Distributionplans
Sales
Marketing
Mfg.
Response 1:
Maintain excess inventory
Response 2:Reserve production capacity
Response 3:
Expedite everything!
Fax
Tier 2
Tier 1
CUSTOMERS SUPPLIERS
Supply Chains built onINVENTORY
Productionplans
Manufacturingplans
Paper Paper
?
ManualReconciliationDifferent one
number
Cannot Enable with Disconnected Systems
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Better ApproachDemand driven adaptive planning process platform
Real-time end demand visibility Quickly sense and respondto demand changes
Shape demand and alignbusiness plans quickly
Manage your business withreal-time sales and operationsplanning
Monitor performance to drivecontinuous improvement
Supply Chains built onINFORMATION instead of
Inventory
Consensus demand andproduction plan
Holistic Supply Planning
Demand Hub & Multi-dimensional analysis
Automated Exceptions
Real-Time S&OP
Singleholistic plan
Embedded Analytics
Sales
Marketing
Mfg.
Manufacturing
PortalPortal
Tier 2
Tier 1
CUSTOMERS SUPPLIERS
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Intersil reduced inventory by 50%, reduced response time for criticalproducts from 336 to 24 hours, 246% ROI
Xilinx achieved a 98% delivery performance to promise date
Alcatel eND moved to virtual supply chain model and reduced inventory bymore than 65%
Anugrah Argon Medica improved on-time delivery to 98%
TEC Electronics improved inventory turns by 37%
VTech reduced order fill rate from 55% to 95%, increase inventory turns by100%, reduced price protection claims by 40%
Dow Chemical reduced inventories by $350M, rationalized carriers from200 to 12
GrafTech reduced inventories by 40% and lead times by 20%
Customers Achieving Significant Benefits
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How
Delivers
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Oracle Advanced Planning Solution
Future *
IntegratedPlanningFunctions
Products
Platform
E1 EBS Legacy
ERP* *
Real-TimeSales and
OperationsPlanning
DemandManagement
and AdvancedForecasting
PredictiveTrade
Planning andOptimization
InventoryOptimization
AdvancedSupplyChain
Planning
ProductionScheduling
GlobalOrder
Promising
CollaborativePlanning
WFLCommon planning
data model
Connectors
NetworkDesign Demand Sensing
And Shaping PostponementOptimization Holistic
SupplyPlanning
Promise,Distribute, and
ReplenishExecute to plan
EmbeddedAnalytics
Role-based Portals
PreconfiguredWorksheets andWorkbenches
OperationalExcellence
Real-TimeS&OP
Demand drivenadaptive planning
Multi-EnterpriseCollaboration
Trading Partners
Best in classBusinessProcesses
StrategicNetwork
Optimization
Supply ChainRisk Management
Complete, best-in-class e-business planning process platform
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Demand driven adaptive planning Sense demand better through advanced analytics, improved consensus forecasting,
and real-time visibility to demand events
Shape demand by enabling real-time sales and operations planning, and promotionsplanning and optimization
Respond faster to demand through holistic supply planning, cross-enterprise
collaboration, and demand-driven VMI
Global supply chain design and risk management Design your network holistically
Account for variability in your hedging strategy
Incorporate flexibility to enable fault tolerant supply networks
Drive operational excellence Improve demand fulfillment through real-time distributed global order promising
Improve shop floor efficiency with real-time production scheduling
Drive continuous improvement with embedded analytics
Enables leading edge and transformational business processesOracle Advanced Planning
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Oracle Advanced Planning
Enables leading edge and transformational business processes
Demand driven adaptive planning
Global supply network design and risk management
Drive operational excellence
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Get real-time visibility to all demand signals Sales, marketing, manufacturing, customers, suppliers multiple
units of measure and currencies
Include point of sale information in real time
Move from a regimented periodic to a continuous demandplanning process
Leverage advanced analytics to accurately
predict demand Use any combination of quantitative or qualitative data to establish
your base line forecast
High precision statistical forecasting, no statistical backgroundrequired Superior Bayesian-Markov forecast analytics
Forecast based on attributes and characteristics
Get quickly to an improved consensus
number Use multi-dimensional analysis to adjust, allocate, and rollup Collaborate with internal and external constituents
Workflow driven forecasting exceptions ensures responsiveness
Support for flexible formulaic expressions
Supports assumption based forecasting
Automatically sync when working in offline mode
Improved demand management The first step to demand drivenSense Demand Accurately Predict Demand
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Easily navigate
through userdefined hierarchies
Configurable worksheets
display the data eachuser needs to his job
Configurable reports,charts and graphs canbe displayed anywhere
Color coding providesvisibility to exceptions andareas of interest
Productivity enhancing UISense Demand Accurately Predict Demand
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Live on Demantra Demand Management
DeRoyal Industries
Company Leading manufacturer of medical devices
Manufactures more than 25,000 SKUs and operating from 25 plants and office aroundthe world
Planning problem solved Aligned customer demand with supply chain planning
Unique aspects of implementation Integrated with JD Edwards ERP
Supports the companies many new product introductions with improved forecastaccuracy
Increased forecast accuracy by 5-10%
Increased customer service levels
Reduced inventory by 8%
Enabled a comprehensive S&OP process
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What is my most profitable product mix?
What incremental volume will result from amarketing program?
How will it impact the sales of other products?
What were the indirect effects such ascannibalization and consumer stockpiling?
Do I have enough material and capacity to satisfythe promotion demand?
Where do I have excess capacity and how can Iinfluence demand to consume that excess?
How does a marketing program at a brand orproduct family level impact a specific SKU?
d eriod
Cannibal i at ion
re and post e ffects
Co mpe titi e s itc ingCa te go ry gr o t
aseline
Actual
eriod eriod
eriod
ases
Cannibali
ation
re and post effects
Competit i
e s
itc
ing
Category gro
t
aseline
Actual
Past Future
Shape DemandUnderstand the financial and operational impacts of promotions and salesincentives
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Establish promotionobjectives (incl. ROI)
Createoffer
Extendoffer toPartner
Conduct activities
Review /accept offer
- Manage displays- Advertise- Sell product
Create &approve
budget
Allocatebudget
Accrue asliabilities
Coordinate trade promotions withconsumer marketing programs
Simulate scenarios to determineachievable sales and ROI goals
Create reconciled plans at
corporate, account, category, andproduct levels
Allocate trade funds and otherresources
Calculate anticipated sales liftfor including in sales forecasts
Enable field sales to adjustprojected account-level salesforecasts
Retailer /Channel PartnersManufacturer
Shape Demand Predictive Trade Planning
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Shape Demand Promotions Optimization
Accurately estimate base volume andcomponents of promotional lift Provides decomposition of incremental volume from advertising,
promotions, or sales incentives
Granular lift analytics
Incremental volume lift coefficients maintained at lowest level
Promotion optimization Simulate volume and profitability of future promotions
Perform what-if analysis to understand the impact of varyingpromotional tactics and price points
Optimize promotional events based on goals and constraints -profit, revenue, units and constraints - budget, timing, margin
Decompose lift to understand cannibalization, pantry loading, andhalo effect
Baseline
Incremental Long-TermGrowth
Pre and PostPromotion
Effect
Cross productCannibalization
Typical Demantra
Baseline
CompetitiveSwitching
Select the most profitable promotion
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Calculate promotion spend,profitability, and ROI
Attribute incremental salesto individual promotions
Use metrics to determinecause of deductions
Review completed promotionsto identify success factors
!
Shape Demand Promotions OptimizationDrive future improvements based on past promotions performance
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Shape Demand New Product Introduction
Chain and view demand of comparable products
Automatically identify comparable products based on characteristics
Automatically detect outliers
Align forecast based on actual demand
Accurately forecast demand for new products based on existing data
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View promotion detailsand lift decompositionin a single screen
View base, incremental volume,history, projected, and promotionGantt in a single screen
Shape Demand Promotions Optimization
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Company Leading producer of juices and jams
Planning problem solved
Promotion planning synchronized with demand planning
Unique aspects of implementation Sales reps drive forecasting process from trade promotion planning process
What-if scenario planning enables sales reps to test promotion before selecting it
Increased forecast accuracy at SKU level
Enables trade promotion planning to be integrated with RT S&OP
Reduced supply chain costs
Improved HQ and sales planning productivity
Live on Demantra Promotion Planning
Welchs
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Shape Demand Real-Time S&OP
Identify financial and revenue goals
Analyze demand and develop sales
forecast
Synchronize plan across Finance,Sales, Marketing, and Supply Chain
Determine potential market variables
Review supply and demand plans
Develop constrained plan
Monitor results and respond todeviations
Create promotions and incentivesto shape demand and close gaps
Marketing
Manufacturing
Finance
Executives
ProductDevelopment
Strategic plans Profitability
Promotional andvolume plans
Service levels
Demand plans Inventory levels
Capacity plans Promotioneffectiveness
Phase in and phaseout products
Plan accuracy
Strategic
TacticalDecisions
Sales
Make demand and supply decisions simultaneously
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Multiple, low accuracy forecasts anddepartmental plans
Execution to multiple plans withconflicting goals
Critical planning done from isolatedspreadsheets
Many faces to the customer
Stale reports used to monitorKPIs
Missed service and revenue targets
Demand decisions made before supplyimpacts are evaluated
Profitability implications are notconsidered
A single, high precision forecast generatedfrom very granular data more frequently
Consider all your production and logisticsconstraints when determining your supply plan
Determine the most profitable use of yourbottleneck resources
One-number plan monitored and maintainedcollaboratively
All planning done from one source of truth
All customer facing programs (VMI, CPFR,allocations) managed in the S&OP process
Alerts generated from predictive monitoring
Respond quickly to prevent missed goals
Shape Demand Real-Time S&OPLeverage best-in-class Sales and Operations Planning from Demantra
Typical With Oracle Demantra Real-Time S&OP
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Shape Demand Real-Time S&OP
Analytics-based demand management Capture all demand data in a central place
Use analytics and intelligence to develop a bottom-up forecast
Move to weekly forecasting
Workflow-driven collaborative planning Enable a workflow driven multi-disciplinary collaborative process that
includes Manufacturing, Finance, Sales, Marketing, and externalstakeholders
Configurable planning platform adapts to business process
Web-based portal support internal and external collaboration
Profitably balance supply, demand, and budgets Make allocation decisions while trading off service levels and cost
Balance needs of many customers in different channels
Examine throughput on the most critically constrained resources andprofitability by product family
Exception-based performance monitoring Adjust demand or supply plan as conditions change
Drive continuous improvement
Create incentives and promotions to close gaps
Decisions drive ERP and supply chain execution Integrate with EBS, E1, third party ERP
Leverage best-in-class Sales and Operations Planning from Demantra
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Shape Demand Real-Time S&OP
Measure internal inputs
andprovide incentives togenerate better inputs
Improve demand visibilitywith customercollaboration
All the detailedinformation you need
to make theRIGHT decisions
Automatically detectoutliers while
forecasting for newproduct introductions
Leverage best-in-class Sales and Operations Planning from Demantra
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Company $1 billion in revenues, operating worldwide
Manufacturing plants in China
Leading provider of cordless phones and electronic childrens toys
Planning problem solved Real-time S&OP process driven by one demand number
Unique aspects of implementation Generates forecasts from customer POS data
Compares customer and generated forecasts and routes exceptions to planner,sales representative, or customer
Increased order fill rate from 55% to 95%
Increased inventory turns by 100%
Reduced price protection claims by 40%
Reduced logistics costs by 65%
Live on Demantra Real-Time S&OP
VTech
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Supply Chain and Distribution Planning Product family and item level planning
Alternate components, resources, processes, suppliers,
facilities, and ship methods End-item substitution
Critical items and resources; aggregate resources
Bills of distribution and transfer rules
Circular sourcing, load consolidation, allocation rules
Include customer and supplier facilities
Manufacturing Planning Sequence dependent setups/changeovers
Simultaneous resources
Batch resources
Alternate resources
Minimum transfer quantities
Complex, network routings
By-products and co-products
Line rates and takt times
Suppliers Transportation Manufacturing Transportation Transportation CustomersDistributors
Respond Holistic Supply PlanningOne solution for supply chain, distribution, and manufacturing planning
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Respond Holistic Supply Planning
Make better decisions faster Level load
Choose alternatives
Make/buy decisions
Late demand diagnosis
Out-of-the-box optimization
Use costs or decision rules Enforce due dates or capacity
Start quickly Planners define the problem to solve
Flexible defaulting
Reduce planner workload Personal queries Automated exception management
Complete, best-in-class e-business planning process platform
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Adaptable Segment the Problem As Needed
Adapts to your currentbusiness model Single plan or multiple plans
Evolve planning model at your
own pace Re-configure easily by modifying
plan options instead of re-implementing or re-modeling
Multiple models can co-exist
One holistic plan for distributors
One DPP, multiple MRP
DPP for all Distribution Centers
MRP Org 1 MRP Org 2 MRP Org 3
Supply chain planningfor all Organizations
Multiple Distribution Plans
MPS forBU 1
MRPOrg 1
MRPOrg 2
MRPOrg 3
MPS forBU 2
MRPOrg 4
MRPOrg 5
MRPOrg 6
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Interceramic 91 Distribution centers, stores, and franchises
4 Plant warehouses
7 Manufacturing plants
3000 BOMs, 100,000 SKUs
Run DRP, constrained MPS, and rawmaterial MRP
Knowles Electronics Global planning instance
2 Locations in the US
1 Location in Europe
5 Locations in Asia
Mixed mode manufacturing Make to stock
Make to order
Configure to order
Global order promising against 1 central plan
Knowles Electronics hasreduced inventory by $1M permonth after implementingAdvanced Planning
SuppliersManufacturing
plantsDistribution
chain Customers
ConstrainedSC plan
DRP plan
ConstrainedMPS plan for
all facilities
Collaborativedemand
plan
Inventorypostponement
plan
Live on Advanced Supply Chain Planning
CustomerExamples
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Plan your extended supply chain Share forecasts and supply commits with customers
and suppliers
Get visibility to supplier capacity
Reallocate key components
Make alternate sourcing decisions
Reduce inventory cost and improvefulfillment Suppliers manage your inventory
Manage your customers inventory
React quickly to supply chain
exceptions Waterfall analysis
User-configurable exceptions
Automated exception handling via workflow
Run plan
Optional
Forecast memory
Supply commit
boards
Supply commit memory
Demand boards
Run plan
Demandsystems
Supplyforecast
Consensusforecast
SUPPLIERCUSTOMER YOUCONTRACT
MANUFACTURER
Cross-enterprise synchronized view of supply and demandRespond Multi-Enterprise Collaborative Planning
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Receive items
Pay on receipt/use
Check
inventorystatus
Ship items
VMI Agreement(with supplier)
VMI AgreementVMI Agreement
Receive items
Pay on receipt/useShip items
VMI Agreement(with customer)
Send consumptionadvice
CUSTOMER YOU SUPPLIER
Generate ship-tolevel forecast and
replenishment plan
Real-time POS driving adaptive forecasting and replenishmentRespond Demand Driven VMI
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Company Global leader in telecommunications and Internet technology; Alcatel is a global 500
company that operates in 130 countries
Designs and builds IP Communications products and solutions that supports theborderless enterprise
Planning problem solved Enabled 100% virtual enterprise and implemented direct order fulfillment mode
Unique aspects of implementation Implemented in less than 1 year while taking company 100% virtual
Maintains >60 DOS supply chain visibility on Oracle
Reduced inventory by more than 65%
Reduced material liability by 80%
Reduced planning cycle time by 75%
Projected annual savings of $15M
Live on ASCP, DP, and CP since 2002
Alcatel eND
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Oracle Advanced Planning
Enables leading edge and transformational business processes
Demand driven adaptive planning
Global supply network design and risk management
Drive operational excellence
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Answer the tough questions: What impact do changing costs have on my sourcing
strategy?
What is the real total cost of outsourcing including theimpact on working capital and cash flow?
Where should my point of postponement be?
Where should I hold how much inventory, when?
How could I react to a disruption in supply due tounforeseen events? Should I multi-source?
What are my most profitable channels or products toinvest in?
What is the impact of mergers and acquisitions on my
supply network and capital asset budget?
Design Resilient Supply NetworksEnable agile supply networks, aligned with your postponement strategy
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Leverage resiliency in your supply chain for tactical responses
Design Resilient Supply Networks
Network modeling and alternates
Sourcing strategy
Cost modeling
Asset rationalization
Safety stock strategy
What-if simulations
Risk related to unplanned events
Design supply chains that are resilient
Strategic Network Optimization (SNO)
Network modeling and alternates
What-if simulations
Cost modeling Asset rationalization
Risk related to
unplanned events
Inventory Optimization (IO)
Model distribution of variability(demand, supply, lead time)
Budget and capacity constraints
Time-phased min,
max, and target
service levelsInventory policies
Target inventory levels
Identification of point of postponement
Network structure
Sourcing rules
Suppliers and CMs
Mfg and Dis facilities
Shipment methods
Manage supply chain risk with profitability and postponement in mind
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Key to perform more frequently Merger and acquisitions are more common
Rapidly changing fuel costs
Outsourcing strategies more prevalent
Need to consider competitor strategies when introducing new products
Consider the entire global virtual network All manufacturing and distribution facilities including outsourced operations
All geographies and markets All sources and modes of transport
Evaluate sourcing strategies in the context of netdelivered cost Analyze the effect on working capital and cash flow of increased lead times
due to outsourcing and off-shoring
Determine single versus multi-sourcing strategy
Consider the increased buffer stock needed to hedge against increasedvariability
Rationalize your asset strategy for profitability Determine right number of assets in supply chain and best locations
Consider all costs: opening and closing costs, inflows from salvage, fixedand variable costs
Design Your Network HolisticallyIts important to do this more frequently
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Capacity Constraints (Hard and Soft)
Supply constraints
Manufacturing constraints Transportation constraints Storage and inventory constraints Target service levels Dynamic safety stock
Costs ($): Real and Penalty , Variable and Fixed
Transportation (inbound, outbound)
Storage and inventory carrying costs Fixed costs (startup, shutdown, operating costs) Material supply Manufacturing and labor Price (for profit optimization)
Suppliers Transportation Manufacturing Transportation Transportation CustomersDistributors
Consider All Costs That Impact The Decisions
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Account For All Variability
Make better inventoryinvestment decisions byincluding variability Demand variability
Supply variability
Lead time variability
Supplier lead time variability
Manufacturing lead time variability
In-transit lead time variability
Account for the realities of yoursupply chain Capacity and lead time constraints
Alternate sources Inventory budget constraints
Fulfillment lead times
Varying service levels per product, customer,geography
Least RiskInventory
InvestmentStrategy
Demand Variability
Supply Variability
Lead TimeVariability
ServiceLevels andBudgets
Take all variability and realities of your supply chain into consideration
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Account ForVariability
Local supplier: more dependable, shorter lead time Less hedge inventory
Offshore supplier: increased lead time and variability More hedge inventory
Increased inventory carrying cost may offset savings in total landed cost
Regional DC Customers
Transfer LT = 3 d + 1 d
Processing LT = 4 d
Mexico Plant US DC
Transfer LT = 4d
US Regional DC Customers
Regional DC Customers
Processing LT = 4 d
China Plant US DC
Transfer LT = 4d
US Regional DC Customers
Transfer LT = 30 d + 6 d
Make profitability decisions based on total net delivered cost
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Determine risk mitigation strategies
Easily specify potential unplanned events andevaluate their impact on their supply chain
Understand the cost and disruption caused bythese events
Determine the best way to mitigate the impact atlowest cost
Incorporate contingency plans into the standardplanning process to ensure quick response
Simulate unplanned events
Failures: suppliers, plants, warehouses, lines,transport
Costs: increases and decreases in costs of labor orresources
Prices: increases and decreases in price due tocompetitive activity, market conditions, or currencyfluctuations
Natural disasters: Hurricanes, port closures,earthquakes
Suppliers Transportation Manufacturing Transportation Transportation CustomersDistributors
Enable Fault Tolerant Supply NetworksSimulate planned and unplanned events
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Pillsbury Foods Project to rationalize distribution centers during
merger of Pet Foods and Pillsbury Foods
Reduced warehouses from 23 to 9
Held service levels constant despite reduction infacilities
Significantly reduced transportation costs
Alcoa Primary Metals Profit optimized mix of products to produce on
bottleneck equipment
Significant reductions in transportation costs
Improved management of risks due tocommodity market price fluctuations
Increased profitability of products produced insmelters
Agilent Technologies Deployed for one product family (700 products, 5000 items)
since May 2006
Multi-echelon supply chain network (14 levels deep)
Improved forward visibility and understanding of impact ofinventory on service level
Part of S&OP process: quantitative understanding ofinventory investment to achieve sales upside
20-30% improvement in service level for the same inventoryinvestment
Panduit Plans inventory at warehouses to meet service level
commitments to customers (48 hour fulfillment lead time)
Multi-echelon inventory planning reduces overall inventoryinvestment, improved visibility of buffer inventory in thesupply chain
Anticipates further reduction in inventory when includingmanufacturing facilities to leverage opportunities topostpone inventory holding to shared raw materials andsub-assemblies
Live on Strategic Network Optimization, Inventory Opt.
CustomerExamples
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Oracle Advanced Planning
Enables leading edge and transformational business processes
Demand driven adaptive planning
Global supply network design and risk management
Drive operational excellence
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Drive Operational Excellence
Improve demand fulfillment through real-time distributed global order promising
Improve shop floor efficiency with real-time production scheduling
Drive continuous improvement with embedded analytics
Sense and Shape Demand
Network Design and Risk Management Operational ExcellenceNetwork, inventory policiesDemand Production plan, actual ordersDemand
Targetservicelevels
Builtcapacity
Better execute to demand signals and measure improvements
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Promise orders based on: Material availability
Manufacturing capacity
Transportation capacity
Supplier capacity
Global statement of availability All facilities, material, resources, and suppliers
Drive fulfillment decisions based ondemand and supply plans Promise based on optimal supply decisions
Allocate available supply and capacity By channel, customer, or product
Priority and stealing rules
Manage commitments to key customers Re-schedule and re-sequence your backlog
Improve demand fulfillment through 24x7 constraint based order promisingReal-Time Distributed Order Promising
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Agilent Technologies Performing multi-level capable-to-promise
Greatly reduced expedite orders with accurateorder promising dates
Moved from batch to online order promising
Increased customer satisfaction of key strategiccustomers by using allocated ATP
24x7 worldwide order operation with zerodowntimeCTP
Meet customer requirement by utilizingsubstitute components
Cisco Every order for every router sold worldwide goes
through GOP
Complex order promising problem Product and channel allocation rules
Extensive use of ship sets in an assembly to order
environment High volumes
Intersil Using material and resource constraints (CTP)
across virtual supply chain
Sales people promise orders online in seconds
Live on Global Order Promising
CustomerExamples
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Maximize production throughput Optimize your shop floor; detect floating bottlenecks
Reduce WIP inventory by rapidly synchronizing multi-stageproduction schedules
Account for complex setup and change-over scenarios,machine breakdown, supply and resource shortages, co- andby-products, alternate resources, routings, and operations
Model all elements of your shop floor Work centers, resources and resource groups, shift capacity,
operating costs
Lead times: setup, change-over, and run
Sequence dependent setups, contiguous operations, productioncampaigns, batching
Implement most optimal schedule seamless integration with Oracle EBS Output best schedule for process (OPM), discrete MFG), and
semi-conductor (OSFM) manufacturing
Improve shop floor efficiencyReal-Time, Interactive Production Scheduling
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CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
GEEnergy Improved schedule accuracy and confidence by
reflecting real time shop floor constraints
Finite machine, crew and tool resourceconstraints
Floating resource bottlenecks due to demand
mix variability Operation sequence dependent setup times
Operation buffering to avoid intermittent glue gunusage
Alternate resources with preferences
Simulations of hot order impact on existingschedule
Complex demand priorities
Toyota Racing Division (TRD) Reduced schedule creation from 3 weeks to < 2 hours
Support re-planning based on constant design changesduring production
Respect for crew specialization
Optimized use of un-manned operations during
downtime
Nampak Reduction in time lost due to sequence dependent
press setups for container styles and sizes
Live on Production Scheduling
CustomerExamples
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Drive continuous improvement Enable plan-execute-measure-improve process
Proactive intelligence when youneed it Role-based task-oriented dashboards
Out-of-the-box key performance indicators andreports
Summary to detailed transaction drilldown built in
Drive off a single source of truth Global visibility to all performance metrics and
enterprise targets
Analysis and comparison of performance trends
Embedded Supply Chain AnalyticsDrive continuous improvement - Closed-loop performance management
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CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
Momentum
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1500+ Advanced Planning customers
Both new installs and upgrades, several legacy system deployments
50% same instance, 50% distributed architecture
Broad use of modules
Worldwide deployments US, Brazil, Mexico, UK, France, Italy, Spain, Switzerland, Belgium, Turkey,
Israel, South Africa, Singapore, Japan, India, Taiwan, Indonesia, Australia,New Zealand, Korea, China, Malaysia, Netherlands, Denmark,
Large-scale, complex deployments across all industries
Ongoing Momentum, Large Install Base
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Intersil ASCP, DP, GOP
Fuji Xerox Asia Pacific ASCP, DP Agere Systems ASCP, DP, CP, GOP
NCR ASCP, DP
Namitech ASCP, GOP
Emerson ASCP, DP
VTechDemantra RT S&OP
BMW SNO
Xilinx ASCP
Sony SNC ASCP, DP, GOP
Agilent ASCP, GOP, DP, IO
Panduit IO
Dover El. - Knowles Electronics ASCP, GOP
Matsushita Panasonic ASCP
Honeywell S&C ASCP, DP
Embraer CP, DP
Tube Investments ASCP
Toyota Racing Division PS
Eaton Trucks ASCP
Kyocera ASCP
Nampac PS, SNO
Pillsbury Foods SNO
DeRoyal Industries Demantra DM
Applica Demantra DM, ASCP Welchs Demantra PTP, TPO
Alcoa ASCP, DP, GOP, SNO
Acuity Lighting Demantra DM, ASCP
Johnson & Johnson SNO
Canon Virginia ASCP, CP
GE Energy / Power Systems ASCP, GOP, PS
GE Transportation Avionics ASCP
Motorola BCS ASCP, DP, GOP
Avago ASCP, DP, GOP
Qualcomm ASCP, DP, CP
McGraw-Hill ASCP, DP
Alcatel eND ASCP, DP, CP
Intersil ASCP, DP, GOP
Cervecera Quilmes SNO
GrafTech International SNO
Boeing ASCP
Anugra Argon Medica ASCP, DP
Cochlear ASCP, DP
Inventec ASCP, GOP, CP
Dow Chemical SNO, PS
A Few Live Customers
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Summary
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Oracle Advanced Planning Solution
Future *
Integrated
PlanningFunctions
Products
Platform
E1 EBS Legacy
ERP* *
Real-TimeSales and
OperationsPlanning
DemandManagement
and AdvancedForecasting
PredictiveTrade
Planning andOptimization
InventoryOptimization
AdvancedSupplyChain
Planning
ProductionScheduling
GlobalOrder
Promising
CollaborativePlanning
WFLCommon planning
data model
Connectors
NetworkDesign Demand Sensing
And ShapingPostponement
Optimization HolisticSupply
PlanningPromise,
Distribute, andReplenish
Execute to plan
EmbeddedAnalytics
Role-based Portals
PreconfiguredWorksheets andWorkbenches
OperationalExcellence
Real-TimeS&OP
Demand drivenadaptive planning
Multi-EnterpriseCollaboration
Trading Partners
Best in classBusinessProcesses
StrategicNetwork
Optimization
Supply ChainRisk Management
Complete, best-in-class e-business planning process platform
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Oracle Advanced Planning
Demand driven adaptive planning
Global supply network design and risk management
Drive operational excellence
Enables leading edge and transformational business processes
CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
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Proven, best in class planning solution Many live customers on multiple products, across a wide variety of industries
Large-scale, complex, worldwide deployments
For Planners, Not Programmers - Out-of-the-box optimization and predictive analytics
Superior architecture - scalable, database-driven demand and supply planning; common data modelacross all engines, shared with execution
Provides significant value Enables real-time demand driven dynamic supply planning
Enables customers to implement best practices such as RT S&OP, VMI, CPFR, Supply Chain RiskManagement, Inventory Postponement
Proven reductions of inventory and increases in forecast accuracy, customer service levels
Progress at your own pace, transition gradually Quickly start with the most important problem
Integrated platform enables crawl-walk-run approach
Leverage out-of-the-box integration to rapidly extend planning footprint
Low risk, high value transition to a best-in-class planning solutionKey Takeaways
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