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• Introducing Del Monte• The Current Del Monte S&OP
Framework• The Del Monte – Anaplan Journey• Q&A
HELLO! My name is STEVE.
Support Functions: HR Finance IT R&D Opcom
Suppliers
Receiving &Staging
Manufacturing
Warehousing &Delivery
Trade Customers
Consumers
Procurement/PlanningQA
Raw Materials WarehouseQA
Manufacturing (Toll and Mindanao Cannery and Plantation)
Logistics
SalesLogisticsAccounting
MarketingProduct Development
We organize ourselves around the customers’ needs.
8
Data Quality
Shar
ehol
der V
alue
| C
usto
mer Strategy | Tactics | O
perations
SUPPLY3
ALIGNMENT5
RECONCILE4
DEMAND2
INNOVATION1
Single agreed plan
Integrated Business Management Senior Team Strategic 18 to 24
months Focus: 4+ months
Tactical S&OP Demand, Supply Planners Tactical 1 to 4 weeks / 2
months Focus: 1 to 3 months
Operational Scheduling Supervisors, Operators Here & now Focus: today/tomorrow
We don’t lack for management concepts to help us.
IBM builds on the classical CLASS A MRPII framework of the 90’s…
Innovation for long term planning.
STRATEGIC/INNOVATIONPLANS (LRP)
FINANCIALPLANS (LRP)
BUSINESSPLANNING (AOP)
SALES & OPERATIONSPLANNING (S&OP)
DEMANDMANAGEMENT
ROUGH-CUTCAPACITY
PLANNING
MFG CAPACITIES
LOGISTICSCAPACITIES
SUPPLIERS’CAPACITIES
CUSTOMERS & CONSUMERS
CUSTOMERDEVELOPMENT
MARKETING
OTHERDEMAND
ORDER ENTRY/
PROMISING
MASTERSCHEDULING
DETAILEDMAT'L./CAP.PLANNING
PLANT/SUPPLIER
SCHEDULING
EXECUTION
BILLSOF
MAT'L.
ROUTINGS
INVTY.RECORDS
WORKCENTERS
IBM builds on the classical CLASS A MRPII framework of the 90’s…
Innovation Review (IR)
Demand Review to size up the market.
STRATEGIC/INNOVATIONPLANS (LRP)
FINANCIALPLANS (LRP)
BUSINESSPLANNING (AOP)
SALES & OPERATIONSPLANNING (S&OP)
DEMANDMANAGEMENT
ROUGH-CUTCAPACITY
PLANNING
MFG CAPACITIES
LOGISTICSCAPACITIES
SUPPLIERS’CAPACITIES
CUSTOMERS & CONSUMERS
CUSTOMERDEVELOPMENT
MARKETING
OTHERDEMAND
ORDER ENTRY/
PROMISING
MASTERSCHEDULING
DETAILEDMAT'L./CAP.PLANNING
PLANT/SUPPLIER
SCHEDULING
EXECUTION
BILLSOF
MAT'L.
ROUTINGS
INVTY.RECORDS
WORKCENTERS
IBM builds on the classical CLASS A MRPII framework of the 90’s…
Demand Review (DR)
Supply Review to understand capacity constraints
STRATEGIC/INNOVATIONPLANS (LRP)
FINANCIALPLANS (LRP)
BUSINESSPLANNING (AOP)
SALES & OPERATIONSPLANNING (S&OP)
DEMANDMANAGEMENT
ROUGH-CUTCAPACITY
PLANNING
MFG CAPACITIES
LOGISTICSCAPACITIES
SUPPLIERS’CAPACITIES
CUSTOMERS & CONSUMERS
CUSTOMERDEVELOPMENT
MARKETING
OTHERDEMAND
ORDER ENTRY/
PROMISING
MASTERSCHEDULING
DETAILEDMAT'L./CAP.PLANNING
PLANT/SUPPLIER
SCHEDULING
EXECUTION
BILLSOF
MAT'L.
ROUTINGS
INVTY.RECORDS
WORKCENTERS
IBM builds on the classical CLASS A MRPII framework of the 90’s…
Supply Review (SR)
Reconciliation Review to understand trade offs.
STRATEGIC/INNOVATIONPLANS (LRP)
FINANCIALPLANS (LRP)
BUSINESSPLANNING (AOP)
SALES & OPERATIONSPLANNING (S&OP)
DEMANDMANAGEMENT
ROUGH-CUTCAPACITY
PLANNING
MFG CAPACITIES
LOGISTICSCAPACITIES
SUPPLIERS’CAPACITIES
CUSTOMERS & CONSUMERS
CUSTOMERDEVELOPMENT
MARKETING
OTHERDEMAND
ORDER ENTRY/
PROMISING
MASTERSCHEDULING
DETAILEDMAT'L./CAP.PLANNING
PLANT/SUPPLIER
SCHEDULING
EXECUTION
BILLSOF
MAT'L.
ROUTINGS
INVTY.RECORDS
WORKCENTERS
IBM builds on the classical CLASS A MRPII framework of the 90’s…
Reconciliation Review (RR)
Top Management to align the organization.
STRATEGIC/INNOVATIONPLANS (LRP)
FINANCIALPLANS (LRP)
BUSINESSPLANNING (AOP)
SALES & OPERATIONSPLANNING (S&OP)
DEMANDMANAGEMENT
ROUGH-CUTCAPACITY
PLANNING
MFG CAPACITIES
LOGISTICSCAPACITIES
SUPPLIERS’CAPACITIES
CUSTOMERS & CONSUMERS
CUSTOMERDEVELOPMENT
MARKETING
OTHERDEMAND
ORDER ENTRY/
PROMISING
MASTERSCHEDULING
DETAILEDMAT'L./CAP.PLANNING
PLANT/SUPPLIER
SCHEDULING
EXECUTION
BILLSOF
MAT'L.
ROUTINGS
INVTY.RECORDS
WORKCENTERS
IBM builds on the classical CLASS A MRPII framework of the 90’s…
Management Business Review (MBR)
A platform for collaboration is needed…
The Now…
Multiple S&OP’s (and no enterprise view)
Multiple sources of data Manually linked planning processes –
MPS/MRP/CSAR/Plantation Planning Transportation/ shipment planning is
manually linked to supply plans Need to link short, mid, and long
term Pineapple planning on a rolling basis.
No regular financial integration in our current S&OP process
In mature market segments, need opportunities for profits to be made
An Integrated System for an Integrated Business Management philosophy
enabling:
A formal integrated approach Integrated planning across
functions providing an enterprise view of operational plans and financial impact
Continuous management of change, issues, scenarios
Linkage of short, mid, and long term planning.
Superior customer service, reduced inventories, optimized cost
Del Monte became part of the Anaplan sphere on September 2015 with an FP&A use case
-
Anaplan FP&A Go-Live on December
7, 2015
Del Monte current Use Cases – either via prebuilt models, created from scratch, or under assessment
Financial Planning and Analysis– Phil Market Finance Module
• Sales and Marketing• Logistics and Transportation• Tollpack/Culinary/Reds Cost Planning• Cannery/Pineapple Cost Planning• Operating Expenses
– Export– S&W
Legal Consolidation Supply Planning (Mindanao) Distribution Resource Planning HR Manpower Planning
Anaplan implem gave us Quick and Big Wins so far.
More granular analysis of drivers, better Planning quality– By Ship to by SKU– Transportation requirements and budgeting,– Warehouse capacity planning– BOM based costing for tollpacked products– Direct product and customer profitability analysis– Powerful allocations
Speed and Efficiency - Less painful Budgeting Process– Analysis on the fly– Very significant improvement in Planning turnaround time – from a 2-week to a 2-day process.– Parallel processing vs Serial processing
Flexibility via Anaplan’s Self Service model System is business driven with IT/Anaplan Support as a valuable partner. Optimization leading to financial gains – yet to be determined, but expected.
Anaplan provides the ability to drill down even more.Without Anaplan To
Pricing By sku by quarter By sku by month
Discounts Average per channel By customer
Volume By Channel/By sku/By quarter Plus By Customer/By Ship To/By Month
Advertising and Promo Excel Worksheets by brand by channel by month by spend type
Upload by Owners (eventually)
Special Pricing and Trade Deals Average %s (from historical or AOP) By Customer/By SKU
Product Costs Standard cost per case, every OL cycle Standard cost per case with PPV adjustment for months; with possibility to build bottom up (space consideration)
Transportation Costs National Average by sku By ship to by sku
Overheads Manual Excel worksheets Via Anaplan (controllable vs non controllable) with opportunity for ZBB and driver based build in the future (space consideration)
Actuals and Variance reporting Excel and powerpoint files Dashboard Reporting and more accurate Rate-Volume-Mix analysis
• At the end of 2011, we have 400 SHIP-TO’s being served.
• In 2013, this increased to 600 delivery points
• To date, we are already serving more than 800 sites
• With this trend, we are likely to have 1,200 delivery points by 2017
1. Where are our customers?
Toll Packers
Mindanao Cannery
Manila warehouses –
Cebu warehouse
Cagayan warehouses –
Dev- Vis
Dev – Luzon, Mindanao, Visayas
Key Luzon
Key Vis
EXPORT MARKETS
DM Plantation
300 RPM /700 IndirectSuppliers
Toll pack itemsBugo items
Key- Key Accounts
Dev- Dev. Accounts
Stored in RPMWarehouses
Stored in RPMWarehouses
Dev– Luzon, Mindanao, Visayas
Key Min
2. From Supply to meet Demand
3. Costs costs costs
RAW MATERIALS, other than formulation:– Line loss (line/machine, packaging format, etc.)– Formula adjustments—modifications in product formulation due to variability in a major ingredient;
major examples: tomato paste, fruit concentrates– Purchase prices
PACKAGING MATERIALS– Line loss (line/machine, packaging format, etc.)– Purchase prices
TOLL FEES– Line speed, efficiency, age of investment, volume
FIXED COSTS– The allocation of Toll Operations cost centers– Controllable vs Uncontrollable costs.
General Lists - sampleProperties Subsets Item Count
Ship to Customer, DC: Organization, Street: Text, City: Text, TranspZone: Number, SDst: Number, Sales district: Text, CGrp: Number, Customer group: Customer Group, PostalCode: Number, Region, Island, Sales Group: Text, Distributor's Discount: Number, FS Discount: Number, Other Discount: Number, 2% Culinary Discount: Boolean, 4% Pasta Discount: Boolean, FNR 15+1 Trade Deal: Boolean, Prompt Payment Discount: Number, E2E Discount: Number, Marketing Group, Via DC?: Boolean, Crossdock?: Boolean
FS Discount - Ship to, Distributor, Key, Dev, Perpetual Discount - Ship to, Special Pricing Discount - Ship to, Crossdock, Distribution Allowance - Ship to, Spend Rate Accounts - Ship to, E2E Discount - Ship to, FS MD Percentage - Ship to, FS MD Peso - Ship to, TTA - Ship to, Trade Deals - Ship to, Grocery - Ship to
1068
SKU Code2: Text, Brand, Product Hierarchy, Category, Source, Island, Net Weight: Number, Gross Weight: Number, Stat Case Factor: Number, Kg Factor: Number, Obso Rate Plan: Number, Bad Order Rate: Number, Size/Dimension: Text, New Products: Boolean, Load Factor CV: Number, Load Factor Truck 10 Wh: Number, Load Factor Truck 6 Wh: Number, Del Fee Multiplier: Number, Volume: Number, FY16 LPBT: Number, SVI/SSM Discounts: Number, Alfamart Discounts: Number, Suy Sing/Super 8 Discounts: Number, Goldilocks Discount: Number, Jollibee Discount: Number, Shakeys Discount: Number, Chowking/Greenwich DIscount: Number, Contract Pckg Discount: Number, McDonalds Discount: Number, Tropical Hut Discount: Number, Customs Operations: Number, TTA: Number, Downline SKU: Boolean, Phil Seven Trade Deals: Number, Chowking/Greenwich Trade Deals: Number, Goldilocks Trade Deals: Number, Jollibee Trade Deals: Number, McDonalds Trade Deals: Number, Red Ribbon Trade Deals: Number, Shakeys Trade Deals: Number, Tropical Hut Trade Deals: Number, Centerpoint FS Trade Deals: Number, Marina FS Trade Deals: Number, Pine / Non-Pine: Text, via DC?: Boolean, Parent2: Brand, Category TR, Cost Growth Classification
Traded, Toll, Bugo, Beverages, Special Pricing Discount SKU, FS Trade Deals SKU
596
General Lists – sample
Properties Subsets Item CountSold to Cgrp: Number, Customer Group 578Product Hierarchy Brand, Description: Text, Source 309Zip Code City: Text 252Cost Elements Description: Text, Source File: Text, Input by: Text, Time Input: Text Yearly, Monthly 174Cost Centers Person Responsible: Text, Sub - dept: Text, P&L: P&L Cost Centers Logistics, G&A, R&D, S&M, Tollpack 159Customer Customer group code: Number, Channel: Organization, Customer Group,
Marketing Group, FS MD: Number, Spend Rate Account: BooleanFS MD Percentage, FS MD Peso, Distribution Allowance - Customer, Spend Rate Accounts, DUMMY, Special Pricing Discount Customer, FS Trade Deals Customer
88
Value Fields Soc subset: Soc Subset, SOC Subset L5, P&L by SKU: SOC Subset per SKU, Expenses: Boolean
Sales Qty and Rev, Other Disc, Below GM, Above GM w/o Ship to, Above GM w/ Ship to, TPC, Prod Cost, Volume, Reg sales and transpo per ship to subset
84
Brand Category 39Tollers 14Cust. Group - Region Name basis: Text 11P&L Cost Centers 9Category TR 8MAPS Value Property: Number 6Markets 6Region 6Commercial Cost Centers 4Advertising Budget Source 4Category 4Island 4Organization Marketing Group Grocery - Channel 4Source 4Cross dock provider 3Customer Group 3Marketing Group 3
Seamless ERP Integration– Planning level not matched with ERP/Actuals
New concept of storage and size utilization. – Cloud storage means costs. – Tendency to be Anaplan “addicts”
Spurious accuracy because of the computing power we have in our hands
Increasing user and management expectations Change management
Challenges