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Allied Bakeries Allied Bakeries Implementing Corporate Implementing Corporate Performance ManagementPerformance Management
The CompanyThe Company
• T/o 440m• 4500 staff• 10 Manufacturing Units• Shared Service Centre• Business Centre• Parent Company “Associated British Foods”
• Recent growth strategy
Business ChallengesBusiness Challenges
• Key Strategic Drivers• Focus on Brand Value and Volume Growth• Customer and channel focus
• Business transformation• Measure plans v performance, • Analysis of current & future strategies, • Innovation/new business
Business Intelligence - Business Intelligence - ClassificationClassification
Type of Intelligence
Strategic Tactical Operational
Who in the organisation
Directors /Strategists
Senior ManagerAnalytics
Senior ManagersOperations
Type of Information
HistoricKPI’s
Historic Real-time
Timescale Long term Weeks, periods, qtrs
Days
Business IntelligenceBusiness Intelligence
• Operational BI• Customer Service
• Organisational Growth• Business Planning
Approach - Success MapApproach - Success Map
FinancialPerspective
ReduceWastage
ImproveRevenue
Mix
ImproveOperatingEfficiency
CustomerPerspective
BroadenProductRange
On timeIn Full
Delivery
InternalPerspective
NPDX Sell
ProductsImprove
InventoryProcessReview
LearningPerspective
EducateSalesforce
Ideas fromEmployees
Approach – Work streamsApproach – Work streams
Customer Service & Business Planning
Corporate Performance Management
Review of KPI’s
Master data
Technology
Business IntelligenceBusiness Intelligence
• Operational BI• Customer Service
• Organisational Growth• Business Planning
GoalsGoals
• To implement a full BI infrastructure on the Microsoft platform.
• Knowledge transfer with the Allied Bakeries development team.
• Improve the reporting and analytical capabilities of the Allied Bakeries Customer Services team.
• Integrate with other Allied Bakeries strategies (SBV, Core)
Pilot Project TeamPilot Project Team
• Whole team exposed to all components of the project delivery but have concentrated on specific areas.
• ETL Team• Report Development• OLAP Development• Data Modeller
SWOT Analysis -Oracle
Strength
Investment in LicenseSkills in Business CentreRDB/Oracle/OSA/OFAPeopleSoftProven Capability
Threat
Loose Commercial advantageWe may be too smallLock-in
Opportunities
Continuity & smooth migrationPotential for integrationStable & long termRelationship with vendor
Weakness
Skills in SSCCost of MigrationMergers & Acquisition
SWOT Analysis Microsoft
Strength
SkillsCost – (free components)R & DBI CommitmentIntegration with current appsMore 3rd party SQL usage
Threat
One vendorImmature technology
Opportunities
Standard integrationQuicker to deployRelationship with SAP
Weakness
Migration of Oracle applicationsInfluence on vendorDelays in release of 2005 productNews version require support/training
Local Orders
Central orders
Daily Shortages
Legacy Reports (7013)
Individual site reports (18)Spreadsheet
Reason Codes
Central Team manual
Spreadsheet Consolidation
Validation Process
E.g. all bakeries submitted on
time
Daily Shortage Reports
Access Database
Customer Service Report
Daily Interim & Final Report
Site Reports + others
Current Daily Reporting Process
Manual Process
Central shortages
IT Systems
New ArchitectureNew Architecture
User Interface
User Interface
Best of Breed
Best of Breed
Master Data
Legacy
Legacy
12hrs
12hrs
12hrs
New ArchitectureNew Architecture
User Interface
User Interface
Best of Breed
Best of Breed
Master Data
Legacy
LegacyStagingServer
SQL2005
DataWarehouseSQL2005
SQL ServerIntegration Services
12hrs
12hrs
12hrs
Loosely CoupledInfrastructure
New ArchitectureNew Architecture
MicrosoftReportingServices
User Interface
User Interface
Best of Breed
Best of Breed
Master Data
Legacy
LegacyStagingServer
SQL2005
DataWarehouseSQL2005
SQL ServerIntegration Services
12hrs
12hrs
12hrs
MicrosoftBalance
Scorecard
MicrosoftAnalysisServices
Presentation Layer
Loosely CoupledInfrastructure
Reuse of Dimensional ModelReuse of Dimensional Model
Date
Branch
Customer
ReasonOrder Type
To Date
Time seriesProduct
Fact
New
Reuse of Dimensional ModelReuse of Dimensional Model
Date
Branch
Customer
ReasonOrder Type
To Date
Time seriesProduct
Fact
Re-Use
New
Semantic LayerSemantic Layer
• custom report functionality to users, Simple models, Reports can be saved
Static ReportingStatic Reporting
• Static reporting, Deployed to the Report Server, Standardisation of reports
Summary of Key Design Summary of Key Design FeaturesFeatures
• Architecture based on loose coupling to minimise the impact of system changes outside of the BI infrastructure.
• ETL process designed to maintain history of all master data within staging database.
• Cube with a number of measure groups, customer services focused including time based analytical functionality.
Business IntelligenceBusiness Intelligence
• Operational BI• Customer Service
• Organisational Growth• Business Planning
Objective & ScopeObjective & Scope
• Propose a replacement system for:• Planning/Budgeting/Forecasting• Event Management• Balance Scorecard• Dashboard
• Scope• Finance• Commercial• Marketing
Opportunity AnalysisMeasure variances against budget/i.e.
forecast planning model
Review additional
promotions
operations commitment
spare capacity
lack of capacity
rolling weekly/period/quarterly sales forecast (by
SKU)(vol+price+mgn)
Full P & L by budgeted stds
Revise promotional plan against
CompetitorActivityReview success of Promotions History
Weekly:Assumptions & Understanding
Base Level VolumeEffect of NPD
launchesDistribution Changes
Listings & De-listings
Price ChangesCapacity Limits
Losses, commercial,
operations, bakery waste &
unaccounted.History = prior yr, current yr, 2 year
outturn.
Agree promotion timing with customers
depending on status
review &4 wkly sign off
Rolling Weekly Sales Forecast(vol+price+margin)
aggregated by KPI figures for each NAM
Analysis of forecastpromotional spend vs f'cast
volume
aggregation by NAM territory/plan fascia
rolling weekly sales forecast (by SKU)(vol+price+margin)
Reformat for interface to production planning
production planning system
Material usage requirements
PRODUCTION PLANNING PROCESS
2/4-weekly forecast by product by
day
12 weekly forecast by product by branch by
week
KPI PROCESS
ALLIED BAKERIES FORECASTING PROCESS
Budget
4 wkly forecast
Capacity Planning
Model
Quarterly/latest
Re-forecast
Multiple snapshots/scenarios
situation if limitied capacity
Scoring & Functionality Scoring & Functionality “extract” “extract” Overall RankingsOverall Rankings
Ranking Vendor A Vendor B Vendor C Vendor D Vendor E
Cost £ 3 4 5 6 8
Functionality fit
Business Planning 1 1 1 1 1
PRICING 1 1 1 1 1
Data Validation and Audit 1 1 1 1 1
FORECAST/EVENTS PROCESSING 1 1 1 1 1
Number of modules required 6 1 7 1 8
Fit with other applications 1 1 1 1 1
Fit with infrastructure 1 1 1 1 1
Skills fit 2 2 2 2 1
total 39 31 31 31 31
Rank 5 1 1 1 1
General System Requirements
0.0
0.5
1.0
1.5
2.0
2.5
3.0
Budge
ts &
Budg
etry C
ontro
l
Foreca
st/Eve
nts Pro
cess
ing
Pricing
Profit
& L
oss S
umm
ary
Scena
rio W
hat if
Ana
lysis
Alloca
tions
Statis
tics &
Tre
nding
Busine
ss T
rends
Scalab
ility
Vendor A
Vendor B
Vendor C
Summary MatrixSummary Matrix
Vendor A Vendor B Vendor C
Functionality 1 2 3
5 Yr Cost Summary
2 3 1
Future Development/ integration
2 1 3
Stability / Risk * 2 1 3
Implementation speed / support *
2 1 3
Total 9 8 15
Summary of ProcessSummary of Process
Dem
on
stration
/Costs/IT
Fit
Scores
Weighting
Functionality
RF
I
Make S
election &A
pprove Funding
Reference S
ite
Requirem
entsG
athering
Current process is at this stage
Re-run of this stage for new Project Sponsors
RisksRisks
• Implementing • technology not available• commitment• resources
• Not Implementing• No infrastructure to move legacy applications• Constraints on the availability of information• Unable to monitor business performance
SummarySummary
• Quick to be deploy• Ongoing Value • Faster end user adoption