Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
THE INTEGRATED BUSINESS
PLANNING SEMINAR
21st September 2016
Implementing IBP in OTC Pharma
Vision to Operational Reality
Dan Grills & Sue Austin
Agenda
Where are we now?
How we made it happen
Why Exceedra?
Why change?
But first a short intro about Omega Pharma
1987
2015
$5bn
$1.4bn
0
100000000
200000000
300000000
400000000
500000000
600000000
Reckitts J&J GSK OmegaPharma
Bayer Novartis SCAHygiene
Vitabiotics Pfizer Thornton& Ross
Seven Seas
IRI data ending 31st October 2015
+14.4%
+7.4%+9.3%
-4.4%
+5.5%
+6.0%
+10.0% +3.7% +0.6%
+0.2% -0.2%
UK’s No.4 & Fastest-growing OTC Healthcare Company
Our Customers
• Pharmacy Wholesale• Drug, Grocery & Conv
Omega Pharma Brands
WHY CHANGE?
€117m €200m€20m
2012 2013 2016
Business Evolution
Little or no S&OP
Ltd business planning
Cash mgt & supply issues
S&OP underway
High level business planning
Process & engagement started
ERP + Excel
S&OP established
Effective medium & short term business planning
Process & engagement strong
High manual effort to plan & execute business
IBP in place
Co-ordinated profit & cash-mgt across the full planning horizon
Technology integrates & automates planning
Reporting enables rapid decision-making
S&OP Maturity
Stage 1React
Stage 2Anticipate
Stage 3Integrate
Stage 4Collaborate
Stage 5Orchestrate
Maturity model source = Gartner
Business case
10%
30%
10%
1%
End Customer needs – Demand Planning & Sales
End Customer needs – Supply Chain
End Customer – The Wider Business
WHY EXCEEDRA?
Why Exceedra?
Resulting new capabilities
New capability Outcomes
On line Integrated sales promotions management portal
• Simple & accessible for users – goodbye Excel!• Trade spend management – Invoice accruals.• Improved promotions spend control.
Integrated Planning & Scenarios Management
• Improved profit & cash-driven decision-making.• Improved budget building & planning.• Exception reporting for forecast analysis.
Advanced Demand Planning• Statistical Forecasting.• Hierarchies with planning at multiple levels.• NPD introduction.
Inventory Optimisation• Multi parameter stock modelling to optimise stock & service.• Improved forecast accuracy driving out the trend of +ve bias.
Management Information for all
• One version of the truth to drive alignment• Multi-dimensional views (brand, customer, SKU, time, metric)• System-generated EBIT and cash projections in-month and at
month close – faster course correction
Resulting new capabilities
New capability Outcomes
On line Integrated sales promotions management portal
• Simple & accessible for users – goodbye Excel!• Trade spend management – Invoice accruals.• Improved promotions spend control.
Resulting new capabilities
New capability Outcomes
Integrated Planning & Scenarios Management
• Improved profit & cash-driven decision-making.• Improved budget building & planning.• Exception reporting for forecast analysis.
Resulting new capabilities
New capability Outcomes
Advanced Demand Planning• Statistical Forecasting.• Hierarchies with planning at multiple levels.• NPD introduction.
Resulting new capabilities
New capability Outcomes
Inventory Optimisation• Multi parameter stock modelling to optimise stock & service.• Improved forecast accuracy driving out the trend of +ve bias.
Resulting new capabilities
New capability Outcomes
Management Information for all
• One version of the truth to drive alignment• Multi-dimensional views (brand, customer, SKU, time, metric)• System-generated EBIT and cash projections in-month and at
month close – faster course correction
HOW WE MADE IT HAPPEN
How difficult is a systems project anyway?!
Organisation
What worked well
• Project & Stg Committee
• Dedicated data lead
• Exceedra engagement
What would we change
• Project Mgr from IT
• Sales representation
Design
What worked well
• Fast-track start
• Collaboration between Omega & Exceedra
What would we change
• More detailed definition & alignment of the “to be”
Testing
What worked well
• Widened project team
• Test scripts
• Dedicated testing room
What would we change
• Allow more time!
Launch planning
What worked well
• Cutover plan – not big bang
• Finance & supply chain 1st
• Expectation management
What would we change
• More focus on data cutover
Engagement
What worked well
• Business-wide comms
• Train-the-trainer approach
• Time invested in training prep
• Phased training delivery
What would we change
• Underestimated time needed for training prep
WHERE ARE WE NOW?