Supply Chain and Value Chain Planning

TCS and Oracle

2

Agility is critical for sales and operations planning and Agility has

been defined as “recalibration in the face of market, demand and

supply volatility while delivering comparable cost, quality and

customer service” (Lora Cecere)

Sales and operations planning

3

The challenge

Give the customer and dealer/retailer

What, When, Where

and

the Way they want

with proper

documentation

At…

the highest margin,

lowest cost and with

the maximum flexibility

Through…

the unknown

While…

disposing, introducing

and coordinating

4

S&OP renaissance

Many companies are embarking on S&OP improvement

initiatives to proactively manage and respond to changing

business conditions through new approaches, processes, tools

and capabilities

5

Aligned

Operational Plan

Corporate

S&OP Summary

The ‘traditional’ S&OP monthly process and operation

Supply Plans

Backlog Plans

Inventory Plans

Unconstrained

Demand Plans

SupplyPlanning

Planning

BOMs—

Components

Commodities

Financial

Targets

Financial Review

BU Consensus

Demand Planning

Forecast based on

Historical data and

Forecast

Bottom Up Sales

Planning

S&OPSupply Actions

Pipeline Inventory

ATP, Committed

Supply Position

Channel Inventory

Re-Plan

Changes to Demand

Plan

Unsolved

Issues

Key Participants

Sales

Operations

Global Planning

Product Line Management

Finance

Procurement

IT

Proposed

Operational Plan

MONTHLY PROCESS

6

Our assessments show few organizations

with an S&OP process improvement plan

Forecasts will be incorrect. Deviation from plans are certain. Supply will be disrupted. Demand will have variability. Inventory will be in the wrong place. Shipping and fulfillment costs will increase.

Yet few organizations have well defined processes and business rules to manage these, anticipate these, and respond rapidly.

Plans and execution must translate to results

BUSINESSRESULTSS&OP Process

Business Rules

Business Metrics

Interlock Processes

Supply Chain Execution

7

Aligned

Operational

Plan

The ‘enhanced’ S&OP process, flow and operationSynchronizing Supply and Demand—Proactive and Responsive

Corporate S&OP

Summary

Supply Plans

Backlog Plans

Inventory

Plans

Unconstrained

Demand Plans

SupplyPlanning

Planning

BOMs—

Components

Commodities

Financial

Targets

Costs

Analytics and

What-if Tools

Financial Review

BU Consensus

Demand Planning

S&OP

Supply Actions

Demand

Shaping

Actions

Pipeline Inventory

Ageing, Transfers

ATP, Committed

Supply Position

Channel Inventory

Customer Sites

Spares/After Market

Service Centers

Re-Plan

Changes to

Demand Plan

for What-if

Analysis

Unsolved

IssuesProposed

Operational Plan

MONTHLY PROCESS + WEEKLY INTERLOCKS + DAILY UPDATES

Forecast based on

Demand Triggers—

Orders, POS/Sell-

through/Contracts

Customer Signals

NPI and Marketing

Projections: Phase-

in/Phase-out

Bottoms Up Sales

Planning

Historical Data

Using Statistical Analysis,

Predictive Analysis Tools

Key Participants

Sales

Operations

Global Planning

Product Line Management

Finance

Procurement

IT

Channels/Customers/

Suppliers

Budgets

Financial

Plans

Supply Risks and

Mitigation

8

Recommendations - A quick summary

Intelligent Forecast using predictive analytics, consumption, demand sensing, sales inputs and

‘what-if’ modeling

Leverage dynamic S&OP + interlock processes

Ensure two-way involvement with supply network planning, global trade, logistics

and fulfillment strategy

Deploy an integrated suite of systems across the end-to-end supply chain

Establish an S&OP process which considers business model differences, customer segments, and

geographical differences

Promote collaboration and involvement with all functions, key suppliers, partners and channels with

appropriate and aligned metrics

Develop An upskilled skill sets of people in supply chain, execution, analytical concepts, and response

9

Tata Consultancy Services—Business performance

13.4 billion US$ in FY14 revenues *

1065 Clients *

55+ Countries where TCS has a presence

46+ years in business

300,464 Associates *

118 Nationalities *

97.4 % of revenues from repeat customers*

First Company in the world to be assessed at Level 5 for integrated enterprise-wide CMMi

Market Success – Revenues in US$ Millions

Source: Figures from TCS Analyst Report FY Q4-14, Employee count includes 300,464 employees in subsidiaries

0

5000

10000

15000

9899000102030405060708091011121314

10

TCS global network delivery model enables customer success

223 Offices worldwide, 145 Delivery Centers in 21 Countries

N. America

22

Iberoamerica

APAC

India

EuropeUK & Ireland

MEA

8

14 9

9 1

96 108

27 3 32 8

23 8

# of Regional Offices

# of Delivery Centers

Legend

Cincinnati (US)

GNDM™ Highlights

• One Global Service Standard for all Delivery Centers

• Access to global skills/talent

• Multi-lingual support for 33 + languages

• Scalability for future Growth

Phoenix (US)

Toronto (Canada)Hungary

Peterborough (UK) Germany

Luxembourg

China (3)

Singapore

AustraliaBrazil

Uruguay

Argentina

Mexico

Chile

Ecuador

Colombia

South Africa

MoroccoUAE Yokohama (Japan)

Midland (US)

North America Latin America UK & Europe JAPAN India APAC

• # Associates :

23,000+

• Languages :

English

• Over 425 Clients

• # Associates: 9000+

• Languages :

English, French,

Portuguese, Spanish

• Over 100 Clients

• # Associates: 12000+

• Languages: English,

German, French,

Spanish, Dutch,,

Portuguese, Italian,

Danish etc.

• Over 370 Clients

• # Associates: 1700+

• Languages: Japanese

• Japan ODC in Kolkota,

Pune, China

• Near-shore facility setup in

2002 at Yokohama

• Over 20 Japanese clients

• # Associates:

200,000+

• Languages: English,

Japan

• Over 400 Clients

• # Associates: 3500+

• Languages: English,

Mandarin, Thai, Malay,

Cantonese, Filipino

etc.

• Over 165 Clients

11

Oracle’s Priorities

S&OP/VCP Thought

Leadership (Process &

Metrics)

Process aligned to

Oracle Apps

End to End Solution

across all Oracle Apps

Solution customized

to client needs

Creative solutions to meet client

budget

Differentiated Solution

TCS value Proposition Aligned with Oracle Priorities

TCS is a Strategic Partner providing these key value differentiators

12

TCS Oracle VCP expertise

200+ VCP Consultants

75+ VCP Functional Experts

30+ Projects

6+ On-going

Engagements

Experience Capabilities Functional Areas and

Modules

Experience in

Manufacturing, Telecom,

Retail & CPG and Media

industries

Functional, Technical &

Administration skills and

Domain Expertise

Experience across all

geographies

Demantra– Demand Management

– Advanced Forecasting &

Demand Modeling

– Sales & Operations Planning

– Trade promotion Management

Advanced Supply Chain

Planning, Global Order

Promising, Collaborative

Planning, Production

Scheduling, Inventory

Optimization

Advanced Planning

Command Center,

Strategic Network

Optimization

13

End-to-end order capture to fulfillment flow for a B2B business

Support for complex purchasing requirements such as volume pricing, order

restrictions and workflow-based order approval

An integrated suite of systems across the end-to-end supply chain

Real time visibility of SKU positions

Platform to perform an accurate pan organization order scheduling

Central fulfillment monitoring across channels

Embedded intelligence to measure effect of supply decisions on cost and on-time

delivery metrics

Keys to an agile supply chain

14

Experience certainty.Tata Consultancy Services helps customers experience

certainty by reliably delivering business results, providing

leadership to drive transformation and partnering for success.

Experience

LeadershipExperience

PartnershipExperience

Results

TCS commitment