Drive the Next Wave of Operational Efficiencies with Analytics IBM Corporation

Transcription

1 Drive the Next Wave of Operational Efficiencies with Analytics 1

2 Agenda Processes Continue to be Problematic Introducing IBM Operational Analytics Attaining Business Value for the Organization 2

3 Processes Continue to be Problematic 3

4 Operations is an enterprise-wide responsibility Hire capable employees and enable with appropriate skills Improve customer satisfaction & loyalty Prospective Employees Manufacturing Manage production and quality Suppliers Understand the met and unmet needs Enable employee access to usable analytics 4 Current & Prospective Customers Increase conversion, margin Reduce sales cycle time Increase brand preference, especially for customers with the greatest lifetime value Enable flexible payment options based on need Business Partners

5 Focusing on process improvement remains key for organizations 74% of best-in-class corporations state a top strategic action is to improve the efficiency of manufacturing operations (Aberdeen Group) Companies dedicated to improving supply chain hold 15% less inventory, have 17% stronger perfect order performance and 35% shorter cash-to-cash cycle times (Gartner) Source: CMS Wire 5

6 but meeting Line of Business needs may not be easy Disconnected Processes Lack of Visibility Connecting IT and Line of Business: Need to work together Difficulty synchronizing demand and supply (too siloed) Losses in processes have become norm Resource complexity make it harder to respond to changing needs Lack of insight into performance Rich data, but poor insight Departments not working towards common goal Inability to accurately predict Disparate sources 6

7 Introducing IBM Operational Analytics 7

8 IBM solutions for Operational Analytics improves process efficiency Operational Analytics Solutions Processes Plan Manage Assets Maximize Plan for operational success Align corporate supply with customer demand with sales and operations planning Manage day-to-day operations Ensure the right quantity of the right product is available at the right time and location with inventory management Maximize operational performance Improve fraudulent identification with claims optimization Software Capabilities Reporting, Analysis, & Predictions Scorecarding & Dashboarding Modeling Data & Text Mining Planning, Budgeting & Forecasting Real-time Decisions Forecasting & Simulation Predictive Analytics Business Rules & Optimization Resource Optimization Statistical Analysis 8

9 Operational Analytics for process efficiency leverages several analytics capabilities Forecast reserve amount and identify outliers First notification of loss Analyze claims by priority and rules Request additional information Assessors In-depth investigation SIU Allocate and prioritize resources by scoring claims Payment & closing Subrogation Analyze customer information and predict products to up- and cross-sell Examples of Processes Claims Inventory Sales and Operations planning Warranty Quality Financial Legal 9 Allocate and prioritize resources by scoring claims

10 IBM Operational Analytics for Process Efficiency leverages every aspect of the analytical process Process data Process Time Costs Efficiency Analyses Reports, KPIs, KPPs Supplier data Production Delivery Quality Scoring Align External data Environment Partner information Customer information Domain Expertise Define List Assign weight (points) to each indicator... Anticipate Define Thresholds Determine the level of Risk System notifications Reports Dashboards... Act 10

11 Demo 11

12 Attaining Business Value for the Organization 12

13 Process improvement provides the largest return when it becomes core to the organization Source: Wordpress 13

14 Brammer Group increases inventory process efficiency 14 Need: Visibility and analysis of all inventory Optimize processes for maximum efficiency Results: Smarter inventory management Increased inventory turnover by 17 % Accelerated report creation by up to 97 % providing near real-time analysis

15 Analytics can break process monotony for IT and Line of Business 15

16 Next Steps Identify which business problems are ripe for improvement Diagram the process for that specific business problem Ensure metrics for success are identified and agreed upon Map a course of analytical and decision maturity for rapid value 16

17 Thank You! 17

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