Best Practice Sharing Preparing an Organization for Planning/Forecasting Processes Presentation Using Oracle Title Goes R12Here Date: 17-Aug-2012
Introduction to Knape and Vogt 1. Founded in 1898 2. Acquired by Wind Point Partners in 2006 3. High level of Growth through Acquisition 4. Facilities in Grand Rapids MI (Headquarters), Petaluma CA (Workrite), and Taipei Taiwan (GSlide) as well as a sales office in Canada
Introduction to Knape and Vogt Product Categories Market Served A mid-sized manufacturing org on a growth path Copyright Genpact All Rights Reserved
Introduction to Genpact SIZE Over 3,000 Oracle professionals One of the largest Oracle capabilities globally Over 3.1 million days of Oracle experience Manufacturing Discrete Process BFS& I Banking Insurance Business Services Telecom, Media Hospitality EXPERIENCE 160+ go-lives in 40+ countries Support experience of 46,000 plus users 60% resources > 5 years of industry experience > 80% resources trained in Lean, Six Sigma, CMMi EXPERTISE / SKILLS Centers of Excellence (CoE) dedicated for Industry Vertical Solutions Full life-cycle capabilities for deployment and upgrade solutions 24x7 maintenance & enhancement capabilities Strong DNA of managing Program Management Offices (PMO) Oracle EBS Suite Oracle Database Siebel Hyperion + OBIEE ERP STRATEGY DESIGN BUILD RUN & UPGRADE
Approach And Solution Identify the improvement areas Assess the benefits Evaluate product alternatives Define the planning/forecasting organization Design the info flow
As-Is Process Improvement Areas Spread sheet based manual process Calculate future usage based on past consumption Limited S&OP inputs Inability to track forecast accuracy easily No functionality to factor trend/seasonality over long term Difficulty in assessing the resource requirements and their scheduling
Key Benefits of To-Be Process Best of breed forecasting and planning engine Ability to review/tune/improve forecast accuracy Automation of work order entry Better management labor scheduling Improve inventory turns in long run
Evaluate Product Alternatives KV Known Key Requirements Product 1 Product 2 Product 3 Robust Forecasting tool (with multiple forecasting methodologies) Business Intelligence Dashboards & Reporting Inventory Classification & Segmentation X X Scope and flexibility for customization based on business needs Scalability Version upgrade flexibility Minimal additional hardware requirements Provision for market intelligence inputs Enhanced exception handling ability In built alerts for prompt action
Selection Criteria A Snapshot Cost License Maintenance Ongoing Support Tech support Duration Final Score Visibility level? Sales Inputs? Marketing Planning SKU or Prod Family? Functionalities Exceptions? Finance Integrate to Essbase? IT Integration to legacy? Misc Custom reports?
Define Organization Roles and Responsibilities Before After Demand Planning System Administrator Marketing/Sales Demand Planners Planning Team Planning Lead Shop Floor Shop Floor Planners Re-organization To Drive Synergy
Process Management Perform a LEAN workout to derive process benefits Follow Oracle standard flows Start with basics and then build on it (ASCP unconst. to EDD) Key Lessons Learned Change Management Functional lead should be tech savvy Robust end user training Review forecast info again and again Buy-in from executive level for the investment and re-org Technical Solution Test the links with feeder systems and analyze the fallouts Conduct multiple iterations with master data Utilize Oracle APS standard hooks and codes Take-away> Leverage Process + Oracle R12 to Derive Benefits
Thank You Sanjay Sil Sr Principal Consultant Genpact sanjay.sil@genpact.com Salli Churchill IT Manager Knape and Vogt salli.churchill@kv.com Gene Olsen Sr VMI Analyst Knape and Vogt gene.olsen@kv.com Presentation Title Goes Here www.genpact.com www.knapeandvogt.com
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