BI in FMCG Industry- Raj Basu.ppt
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1、1,BI in FMCG Industry - Raj Basu,2,Major changes in FMCG industry,Indian Consumer changesLarger disposable incomeMiddle class segment bulgingGreater global exposure Greater appetite & demand for global productsDifferentiated product & service requirementsFMCG space dynamicsExplosion of products Expl
2、osion of markets (Kirana & Organized Retail)Rush of new playersGlobal players bringing process and intelligence maturityIncreasing competitionSupply chain bottlenecksImpact on FMCG strategy & operationsIncreasing Flexibility Outsourced Contract ManufacturingDemand driven supply chainImproving Custom
3、er serviceRetail outlet segmentationCustomized Retail serviceSupply Chain segmentationGreater Organizational AlignmentEPM, Divisional Scorecards Integrated Sales & operations planningGreater Customer focusDemand analysisProduct charateristics,3,EPM/BI needs of the FMCG Industry,Rapid EPM adoption fo
4、r Org Alignment & strategy managementBalanced Scorecards (Strategy Maps, Business Scorecards)Budgeting, Planning & Consolidation systemsOperational performance managementFinancial Analytics for greater ROCEWorking Capital Optimization (C2C Cycle)Debtor AnalyticsPayables AnalyticsInventory Optimizati
5、onTreasury Cash AnalysisCustomer AnalyticsTrade Promotion AnalyticsWD ProfitabilityOutlet performanceChannel AnalysisIntegrated Consumer Demand & market performance visibilitySupply Chain AnalyticsSupply Chain Performance ManagementProduct Cost & profitability analysisOperational Planning efficiency
6、Inventory visibility & optimizationSupply Network efficiencySpend Analytics,Operations AnalyticsPlant Performance ManagementMES Analytics,4,Key BI Trends in the FMCG industry,Major Indian FMCG players are making rapid strides in enabling Business & Competitive intelligence as a key differentiator Mo
7、st of the large FMCG companies are centralizing BI as a shared service on a common platform across its businesses and brands with a razor like focus on getting Best-In-Class serviceMost of them are already deep into state of art Business Intelligence ability to check on an outlet consumption pattern
8、 on a handheld before meeting the ownerability to analyze secondary sales based promotions rather than primary uptakeability to provide outlet based actionables rather than market level inputs like OOS, poor AVF scores etcGlobal players are even further aheadTrade Promotion Analytics, Segmentation b
9、ased promos, supply chain bottleneck alerts, route optimization and advanced forecasting and predictive demand models,5,EPM Objectives,FMCG majors are interested in implementing a Performance Management (PM) program across the enterprise, in order to align goals and strategies with operational objec
10、tives, plans and responsibilities within the organization.,6,Perspective,Key Imperatives,Key Questions,Financial,Customer,Internal Process,Learning & Growth,Effect,Cause,Results,Action,“Profitability” “Return on Capital Employed”,“Consumer Satisfaction” “Market Share”,“Efficiency”,“Knowledge” “Innov
11、ation”,Vision & Strategy,To Satisfy our shareholder, whatfinancial objectives must we accomplish,To achieve our financial goals, whatcustomer needs, must we satisfy,To satisfy our customers, whatinternal business processes, must we excel in,To achieve & maintain our competitive position, how must th
12、e organization the Organization learn & improve,Balanced Scorecard incorporates a double loop feedback around both internal business processes and external outcomes,Classic Balanced Scorecard Framework,7,Decision-making challenges at ITC Businesses,Business Performance Mgmt Executive, Functional, Un
13、it Level ScorecardsEmployee Performance Mgmt Personal Scorecards,Impact of Food FG Warehouse location on Food Categories operating marginsImpact of Leaf stock at ILTD on price elasticity at ITDImpact of potato sourcing bottlenecks on Bingo Freshness,Fact Based Decision-Making / Actionable Intelligen
14、ce,Organizational Alignment,Integrated Analysis across value chains,Operational,Exception based operations at the FactoriesStock optimization across supply chain nodesFast tracking complaints from High Value CustPersonnel workload mgmt across stores,Tactical,Targeted Promotions & variable pricingOut
15、let Segment specific service packagesProfitability based supply routesDemand driven inventory management,Analytical Capability,Performance Visibility,Promotion & marketing impact trackingSupply Chain bottlenecksSKU velocityLogistics impact on operating marginsStore Allocation efficiencyReservation P
16、ipeline vs Forecast360 deg Customer Views360 deg Supplier viewsCost variance trackingOrder-To-Fulfillment, Cash To-Cash, Procure-To-Pay cycle times,Outlet Service Route OptimizationOutlet SegmentationAnalytical Forecasting Six Sigma AnalyticsPrice Elasticity AnalysisBCG Portfolio AnalysisHuman Produ
17、ctivity AnalysisLoyalty Analytics,8,EPM driven BI at a US Food Distribution Major,Strategic Goals,Strategic Metrics/Scorecards,Demand Initiatives,General AnalysisSales Force EffectivenessTrade Promotion EffectivenessMarketing EffectivenessMarket Analysis,Spend AnalysisSupplier Performance AnalysisIt
18、em & Brand AnalysisBid AnalysisCompetitive Analysis,Business Functions - Functional Metrics, Reports, Alerts, Scorecards, What-If Analysis, Guided Analysis,IT Functions - Dashboards, BI Tools, Databases, ETL, Data Models, Metadata,Sourcing Initiatives,Supply Chain Initiatives,Customer Initiatives,So
19、me Analysis Areas,General AnalysisSegmentation AnalysisContract ComplianceBusiness Review AnalysisCustomer ProfitabilityAnalysis,Delivery EffectivenessSKU rationalization EffectivenessBackhaul EffectivenessCarrier Performance Analysis,Some Analysis Areas,Some Analysis Areas,Some Analysis Areas,9,A s
20、ingle BI System should support the EPM Model,Visual Audits,Sales Force & CRM,WD System,Data Warehouse (Data Storage),BI Layer (Business logic, number crunching, metric/report generation ),Source Systems,SAP,ETL Layer,Data Extraction, Cleansing, Staging, Transformation & Loading,Performance Managemen
21、t Model,Excels,PLM,HRMS,Outlet Sales, Invoices, Purchase Orders Inventory, Transport Orders, Stock Tr Orders, Salary Advice, re-distribution Costs,Business Plan, Forecast, A/R, A/P, Visual Merch Audit, Production Plans, Market Research, Production Jobs,A common data set populatesthe entire model ena
22、bling :-ScalabilityEPM, Data, BI ModelSystem Performance Integrationdata linkagesbusiness rules,10,Some benefits of integrated modeling for FMCG,Impact of raw material shortage on retail offtakeAnalysis of a request for a short runner on Factory productivity vis-vis customer service Correlate/factor
23、-in market demand (IMRB) into AE performanceDecision on extending Promotions based on raw material availabilityAnalyze impact of sales strategies/norms on Market standingAnalyze synergy opportunities like sharing warehouses, transportation sharing and backhauling, reverse logistics etc across catego
24、ries,11,Typical BI Transformation Roadmap,Define Performance Mgmt Model,Define BI Strategy,Create BI Governance Model,BIImplementation,BI Change Mgmt,BI Value Mgmt,Supply Chain Transformation,Brand Management Transformation,Process Improvement Transformation,Major Organization Transformations,Need a
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