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What is Product Variety
  Costing your Company?
Webinar 2: Product Variety and your
           Supply Chain
•  Vice President of Sales & Operations
                           Planning at NCR Corporation

                        •  Responsible for driving process
                           improvement, tool development, and
                           streamlining IT systems


Mike Groesch
VP Sales & Operations
Planning at NCR Corp.




                                                            Slide	
  2	
  
About NCR

•  Assisted and self-service
   solutions, offered for:
  –  Financial, retail, travel, hospitality,
     gaming, government, telecom and
     technology services


•  100+ countries



                                               Slide	
  3	
  
Global Manufacturing Overview


                                Budapest NCR
                                Campus
HSR Alpharetta
       Campus    Columbus                              Beijing NCR
                 NCR Campus                            Campus




                                      Puducherry NCR
                   Manaus NCR            Campus
                   Campus




                                                                     Slide	
  4	
  
Global Manufacturing Overview




                            Slide	
  5	
  
Supply Chain Challenges
•  Too much inventory but never the right part
•  Extended lead times
  –  Real: physical lead time
  –  Apparent: promised lead time
•  Whipsaw in the supply chain
  –  Customer changes their mind and the sales
     motion does not resolve a critical decision

                                                   Slide	
  6	
  
Impact of Product Variety on Supply Chain

•  Many choices = Inventory challenge
•  Which signal do you send?
  –  Wrong signal = Wrong inventory
  –  More inventory than we want; but never the
     right inventory
•  Too much working capital tied up


                                                  Slide	
  7	
  
Gartner Maturity Model
                  Focus, Sponsorship, Organization

                                                               STAGE 4
                                         STAGE 3              Value Focus
                    STAGE 2              Demand Focus         •  CEO Sponsorship
STAGE 1             Brand Focus          •  COO Sponsorship   •  Multi-enterprise,
                                                                 Agile
                    •  VP Supply Chain   •  Integrated
Market Focus
                       Sponsorship          Programs
•  Departmental
   Sponsorship      •  Business Team
•  Silo Focus




  REACT               ANTICIPATE             COLLABORATE             ORCHESTRATE



                                                         SOURCE: Gartner, August 2010

                                                                                        Slide	
  8	
  
A Reactive Organization
Lack of coordination between Demand, Supply, and Products




                         S & OP




                       Emails and            Supply Chain
   Sales              Spreadsheets             Planning




                        Product
                      Management

                                                            Slide	
  9	
  
A Systemic Solution
Demand Shaping                                           Demand Sensing


                                                  Operations and
                               Demand             Product Management
                               Sensing



         Demand                                   Assess/Supply
         Shaping                                   Chain Plan

Sales                                                            Operations

                                            NPI
                                 Analyze
                     Product   the Market
                 Management

                                                                   Slide	
  10	
  
Demand Sensing and Demand Shaping

Demand Shaping                                           Demand Sensing


                                                  Operations and
                               Demand             Product Management
                               Sensing



         Demand                                   Assess/Supply
         Shaping                                   Chain Plan

Sales                                                            Operations

                                            NPI
                                 Analyze
                     Product   the Market
                 Management

                                                                   Slide	
  11	
  
The Orchestra:
Sales, Operations, and Solutions Managers




                         Sales




      Solution Manager           Operations




                                              Slide	
  12	
  
Demand Sensing and Demand Shaping

Demand Shaping                                           Demand Sensing


                                                  Operations and
                               Demand             Product Management
                               Sensing



         Demand                                   Assess/Supply
         Shaping                                   Chain Plan

Sales                                                            Operations

                                            NPI
                                 Analyze
                     Product   the Market
                 Management

                                                                   Slide	
  13	
  
The Transformation
•  Cultural shift
•  Improve employee experience
•  Improve customer satisfaction
•  Shareholder value
  –  Growth
  –  Revenue
  –  Margin

                                   Slide	
  14	
  
What Does Success Look Like?
•  Delighted customers
•  Inventory turns/velocity
•  Reduced volatility into the supply base
•  Increased flexibility across customer base
•  Improved lead times
•  Improved communication between
   Sales & Operations and Customers
                                             Slide	
  15	
  
What is the Financial Impact?
•  Q4 revenue $1.6 billion, up 17%
•  Q4 gross margin grew 270 basis points,
   up 25.2% year-on-year
•  Backlog at end of year was over $1 billion
•  Non-GAAP EPS up 23% year-on-year
•  2011 revenue growth 13%
                       SOURCE: NCR Q4 2011 Earnings Announcement




                                                                   Slide	
  16	
  
Value Focus
Product variety is a cross-functional problem that can’t be
solved with stovepipe mentality.

The solution requires executive sponsorship and support
from all the functional areas.


                              John Bruno     Peter Dorsman
                                CTO and            EVP
                             EVP Corporate    ISG and Global
                             Development        Operations




                                                Peter Leav
          Bill Nuti          Bill VanCuren          EVP
                                   CIO        Global Sales, PS
           Chairman,                         and Consumables
       President and CEO


                                                                 Slide	
  17	
  
Next Webinar

  Product variety and Sales enablement
  The critical concepts around empowering sales for
dramatic improvements in sales efficiency and revenue.

             www.emcien.com/webinars




                                                    Slide	
  18	
  

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Product variety and your supply chain

  • 1. What is Product Variety Costing your Company? Webinar 2: Product Variety and your Supply Chain
  • 2. •  Vice President of Sales & Operations Planning at NCR Corporation •  Responsible for driving process improvement, tool development, and streamlining IT systems Mike Groesch VP Sales & Operations Planning at NCR Corp. Slide  2  
  • 3. About NCR •  Assisted and self-service solutions, offered for: –  Financial, retail, travel, hospitality, gaming, government, telecom and technology services •  100+ countries Slide  3  
  • 4. Global Manufacturing Overview Budapest NCR Campus HSR Alpharetta Campus Columbus Beijing NCR NCR Campus Campus Puducherry NCR Manaus NCR Campus Campus Slide  4  
  • 6. Supply Chain Challenges •  Too much inventory but never the right part •  Extended lead times –  Real: physical lead time –  Apparent: promised lead time •  Whipsaw in the supply chain –  Customer changes their mind and the sales motion does not resolve a critical decision Slide  6  
  • 7. Impact of Product Variety on Supply Chain •  Many choices = Inventory challenge •  Which signal do you send? –  Wrong signal = Wrong inventory –  More inventory than we want; but never the right inventory •  Too much working capital tied up Slide  7  
  • 8. Gartner Maturity Model Focus, Sponsorship, Organization STAGE 4 STAGE 3 Value Focus STAGE 2 Demand Focus •  CEO Sponsorship STAGE 1 Brand Focus •  COO Sponsorship •  Multi-enterprise, Agile •  VP Supply Chain •  Integrated Market Focus Sponsorship Programs •  Departmental Sponsorship •  Business Team •  Silo Focus REACT ANTICIPATE COLLABORATE ORCHESTRATE SOURCE: Gartner, August 2010 Slide  8  
  • 9. A Reactive Organization Lack of coordination between Demand, Supply, and Products S & OP Emails and Supply Chain Sales Spreadsheets Planning Product Management Slide  9  
  • 10. A Systemic Solution Demand Shaping Demand Sensing Operations and Demand Product Management Sensing Demand Assess/Supply Shaping Chain Plan Sales Operations NPI Analyze Product the Market Management Slide  10  
  • 11. Demand Sensing and Demand Shaping Demand Shaping Demand Sensing Operations and Demand Product Management Sensing Demand Assess/Supply Shaping Chain Plan Sales Operations NPI Analyze Product the Market Management Slide  11  
  • 12. The Orchestra: Sales, Operations, and Solutions Managers Sales Solution Manager Operations Slide  12  
  • 13. Demand Sensing and Demand Shaping Demand Shaping Demand Sensing Operations and Demand Product Management Sensing Demand Assess/Supply Shaping Chain Plan Sales Operations NPI Analyze Product the Market Management Slide  13  
  • 14. The Transformation •  Cultural shift •  Improve employee experience •  Improve customer satisfaction •  Shareholder value –  Growth –  Revenue –  Margin Slide  14  
  • 15. What Does Success Look Like? •  Delighted customers •  Inventory turns/velocity •  Reduced volatility into the supply base •  Increased flexibility across customer base •  Improved lead times •  Improved communication between Sales & Operations and Customers Slide  15  
  • 16. What is the Financial Impact? •  Q4 revenue $1.6 billion, up 17% •  Q4 gross margin grew 270 basis points, up 25.2% year-on-year •  Backlog at end of year was over $1 billion •  Non-GAAP EPS up 23% year-on-year •  2011 revenue growth 13% SOURCE: NCR Q4 2011 Earnings Announcement Slide  16  
  • 17. Value Focus Product variety is a cross-functional problem that can’t be solved with stovepipe mentality. The solution requires executive sponsorship and support from all the functional areas. John Bruno Peter Dorsman CTO and EVP EVP Corporate ISG and Global Development Operations Peter Leav Bill Nuti Bill VanCuren EVP CIO Global Sales, PS Chairman, and Consumables President and CEO Slide  17  
  • 18. Next Webinar Product variety and Sales enablement The critical concepts around empowering sales for dramatic improvements in sales efficiency and revenue. www.emcien.com/webinars Slide  18