AFS Company Update and Product Futures
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We have a packed agenda with hands-on tutorials, customer spotlights, product roadmaps and peer-to-peer sessions for like-minded system users. We are also covering industry best practices that impact long-term success in today’s business environment, including retail execution, business intelligence, mobility and data synchronization.
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AFS Company Update and Product Futures
- 1. ©2017 AFSTechnologies, Inc.,Confidential Information Company Update and Product Futures 2017 AFS USER CONFERENCE “Practical Analytics for Everyday Decision Making”
- 2. ©2017 AFSTechnologies, Inc.,Confidential Information Joe Bellini, CEO Joe Bellini is a seasoned technology executive having led CPG focused divisions at Oracle, JDA, Symphony/IRI, and ONE Network. Joe was also the co-founder of one of the first internet based application companies created in collaboration with MIT doctoral students. Through the MIT/Harvard lecture series hosted by Cambridge Technologies Joe has educated thousands of executives around the globe on the business value of technology. Joe holds degrees in Mechanical Engineering as well as Applied Mathematics and Statistics from UMass Amherst and is an alum of Harvard Business School. Joe is a published author and holds software related patents in the US and abroad. Speaker(s)
- 3. ©2017 AFSTechnologies, Inc.,Confidential Information Industry Highlights
- 4. ©2017 AFSTechnologies, Inc.,Confidential Information Agenda • Customer Focused • Purpose Built • Value Based • Analytics Enabled
- 5. ©2017 AFSTechnologies, Inc.,Confidential Information Customer Focused • Health Checks – 95%+ install base coverage • Support Metrics – 95% CSAT based on health check reports • Increased R&D Spend – 20% increase on average • Collaboration – Product futures CA T M CU • Regional Product Based User Meetings – Discuss in product sessions • Automated Testing – Multiple tools now in use across AFS • Security – Moving toward SOC 2 Type 2 along with EMM • Documentation & Training – Continue to work to fill this gap
- 6. ©2017 AFSTechnologies, Inc.,Confidential Information Purpose Built - Facebook • In the interview, Campos dishes on the secret to productivity at the tech giant, and here’s the rub: “Tweaking off-the-shelf software would force [Facebook] to adapt our process to the tools. We want to do the opposite: make our process better, more efficient, faster. Our tools are very purpose- built.” Campos continues: “We focus on automating tasks that happen all of the time.” He details use cases for employee recruiting and on-boarding, supply chain, and even meeting coordination on the expanding Facebook campus. • When you think about a commercial off-the-shelf (COTS) platform, the entire business model is designed to be generic enough to solve challenges for as many customers as possible while still being relevant to the end user. This ends up forcing a customer to shoehorn their internal processes into the application, as Campos alludes, or requires a significant amount of customization/configuration.
- 7. ©2017 AFSTechnologies, Inc.,Confidential Information Purpose Built – Segment Focused • Solution Oriented • CPG Focus • Last Mile • Partner vs Vendor • Enable Customer Resources to Focus on Value • Lean and Agile Process Design • COTS Leverage Through Segment Focus – both licensed and hosted
- 8. ©2017 AFSTechnologies, Inc.,Confidential Information Value Based • Hurdle Rates – Internal IRR or ROI • How expensive is the problem? - Both strategically and tactically? • Process Automation – Focus on decision making, automate repetition • Metrics Driven – Set guard rails for your target outcomes • Technology Leverage – Early mover advantage
- 9. ©2017 AFSTechnologies, Inc.,Confidential Information Analytics Enabled – Everyday! • Visibility • Easy to Consume • Actionable Insights • Technology Enablers
- 10. ©2017 AFSTechnologies, Inc.,Confidential Information AFS Trade Promotion Management Retail
- 11. ©2017 AFSTechnologies, Inc.,Confidential Information AFS Trade Promotion Mgmt Foodservice
- 12. ©2017 AFSTechnologies, Inc.,Confidential Information AFS Retail Execution
- 13. ©2017 AFSTechnologies, Inc.,Confidential Information AFS Direct Store Delivery
- 14. ©2017 AFSTechnologies, Inc.,Confidential Information AFS Warehouse Management System
- 15. ©2017 AFSTechnologies, Inc.,Confidential Information AFS Enterprise Resource Planning
- 16. ©2017 AFSTechnologies, Inc.,Confidential Information Our Sponsors
- 17. ©2017 AFSTechnologies, Inc.,Confidential Information THANK YOU! Q & A Next Session: Microsoft
Hinweis der Redaktion
- What makes this easy to consume? The use of graphics to allow the user to quickly identify base and incremental volumes. The use of a barchart quickly identifies the bump from the Promotional Period. The Grid to the right shows comparisons for Neilson vs TPM data so the Actual and Forecast values can be compared. What actionable insights are obtained from this dashboard? Insights into how close our planning/forecast numbers were. This can help with the planning of similar promotions.
- What makes this easy to consume? The top right chart shows a simple line chart for Contract Exposure vs Spend. The cards on the left can be selected to filter the Exposure vs Spend to the selected Group instead of the Whole Company. What actionable insights are obtained from this dashboard? This dashboard can quickly indicate of our contract exposure is higher or lower than anticipated and we can adjust this in the TPM solution. Action: The user navigates back into TPM FS, amends the contract and edits the estimated volume to the new desired amount. Questions from Joe: What is the definition difference between Exposure and Spend? Exposure – is the total dollar estimate of the contract including any flat fee items like a booth fee, golf outing, or Ad Fee (i.e. – Contract has 1,200 cases with $1.00 per case rebate for the year & $500 AD – the total exposure is $1,700) Spend – is the validated settlement to date. In the above example, we may have paid $600 in rebates (600 case x $1.00) and the $500 AD Fee so the spend would be $1,100. How do we adjust in TPM for higher/lower….what is the action? What we see happen is either a sales rep overstates the volume (i.e. – they enter 10,000 Case for every product on the contract and the customer only purchases that volume for a few of the products) and the contract is overexposed. Or, they create a contract and enter 1 case for each item which causes them to be underexposed. Joe: So is the actionable insight to catch data entry errors? Yes, to correct data entry errors AND to true up estimates that are not producing the volumes that they were originally expecting.
- What makes this easy to consume? It is easy to consume given the varied types of charts and analytic elements that provide a very comprehensive view of the stock status of the different products in the stores, by aggregating information from several sales cycles at once (which in turn will provide enough elements to predict future behaviors). What actionable insights are obtained from this dashboard? From the OOS dashboard, information consumers can enhance their model of Retail Activity Optimization: Those stores that are getting constant OOS reports will have increased relevance to be visited (and even visits can be triggered automatically from the results of the report) – at the same time, in those visits the activity of shelf replenishment/order entry will have a higher priority as a remediation action from the OOS information. All of this actions may be taken either in AFS RE Enterprise or AFS POP Retail Execution. Questions from Joe: What is the definition difference between Demand and Sales? Essentially, Demand is what the consumers want/need – it is based in seasonality, customer interest, promotion push, etc. This information comes directly from the third party (Nielsen, IRi, etc.) and it is calculated by them using proprietary formulas. On the other hand, sales are what customers actually purchased. Combining both is how you generate growth on your brands. Why are we carrying 200 days of inventory in some product? Some products carry 200 days of inventory as an abnormality coming from the original data. It can mean that, given the demand, the product existence could last for over 200 days (which means, the product is not rotating well enough). It could also mean that the customer is carrying a virtual inventory. In either case a sales rep should visit the store and see what’s going on. Andres updated the graphic to take out the longer days Is the actionable insight to change the frequency of store visits up or down? When things like this happen, the actionable insight is not only about changing the frequency of the visits (which actually happens, it gets increased), but to trigger an almost immediate visit to the store within the plan of the rep. What happens in RE is that the rep/reps that have the store allocated on their territories will get a signal to visit the store, either as an enforced planned visit or a reminder to schedule a visit to the store within the working week. Another important thing is what happens inside the visit – depending on the type of alert generated, RE will automatically schedule a product inventory count, a shelf restocking or a promotion set up in order to correct the detected issue.
- What makes this easy to consume? The combination of dashboard types – bar chart, pie chart, meter chart, etc., colors and numbers used in the dashboard screen will help the client easy to consume the information. What actionable insights are obtained from this dashboard? We are reporting service performance as well as sales and credit activities. We are supporting and identifying the reasons for Non-Service. No Money – resolution focus by sales and credit departments Manager Not In – resolution focus by sales and distribution departments Actionable Insight: Review the Store Profile in DSD to determine if the store profile has the correct hours when a manager will be available Truck Breakdown – resolution focus by distribution and maintenance departments Actionable Insight: Review Truck inspections in the DSD system to ensure they are being completed and see if the breakdown was something that could have been avoided by a better/different Pre-Trip Check (if so, modify the pre-check report in DSD) Product Not Needed – resolution focus by sales and ordering departments Actionable Insight: Validate for each store if this is a recurring pattern and possibly change the visit frequency in DSD Store Closed - resolution focus by sales and distribution departments Actionable Insight: The Sales Administrators will update the store profile in the DSD system after some investigation to: If the store was closed for good mark the store as no longer active We just visited outside of their business hours (so we would change the hours in the DSD system to prevent this in the future) It was a one time occurrence in which the store was temporarily closed due to weather, etc. DSD Office solution will issue performance alerts to appropriate people in appropriate departments for resolution. For credits we are displaying the sales and credit activities and displaying a monthly trend of activity for determining improvement in process. There are reports within DSD Office where the sales and manufacturing department can drill down to the credit reasons that were recorded by the driver in the DSD Mobile system. From Joe: Why would it be bad/red to have a higher number of Total Account Service? Colors have been updated There are no actionable insights described in the scenario, just references to report generation and alerts. We have added some actionable insights above
- What makes this easy to consume? Top Grid only shows trucks that are late for their arrival and uses a easy to see bar chart to show how late. The driver information is in the same grid so the driver can be contacted immediately from the dashboard to see if they are close or need to be reshedueled. What actionable insights are obtained from this dashboard? The grid below shows a list of trucks that have been checked and are ready to be received. If the Truck that is late will still be a significant amount away, one of the waiting trucks can be unloaded in order to keep operations flowing smoothly. What period of time is the average minutes late averaged over? For this example we only averaged them for that day. However, we discussed that they might want to increase the time range and find out if there were “habitual offenders”. If they found out there are, they might change the appointment process How does number of late orders relate to an average minutes late? This was so we could see if maybe it was just a fluke and the drivers occasionally were stuck in Traffic, or if one of the carrier lines might not be scheduling their drivers well and causes them to be late most of the time. If we do find that a certain carrier was late much more than the others, the warehouse could put a remediation plan in place to push back on the carrier. Is this the average number of late orders? Yes, it is the number of late orders that were late today for each carrier, but they might expand the time range to look for patterns If not what is the comparison take away? The take away is to allow for the carriers to be graded on how they are keeping their schedules because late trucks could cause missed outbound orders due to lack of product, etc. 1st is real time to see what’s late. For example, an inbound delivery expected today that hasn’t showed up yet. At some point if more than X minutes late, the warehouse will consider reallocating the dock door and resources for other inbound deliveries. The warehouse may even turn the late carrier away and make them come back the next day. The 2nd part is analytics for long term planning to determine when contracts come up if the warehouse should stop using certain carriers or suppliers based on their poor performance. Or for the warehouse to better schedule the door and resources according to the delivery times. This “Report Card” provides concrete evidence to the # of times the carriers/suppliers are late and the average amount of times they are late for. The period could change based on the warehouse. For example -- by week, by month or by quarter. Such as for the past month, 10 carriers out of 50 were late, and the worst offender had 40 out of 50 deliveries late averaging more than 60 minutes past the scheduled delivery time. Many customers I’ve spoken to have said they would like to talk to their carriers or supliers but don’t because they don’t have statistic to go to them with.
- What makes this easy to consume? The use of the Scatter Plot makes it easy to see how sales reps are doing by the where they are located on the chart. Once a sales rep is selected the trend for actual sales, projected sales until the end of the period and the Target for the end of the period are displayed. What actionable insights are obtained from this dashboard? Once a sales rep is selected, a list of deals that that Sales Rep can participate in is shown, the allows for reps who are not meeting their target to see deals that could put them back on target.