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Every Angle value for food & beverage businesses running SAP

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Benefits to the Food and Beverage Industry

Every Angle supports the entire company operationally, along all the major business processes. Through the use of Every Angle, companies in the Food and Beverage Industry can obtain:
•Transparency of customer order flows;
•Great overview of obsolete stock (passed shelf life or changed packaging);
•Insight into different process bottlenecks to customer service issues and future stock allocations (e.g. shortages);
•Monitoring of returnable packaging (Beverage Industry).
Business Value
Every Angle with all standard applications and added value can be used in the Food & Beverage industry with special focus on:
•Clear visibility through the entire supply chain leads to better allocation of goods and products, reducing high levels of stock;
•Better management of batches (customer demands, shelf life, regulations, etc.);
•Less age rejections, downgrades, scrap and reworks, resulting in cost reductions;
•Increased profitability of the organization.

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Every Angle value for food & beverage businesses running SAP

  1. 1. Value for the Food & Beverage Industry
  2. 2. 22 Content Value Creation with Every Angle Every Angle Business Value for the Food & Beverage Industry Customer Reference Cases Value Drivers in the Food and Beverage Industry●1 ●2 ●3 ●4
  3. 3. 33 Enabling Key Value Drivers for Food & Beverage Companies Customer Financial administrative processes Human resource management Finance and Controlling Operational processes Integrated Sales And Marketing Real Time Supply ChainProcure to Pay Responsive Manufacturing Plan DeliverFGMakeSource RMSupplier
  4. 4. 44 Content Value Drivers for the Food & Beverage Industry●1 Value Creation with Every Angle Every Angle Business Value for the Food & Beverage Industry Customer Reference Cases ●2 ●3 ●4
  5. 5. 55 Increase Top- and Improve Bottom Line with Every Angle Optimize Operational Effectiveness Increase Topline Optimize Operational Efficiency Operational Business Analytics Improve Bottom-line
  6. 6. 66 Our Levers to Exploit Your Business Optimization Potential Supplier Cash Control  Inventory Management Operating Expenses Control Customer Cash Control Working Capital Operating Cost Service & Revenue Data Quality Input generated by standard Angles
  7. 7. 77 Closing The Loop From Insight to Action Specify Action Needed Evaluate the Performance KPI Perfect Order (percentage of orders cancelled ) Look at the reasons for turnover losses Analyze the cancelled sales order per rejection code Example: Perfect Order -“First Time Right” Processing of Orders Continuous Improvement Action in SAP E .g. Block affected batch Analysis to Insight
  8. 8. 88 Content Value Creation with Every Angle Every Angle Business Value for the Food & Beverage Industry Customer Reference Cases Value Drivers for the Food & Beverage Industry●1 ●2 ●3 ●4
  9. 9. 99 Synchronizing Demand and Supply The F&B Supply Chain Objectives Every Angle Business Value Key Challenges Synchronize Demand and Supply Have the right inventory and react faster to changes in the market through agility, transparency, and collaboration capabilities across the supply chain. Operate, maintain, upgrade and dispose of equipment in the most efficient way. Complexity Responsiveness vs Effectiveness Process Dynamics Market changes, seasonal aspects, changing priorities, etc. Lack of Visbility on the Dependency of Demand and Supply Every Angle Use Cases ● Demand Visibility through the entire supply chain ● Inventory Projections ● Reduction in stock levels ● Lower Working Capital ● Decrease Lead Times ● Decrease Throughput Times Decrease Cost by End to End Supply Chain Visibility
  10. 10. 1010 Every Angle SCM Dashboard for the F&B Industry
  11. 11. 1111 Ensure Responsive Manufacturing Objectives Every Angle Business Value Key Challenges Ensure Responsive Manufacturing ● Run the perfect plant and synchronize manufacturing with business operations ● Integrate outsourced manufacturing with internal finance and operations ● Ensure product compliance and safety ● Lack of visibility throughout the supply chain to identify dependencies in the entire supply network ● Ability to track batches throughout the entire supply chain Lack of Insight Every Angle Use Cases ● Analyze lead times and bottlenecks in production processes. ● Analyze stock levels and requirements. ● Provide clear insight in planned, target and actual costs at all possible levels. ● Batch traceability (e.g. for Recall Process) ● Decrease Lead Times ● Decrease Throughput Times ● Reduction of stock levels ● Ensure compliance Ensure Compliance & Decrease Operating Costs
  12. 12. 1212 Every Angle Manufacturing Dashboard for the F&B Industry
  13. 13. 1313 Increase Sales Objectives Every Angle Business Value Key Challenges Increase Sales Optimize the O2C process resulting in an maximized order volume with an optimized customer service level at reduced costs. ● Lack of visibility throughout the O2C process ● Finding & resolving bottlenecks of critical orders ● Late sales orders causes loss in sales ● Old overdue open orders claim unneeded stock ● Reporting on specific pricing conditions Execution of Sales Orders Every Angle Use Cases ● End to end visibility in the O2C process, and its relation to e.g. P2P, … ● Save hours a week with insight in cause – effect relations. ● Bottleneck of critical /late orders in one view. ● Save substantial amount of cash with cleaning up old overdue open orders. ● Increase Customer Service Level ● Lower Working Capital e. g. reduction in stock levels ● Lower Operating Costs ● Decrease Lead Times ● Decrease Throughput Times Decrease Cost while increasing revenue at the same time
  14. 14. 1414 Every Angle Sales Execution Dashboard for the F&B Industry Sales Overview Top CustomersDSO CGOS Service Level Top Products by Cat
  15. 15. 1515 Content Value Drivers for the Food & Beverage Industry●1 Value Creation with Every Angle Every Angle Business Value for the Food & Beverage Industry Customer Reference Cases ●2 ●3 ●4
  16. 16. 1616 Value Creation at Heineken Slides of the Heineken Presentation at Gartner ITxpo Barcelona 2011
  17. 17. 1717 What Food & Beverage Customer Think About Every Angle
  18. 18. 1818 Appendix
  19. 19. 1919 From Insight to Action: Optimize Delivery Reliability Evaluate the Performance Analysis to Insight KPI Delivery Reliability Look at the reasons for bottlenecks Follow up on critical sales orders per bottleneck type Example: Maximize the Number of SOs to be Billed Continuous Improvement Action in SAP E.g. Change Depending PO Specify Action Needed
  20. 20. 2020 From Insight to Action: Working Capital Evaluate the Performance KPI Working Capital Overview of potential future excess stock Potential excess stock: can these orders be cancelled? Example: Lower Excess Stock Levels Continuous Improvement Action in SAP Cancel Order Analysis to Insight Specify Action Needed
  21. 21. 2121 Every Angle KPI Dashboard (S&OP) at Heineken http://download.microsoft.com/download/7/8/C/78C8EFF4-6CF1-4F8E-B539- B7AF218BCA12/Heineken_Netherlands_Every_Angle_KPI-Dashboard_4maart.pdf
  22. 22. 2222 Beverage requirements – Example 1/2 ● BOM reporting Yes, EA can do multi level and multi plant BOM reporting, including the complete material master fields on both material and component level ● Inventory projections for materials and by material group Yes, including analysis of over planned purchase orders, data pollution (e.g. old open orders/requirements) ● Service level reporting by volume as well as by number of orders Yes, because service level is measured for each individual sales document (even per partial requested/confirmed/scheduled/delivered quantity), so can be filtered & aggregated to all relevant levels (material/SKU/item plant, document type, period, item category, material type, material group, product hierarchy, etc. ● Obsoletes / stock write-offs, especially being able to do a root cause analysis, e.g. being able to trace back which finished product caused the obsolete stock at the raw material level Yes, including material master fields (e.g. material status, deletion flag), BOM”s and batch traceability (where-used) ● Analysis to support product allocations, i.e. in shortage situations being able to prioritize which deliveries to do first Yes, default in EA is a FIFO-allocation, but the impact of an alternative allocation can be seen easily ● Supplier performance reporting - Actual vs planning lead times Yes, based on requested delivery date, delivery date in PO, confirmed delivery date (PO confirmations) and actual goods receipt date (PO history) and have standard measures for Service level, Delivery reliability, Planned delivery date, Realized finish date ● Extraction of a forecasted, time-based demand of raw materials to send to suppliers Yes, based on open purchase requisitions
  23. 23. 2323 Beverage requirements – Example 2/2 ● KPI reporting of inventory days expressed as (Month end inventory value/COGS)*30 Yes, specific calculations/formulas can be added/adjusted by Every Angle consultants if needed ● Historical stock development (i.e. SOH vs time) Limited, but can extract material documents which can be used outside of EA to calculate the historical stock development. Other alternatives: ● If there is a statistical table (e.g. S023) that contains the relevant information. ● If the relevant data is in tables MARDH and MBEWH ● Lotsize analysis based on actual orders Yes, based on goods receipt quantity on production/process orders and/or quantity of inspection lots ● Production order analysis to calculate actual line efficiencies and line speeds Yes, the required data can be provided by EA, but the calculations may need to be done outside, e.g. in Excel , or the specific calculation can be defined & implemented on material plant, resource or capacity level (during a project) ● Master data reporting – Yes, either from a second instance of EA or integrated in the same EA running on the R/3 system
  24. 24. 2424 Beverage requirements – EA Customer ● OTIF ● Material Forecast Supplier based on planned orders, purchase requisitions and purchase document schedule lines. It can be grouped by day, week, month, quarter, year, vendor, material and plant. It shows the planned quantity, the closed quantity and the ordered quantity. ● Maintenance Plans (plant maintenance master data analysis) ● Goods receipt & invoice receipt lead times, ● Analyze Pricing Conditions ● Analyze P2P flow ● GR-Based Inv. Verification indicator. By using this you can easily see in which POs this indicator have been set