Operational efficiencies stefan baciu

© 2012 IBM Corporation
Business Analytics software
1
Drive the Next Wave of Operational Efficiencies
with Analytics
Stefan Baciu
Business Analytics – Channel Sales Manager, South East Europe

2
Agenda
• Processes Continue to be Problematic
• Introducing IBM Operational Analytics
• Attaining Business Value for the Organization

3
3

4 Sources:
• The Guardian, May 2010 / IBM Institute for Business Value, 2009 / IBM CIO Study 2010 / IBM CFO Study 2010 /IBM CMO Study 2012
Meeting Priorities is a Challenge Today
1 in 3
Business leaders
frequently make
decisions based on
information they don’t
trust, or don’t have
1 in 2
Business leaders
say they don’t have
access to the
information they
need to do their jobs

5
Growing complexity of business demands for information
Why?
How are
we doing?
What should
we be doing?
…
Analysis
Reporting
Planning
INTERNAL
DATA
EXTERNAL
DATA
ERP
MAINFRAME
EXTERNAL
BILLING
HR
CRM
…
Dashboarding
Scorecarding
Budgeting
…

6
Organizations drive transformation by
starting with one of these four high-value initiatives
• Churn management
• Social media sentiment analysis
• Propensity to buy/Next best action
• Rolling plan, forecast and budget
• Financial close process automation
• Real-time dashboards
• Predictive maintenance
• Supply chain optimization
• Claims optimization
• Operational and financial risk visibility
• Policy and compliance simplification
• Real-time Fraud identification
1
2
3
4
Grow, retain and
satisfy customers
Manage risk, fraud &
regulatory compliance
Increase operational
efficiency
Transform financial
processes

7 © 2013 IBM Corporation7
Processes Continue to be
Problematic

8
Operations is an enterprise-wide responsibility
Business
Partners
Prospective
Employees
Suppliers
Current &
Prospective
Customers
Increase conversion, margin
Reduce sales cycle time
Increase brand preference, especially for
customers with the greatest lifetime value
Improve customer
satisfaction & loyalty
Enable flexible payment
options based on need
Enable employee access to
usable analytics
Manage production
and quality
Understand the met and
unmet needs
Hire capable employees and
enable with appropriate skills
Manufacturing

9
Focusing on process improvement remains key for organizations…
Source: CMS Wire
• 74% of best-in-class
corporations state a top
strategic action is to
“improve the efficiency of
manufacturing operations”
(Aberdeen Group)
• Companies dedicated to
improving supply chain
hold 15% less inventory,
have 17% stronger
perfect order performance
and 35% shorter cash-to-
cash cycle times (Gartner)

10
…but meeting Line of Business needs may not be easy
• Lack of insight into
performance
• Rich data, but poor
insight
• Departments not
working towards
common goal
• Inability to accurately
predict
• Disparate sources
• Connecting IT and
Line of Business:
Need to work
together
• Difficulty
synchronizing
demand and supply
(too siloed)
• Losses in processes
have become norm
• Resource complexity
make it harder to
respond to changing
needs
Lack of
Visibility
Disconnected
Processes

Introducing IBM Operational
Analytics

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IBM solutions for Operational Analytics improves process efficiency
Reporting, Analysis, & Predictions
Scorecarding &
Dashboarding
Modeling
Planning, Budgeting & Forecasting
Resource Optimization
Predictive Analytics Statistical
Analysis
Data & Text Mining
Business Rules &
Optimization
Forecasting &
Simulation
Real-time Decisions
Software
Capabilities
Operational
Analytics
Solutions
Plan
Manage
Maximize Plan for operational success
• Align corporate supply with customer demand with sales and
operations planning
Manage day-to-day operations
• Ensure the right quantity of the right product is available at
the right time and location with inventory management
Maximize operational performance
• Improve fraudulent identification with claims optimization

13
Operational Analytics for process efficiency leverages several
analytics capabilities
First
notification
of loss
Request
additional
information
In-depth
investigation
Payment
& closing
SIU
Subrogation
Assessors
Analyze claims by priority and
rules
Forecast reserve amount and
identify outliers
Allocate and prioritize resources
by scoring claims
Analyze customer information
and predict products to up- and
cross-sell
Allocate and prioritize resources
by scoring claims
Examples of
Processes
•Claims
•Inventory
•Sales and
Operations
planning
•Warranty
•Quality
•Financial
•Legal

14
Failure Pattern Association
An Utility Company wanted to understand what environmental or other factors influenced asset
reliability and identify assets likely to fail
• Failure Predictions according
to Associative Factors
Failures and
Associations
Consolidation
Usage DataAsset Data Weather
Traffic
Patterns
Work Order
Data
Failure/ Cause
Codes
Energy and Utilities Uses
 Use to mine data associations between gas pipe failure and outside influences, such as temperature and
traffic, to mitigate issues prior to failure
 Associate power line failure according to population growth patterns, weather events or vegetation
clearing activities and adjust planning accordingly
Solution
Apply Associated
Prediction Models
Business Problem

15
15
Usage Analysis
Utility Company wanted to analyze usage patterns to better understand
seasonal fluctuations, defective meters, customer segmentation and
capacity planning
Consolidation of Usage
and Customer Data
Customer Data
Utility Usage
Data
Asset Usage
Data
0
200
400
600
800
1000
1200
1400
1600
1 66 131 196 261 326 391 456 521 586 651 716 781 846 911 976 1041 1106 1171
0
200
400
600
800
1000
1200
1400
1600
1800
1 66 131 196 261 326 391 456 521 586 651 716 781 846 911 976 1041 1106 1171
Usage/Revenue Optimization
Global Usage Analysis
Customer Segmentation
Usage Anomaly
Energy and Utilities Uses
 Understand Customer Behavior and Usage Patterns
 Detect Defective Meters
 Understand Percent of Capacity Used
 Plan for expansion
Solution
Usage and Customer
Analysis
Business Problem

16
IBM Operational Analytics for Process Efficiency leverages every
aspect of the analytical process
Reports,
KPIs, KPPs
Analyses
Scoring
Define
Thresholds
Determine the level
of Risk
Define List
Assign weight
(points) to each
indicator
...
Domain Expertise
Process data
Supplier data
External data
Process Time
Costs
Efficiency
Production
Delivery
Quality
Environment
Partner information
Customer information
System notifications
Email
Reports
Dashboards
...
Anticipate ActAlign

Attaining Business Value for
the Organization

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Process improvement provides the largest return when it becomes
core to the organization
Source: Wordpress

19
Brammer Group increases inventory process efficiency
Smarter
inventory
management
Need:
Results:
• Increased inventory turnover by 17%
• Accelerated report creation
by up to 97% providing
near real-time analysis
Visibility
and analysis of
all inventory
Optimize
processes for
maximum efficiency

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Analytics can break process monotony for IT and Line of Business

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• Automate high-volume decisions
• Optimize constraints
and trade-offs of resources
• Operational excellence through rules-
based governanceBusiness
Rules
Optimization
Decision
Management
Predictive
Analytics

22
Next Steps
Identify which business problems are ripe
for improvement
1
2
3
Diagram the process for that specific
business problem
Ensure metrics for success are identified
and agreed upon
Map a course of analytical and decision
maturity for rapid value4

23
Thank You!

24

Operational efficiencies stefan baciu

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