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Single Line of Sight: Plan, Perform, ProfitPlan. Perform. Profit.   © 2012 Steelwedge Software, Inc. Confidential.   1
Interdependent Business Reality Requires AgilityPlan. Perform. Profit.   © 2012 Steelwedge Software, Inc. Confidential.   2
The Agility Gap              How good are you at responding to rapid change?     90%  Agility is  crucial to  business    ...
Steelwedge          A Decade of S&OP InnovationCompany Background• Founded in 2000• 100% focused on Sales & Operations Pla...
Powering Agility with S&OP/IBP: Where to Start•         Process….. Crawl, Walk, Run•         Data, Data, Data – take this ...
1) Change is Incremental;                          Process Should be TooPlan. Perform. Profit.         © 2012 Steelwedge S...
2. Ensure Data Integrity and Quick Time to Value                      through the Cloud           Reduce support costs   ...
2. Ensure Data Integrity and Quick Time to Value                      through the CloudPlan. Perform. Profit.   © 2012 Ste...
Integrating People, Process and TechnologyPlan. Perform. Profit.   © 2012 Steelwedge Software, Inc. Confidential.   9
Global Control & Scenerios                                           Corporate Executive S&OP         5                 Re...
Facilitate Collaboration and Create Institutional Memory                                       Plan of                    ...
IBP Benefits are REAL                                                                             $5M-$10M in             ...
Q&A                               June 19, 2012Plan. Perform. Profit.   © 2012 Steelwedge Software, Inc. Confidential.   13
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"What If" Analysis: How to Develop Corporate Muscle Memory with IBP

Steelwedge Agility Webinar Series

Presenter: Oliver Wight Principal, Eric Deutsch

Great performing companies, like great performing athletes, practice regularly for optimizing “business as usual.” For planning, 90% of businesses today employ Sales and Operations Planning process to try to keep their businesses conditioned. Yet, as recent research from Supply Chain Insights underscores: few do it well. There is a 60 point spread between agile aspirations and actual performance. Only 27% of companies think they are agile enough to capitalize in a volatile environment and see around the blind spots of uncertainty.

A difference-maker? Integrated Business Planning and “What If” Scenario Modeling. In this live webinar, Eric Deutsch, principal with Oliver Wight consulting, and EJ Tavella, VP of Strategic Sales and Solutions, will explore how businesses can:

• develop more agile IBP plans based on a foundation of well-managed assumptions;
• develop “muscle memory” with longer-range contingency plans as well as ad-hoc near-term “What If” scenarios drills;
• visualize where to focus their continuous improvement efforts to shorten the time to respond; and
• leverage technology to optimize real-time results.

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"What If" Analysis: How to Develop Corporate Muscle Memory with IBP

  1. 1. Single Line of Sight: Plan, Perform, ProfitPlan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 1
  2. 2. Interdependent Business Reality Requires AgilityPlan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 2
  3. 3. The Agility Gap How good are you at responding to rapid change? 90% Agility is crucial to business 27% Are good at agility *May 15 S&OP Agility Research, Supply Chain InsightsPlan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 3
  4. 4. Steelwedge A Decade of S&OP InnovationCompany Background• Founded in 2000• 100% focused on Sales & Operations Planning• The Leading Pure Play S&OP Vendor (Gartner)Solution• Sales & Operations Planning (S&OP)• Collaborative & Statistical Sales Forecasting• S&OP solution partner for SAP, Salesforce.com, Oracle, Oliver Wight, Accenture and many othersUnique Technology• Enterprise Enabled Excel ™ template & reporting user interface• Integrated workflow/process automation & performance management A Foundation for Global Sales & Operations Planning Plan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 4
  5. 5. Powering Agility with S&OP/IBP: Where to Start• Process….. Crawl, Walk, Run• Data, Data, Data – take this off the table• Assumptions Management• Performance Management• Ad Hoc Scenarios – When and where you need themPlan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 5
  6. 6. 1) Change is Incremental; Process Should be TooPlan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 6
  7. 7. 2. Ensure Data Integrity and Quick Time to Value through the Cloud  Reduce support costs  Increase user adoption  Deploy 45% faster  Increase flexibilityPlan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 7
  8. 8. 2. Ensure Data Integrity and Quick Time to Value through the CloudPlan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 8
  9. 9. Integrating People, Process and TechnologyPlan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 9
  10. 10. Global Control & Scenerios Corporate Executive S&OP 5 Revenue, Margin, and Volume Scenario Planning Management and Reporting Resource Planning - Key Material Planning - Strategic Business Planning (Divest/ Acquire) BU3 BU2 BU1 Optimization & External Collaboration Integrated Inventory and Network Optimization – Strategic Partner CollaborationPlan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 10
  11. 11. Facilitate Collaboration and Create Institutional Memory Plan of RecordPlan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 11
  12. 12. IBP Benefits are REAL $5M-$10M in savings per $1B in RevenuePlan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 12
  13. 13. Q&A June 19, 2012Plan. Perform. Profit. © 2012 Steelwedge Software, Inc. Confidential. 13

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