i2供应链实施课件

SolutionEssentialsfor

SCM-PlanMar.12,2001KwokPoonSolutionEssentialsfor

SCM-AgendaSettingtheStageBusinessBackground&CustomerProblems i2SolutionMessageDifferentiatorsBenefitsSolutionDetailsWhiteboardofSolutionOverviewFlowbetweenComponentsComponentCapabilitiesIdealCustomerProfileDay-in-the-LifeCompetitiveLandscapeRoadmapsTouchpointstootheri2Solutions1AgendaSettingtheStage1BusinessProcessMissionIncreaseprofitabilitywhileproducingtherightquantityoftherightproductsdeliveredtotherightcustomerswhen,where,andhowtheywantthem.LANJLA-DCClearTone2000MiniShelf2000LuxRide2000MiniDisc20001500/wk2000/wk

RotterdamDC

TorontoDCCanadian

MarketEastUSmarket7days2day1day3daysEuropeMarketWestUSMarketClearTone2000MiniShelf2000LuxRide2000NJDC2BusinessProcessMissionLANJLA-ChallengesNoStrategizingorwargamingforthelongtermmarketmovementsFragmenteddecisionmakingprocessesInabilitytomeetconflictingobjectivesacrossthesupplychainInabilitytoanticipateandreacttouncertaintyinDemandandSupply.3ChallengesNoStrategizingorwProblemsPoorcustomerserviceFrequentstockoutsExcesscapitaltiedupininventoryInventorymarkdowns,write-offsExcessiveexpeditingLowassetutilizationDepressedprofitsthrupoorproductmix4ProblemsPoorcustomerservice4Whatcustomersneed…Multi-EnterpriseIntegratedBusiness

ProcessesRealworldplanningResponsiveness“WithTradeMatrix,ourcustomersareforwardinginformationtoletusknowhowwe’redoing.They’renowabletoseethatwe’redoingalotbetter-andthey’relettingusknow.Thatisthebestcomplimentintheworld.Othersupplychainvendorsaresellingsoftware;i2sellsbusinesssolutions.”-TerryReuland,ManagerofSupplyChainIntegration

ThomsonConsumerElectronics5Whatcustomersneed…Multi-Entei2’sPlanSolutionenablescompaniestoplanandpositiontheirsupplychainresourcestooptimallymatchcustomerdemandwithsupply.i2SCM–PlanSolution

6i2’sPlanSolutionenablescomDifferentiatorsMulti-Enterpriseplanning:Visibility,Optimizedplanning&collaborationacrossmulti-tiersupplychain,basedonrichrepresentationandproblemspecificalgorithms.IntegratedBusinessProcesses:WebenabledDecisionSupportformultipleplanningdomains-StrategicplanningtoExecution,withtotalIntegrationforheterogeneousdatasupportthroughi2’sTradeMatrixPlatformRealWorldplanning:Solvestruebusinessproblemsacrossmultipledimensionswiththeabilitytorepresentandplansupplychainsandrelationshipsrespectingyourbusinessrulesandconstraints.Responsiveness:Memoryresidentplanningenginesenablefast“what-if”scenariosandimmediatedecisionsupportthroughexceptionhighlightingandProblemorientedplanningworkflows7DifferentiatorsMulti-EnterprisCustomerBenefitsCompetesuccessfullyine-businessGaincompetitiveadvantagebystrategizingforfuturemarketmovements

marketsharethroughimprovedcustomersatisfaction

earningswithoptimalproductmixdecisions

warehousing,transportationandreturnscostsHigherprofitabilityandassetutilization

inventoryandobsolescence

overtimeandexpediting8CustomerBenefitsCompetesucceAgendaSettingtheStageBusinessBackground&CustomerProblems i2SolutionMessageDifferentiatorsBenefitsSolutionDetailsSolutionOverviewFlowbetweenComponentsComponentCapabilitiesIdealCustomerProfileDay-in-the-LifeCompetitiveLandscapeRoadmapsTouchpointstootheri2Solutions9AgendaSettingtheStage9StrategicPlanningDemandPlanningThePlanningProcesseshoursdaysweeksmonthsyear+buymakemovesellstoreoperationaltacticalstrategicexecutionSupplyPlanningFactoryPlanningScheduling10StrategicPlanningDemandPlannSupplyChainStrategistScenarioAnalyzerDemandPlanner,MerchandisePlanner,ScenarioAnalyzeri2’sTradeMatrixPLANSolutionhoursdaysweeksmonthsyear+buymakemovesellstoreoperationaltacticalstrategicexecutionSupplyChainPlannerInventoryPlannerReplenishmentPlannerValueChainPlannerScenarioAnalyzerTM-TO-LC*FactoryPlannerProntoScenarioAnalyzerSchedulerScenarioAnalyzer11SupplyChainStrategistDemandPLANSolutionRelationshipsUnconstrainedDemandPlanStrategicPlanningSupplyPlanningDemandPlanningFactoryPlanningSchedulingConstrainedSupplyPlanConstrainedSupplyPlanProductionPlanNetworkDesignWorkstationSchedulesFulfillmentSupplyPlanAllocationsPlanTransportationPlanOrdersDemandCollaborationSupplyCollaborationUnconstrainedDemandPlanCustomerdemand12PLANSolutionRelationshipsUSolutionComponentCapabilitiesSupplyChainManagementPLANFulfillSupplyPlanningDemandManagementStrategicPlanningSupplyChainPerformanceSupplyChainDesignWhat’stherightsupplychaindesign?Howwillthesupplychainperform?

KeyCapabilities:LP/MIPoptimization,MonteCarlosimulation,flexibleandpowerfulmodeling,intuitiveUI,modelingonthefly

i2Products:SupplyChainStrategist

KeyCapabilities:Forwardlookingmanagementreporting,alertbasedmessaging,SupplyChain

i2Products:ScenarioAnalyzerFactoryPlanning&Scheduling13SolutionComponentCapabilitieSolutionComponentCapabilitiesSupplyChainManagementPLANFulfillSupplyPlanningDemandManagementStrategicPlanningPromotionPlanningDemandPlanningWhatisourbestestimateforfuturedemand?Whattopromote,when?Whatproductshouldbeontheshelf?MerchandisePlanning

KeyCapabilities:Consensusandcollaborativeforecasting,provenstatisticaltechniquesandadhocmodelinglanguage

i2Products:DemandPlanner

KeyCapabilities:Promotioneffectiveness,collaborativepromotioneffects

i2Products:PromotionPlanner

KeyCapabilities:Reconciledprocess,largescaleplanningenvironments

i2Products:MerchandisePlanner

FactoryPlanning&Scheduling14SolutionComponentCapabilitieSolutionComponentCapabilitiesSupplyChainManagementPLANFulfillSupplyPlanningDemandManagementStrategicPlanningAllocationPlanningInventoryPlanningMasterPlanningWhattomake,whenandwhere?Whattoreplenishandwhen?Howmuchtostock?Whogetsconstrainedsupply?DistributionPlanning

KeyCapabilities:Optimallymatchsupplytodemand,problem-orientedplanning,extremespeed

i2Products:SupplyChainPlanner,SCP-ProfitOptimization

KeyCapabilities:Highlyscalableplanning&optimizationacrossadistributionnetwork

i2Products:ReplenishmentPlanner,SupplyChainPlanner KeyCapabilities:Multi-location,multi-echelon,highlyscalableplanning

i2Products:ReplenishmentPlanner,SupplyChainPlanner

KeyCapabilities:Multi-Channel,businessruledrivenallocation

i2Products:SCP-AllocationPlanningextensionFactoryPlanning&Scheduling15SolutionComponentCapabilitieWhattoproduceandwhen,Balanceresources&loads,generatematerialrequirementsSolutionComponentCapabilitiesSupplyChainManagementPLANFulfillFactoryPlanning&SchedulingSupplyPlanningDemandManagementStrategicPlanningFiniteCapacity&MaterialsplanningOrderPromisingDecideontherightscheduleandsequenceofproductiontoprofitablymeetfactoryplan.KeyCapabilities:Provenoptimizationalgorithmswithsimultaneousconsiderationofmaterial&capacity,highlyinteractiveproblem-orientedplanning,Speedi2Products:FactoryPlanner-DE,FactoryPlanner-PEKeyCapabilities:RealtimeDueDateQuotingwithMaterialandcapacityconsiderationsi2Products:FactoryPlanner,SchedulerAdvancedSchedulingDecideontherightscheduleandsequenceofproductiontoprofitablymeetfactoryplan.KeyCapabilities:Provenoptimizationalgorithms,Industryspecific,highlyinteractiveproblem-orientedplanning,Speedi2Products:Scheduler16Whattoproduceandwhen,BalaPLANSolutionProductHierarchySupplyChainManagementPLANFulfillFactoryPlanningSupplyPlanningDemandPlanningStrategicPlanningSuperSolutionSolutionProcessWorkflowProductDatagatheringNetworkValidationWhatifStrategydevelopmentPlandemandPlanPromotionsPlanMerchandisePlanProducttransitionsPublishCollaborateMeasureWhatifReporting&AnalysisConstrainedMaterialandCapacityPlanningDistributionplanningInventoryplanningAllocationsplanningCollaborateExceptionHighlightingProblemresolutionWhatifInteractiveplanningReporting&AnalysisManualSchedulingAutomaticSchedulingInteractiveplanningExceptionhighlightingProblemresolutionReporting&AnalysisSupplyChainStrategistScenarioAnalyzerDemandPlannerMerchandisePlannerScenarioAnalyzerSupplyChainPlannerInventoryPlannerReplenishmentPlannerValueChainPlannerScenarioAnalyzerSchedulerScenarioAnalyzerSchedulingInfiniteCapacityplanningConstrainedWorkstationIdentificationandLoadbalancingExceptionhighlightingProblemresolutionAdvancedschedulingOrderPromisingWhatifInteractiveplanningReporting&AnalysisFactoryPlannerProntoScenarioAnalyzer17PLANSolutionProductHierarchWhodowesellto?KeyDecisionMakersCEOVPSupplyChainUsers/Influencers

VPSupplyChainDemandPlannerMasterPlannerFactoryPlannerScheduler18Whodowesellto?KeyDecisionIdealCustomerProfileGeneralIndustry-trailingcustomerserviceSlowinventoryturnsStagnantrevenueormarketshareLongplanningcycletimesMultipledisparateplanningorganizationsUsequalificationcriteriaforProducts

19IdealCustomerProfileGeneral1IdealCustomerProfileStrategicPlanningMulti-divisional,Multi-SiteSignificantTransportation&DistributioncostsRecentMerger/AcquisitionDemandPlanningMultipledisparateplanningorganizationsPoorCustomerserviceHighInventory&ObsolescenceCostsLongplanningcycletimes20IdealCustomerProfileStrategiIdealCustomerProfileSupplyPlanning&FactoryPlanningMultipledisparateplanningorganizationsSlowinventoryturnsPoorCustomerserviceHighInventory&ObsolescenceCostsLongplanningcycletimesLowassetUtilizationLowprofitmarginsFrequentExpediting21IdealCustomerProfileSupplyPIdealCustomerProfileSchedulingComplexScheduling/SequencingrulesPoorCustomerserviceLowassetUtilizationLowprofitmarginsFrequentExpediting22IdealCustomerProfileScheduliSupplyChainStructureLANJLA-DCClearTone2000MiniShelf2000LuxRide2000MiniDisc20001500/wk2000/wk

RotterdamDC

TorontoDCCanadian

MarketEastUSmarket7days2day1day3daysEuropeMarketWestUSMarketClearTone2000MiniShelf2000LuxRide2000NJDC23SupplyChainStructureLANJLA-DDay-in-the-life

VPSupplyChainKeyresponsibilitiesStrategicSupplyChaindesignCustomerServiceProfitabilityofoperationsSupply&SuppliermanagementPainPointsRationalizingallaspectsofthesupplychainnetworkStrategizingforthelongtermOperationalweaknessesUncertaintyinDemandandSupply.“Whatif”MetricsRevenuegrowth,COGS,P/L,Servicelevels24Day-in-the-life

VPSupplyChaiStrategicPlanningWorkflowDataGatheringCurrentNetworkAnalysis“Whatif”&AnalysisDevelopStrategyMission:Strategizeonwhichmarketstoserve,whatproductstosell,wheretolocateplantsandDCs,plantproduction,transportationandstoragecapacitiesKeyConceptsOptimizationSimulationStrategyformulationi2DifferentiatorsCombinedpowerofoptimization&SimulationAbilitytohandlerealworldcomplexitiesSpeed&Scalability25StrategicPlanningWorkflowDatDay-in-the-life

DemandPlannerKeyResponsibilitiesDevelopaforecastAddMarketIntelligenceMonitorandanalyzeforecastCommunicate&achieveconsensusIssuesandPainPointsDemandvisibilityIslandsofinformationFactoreffectsofeventsArriveataconsensusLongPlanningcycletimesMetricsForecastaccuracy,PlanningCycletime26Day-in-the-life

DemandPlanneDemandPlanningWorkflowBaselineForecastingDemandCollaborationMarketIntelligenceConsensusforecastingMission:Projectdemandfortherightproductstotherightcustomersattherighttime.KeyConceptsBaselineForecastingMarketIntelligenceConsensusi2DifferentiatorsPickBestTechniqueSupportforconsensusprocess27DemandPlanningWorkflowBaseliDay-in-the-life

MasterPlannerKeyResponsibilitiesDeveloparealisticmasterplanAnticipateandeliminateexceptionsAllocateavailablematerial&capacityIssues&PainpointsLimitedvisibilityMeetingconflictingobjectivesInabilitytoconsiderrealworldconstraintsPositioninventoryalongthesupplychainManualplanningMetrics:CustomerService,duedateperformance,inventoryturns,

resourceutilization28Day-in-the-life

MasterPlanneSupplyPlanningWorkflowProblems?ProblemResolutionSupplyCollaborationYesPublishSupplyPlanNoInventoryPlanningSupplyPlanGenerationReview,Re-plan&WhatifPlanAllocationsMission:Positiontherightsupplychainresourcesattherightplaceattherighttimetoprofitablymeetdemand.i2DifferentiatorsIndustryfocusedsolutionsAbilitytohandlerealworldcomplexitiesMulti-enterprisecollaborationKeyConceptsConstraintsandgoalsExceptionOptimizationSequentialvsConcurrent29SupplyPlanningWorkflowProbleInventoryPlanningWorkflowDataGatheringInventoryClassificationSafetyStockComputationDemandvariabilitySupplyvariabilityServiceLevelsItemType/CostItemLocationServiceLevelsStockingPolicyInventoryPlanExceptionManagementDataAnalysisScenarioManagementMission:Determinetherightlevelsofinventorybasedonvariability,serviceandcosttrade-offsKeyConceptsFrequencyInventorystrategiesOptimizationi2DifferentiatorsMultidimensionalviewsScenariomanagementExceptionmanagementSpeed30InventoryPlanningWorkflowDatDay-in-the-life

FactoryPlannerKeyResponsibilitiesDevelopbuildplansforthefactoryAnticipateandeliminateexceptionsMakeMaterialRecommendationsIssues&PainpointsLimitedvisibilityMeetingconflictingobjectivesOrderPrioritizationManagebottleneckresourcesInabilitytoconsiderrealworldconstraintsManualplanningMetricsThroughput,CustomerServicelevels,duedateperformance,inventoryturns,resourceutilization31Day-in-the-life

FactoryPlanneFactoryPlanningWorkflowFactoryPlanGenerationProblemResolutionProblems?Review,Re-plan&WhatifYesPublishPlanNoMission:Utilizetherightfactoryresourcesattherighttimetoprofitablymeetthesupplyplan.KeyConceptsLevelofgranularityFrequencyOptimizationSequentialvsConcurrenti2DifferentiatorsSimultaneoussolvefordemand,material,andcapacitySpeed32FactoryPlanningWorkflowFactoDay-in-the-life

SchedulerKeyResponsibilitiesDevelopdetailedmachine/work-centerschedulesIssues&PainpointsLimitedvisibilityMeetingconflictingobjectivesofduedates&changeoversOrderPrioritizationManagebottleneckresourcesInabilitytoconsiderrealworldconstraintsManualplanningMetricsThroughput,,customerservicelevel,duedateperformance,

resourceutilization33Day-in-the-life

SchedulerKeySchedulingWorkflowScheduleGenerationProblemResolutionProblems?Review,Re-plan&WhatifYesPublishScheduleNoMission:Decideontherightscheduleandsequenceofproductiontoprofitablymeetfactoryplan.KeyConceptsLevelofgranularityFrequencyOptimizationi2DifferentiatorsSimultaneoussolvefordemand,material,andcapacityAbilitytohandlerealworldcomplexitiesResponsiveness34SchedulingWorkflowScheduleGeAllocationsPlanning35AllocationsPlanning35CompetitiveLandscapeSAPAPO(mySAP.comSCM)OracleAPSManugisticsAdexa

(Paragon)CapabilitySimultaneousmaterialandcapacityplanning,plantlevelAdvancedSCP,butnoFPequivalentAbilitytorepresentwiderangeofconstraintsAbilitytooptimizeschedulesIndustriessupportedwithplant-levelplanningIndustriessupportedwithdetailedschedulingGEAircraftEnginesispilotfordevelopmentStrongCGR,pharma,chemStrongsemi-conductor;wideapplicationVerystrongFP-likecapabilityNotyet;willprobablyuseILOGNoNoproductorimplementationexperienceyetSchedulingjuststartingtoappearascompetitorWeakinschedulingNoClosertoMRPIImentalitythanmodernAPSStrongCGR,pharma,chemIndustryspecificandhard-codedNoe-Marketplaceenabled??Yes,

mySAP.comSCMYes,partofOracle11iAllindustriessupportedbyR/3ProductionPlanningismatlplanningonlyTrying,usingILOGTrying,usingILOGAllindustriessupportedbyR/336CompetitiveLandscapeSAPAPO(InterfacestoothersolutionsCollaborativeForecastsAvailability/CapabilityOrdersPlannedpurchasesContractconstraintsSourcingconstraintsNewProductForecastsDesignChangesTransitionplansForecastsServiceconstraintsResourceavailability&optionsOrdersTransportAvailability/OptionsTransportCapacityRequirements37InterfacestoothersolutionsCAppendixAppendixQuizonSalesTechniques&KnowledgeExplanation–DeletethisslideA10questionquizonthematerialjustpresentedMultiplechoiceorTrue/FalseProvideanswerkeyforquizReviewquiz39QuizonSalesTechniques&KnoCaseStudyExercise

Explanation–DeletethisslideAshorthypotheticalorrealcustomercasestudyProvideenoughinformationaboutcustomerproblemssothestudentscanformulateapossiblesolutionHavethestudentsworkinsmallgroupstoprepareashortpresentationthatincludes:Connectcustomerproblemstoi2differentiatorsandtheresultingbenefitsHandlesomeobjectionsHandleacompetitor’strapSetatrapforcompetitorsSelectagroupor2topresent40CaseStudyExercise

ExplanatioSolutionMessage:(TheMissionforoursolutionwhichshouldbethesameastheMissionofourkeybuyerIncreaseprofitabilitywhileproducingtherightquantityoftherightproductsdeliveredtorightcustomerswhen,where,andhowtheywantthemWhyDoSomethingInabilitytoanticipateandreacttouncertaintyinDemandandSupply.StrategizingorwargamingforthelongtermmarketmovementsRationalizingallaspectsofthesupplychainnetworkPoorcustomerserviceFrequentstockoutsInventorymarkdowns,write-offsExcesscapitaltiedupininventoryExcessiveexpeditingLowassetutilizationDepressedprofitsthrupoorproductmixi2TradeMatrixPlanCheatSheetWhyi2=i2differentiators&capabilities.Multi-Enterpriseplanning:Visibility,Optimizedplanning&collaborationacrossmulti-tiersupplychainbasedonrichrepresentationandproblemspecificalgorithms.Integratedbusinessprocesses::WebenabledDecisionSupportformultipleplanningdomains-StrategicplanningtoExecution,withtotalIntegrationforheterogeneousdatasupportthroughi2’sTradeMatrixPlatformRealWorldplanning:Solvestruebusinessproblemsacrossmultipledimensionswiththeabilitytorepresentandplansupplychainsandrelationshipsrespectingyourbusinessrulesandconstraints.Responsiveness:Memoryresidentplanningenginesenablefast“what-if”scenariosandimmediatedecisionsupportthroughexceptionhighlightingandProblemorientedplanningworkflowsWhyNow=CustomerBenefitsCompetesuccessfullyine-businessGaincompetitiveadvantagebystrategizingforfuturemarketmovementsIncreasedmarketsharethroughimprovedcustomersatisfactionIncreasedearningswithoptimalproductmixdecisionsReducedwarehousing,transportationandreturnscostsHigherprofitabilityandassetutilizationReducedinventoryandobsolescenceReducedovertimeandexpeditingCorporateTransactionSystems

SupplyChainStrategistScenarioAnalyzerDemandPlannerMerchandisePlannerScenarioAnalyzer

operationaltacticalstrategicexecutionSupplyChainPlannerInventoryPlannerReplenishmentPlannerValueChainPlannerScenarioAnalyzerFactoryPlannerProntoScenarioAnalyzerSchedulerScenarioAnalyzerCollaborativeForecastsAvailability/CapabilityOrdersPlannedpurchasesContractconstraintsSourcingconstraintsNewProductForecastsDesignChangesTransitionplansForecastsServiceconstraintsResourceavailabilityOrdersTransportAvailability/OptionsTransportCapacityRequirements41SolutionMessage:(TheMissionWhotoSellTo:IdealCustomerProfile

Multipledisparateplanningorganizations

StagnantrevenueormarketshareIndustry-trailingcustomerserviceSlowinventoryturnsLongplanningcycletimesCompetitiveDefense:ResponsestotrapstheysetManugustics:Trap#1:i2ishardtodealwithi2wantstobeastrategicpartner,notmerelyatechnologyvendorTrap#2:Manugisticshasthesimplesolutiontoyourproblemsit’smucheasiertoreducefunctionalityfromasmartsystemthanitistotrytomakeadumbsystemsmart.Trap#3:i2istoobigandcannotfocusonyourneedsasacompanyI2’ssizeandresourcestrengthminimizestheriskforthecustomerI2Executiveinvolvement/presencewiththeprospect.SAPTrap#:SAPhasamassiveR&Dbudgettodedicatetospecificproducts.Mostofitisbeingusedtojustkeeptheexistingcustomerbaseuptodate.Trap#2:SAPwillsaythatAPOandmySAP.comworkwithversion3.1i.FullfunctionalityofbothworkwithR/34.0orhigher.OracleTrap#1:Oracleisoneintegrated,out-of-the-box,solution.Oracleisonlyintegratedwithinitselftoadegree.“Onesizefitsall"solutiondoesnotalwayswork.i2’stemplateapproachismuchmoresound.Trap#2:Oraclewillpromotethe‘technologystack’Bestofbreedapproachworksbetter.ThetechnologystackcausesOracletohaveseriousproblemsofoutsideintegration.Also,database-centricarchitectureleadstoslowplanningTrap#3:"OracleAPSisforPlanners-NotProgrammers.EmphasizetheBusinessReleaseProcessandabilitytoimplementquicklyPLANSolutionMethodology&PositioningCompetitiveOffensive:(Trapsweshouldsetforcompetitors)Manugistics:Trap1:HowdoesManuhandleinternalintegration?MakethemproveitwithreferenceablecustomersTrap2:Financialviability&futureAnalystsexpecti2togrow18timesgreaterthanManuinthefuture.Trap3:ManugisticsdoesnotplanrealworldcomplexitiesManuwasfoundedonsimpleDRPcapabilityandanycomplexityinconstraintsandbusinessrulescannotbehandledSAPTrap1:HowmuchbusinessvaluecanSAPdrive?MakeSAPprovetheycansolveyourbusinessproblemswithAPO,supportingmultipleplanningdomainsandmultienterpriseplanning.Trap2:AlwaysaskwhatversionofR/3thecustomerisworkingwith.FullfunctionalityAPOormySAP.comworkwithR/3ver4.0orhigher.Trap3:MakeSAPprovetheycanintegratewithlegacy/non-SAPappsNorealheterogeneousdatasupport.APOisatrojanhorse,SAP’sintentistoreplacelegacywithmoreR/3licenseseatsOracleTrap1:ReferencesI2isaprovenpartner,whileOracleisstillstrugglingforitsfirstcustomers.Trap2:OraclelacksSupplyChainandindustryexperience.MultiEnterpriseplanning,Templates–we’vegotthem,Oracledoesn’t.Trap3:I2’sOpenArchitectureOracledoesnotworkwithmultipleversions/instancesofOracleERPorwithanyERPsystemsbesideOracleERP.WhotoSellTo:KeyDecisionMakers:VPofSupplyChainUsers/influencers:

VPLogistics,DemandPlanner,MasterPlanner,FactoryPlanner,Scheduler,ProductPlanner

42WhotoSellTo:IdealCustomerPre-SalesProbingSituationQuestionsGoodQuestionHowdoyourespondtochangesindemandorsupply?BadQuestionsWhatisyourfillrate?Howmanyenditemsdoyouhave?43Pre-SalesProbingSituationQuPre-SalesProbingSituationQuestions–VPofSupplyChainYouaskprobingquestionHowdoyourespondtochangesindemandorsupply?Doyouanalyzetheimpactofthesechangesonyourcustomers?ExpectedcustomerresponsewithpainsOvertimewehavebecomeexpertsatfirefightingandwefranklydonothavethetime,toolsandaccurateinformationtoanalyzetheimpactsofourdecisionsonourcustomers.Myteam,whichisincrediblysmart,justtriestokeepourcustomershappy.Thenyoudiscussi2capabilityWouldyoubeabletoimproveyourresponsivenessifyoucouldcollaboratewithyourcustomersandtradingpartners,integrateyourplanningprocessestocomprehendyourbusinessgoals&constraintsandoptimallymatchsupplytodemand?44Pre-SalesProbingSituationQuPre-SalesProbingSituationQuestions–DemandPlannerYouaskprobingquestionHowdoyouincludemultipledepartmentsinyourforecastingprocess?ExpectedcustomerresponsewithpainsEachdepartmenthastheirownspreadsheet,wetrytointegratethem,andkeepamastercopy,butwe’realwaysoutofsynch.Thenyoudiscussi2capabilityCouldn’tyouimproveyourforecastaccuracywithasingle,inclusiveforecastingprocess,thatallowsyoutoperformaconsensusforecastingprocessthatistop-down,bottoms-upormiddle-out?”45Pre-SalesProbingSituationQuPre-SalesProbingSituationQuestions–MasterPlannerYouaskprobingquestionHowdoyoumakepromisestocustomers?ExpectedcustomerresponsewithpainsWehavespreadsheets,wherewemakemonthlybuildplansattheproductgrouplevel,understandingsomekeymaterialandcapacityconstraints.However,wealwaysseemtohavesomeproblemswithinthemonthwithdemandbeingskewedearlyorlate,orsomematerialorcapacitythatwedidn’ttrackinthespreadsheet.Thenyoudiscussi2capabilityWouldyoubeabletomakeareliablepromiseifthetoolrecognizesyourmaterial&capacityconstraintssimultaneouslytooptimizesyourbuildplanattheproductlevel,andallocatestheconstrainedsupplytocustomerdemandrespectingyourbusinessrulesandcustomerpriorities?46Pre-SalesProbingSituationQuPre-SalesProbingSituationQuestions–FactoryPlannerYouaskprobingquestionCanyouanticipatedelayinanorderandidentifytherootcauses?ExpectedcustomerresponsewithpainsWedon’t,weusuallyonlyknowacustomerorderisgoinglatewhenit’salreadyoverdue.Thenyoudiscussi2capabilityWouldatoolthatidentifiesordersthataregoingtobelateproactively,identifyingthespecificmaterial,orcapacityproblemincreaseyourcustomerservicelevel?47Pre-SalesProbingSituationQuPre-SalesProbingSituationQuestions–SchedulerYouaskprobingquestionHowdoyourespondtotheneedtomodifytheschedulebasedoncustomerchanges,materialchanges,etc.?ExpectedcustomerresponsewithpainsWejustmakejudgmentcallsbasedonourexperiencetomodifytheschedulebased