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Oracle Shop Floor Management/Advanced Supply Chain PlanningOracle Advanced Planning Command Center Business insight for supply chain management

John M. Conlin CPIMPrincipal Solutions Consultant Supply Chain & Manufacturing Applications

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© 2008 Oracle Copyright, Proprietary & Confidential

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions.The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

Safe Harbor Statement

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Oracle Shop Floor Management - OSFM

• OSFM (Lot Based Mfg.) Factors in Planning– Co-Product/Inverted BOM’s

– Network Routing(s) – Multiple Paths

– Operation Yields

• All factors must be considered in developing Supply Plans with Advanced Supply Supply Chain Planning, ASCP.

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Appendix:

Customer Examples

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Toshiba TEC Corporation

• Company– $3.1B manufacturer of document processing equipment

• Previous process– Multiple regional ERP instances

– Decentralized planning process

• With Oracle– Global centralized planning model

– ASCP is cornerstone of Global SCM project

– Uses ASCP to make global production allocation decisions

– Uses material and resource constrained planning

Global planning system deployment – Multi-instance

Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.

• Moved from a monthly planning cycle to a weekly cycle• Reduced manufacturing cycle times• Optimized worldwide inventory levels

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Sony SNC – Japan

• Company– Manufactures ultra high speed Static Random Access memory (SRAM), products for the audio, video, and

communication markets

• Previous process– Spreadsheets, not integrated with legacy system, nor with execution systems– Manual forecast smoothing; no system supported sales and operations planning– Monthly planning cycle, no accurate order promise dates– Fabrication and assembly not linked, causing wafer shortages and excess inventory

• With Oracle – Holistic daily optimized plan for 24 facilities, with demands from 1000+ customers– Uses substitute components, simultaneous and alternate resources, co-product planning, alternate bills, routings,

and sources, complex network routings, and process yields– Uses complex allocation rules for global order promising

Runs worldwide manufacturing and S&OP using ASCP, DP, and GOP


• Integrated S&OP process resulting in one consensus forecast number• Strongly reduced planning cycle time – from monthly to daily• Integrated planning and execution model, providing global supply and demand

visibility

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Agilent Technologies

• Company– Manufactures test and measurement equipment

• Previous process– Manual order promising with fixed lead-time– Weekly, cascaded MRPs (4 wk propagation)– No system supported S&OP process– Multiple, divergent systems/process statistical forecasting, new product introductions, or promotions

• With Oracle – Holistic daily optimized plan for 24 facilities, with demands from 1000+ customers– Runs weekly unconstrained enterprise plan– High value, low/moderate volume demand; using 32 sub-plans, new product introductions, and promotions– Using real-time ATP to promise orders; using multi-level ATO and PTO models

Runs worldwide manufacturing and sales operations using ASCP, DP, GOP, and IO


• Strongly reduced planning cycle time• Strongly increased forecast accuracy• System supported complex configure-to-order processes

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Avago Technologies, Worldwide

• Company– Leading, privately held, global manufacturer of analog, mixed signal and optoelectronics

components (formerly Agilent SPG, Avago); the company's products serve four end markets: industrial and automotive, wired networking, wireless communications, and computer peripherals

• Previous process– Legacy order promising using ATP; disparate planning tools across supply chain– Reactive, manual, and time consuming plan analysis; manual forecast generation– 1 week planning cycle; no system supported S&OP process

• With Oracle – Runs optimized enterprise plan, twice/week, including tier-3 supplier organizations– Low cost, high volume and high mix demand– Using real-time CTP to promise orders 24x7, with use of complex allocation rules– Using complex network routings

Runs manufacturing and sales operations using ASCP, DP, and GOP


• Strongly reduced planning cycle time, more frequent plan runs with integrated exception management

• System supported S&OP process• Moved from manual spreadsheets to integrated consensus forecasting process

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NCR Corporation, Worldwide

• Company– Manufactures point of sale and high-end scanning equipment, and provides complete store automation, ATMs, and

self-service kiosk solutions

• Previous process– Each organization ran individual MRP, 54 ERP instances

– Integration between orgs was based on buy-sell relationship

– Forecast accuracy < 50%

– Sales and operations planning cycle time: 21 days

– No system supported sales and operations planning process

• With Oracle – Single, global plan for 20 orgs, including worldwide distribution centers and mfg plants

– Runs daily constrained enterprise plan (EDD)

– Complex procured configurations

– Using real-time material constrained, multi-org, multi-level ATO order promising process

Runs worldwide manufacturing and sales operations using ASCP, DP, and GOP


• Synchronization of entire worldwide supply chain with complete global visibility• Strongly reduced planning cycle time• Strongly increased forecast accuracy• System supported sales and operations planning process

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Alcoa, Worldwide

• Company– Manufactures test and measurement equipment

• Previous process– Spreadsheets, not integrated with legacy system, nor with execution systems– Manual forecast smoothing; no system supported sales and operations planning– Monthly planning cycle, insufficient accuracy in order promise dates

• With Oracle – Determines allocation to produce most profitable product mix within existing constraints – Performs all planning at the family level– Powerful Integration of supply/demand picture supports Alcoa’s S&OP Process– S&OP composite picture in real time during review sessions

Global planning system deployment – Live on ASCP, DP, GOP


• Reduced planning cycle time - Eliminates waste on spreadsheets • Process integration with other modules results in technology “pull” for new systems • Integrated sales and operations planning process resulting in one consensus forecast

number

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GE Power Systems – US

• Company– Manufactures power generation and oil & gas equipment

• Previous process– Reactive, manual, and time consuming analysis and reporting– Stand-alone non integrated systems; disconnected processes among business units– Segregated order launching by project– Poor visibility of project excess inventory– Order promising is based on commercial lead-time only

• With Oracle – Daily holistic plan across projects and across businesses: 8 manufacturing plants– 6 main distribution warehouses, and 10+ forward deployed or consignment warehouses– Retain planning by project but leverage excess Inventory any where within the company– Connected businesses processes and automated exception reporting– Order promising base on planned output

Global planning system deployment – Live on ASCP and GOP


• Reduced inventory levels by $20M per year• Reduced delivery cycle by 10% for new equipment orders• Improved fulfillment rate for service parts• Reduced planning cycle time to daily

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GE Transportation – US

• Company– Manufactures aircraft engines for commercial and military aircraft, spare parts, and engine contract services

• Previous process– Each plant ran an individual MRP plan on a weekly cycle – Net requirements from engine assembly plants were translated into a forecast to be used as demand for

component shop MRP plans. This led to inherent latency in that component shops used a previous planning cycle as an input

– Many parts were replenished using a reorder point process– Frequent expediting

• With Oracle – Daily holistic assembly plan spanning 36 manufacturing and spares organizations– Weekly holistic component plan– Synchronized spares and assembly planning– Planning horizon is 2.5 years

Global planning system deployment – Live on ASCP and DP


• Productivity savings from reduction of planners (120 to <30)• Reduced planning cycle time and inventory levels• Working capital savings through better planning tools

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Business Intelligence (BI)

Applications Landscape

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Typical BI Challenges Faced by Organizations Today

• Siloed BI deployments across disparate applications and multiple departments

• Fragmented view of information• No consistent definition of business metrics

– Are metrics such as product profitability, supply chain performance, customer lifetime value, and marketing campaign ROI calculated consistently?

– Each analyst with a BI tool may have their own answer• Report-centric model with backlog of new requests in IT

– Top management requests get first priority, while needs of other Business users go unmet

• Few users have timely and actionable information needed to optimize actions and decisions– Particularly middle management and “front line” users

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How do I proactively manage risks of my receivables portfolio?

How does supplier performance impact customer satisfaction and revenue?

Ser

vice

S

ervi

ce

Customers

Sal

esS

ales

Mar

keti

ng

Mar

keti

ng

Dis

trib

uti

on

Dis

trib

uti

on

Fin

ance

Fin

ance

HR

/ W

ork

forc

eH

R /

Wo

rkfo

rce

Op

erat

ion

sO

per

atio

ns

Pro

cure

men

tP

rocu

rem

ent

Customers

Customers

Suppliers

Suppliers

Suppliers

Advanced Analysis Often Spans Heterogeneous Data Sources

How does call center agent tenure, training, & compensation affect efficiency and cross-selling performance?

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PackagedPackagedETL MapsETL Maps

UniversalUniversalAdaptersAdapters

HyperionHyperionMS ExcelMS Excel

Other Data Sources, Other Data Sources, etc.etc.

Ad-hoc Analysis

ProactiveDetectionand Alerts

MS OfficePlug-in

Reporting & Publishing

Interactive Dashboards

DisconnectedAnalytics

WebServices

Oracle BI Applications

SalesService &Contact Center

Marketing

Order Management& Fulfillment

Supply Chain

FinancialsHuman

Resources

Oracle BI Applications (OBIA)Multi-source Analytic Applicationss Built on BI Suite EE

Oracle BI Apps built on

Oracle BI EE Suite• Prebuilt Hierarchies, Drill Paths, Security, dashboards, reports

• Common & Complete Enterprise Information Model

• Based on industry and analytic best practices

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How

Delivers

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How

Delivers Forward-Looking

Multi-Directional BI

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Changing Changing Supply Chain Supply Chain

Business ModelBusiness Model

Drivers For Success

Uncertainty

Virtualization

Chaos

Globalization

Volatility

Consolidation

Risk

Compliance

Continuous InnovationContinuous Innovation

Operational FlexibilityOperational Flexibility

Risk Management and Risk Management and ComplianceCompliance

New world: continuously adapting to changing supply chain business modelToday’s Supply Chain Executives’ Agenda

Increased Shareholder

Value and

Sustainable Growth

CEO’s Agenda

“What is required is a new type of decision support platform, one that integrates analytics and optimization. 15 years after the birth of Supply Chain Planning (SCP), we are now just starting to see analytics and optimization converge on a common platform”

AMR Research Report “How to measure your supply chain today “

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No connection between plans, plans not tied to execution Misalignment between metrics and objectives Unreliable forecasts and production plans

Traditional approach doesn’t workExecutives are not able to get actionable information on corporate metrics

CUSTOMERS SUPPLIERS

Tier 2Tier 1

Paper

HIGH LATENCY, NO VISIBILITY

Reactive Management

Reactive Management

Financialplanning

Supplyplanning

Productplanning

Demandplanning

Manual measurementand reporting frommultiple data sources

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27%

64%

9%

MDM

Systems

Expertise

#1 impediment to data collection

32%

50%

9%

9%

Supply

Demand

Financial

Other

What data is most challenging?

46%

27%

9%

18%

1-5 days

6-11 days

12-17 days

18+ days

Time required for exec S&OP prep

0 2 4 6 8 10 12 14 16 18 20 22 24

Other

NPI Status

Orders Review

Capacity Review

Forecast Review

Pre-work activities

The challenge of data integration

No processintegration

Lack ofsystems

No access to the right data

Takes a long time to gather

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How

Delivers

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Oracle Advanced Planning Command Center

• Provide insight to key decision makers– Close the loop with embedded analytics

– Bridge the gap between analytics and planning through seamless integration with operational planning applications

– Leverage pre-built dashboards with rich content and KPIs

• Proactively respond to deviations in performance

– Identify root cause

– Define and evaluate alternative business scenarios

– Manage execution of scenarios; assign tasks to planners and other stakeholders

• Reduce decision making cycle time through process automation

– Use BPEL process flows to execute planning processes

– Configure and adapt

Enable holistic view of supply chain performance

Analytical Data

Planning Dashboards and Reports

Business scenario planning

Planning process automation

Execute scenarios

Scenario andActivity Management

Forecasting Supply Planning

Web Service enabled planning processes

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• Translates planning data to corporate metrics• Forward looking perspective combined with past trends• Not a data warehouse for “rearview mirror” analysis

– Minimal data replication (archiving/publish of select summary data)

• Available with Oracle Advanced Planning 12.1 and runs on top of:

– Demantra Demand Management, Demantra Real-Time Sales and Operations Planning, Strategic Network Optimization, Inventory Optimization, Advanced Supply Chain Planning

– Context sensitive drill-downs

Today

Summary information Forward looking planning information

No need to build expensive “rear-view mirror only” disconnected data warehouse

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Advanced Planning Command Center

Business insight for supply chain executives

Provide insight to key decision makers

Proactively respond to deviations in performance

Reduce decision making time through automation

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• What has changed since last month? How are we performing compared to last year?• Are we on plan financially? Is there any need to revise long term plans?• How are we performing to performance metrics? Are we achieving our six-sigma goals?• What new risks do we need to consider? Is our single sourcing strategy exposing us?• What decisions need to be made now and in the near future?• How are product families performing? Do I have the most profitable product mix?• Are we on track with product development? Do we need to delay new products?• Do we have any critical supply constraints or issues with key suppliers?• How is the resource utilization on our most critical resources?

Operational DecisionsTactical DecisionsStrategic Decisions

Delay orders Expedite shipmentsDeal with quality issues

Balance capacityRebalance inventoryAllocate productsShape demandReschedule promotions

Service levels vs inventory costInventory policyCarrier contractsProfitable product mixWeigh single vs dual sourcing

Continuous performance management Execution

Answers = Correlating information from different existing information sources

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Advanced Planning Command Center • Compare alternative business scenarios

– Planners execute scenarios

– Automatically translate detailed planning information to corporate metrics

– Track assumptions and attach supporting documents

• Approve and drive into execution

– Choose your baseline plan

– Drive tactical and execution decisions

• Monitor– Continuously monitor

performance and get real-time visibility to deviations

Demantra DM ASCP / SNO IO

Business scenarios

Assignedactivities

Planners execute assigned activities

Suggested alternatives

for evaluation


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Compare alternative business scenariosCompare current to previous, baseline to alternate

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Compare scenarios – 360 degree visibility

Pre-built self-service dashboards for comprehensive management analysis with corporate metrics

Analyze across key demand, supply, capacity, finance, and exception metrics

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Start quickly with pre-seeded contentGet a good answer on day one!

• Pre-built dashboards– Sales and Operations Planning process– Supply chain plan analysis

• 200+ Reports– Analyze from many different business angles at aggregate and detail level

• 100+ Key performance indicators– Analyze what is critical to the supply chain– Optionally define alerts to get notified about problems

• Extend and configure– Quickly tailor to specific needs of individual users

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Monitor S&OP performance in real time

Compare alternatescenarios

Analyze keyPlanning metrics

Analyze profitand loss

Analyze constrained forecast

Self service S&OP dashboard for interactive management review

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Analyze specific product categories, organizations and resource groups

Check your shipment and production trends

Compare previous run to current run exceptions

Compare previous run to current run demand and supply metrics

Self service Supply Chain Plan Analysis dashboardMonitor operational plans

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Pre-seeded rich content – KPIs100+ dimensions and performance metrics

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Pre-seeded rich content – Hierarchies

Planning Facts: Supply, Demand, Inventory, Capacity, KPIs, Exceptions, Cost, …

Trading Partners Internal Orgs Item Time

Customer

Zone

Org

Subinventory

OperatingUnit

FiscalPeriod

Supplier

SupplierSite

CustomerSite

ABCClass

ProductCategory

Resource

DepartmentResource

Group

Item

ProductFamily

Project

Task

Project

PlanningGroup

Day

MonthWeek

Quarter

Year

MfgPeriod

ScenarioVersion

PlanVersion

DemandClass

ExceptionType

OrderType

ShipMethod

Source

Misc

Pre-built aggregation levels based on familiar planning hierarchies

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Pre-seeded rich content – Reports200+ pre-built reports for aggregate and detailed analysis

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Extensible and configurable

• Quickly define and modify reports and dashboards via drag and drop

• Easily configure drill downs from dashboards to reports

• Add textual instructions as needed

Adapt to the needs of individual users

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Extensible and configurable

Attachfilters

Addformulas

Set permissions

Show or hidepages instantly

Secure access

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Proactively respond to performance deviationsDetermine problem ► Find cause ► Evaluate alternative solutions

Revenue below targetRevenue below target

Supply shortagesSupply shortages

Critical part shortageCritical part shortage

Lost productioncapacity

Lost productioncapacity

Lost sales due to lackof supply

Lost sales due to lackof supply

Plan overtime

Change sources

Expedite orders

Split supply orders

Embedded Analytics Planning

What problem do I

have?

Why do I have this problem?

What actions should I

evaluate?

VP of Supply Chain Supply Chain Analyst Planner

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Quickly identify problem and root cause

Suddendemand spike

Resourceoverloaded

Increase inlate shipments

Supply shortage

Proactively respond to performance deviations

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Detect a resource problem

Simulate apossiblesolution

Compare the results of the

simulation

Directly drill down

within context

No separation between planning and analyticsSeamlessly move from problem to resolution

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Determine which alternatives to analyze

• Supply chain decision makers define business planning scenarios

– Unlimited number of baseline scenarios

– Unlimited number of alternative scenarios

• Assign scenarios and tasks to planners for execution

– Shared accountability for supply chain planning metrics

– Planners execute plans using Planner Workbenches

• Attach key documents– Financial analysis

– External market data and industry reports

Assign and monitorscenario activities

Execute and assign supply plans to scenarios

Execute and assign inventory plans to scenarios

Execute and assign demand plans to scenarios

PersonalActivity List



Demand Planner Inventory Analyst Supply Planner

Key decision makers assign tasks to planners for execution

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Executive Level Business Scenario Planning

Attachdocuments

Addcomments

Decide whichPlans to use

LaunchDashboard

Assignactivities

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Reduce decision making time through process automation

• All key planning processes are web service enabled

– Collections– Forecasting– Plan runs– Plan name creation

• Approval and review steps can be modeled and inserted into the process

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Automate planning process execution

• Assign owners to top level process notes

• Optionally skip steps when resubmitting

Execute and configure your planning processes with BPEL Process Manager

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Automatically archive summary information

• Archive scenarios directly from scenario management, via concurrent program or web service

– Automatically archives KPIs and facts for plans that are linked to the scenario

Archives Demantra Demand facts published to EBS

– Creates a new scenario version that can be used for comparison in the dashboards.

– Purge scenarios as they become obsolete (will not purge plans shares across multiple scenarios)

• Archive plans directly from plan runs (optional) or Publish profile (SNO, Demantra)

– All facts, KPIs, and summaries for the plan are archived in a new plan version

– Compare plan versions in the dashboards

– Purge plan versions as they become obsolete

– ASCP/IO Purge plan: purges all plan versions

Plans and Archived Plans

Archive plans

Archive scenarios

Archive plans and scenarios for historical and trend analysis

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Architecture

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Integrate with Oracle and non-Oracle systems

• Integrated: completely integrated with APS 12.1.01 and Demantra 7.2.02• Configurable: SOA enabled process automation• Open: enable external data sources and combine data with existing planning data• Modular: leverage pre-built content as you enable more planning applications

Leverage extensible and secure architecture for additional cost savings

Personalized Dashboards, Answers, and Alerts OBIEEAnalyticalDashboards

BPEL basedScenarioOrchestration

ActivityManagement

ScenarioManagement

Planner Workbenches

Web ServiceenabledPlanningProcesses

Collected Data Plan Data

ERPLegacy/Flat file

CollectionsAnalytical Data Store(OBIEE)

BPEL

PLANNING INSTANCE

Archive

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Pre-built integrations to Value Chain Planning

ADVANCED

PLANNING

COMMAND CENTER

Supplies pegged to excess, stock-outs

Service levels and targets , fill rates, carrying costs

Min and max inv levels, safety stocks, order qty

Total and net supply and demand

Planned orders, scheduled receipts, on-hand

Value Chain Planning

Projected available balance – units, value, days of cover, %of total demand, %of safety stock

Independent demand qty, dependent demand qty

Late demand satisfaction factor

Avg qty of supply pegged to demand, highest priority demand

Production to plan, shipments to plan

Obsolete inventory – value, %of total inventory

Excess inventory – value, %of total inventory

Late orders and ratio – days, count, value

Perfect order index

Total supply chain costs, carrying cost

VMI inv – value, %, stock-out days, service level

Resource availability and requirements, setup time

Cost – Mfg, purchasing, transportation, resource

Variance of PAB over mean

Revenue, gross margin, sales, avg inventory

Supplier spend, total buy orders, supply volume

Resource utilization, overloaded ratio

WIP start qty, avg make order qty, thru-put rate

Returns as % of total sales

Marketing forecast – qty, value, cum

Bookings forecast – qty, value, cum, accuracy %

Items single sourced

Past due backorder qty

Unmet – demand, demand history, revenue

Supplier capacity – available, required, net, util%

Consensus forecast – qty, value, cum

Avg buy order qty

History – bookings, shipments, production

Shipping forecast – qty, value, cum, accuracy %

Final forecast – qty, value, cum

Consensus forecast accuracy MAPE – 4wk, 8wk, 13wk

Constrained forecast – qty, value

Backlog – projected, actual

Budget shortfall – value, %

Inventory build target

Manufacturing forecast – qty, value, cum

Buys from non rank-1 supplier

Forecast accuracy %

Inventory turns

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Summary

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• What has changed since last month? How are we performing compared to last year?• Are we on plan financially? Is there any need to revise long term plans?• How are we performing to performance metrics? Are we achieving our six-sigma goals?• What new risks do we need to consider? Is our single sourcing strategy exposing us?• What decisions need to be made now and in the near future?• How are product families performing? Do I have the most profitable product mix?• Are we on track with product development? Do we need to delay new products?• Do we have any critical supply constraints or issues with key suppliers?• How is the resource utilization on our most critical resources?

Operational DecisionsTactical DecisionsStrategic Decisions

Delay orders Expedite shipmentsDeal with quality issues

Balance capacityRebalance inventoryAllocate productsShape demandReschedule promotions

Service levels vs inventory costInventory policyCarrier contractsProfitable product mixWeigh single vs dual sourcing

Continuous performance management Execution


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• Provide insight to key decision makers– Close the loop with embedded analytics

– Bridge the gap between analytics and planning through seamless integration with operational planning applications

– Leverage pre-built dashboards with rich content and KPIs

• Proactively respond to deviations in performance

– Identify root cause

– Define and evaluate alternative business scenarios

– Manage execution of scenarios; assign tasks to planners and other stakeholders

• Reduce decision making cycle time through process automation

– Use BPEL process flows to execute planning processes

– Configure and adapt

Enable holistic view of supply chain performance

Analytical Data

Planning Dashboards and Reports

Business scenario planning

Planning process automation

Execute scenarios

Scenario andActivity Management

Forecasting Supply Planning

Web Service enabled planning processes

Orc

hes

trat

eP

lan

An

alyz

e

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Monitor and manage your supply chain

Pre-built self-service dashboards for comprehensive management analysis with corporate metrics

Analyze across key demand, supply, capacity, finance, and exception metrics

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Key Value Areas of APCC

• Business insight for key decision makers– Monitor corporate metrics in real time, automatically derived from operational

planning information – Enable cross-planning business analysis to manage your value chain

• Proactively respond to performance deviations– Seamlessly move from analysis to planning (problem to resolution)– Assign tasks to planners to evaluate alternative business scenarios

• Pre-built rich content – Fast ROI– No need to built a “rear-view mirror only” disconnected data warehouse

• Automated business process planning processes

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AQ&Q U E S T I O N SA N S W E R S

Q&A

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Documents

309 Conlin Pp t 4465