S&OP and Demand Management 2016 Summary Charts - 16 AUG 2016

S&OP and Demand Management Study

Summary ChartsFebruary 12 – May 26, 2016

Agenda

Study Overview Decision-Making Solutions

Sales & Operations Planning

Demand Management

New Solution

Inventory and ERP

Study Overview

Most Respondents Are Manufacturers and Are Split Between Process and Discrete Industries

Respondents Are Evenly Split by Process vs. Discrete Industries

Most Work in Supply Chain; Most Are in Manager-DirectorLevels; Over Half Are Based in North America

All Respondents Were Required to Be At Least “A Little” Familiar with Either S&OP and/or Demand Management Processes

About Half Consider Their Company to Be in the Middle Relative to Others WhenIt Comes to Trying New Technologies

Those with Lower Revenue or Based in North America Are More Likely to Be Among Last to Try New Technology

Those Who Use SAP for S&OP Are More Likely to BeAmong First to Try New Technology

Those in the Middle Relative to Others When TryingNew Technology Are More Likely to Have Higher

Revenue and More ERP Instances

Agenda

Study Overview

Decision-Making Solutions Sales & Operations Planning

Demand Management

New Solution

Inventory and ERP

Decision-Making Solutions

For Both S&OP and Demand Management, the ProcessIs More Important Than It Is Effective

Those Rating Their Processes as Less Effective Are MoreLikely to Be in a Process Industry

Most Important Factors in Choosing Decision-MakingSoftware Include Ease of Integration, Ease of Working with

Company, Financial Viability, and Ease of Use

Those Rating Their S&OP Process as More Effective CareMore About Depth of Insights and Implementation Speed

Those Who Classify Themselves as Being in the Middlefor Trying New Technology Care More about Global Reach

When Choosing Decision-Making Software

S&OP and Demand Management Processes Mirror EachOther in Terms of Performing Best on Seeing the Past and

Worst on Seeing the Future

Agenda

Study Overview

Sales & Operations Planning Demand Management

New Solution

Inventory and ERP

S&OP Definition

Almost All Consider S&OP Processes to Be Important;Just Over Half Consider Them to Be Effective

Top S&OP Challenges Include Being Tactical and Reactive;Strengths Are Having Consistent Metrics and

Being Integrated

Those Who Describe Their S&OP as “Reactive” AreMore Likely to Be Slower to Try New Technology

Yet More Likely to Buy New Decision-Making Solution

Those Who Do Not Use SAP Are More Likely to ConsiderTheir S&OP Processes to Be Disparate and Proactive

S&OP Processes Perform Best on Seeing the Past andWorst on Seeing the Future

Those Who Rate Their S&OP Lower on Getting InsightfulData and Collaborating on Data Also Rate Themselves

as Slower to Try New Technology

S&OP Satisfaction Is Highest with Planners and Lowest with Executives

Microsoft Office Tools Are Both the Most Familiar andMost Used S&OP Technology

On Average, Three S&OP Technologies Are Used

Those in Process Industries Are More Likely Than Othersto Use SAP and Less Likely to Use Home-Grown Options

for Their S&OP Technology

Top Three S&OP Technologies Are Consistent AcrossThose Who Rate Process as Effective vs. Not

Those Using SAP for S&OP Are More Likely to BeManufacturers and in the Process Industry

The Most Important Technologies Include Microsoft OfficeTools, SAP ERP, and SAP APO

Sixty Percent Consider Their Most Important S&OP Technology to Be Effective

Most Important S&OP Technology Performs Best on Global Reach and IT Standardization

Most Important S&OP Technology Has Greatest Performance Gap on Price, Ease of Integration,

and Ease of Working with the Company

S&OP Technology Areas in Need of Work:Price, Depth of Insights, and Implementation Speed

Most Important S&OP Technology Performs Best onReach and IT Standardization Regardless of Overall

Effectiveness

Agenda

Study Overview

Demand Management New Solution

Inventory and ERP

Demand Management Definition

Those with Demand Management Processes HaveFive Processes on Average

Nearly All Consider Demand Management Processes to BeImportant, but Less Than Half Consider Them Effective

Those Based in North America Are More Likely to Rate TheirDemand Management Processes as Effective

S&OP Processes Perform Best on Seeing the Past andWorst on Seeing the Future

Those Who Rate Their Demand Management Process Lower on Getting Insightful Data or Collaborating with Data Are

More Likely to Purchase the New Decision-Making Solution

Over Half Report That Forecast Error Has DECREASEDCompared to Five Years Ago

Agenda

Study Overview

Demand Management

New Solution Inventory and ERP

Nearly One-Quarter Are at Least Somewhat Likely to Purchase Proposed Decision-Making Solution

Interest in the Proposed Solution Is Greater Among Those in Process Industries and Those with Higher Revenue

There Is No Difference in Likelihood to Purchase ProposedSolution by Current Process Effectiveness

There Is No Difference in Likelihood to Purchase ProposedSolution by Current Use of SAP for S&OP

Those Who Consider Their Company “In the Middle” in Termsof Trying New Technology Are More Interested in

the New Decision-Making Solution

Those Likely to Purchase the Potential New Solution Rate Ease of Integration, Speed of Implementation,

and Industry Leadership as More Important

Agenda

Study Overview

Demand Management

New Solution

Inventory and ERP

Top Inventory Management Challenges Are Being Reactive and Difficulty Managing Slow and Obsolete Inventory

Almost One-Third Consider Their Product Portfolio andRevenue / Margin Effectiveness Planning to Be Aligned

Over 80% Have at Least One ERP System;Have Ten Systems on Average

SAP Is the Primary ERP Provider for 60% of Those with ERP Systems

S&OP and Demand Management 2016 Summary Charts - 16 AUG 2016

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