SC_Analytics_Overview.pdf

8/17/2019 SC_Analytics_Overview.pdf

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Drive your supply chain fromthe bottom line with SupplyChain Analytics

Appl ication Solut ion Management SCMSAP AG


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Metrics & SCOR

Supply Chain Visibili ty

SCM Analytics and Visibil ity content


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SAP AG 2007, SC Analytics, ASM SCM / 3

Business Principles of an Adaptive Supply Chain Network

ServiceProvider

Sub-Contractor

OutsourcedManufacturer

2nd Tier Supplier

1st Tier Supplier

ComponentSupplier

Customer

Customer’sCustomer

Demand-driven

synchronization

of supply to demand

Sense and respond

with an adaptive

fulfillment network

Network-wide visibility, collaboration, and analytics

Manufacturer


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Successful management of supply chain economics is dependentupon seeing the next problem (event) coming down the road

Visibility

Manage Supply Chain Economics

Getting visibi lit y is more diff icul t because of fragmentation of supply chain and manufacturing functions

Collaboration

Each event has an operational, and a resultant financial impact —that affects both costs and revenue

Analytics

It’s all about Adaptabili ty and managing the Network


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Network-Wide Visibility, Collaboration and Analytics

Enable a common Information Framework across an Extended SupplyNetwork

Extend Supply Network response processes to key Customers and/or Suppliers

Buil t-in Business Intelligence and Analytics to better adapt to Customer demand

Providing more Network Visibili ty wi th Supply Chain Event Management

Business Benefits:

More seamless informationsharing and business intelligence

Shorter cash-to-cash cycle timesthrough network-wide information

transparency More synchronized and

responsive Supply Network

Role based Portal

Mobile Computing

Real-World Awareness

Sense

Respond

mySAP …

SAP

NetWeaver™

Connectors


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Supply Chain Visibility & Analytics Pain Points

Decision process exposed to human error

Decision criteria not consistently applied across network

Lost productive time tending to low-value data collection andmanipulation efforts

Manual processes

Out-of-stocks lead customer to substitute brands or makepurchases from competitor

Lost Sales

Late notification of unplanned events drives reactive managementof likely impacts

Alternatives drive excessive costs both direct (eg premium freight)and indirect (eg management effort)

Asset Utili zation

Determining where, and what quantity of inventory to deploy in thenetwork, across dimensions of time, geography and demographics

Flexibly re-deploying inventory as better information is available

InventoryDeployment

Uncertainty in demand leads to excess inventory

Uncertainty in supply leads to speculative ordering

Lack of visibility into stock levels up and downstream leads to

shortages followed by overcompensation and excesses

Increased levels of discounting or write-offs for slow-moving or obsolete inventory

Inventory Levels

Key ObservationsCurrent Pain Points


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Business Needs for Supply Chain Visibility & Analytics

Bring together transactional data with analytical data

Link planning, actual material flows and distribution activities with

financial impact to supply chain economics

Up-to-the minutefinancial reporting

Show resource situation and enable operational planning

Provide detailed as well as aggregated information on capacity data

Accurate workforceinformation

Provide a holistic view on the enterprise and the entire network of partners

Identify issues early, be able to drill down deep and reactaccordingly

Early warnings of procedural problems

Measure partners not only in output but also in collaborationperformance

Capture events as they occur through real world awareness in real

time Monitor service levels and provide transparency by sharing this

knowledge

Evaluate supplier strengths andweaknesses

AspectBusiness Need


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The Need for Visibility: It Starts With Simple Things…

SAP Analytics empowers business people to take the best action with timely,relevant, and complete insights into their business processes.

SAP Analytics provides insights in the context of the business process acrossthe extended value chain, spanning multiple business functions, departments,

and even organizations.

This visib ility along wi th the integration of action and insights, enables you toalign business strategies with execution, empowering managers to continuouslyplan and monitor strategic, operational, and tactical goals.


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Three Aspects of Supply Chain Visibility

Process Visibilit y

Milestone monitoring and capture of actual events

Alert ing and event resolut ion

Basis for co llaboration and coordination with partners

Product and Asset Visibility

Ensure compliance and responsibili ty for goods frommanufacturer to consumer (e.g. Food Safety, ProductTracking an Authentication (PTA)/Pedigree)

Track and trace through the entire lifecycle of capi tal assets(returnable transport items, technical equipment,machinery, tooling, etc.)

Central and harmonized data repository with records of transactions including object associations (EnterpriseRepository)

Identify product stocks and inventory locations

Performance Visibil ity

Measure the performance with key performance indicators(selected metrics)

Provide easy access to analytical data


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SAP AG 2007, SC Analytics, ASMSCM / 10

SAP Solution for Supply Chain Visibility

SAP Event Management (EM)

Monitor – automatic collection and tracking

Notify – proactively & exception-based

Adjust – tr igger planning and execution act iv it ies

Measure – performance, status and alerts

Supply Chain Analytics

Pre-configured KPI’s (1000+) – leverage SCOR model

Portal functionality

Benchmarking

Report ing and analysis

Central repository of performance data Personalized performance management

Benefits

Reduce need for reactive expeditingactivities

Pre-empt problemsbefore they occur

Benefits

Global measures

Global access

Transparent

Industry Standard

Tailored


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Supply Chain Analytics

Create insights across all

functions

More than 1000 pre-defined KPIs(many of them based on SCOR)

Content areas:

Planning

Procurement

Manufacturing

Warehousing

Order Fulfillment

Inventory Management

SC Visibility

Supply Network Collaboration


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SAP Analytics

Comprehensive Analytic Portfolio Function- and industry-specific

analytic applications

Deliver pre-packaged best business practices

Empower Business Users Actionable business ins ights in the contex t

of the process Covering the complete value chain Embedded analytics within SAP solutions Delivering value for all business users

Deliver on SAP’s Enterprise SOA Vision No code to write leveraging modular,drag-and-drop, WYSIWYG approach

Easy-to-build and easy-to-modif y by businesspower users

Expose the business logic of analysisnot the technical connectivity

Intelligent, composite business processesintegrating analytics, transactions and

collaboration Powered by SAP NetWeaver

Creating Analytic Applications

Sample Analytic Appl ication


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Enterprise SOA: Key Building Block Analytics

SAP NetWeaver Business Process Platform

ERPSupplier

CRMSupplier

SCMBuyer

SCM

internal

ERP

internal

3rd

Partyinternal

Enterprise

Services

Repository

Enterprise

Services

Repository

PEOPLE

PRODUCTIVITY

EMBEDDEDANALYTICS

SERVICECOMPOSITION

LIFE-CYCLEMANAGEMENT

Composites

Enterprise ServiceImplementations by SAP

SERVICEENABLEMENT

BUSINESS PROCESSPLATFORM

Analytics


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What Makes SAP Analytics for SCM Unique?

Beyond

traditional

boundaries

True strategic and

business insight requiresmore than just silos of data, SAP SCM plans andmonitors businessactivities acrossoperational / funct ional/geographical boundaries.

Integrated

business

intelligence

Analyt ics are designed to

be an integral part of allbusiness processes andportal based dashboards

Value of a

single analytical

platform

From the most simple

report to the mostcompl ex data model, SAPSCM powered by SAPNetWeaver is a full B Iplatform, including allnecessary analytical toolsand capabilities across allbusiness solutions

1 2 3

All users are enabled to draw upon data within the extended

supply chain to formulate decision and execute strategies.


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Metrics & SCOR


SCM Analytics and Visibil ity content


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Delivery Performance Calculation

Order 1 (Customer A)

Line Prod. No. Qty.1 1 250. . .

. . .10 10 250

Total (cases) 2,500

Order 2 (Customer A)

Line Prod.-No. Qty.1 1 250. . .

. . .10 10 250

Total (cases) 2,500

Order 3 (Customer B)

Line Prod.-No. Qty.1 11 1,500. . .

. . .20 30

Total (cases) 5,000

Metric Calculation and Results

DP (cu stom er level): 50.0 % (1/2)DP (order level): 66.7 % (2/3)

DP (q uantity level): 85.0 % (8.5/10K)

DP (product level) : 96.7 % (29/30)

DP (line level): 97.5 % (39/40)

Example: Delivery Performance


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How do you Know if you are Performing well?

Measure

Capture details in your operational systems

Track against Benchmarks

Monitor internal performance (in-house/inter company)

Set internal goals

Compare yourself to external peers:

Benchmark Studies (e.g. PRTM)

Average, Median, Best in Class, etc.

Compare apples to apples

Agreed-upon standards

Published benchmark calculations (Example: Supply ChainCouncil)


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Supplier

Plan

Customer Customer’s

Customer Suppliers’Supplier

MakeDeliver Source Make Deliver MakeSourceDeliver SourceDeliver

Internal or External Internal or External

Your Company

Source

SCOR Model

Return Return ReturnReturn Return Return

Return Return

Building Block Approach

Processes Metrics

Best Practice Technology

Supply Chain Operations Reference (SCOR) Model


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C u s t o m

e r s

S u p p l i e r s

P1 Plan Supply ChainPlan

our e Make Deliver

M1 Make-to-Stock

M2 Make-to-Order

M3 Engineer-to-Order

S1 Source Stocked Products

S2 Source MTO Produ cts

S3 Source ETO Products

Return Source Return Deliver

Enable

D1 Deliver Stocked Produ cts

D2 Deliver MTO Produc ts

D3 Deliver ETO Product s

D4 Deliver Retail Products

SCOR 8.0: Processes

P2 Plan Source P3 Plan Make P4 Plan Deli ver P5 Plan Returns


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SCOR Contains Three Levels of Detail

#

Level

Schematic Comments

1

2

3

4

Configuration

Level

(ProcessCategories)

Process

Element Level

(DecomposeProcesses)

Plan

Deliver MakeSource

Implementation

Level

(DecomposeProcess Elements)

S u p p l y C h a i n O p e r a t i o n s R e f e r e n c e m o d e l Top Level

(Process Types)

Not

in

Scope

Description

BalanceProductionResourceswith

ProductionRequirements

EstablishDetailed

ProductionPlans

Identify,Prioritize,andAggregate

ProductionRequirements

Identify,Assess,andAggregate

ProductionResources

P3.1

P3.3 P3.4

P3.2

Return

A com pany’ s sup ply chain can be “ con fig ured -to- order” atLevel 2 from approximately 17 core “ process categories.”

Companies implement their operations strategy through

their unique supply chain configuration.

Level 3 defines a company’s ability to compete successfully inits chosen markets and consists of:

Process element definitions

Process element information inputs and outputs

Process performance metrics

Best practices, where applicable

System capabilities required to su pport best p ractices

Systems/tools by vendor

Companies “fine tune” their Operations Strategy atLevel 3

Companies implement specific supply-chain managementpractices at this level

Level 4 defines practices to achieve competitive

advantage and to adapt to changing business

conditions

Level 1 defines the scope and content for the Supply ChainOperations Reference-model

Here basis of competition performance targets are set


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M E T R I C S

S I T E M A P

RETURN

SOURCE MAKE DELIVER

PLAN

M1: Make-to-Stock Best Practices

Re-synchronization of MAKE activitiesReal-time feedback from Prod uction andTest (1.3) activi ties

Detailed production scheduling model andsimulation capabilities

Schedule minimizes changeover costs

Interface between maintenance managementsystem and scheduling system

Schedule includes preventivemaintenance program

Detailed production scheduling model andsimulation capabilities

Schedule optimizes use of sharedresources, such as production equipmentand tooling

Detailed production model that synchronizesPLAN and MAKE activities

Maintain data and system integrit y byensuring production data, inventorylevels, and schedule requirements are99+% accurate

HR/Certification supportCross training/Certification

FeaturesBest Practices

Process Element: Schedule Production Activities

Process Element Number : M1.1


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M1: Make-to-Stock Performance Attributes and Metrics

Capacity utilization Asset s

Schedule intervalUpside Production FlexibilityDownside Production Flexibility

Flexibility

Schedule achievementReliability

WIP inventory days of suppl y Scheduledresource cost

Cost

None IdentifiedResponsiveness

MetricPerformance Attributes

Given plans for t he production of specific parts, products, or fo rmulations in specified quantities and plannedavailability of required sourced product s, the scheduling of the operations to be performed in accordance withthese plans. Scheduling inc ludes sequencing, and, depending on the factory layout, any standards for setupand run. In general, intermediate production activi ties are coordinated prior to the scheduling of theoperations to be performed in producing a finished product.

Process Element Definit ion

Process Element: Schedule Production Activities

Process Element Number : M1.1

M E T R I C S

S I T E M A P

RETURN

SOURCE MAKE DELIVER

PLAN


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SCOR-Card: Important Information on Current Performance

Supply Chain Scorecard(SCOR-Card) Performance Versus Competitive Population

Overview Metrics SCOR Level 1 Metrics Actual Parity Advantage Superior Gaps / value

Delivery Performance to

Commit Date

Fill Rates

E X T E R N A L

Perfect Order Fulfillment

Order Fulfillment

Leadtimes

Flexibility

Responsiveness

Production Flexibility

Total SCM ManagementCost

I N T E R N A L Cost Warranty Cost

Value Added Employee

Productivity

Inventory Days of Supply

AssetsCash-to-Cash Cycle Time

Net Asset Turns (WorkingCapital

Supply ChainResponse Time

Supply

Chain

Reliability

Selected

KPIs

Measured values

of current supply

chain

BenchmarksGaps


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PRTM Benchmarking Report Sample

*Sample Data


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Benchmark Example: PRTM

Average Stage of Systems Maturity by Element

1,4

2 2 2 2

0

0,5

1

1,5

2

2,5

3

DemandPlanning

The biggest maturity gaps are in Demand Planning and Demand

Supply Planning systems

SupplyPlanning

Demand SupplyBalancing

Plan Source Plan Make Plan Deliver

Immature Practices Companies

Mature Practices Companies

1,4

1,9

1,3

1,8

2,1

2,5

1,5


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Most Used SCOR KPIs in Supply Chain Performance Management

Delivery Performance

Delivery Performance to Scheduled Commit Date

Delivery Performance to Customer Request Date

Percentage of Orders Scheduled to Customer Request Date

Order Fulfillment Lead Time

Manufacturing

Capacity Util ization

Yield

Production Plan Adherence

Build Cycle TimeMake Cycle Time

Inventory Control

Inventory Obsolescence as a % of Total Inventory

Inventory Days of Supply

Raw Material or Product Days of Supply

Product CostingUnit Cost

Overhead Costs

KPIs Delivered asStandard Business Content

More than 1000 SCM metrics available


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Demo

Supply Chain Performance Management onthe Service Market Place

http://service.sap.com/scm

http://service.sap.com/scmhttp://service.sap.com/scm


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SAP Service Marketplace - SCPM


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SAP Supply Chain Performance Management

“SCPM is an end-to-end Supply Chain PerformanceManagement Solution to enable organizations todefine and develop a strategy for their supply chainand manage, monitor and measure its performance.

It will allow organizations to understand the

relationship between metrics and their impact oneach other.

A turn key analytical application consisting of out of the box role based dashboards, scorecards andreports will provide visibility across all the functions

of the supply chain and perform root-causeanalysis”.


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High Level Solution Overview

Flexible metrics model ,metrics hierarchy

Intuitive UI – Powerful ad-

hoc capabilities

Robust data integrationplatform – SAP and non SAPdata

End-to-end Supply chainvisibility

Al ignment - Supply chainstrategy, Corporate strategyand financial performance

Pre-packaged application –role based scorecards,dashboards, and reports.


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Edge Strategies

Operational Analysis

End-to-end SC visibil ity

End user ease of use – authoring,

collaboration, offline capabilities

Ad-hoc analysis envi ronmen t

Embedded analytics, closed loop

Impact Analysis

Logical , Physical relationshipbetween metrics

Perform “impact analysis” tounderstand impact of changing

metrics on other metrics

What if \ Simulation capabilities

Predictive Analytics

SAP

SCPM

Strategy Management

Link SC strategy toCorporate\Financial Strategy

Metrics Modeling

Design, Define MetricsSCOR, AMR, LMI models - OTB

Set and Cascade Metrics

SAP SCPM – Key elements


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SAP’s Analytics Platform

Innovate on top of analyticsplatform :

Develop next generation of SRM,Develop next generation of SRM,

SCM, CRM, etc. analyticalSCM, CRM, etc. analytical

applicationsapplications

Build foundation for analytics:Focus on packaged solutions w ithFocus on packaged solutio ns with

customization, emphasizing ease of customization, emphasizing ease of use of application, together withuse of application, together with

robustness o f backend architecturerobustness of backend architecture

Leverage existing investments:

Enterprise Services Repository andEnterprise Services Repository and

InterfacesInterfaces

Service EnableService Enable BackendsBackendsERPISV SCM CRM PLM Non SAPPartners

SAP NetWeaver Process Platform

…

SC RiskManagement ....

SC

Economics

Portfolio of

Analyti cal Appl ications

SCPMxSA CRM CPM

Fuel SC applications gro wth:Leverage SCPM to d evelopLeverage SCPM to develop

innovative SC applicationsinnovative SC applications – – SCSCRisk Management, SC EconomicsRisk Management, SC Economics

etcetc

SAP

Analytics

PlatformEDW

DQM, MDM,etc

IntegrationPlatform

Pre-Defined ETL’s

Pre-Defined Analytical Content

Performance Management

Pl anni ng Cons ol idat ion


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Metrics & SCOR


SCM Analytics and Visibil ity Content

Supply Chain AnalyticsVisibil ity Content


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Production Planner

ERP CRM SCM Legacy APO SRM

Situation Today:Inside Information Only for Specialists

Transactional

Users

“Hard-wired”

Business

Process

Integration

Corporate Controlling

Data

Analysts

InformationFlow

Broken


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Example Step 1: Portal Based Query

The materials manager checks a delivery performance query in theEnterprise Portal. Green, yellow and red highligh ted KPIs indicate that

delivery performance has been slipping over the past several months.


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Example Step 2: Drilldown to Customer

Drilldowns reveal the problem is located with a single customer


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Example Step 3: Drilldown to Carrier

One is performing well, but the second carrier’s performance decreased


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Example Step 4: Check Amount of Business

The amount of business done with both carriers is checked to get anidea of their importance


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Example Step 5: Share Information

An emai l is generated wi th a link to the URL for this report , aler ting acolleague to look at this in more detail


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SAP Analytics – Delivery Performance

Immediate overview on

Delivery Performance over

a specific time period Analyze Deli very Performance for

endangered customers.

Analyze their ordered products.

Check Product ion Lead Time for ordered quantity on p lant level.


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SAP Analytics in SCM – Current Portfolio

Current Portfolio of Analytical xApps in SCM:

Order Analytics

Demand/Supply Match

Global Capacity Utilization

Global Inventory View

Supplier Rating

Warehouse Stock Analytics

Warehouse Workload History

Delivery Performance

Material Availabil ity

Forwarding Agents Efficiency

Forwarding Agents Requirements


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SAP Analytics – Order Analytics

Create insights on the

current order situation

Overview on the Invoiced SalesQuantity, the Sales Target and thecurrently existing orders.

The user can navigate by Key Account, Product, and Country.

The direct comparison o f Sales

Target versus Exist ing Orders byCountry or Key Account identifiesareas where the sales target maynot be reached.

The distribution of the Existingorders by Country or Key Accounthelps to understand, howimportant that area is for the

overall company targets.


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SAP Analytics – Demand/Supply Match

Immediate overview on the

demand situation and

corresponding fulfillmentoptions

Analyze sales quantities byproduct groups

Match demand with inventory aswell as with production.

Analyze his toric production leadtimes to fulf ill demand

Analyze current and his toricinventory levels


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SAP Analytics – Global Capacity Utilization

Get insights on the current

capacity utilization status

Analyze global capacity status for a product group within the supplychain.

Analyze the global capacityutilization and drill into moredetails by time and location and

production line.Compare the capacity utilization

for d ifferent plants and lines.


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SAP Analytics – Global Inventory view

Immediate overview on the

inventory within the supply

chain

Analyze global inventory as totalquanti ties, as total $ value, andterms of coverage range (days of supply).

Analyze detai led inventory levels

by location and product group.


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SAP Analytics – Supplier Rating

Rate the performance of

the top 10 suppliers

Rating is based on SAP ICH alerts,e.g. “ PO confirmation o f lessquantity than ordered” , “Out of stock situation 10 days from now” .

Analyze rating by product

Analyze type of alerts by products,

and the number of occurrences of this alert type, e.g. analyze thenumber of late deliveries for acertain product number.


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SAP Analytics – Delivery Performance


Delivery Performance over

a specific time period

Analyze Deli very Performance for endangered customers.

Analyze thei r ordered products.

Check Production Lead Time for ordered quantity on p lant level.


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SAP Analytics – Material Availability


Material Availability for

Top and Bottom 5Customers and Products

by Revenue

Analyze Top 5 Customers byrevenue and with longest-runningbackorders.

Analyze Top 5 Products byrevenue.

Analyze Bot tom 5 Customers byrevenue.

Analyze Bot tom 5 Products byrevenue.


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SAP Analytics – Warehouse Stock Analytics


goods movements within a

warehouse

Analyze the top 10 slow moving or fast moving materials for a chosenwarehouse.

Analyze the top 10 Obsolete partsby value in both graphical and

more detailed report format.


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SAP Analytics – Warehouse Workload History

Get insights on the

warehouse workload

Analyze the his tory of incomingsales orders vs. outbound deliveryquantit ies (sales versusshipments) and line items.

Detailed analysis by shipp ing pointand warehouse.

Analyze the goods receipts versusgoods issues by month andreceipt/issue variance by monthfor space utilization review.


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SAP Analytics – Forwarding Agents Efficiency


forwarding agents

efficiency

Support the decision of picking theForwarding Agent, by analyzingwho can deliver goods mostefficiently

Compares Forwarding Agents by

Planned and Actual Transportationtime, Transportation waiting timeand total Transportation time


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SAP Analytics – Forwarding Agents Requirements


forwarding agents

requirements

Support the decision of picking theForwarding Agent, by analyzingwho satisfies the requirements of acompany best

Compare Forwarding Agents by

damage free goods, penalty costs,acceptance rate, acceptance timeand freight costs


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Next Generation: Actionable Analytics

1 Worklist fromoperative system

3 Act on insight

2 Informationfrom various

sources


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Implement SAP xApp Analytics 1.1

Step 1: How to Obtain SAP xApps Analytics 1 1


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Step 1: How to Obtain SAP xApps Analytics 1.1Installation Guide

Download from SWDC: www.service.sap.com/swdc *

Details on installation: www.service.sap.com/swdc * Download Installations and Upgrades Installation and Upgrade Guides

* Requires login c redentials to the SAP Service Marketplace

Step 2: How to Obtain SAP xApps Analytics 1 1

http://www.service.sap.com/swdchttp://www.service.sap.com/swdchttp://www.service.sap.com/swdchttp://www.service.sap.com/swdc


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Step 2: How to Obtain SAP xApps Analytics 1.1Installation Guide

Download from SWDC: www.service.sap.com/swdc * Installation and Upgrade Guides SAP xApps

SAP xApp Analytics SAP xApp Analyt ics 1.1


http://www.service.sap.com/swdchttp://www.service.sap.com/swdc


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Step 4: How to Download Visual Composer Models and


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Step 4: How to Download Visual Composer Models andBusiness Packages for SAP xApps Analytics 1.1

Download from SWDC: www.service.sap.com/swdc * SAP xApps SAP xApps Analytics

SAP xApps Analytics 1.1


http://www.service.sap.com/swdchttp://www.service.sap.com/swdc


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Metrics & SCOR


SCM Analytics and Visibil ity Content

Supply Chain AnalyticsVisibil ity Content

S


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Visibility Processes with SAP Event Management

Procurement

Production Malfunction

Fulfillment

Transportation

Outbound/Inbound Delivery

RFID-Enabled Returnable Transport Item

P t P E l


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Procurement Process - Example

Supplier

ASN ASN

Acknowledgem ent

GoodsReceivedGoodsReceived

An electronics manufacturer orders product ion materials from Asia

Purchase Order Issued via onlineR/3 trans. Exp.Events created

InvoiceReceivedInvoiceReceived

Generate

Payment

Generate

Payment

SAP EM

Manufacturer

A l ti f P t Vi ibilit


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Analytics for Procurement Visibility

Supplier Cycle Time (Total Source Lead Time)

From Order to Acknowledgement

From Acknowledgement to ASN

From ASN to Goods received

From Goods received to Invoice

From Invoice to Payment

Number of changes per purchase order have occurredsince purchase order origin

Percent of acknowledgement confi rmations within 5 days

What percent of invoices are paid complete?

P d ti M lf ti P E l


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Production Malfunction Process - Example

F lfill t Vi ibilit


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Fulfillment Visibility

Describes the visibil ity with in a fulfillment process, based ondeliveries within a less-than-truckload shipment

Covers events from warehouse activities to the POD by the customer

Role-based access for customer (sales executive) and carrier

Provides KPIs on the execution and reporting compliance as well as

transportation times

Pl d Shi t R t C i d C t


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Planned Shipment Route, Carriers, and Customers

Arri val

Carrier

Picking

Packing

Depart.

Plant

Arri val

Hub

Depart.

Hub

Arri valCustomer I

Arri valCustomer II

PODCustomer II

PODCustomer I

ArrivalCustomer III

PODCustomer III

Leg 1 Leg 4Leg 3Leg 2

Deliveries:

80005001

80005002

80005003

Deliveries:

80005001

80005002

80005003

Deliveries:

80005002

80005003

Delivery:

80005003

Carrier ABC Carrier XY

LoadingDelay:

Weather

KPIs/CPIs for Fulfillment Visibility


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Arrival atCust. Site

PlantDeparture

Carrier Arrival

Actual Message(Date/Time)

Expected Message(Date/Time)

Actual Event(Date/Time)

Expected Event(Date/Time)

Execution Compliance

On time performance

Average delay

Number of delays per

category (time interval,

reason code)

Reporting

Compliance

Average delay

Number of delays per time interval

Transportation Time

(plan vs. actual)

Average delay

Number of delays per timeinterval

(Time)

KPIs/CPIs for Fulfillment Visibility

Transportation Visibility


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Transportation Visibility

Describes visibility within the transportation execution process for

international inbound and outbound shipments

Covers events for international sea shipments including customs issuesand road transportation

Deals with complex transportation networks using transportation chains(preliminary, main, and subsequent legs)

Role-based access for customer (sales executive) and forwarding agent Provides KPIs on the adherence to p lanned durations as well as customs

processing

Transportation Process Example


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Transportation Process - Example

IntermediateLocation

Port RotterdamPort New York

IntermediateLocation

Supplier Customer

Arrival Carrier

Loading Begin

Loading End

Departure

1

Arrival and Departure

Intermediate Location

2

Arrival at Destination

Unloading3

Arrival Carrier

Loading Begin

Loading End

Departure 6

Arrival and Departure

Intermediate Location

7

Arrival at Destination

Unloading

Empty Cont. returned

8

Prelimin. Leg

Main Leg

Subsequ. Leg

Legend

Departure Vessel

4

Custom Docs received

Customs Cleared

Arrival Vessel

Discharge from Vessel

5

Analytics for Transportation Visibility


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Analytics for Transportation Visibility

Adherence to the planned duration of theentire shipment (transportation chain) How many transportation chains existed? How many transportation chains deviated from the plan? What was the average delay of the entire transportation

chain and the subordinate legs (preliminary, main,subsequent)?

Adherence to the planned durations for

preliminary, main, and subsequent legs Number of transports per leg (preliminary, main,

subsequent). Number of delayed legs (preliminary, main, subsequent). Average delay per leg (p rel im inar y, main, su bsequent).

Duration of customs processing How many customs transactions occurred. How many delays occurred? What was the average delay?

Arrival of customs documents How many customs documents were received? How many customs documents were delayed? What was the average delay?

RFID Enabled Outbound Delivery Visibility Process


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RFID-Enabled Outbound Delivery Visibility Process

Provides v isibili ty throughout outbound delivery processing, based on

deliveries and their handling units

Covers events f rom warehouse activities to POD by the customer

Role-based access for customer (sales executive) and warehousemanager

Optionally, the packing and loading events can be posted with the help of

SAP Auto-ID Infrastructure (SAP AII)

Outbound Delivery Process - Example


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SAP

Outbound Delivery Process - Example

Buyer

WMTRM

Purchase Order

Adv. ShipNotification

Cust.Order

PostGoods Issue

Create HU

Delivery

Pack / LoadSAP EM AII

AssociateItems / Pallet /

Tags

Scan IDs

Vendor Pick or

Produce

Issue Goods(Loading)Build HU

Event Handler for •Delivery•Handling Units

Pick / GI

POD

RFID-Enabled Returnable Transport Items Visibility Process


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RFID-Enabled Returnable Transport Items Visibility Process

Provides visibility across a closed loop returnable transport item

(RTI) process covering the outbound, inbound and return process

Visibility throughout the complete returnable transport item process

Track &Trace RTIs Monitor RTI’s (internally and at bus iness partners)

GRAI encoding supported

Content for SAP AII, SAP EM, and SAP NetWeaver Business Intell igence (SAP NW BI)

In Transit

If damaged

If ok

Filling/ packing of Container

2Loading of Filled

Container

2

Available

EmptyContainer Pool

Inbound of Filled

3

Unpacking

Of Returnable

Containers

4

Return Of Empties

Return Receipt

and Inspection of

Empties

6

1

5

Restricted

Stock

SAP Analytics for SAP’s Solution for RFID


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SAP Analytics for SAP s Solution for RFID

Business Monitoring &

Reporting

Stock Situation at Different Locations

Movements across Locations

Movements at Location by ActionType

Cycle Time across Locations

Technical Monitoring &Reporting

Read Rate quality reports

Write Rate quality repor ts

SAP BI extractors from SAP AII

BI relevant data is processed in SAP AII and wri tten to the BI delta queuein SAP AII.

BI pools the data out of the BI deltaqueue and writes it to the BI cubes.

Available withSAP Auto-ID Infrastructure 4.0

Additional Resources


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Additional Resources

http://service.sap.com/scm Supply Chain Event Management

http://service.sap.com/scm Analyt ics Supply Chain Performance

Management

http://service.sap.com/scm SAP SCM Technology

http://service.sap.com/rkt SAP SCM SAP SCM 5.0 Supply Chain Visibili ty

http://service.sap.com/smart keyword search

http://help.sap.com SAP Business Suite SAP SupplyChain Management SAP SCM 2007 SAP Supply Chain Management SAP Event Management

http://www.supply-chain.org

Strategies for Supply Chain Visibility

http://service.sap.com/scmhttp://service.sap.com/scmhttp://service.sap.com/scmhttp://service.sap.com/rkthttp://service.sap.com/smarthttp://help.sap.com/http://www.supply-chain.org/http://www.supply-chain.org/http://help.sap.com/http://service.sap.com/smarthttp://service.sap.com/rkthttp://service.sap.com/scmhttp://service.sap.com/scmhttp://service.sap.com/scm


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Strategies for Supply Chain Visibility

Key Takeaways

To manage Supply Chain Economics, it’s all about adaptability: Visibil ity,collaboration and analytics are the key enablers to keep companies apprised of the health and profitabilit y of their supply chains

The current SAP Analytical xApps portfolio in SCM covers all areas of SCM suchas planning, manufacturing, and distribution providing immediate insights onstatus and situations

Through All users are enabled to draw upon data within the extended supplychain to formulate decision and execute strategies beyond traditional boundaries

The Supply-Chain Operations Reference (SCOR ®)-model enables users to

address, improve, and communicate supply-chain management practices withinand between all interested parties

Three fundamental aspects of visibili ty provide a full perspective on the supplychain: Process visibilit y, product vi sibilit y and performance visibility

SCPM delivers Key Performance Indicators as standard Business Content: Morethan 1000 SCM metrics are available to measure the activities in the extendedSupply Chain

SAP Event Management offers a comprehensive and extendable set of Visibil ityProcesses to ensure process visibili ty in all parts of the value chain


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THANK YOU FOR YOUR

ATTENTION !

QUESTIONS – SUGGESTIONS – DISCUSSION

Copyright 2007 SAP AGAll i ht d


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