Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
t he bot t om l i ne w i t h Suppl y
Chai n Anal yt i c s
Application Solution Management SCM
SAP AG
Metrics & SCOR
Supply Chain Visibility
SCM Analytics and Visibility content
SAP AG 2007, SC Analytics, ASMSCM / 3
Busi ness Pr i nc i pl es of an Adapt i ve Suppl y Chai n Net w or k
Servi ce
Provider
Sub-
Contractor
Outsourced
Manufacturer
2
nd
Tier
Supplier
1
st
Tier
Supplier
Component
Supplier
Customer
Customers
Customer
Demand-dr i ven
sync hr oni zat i on
of suppl y t o demand
Sense and r espond
w i t h an adapt i ve
f ul f i l l ment net w or k
Net w or k -w i de vi si bi l i t y, c ol l abor at i on, and anal yt i c s
Manufacturer
SAP AG 2007, SC Analytics, ASMSCM / 4
Successful management of supply chain economics is dependent
upon seeing the next problem (event) coming down the road
Visibility
Manage Suppl y Chai n Ec onomi c s
Getting visibility is more difficult 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
Anal ytics
Its all about Adaptability and managing the Network
SAP AG 2007, SC Analytics, ASMSCM / 5
Net w or k -Wi de Vi si bi l i t y, Col l abor at i on and Anal yt i c s
Enable a common Information Framework across an Extended Supply
Network
Extend Supply Network response processes to key Customers and/or
Suppliers
Built-in Business Intelligence and Anal ytics to better adapt to Customer
demand
Providing more Network Visibility with Supply Chain Event Management
Busi ness Benef i t s:
More seamless information
sharing and business intelligence
Shorter cash-to-cash cycle times
through network-wide information
transparency
More synchronized and
responsive Supply Network
Rol e based Por t al
Mobi l e Comput i ng
Real -Wor l d Awar eness
Sense
Respond
mySAP
SAP
Net Weaver
Connec t or s
SAP AG 2007, SC Analytics, ASMSCM / 6
Suppl y Chai n Vi si bi l i t y & Anal yt i c s Pai n Poi nt s
Decision process exposed to human error
Decision criteria not consistently applied across network
Lost productive time tending to low-value data collection and
manipulation efforts
Manual processes
Out-of-stocks lead customer to substitute brands or make
purchases from competitor
Lost Sales
Late notification of unplanned events drives reactive management
of likely impacts
Alternatives drive excessive costs both direct (eg premium freight)
and indirect (eg management effort)
Asset Utilization
Determining where, and what quantity of inventory to deploy in the
network, across dimensions of time, geography and demographics
Flexibly re-deploying inventory as better information is available
Inventory
Deployment
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 Observations Current Pain Points
SAP AG 2007, SC Analytics, ASMSCM / 7
Busi ness Needs f or Suppl y Chai n Vi si bi l i t y & Anal yt i c s
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 minute
financial reporting
Show resource situation and enable operational planning
Provide detailed as well as aggregated information on capacity data
Accurate workforce
information
Provide a holistic view on the enterprise and the entire network of
partners
Identify issues early, be able to drill down deep and react
accordingly
Early warnings of
procedural problems
Measure partners not only in output but also in collaboration
performance
Capture events as they occur through real world awareness in real
time
Monitor service levels and provide transparency by sharing this
knowledge
Eval uate supplier
strengths and
weaknesses
Aspect Business Need
SAP AG 2007, SC Analytics, ASMSCM / 8
The Need f or Vi si bi l i t y: I t St ar t s Wi t h Si mpl e Thi ngs
SAP Anal yti cs empowers business people to take the best action with timel y,
relevant, and complete insights into their business processes.
SAP Anal yti cs provides insights in the context of the business process across
the extended value chain, spanning multiple business functions, departments,
and even organizations.
This visibility along with the integration of action and insights, enables you to
align business strategies with execution, empoweri ng managers to continuousl y
plan and monitor strategic, operational, and tactical goals.
SAP AG 2007, SC Analytics, ASMSCM / 9
Thr ee Aspec t s of Suppl y Chai n Vi si bi l i t y
Process Visibility
Mil estone monitoring and capture of actual events
Al erting and event resolution
Basis for collaboration and coordination with partners
Product and Asset Visibility
Ensure compliance and responsibility for goods from
manufacturer to consumer (e.g. Food Safety, Product
Tracking an Authentication (PTA)/Pedigree)
Track and trace through the entire li fecycle of capital assets
(returnable transport items, technical equipment,
machinery, tooling, etc.)
Central and harmonized data repository with records of
transactions including object associations (Enterprise
Repository)
Identify product stocks and inventory locations
Performance Visibility
Measure the performance wi th key performance indicators
(selected metrics)
Provide easy access to anal ytical data
SAP AG 2007, SC Analytics, ASMSCM / 10
SAP Sol ut i on f or Suppl y Chai n Vi si bi l i t y
SAP Event Management (EM)
Monitor automatic collection and tracking
Notify proactivel y & exception-based
Adjust trigger planning and execution activities
Measure performance, status and alerts
Suppl y Chai n Anal yt i c s
Pre-configured KPIs (1000+) leverage SCOR model
Portal functionality
Benchmarking
Reporting and anal ysis
Central repository of performance data
Personalized performance management
Benef i t s
Reduce need for
reacti ve expediti ng
acti vi ties
Pre-empt problems
before they occur
Benef i t s
Global measures
Global access
Transparent
Industry Standard
Tailored
SAP AG 2007, SC Analytics, ASMSCM / 11
Suppl y Chai n Anal yt i c s
Cr eat e i nsi ght s ac r oss al l
f unc t i ons
More than 1000 pre-defined KPIs
(many of them based on SCOR)
Content areas:
Planning
Procurement
Manufacturing
Warehousing
Order Fulfillment
Inventory Management
SC Visibility
Suppl y Network Collaboration
SAP AG 2007, SC Analytics, ASMSCM / 12
SAP Anal yt i c s
Comprehensive Anal yti c Portfolio
Function- and industry-speci fic
analytic applications
Deli ver pre-packaged best business practi ces
Empower Business Users
Actionable business insights in the context
of the process
Coveri ng the complete val ue chain
Embedded anal yti cs withi n SAP sol utions
Deli veri ng val ue for all busi ness users
Deliver on SAPs Enterprise SOA Vision
No code to write l everaging modular,
drag-and-drop, WYSIWYG approach
Easy-to-buil d and easy-to-modify by busi ness
power users
Expose the busi ness logic of anal ysi s
not the techni cal connecti vit y
Intell igent, composi te busi ness processes
integrati ng anal ytics, transactions and
collaboration
Powered by SAP NetWeaver
Creati ng Analyti c Applications
Sample Analytic Application
SAP AG 2007, SC Analytics, ASMSCM / 13
Ent er pr i se SOA: Key Bui l di ng Bl oc k Anal yt i c s
SAP Net Weaver
Business Process Platform
ERP
Suppl ier
CRM
Suppl ier
SCM
Buyer
SCM
internal
ERP
internal
3
rd
Party
internal
Enterprise
Services
Repository
Enterprise
Services
Repository
PEOPLE
PRODUCTI VI TY
EMBEDDED
ANALYTI CS
SERVI CE
COMPOSI TI ON
LI FE-CYCLE
MANAGEMENT
Composi t es
Enterprise Service
Implementations by SAP
SERVI CE
ENABLEMENT
BUSI NESS PROCESS
PLATFORM
Anal yt i c s
SAP AG 2007, SC Analytics, ASMSCM / 14
What Mak es SAP Anal yt i c s f or SCM Uni que?
Beyond
t r adi t i onal
boundar i es
True strategic and
business insight requires
more than just sil os of
data, SAP SCM plans and
monitors busi ness
acti vi ties across
operational / functi onal/
geographical boundaries.
I nt egr at ed
busi ness
i nt el l i genc e
Anal ytics are desi gned to
be an integral part of all
busi ness processes and
portal based dashboards
Val ue of a
si ngl e anal yt i c al
pl at f or m
From the most simpl e
report to the most
compl ex data model, SAP
SCM powered by SAP
NetWeaver i s a full BI
platform, i ncl uding all
necessary anal yti cal tools
and capabili ties across all
busi ness soluti ons
1 2 3
Al l user s ar e enabl ed t o dr aw upon dat a w i t hi n t he ex t ended
suppl y c hai n t o f or mul at e dec i si on and ex ec ut e st r at egi es.
Metrics & SCOR
Supply Chain Visibility
SCM Analytics and Visibility content
SAP AG 2007, SC Analytics, ASMSCM / 16
Delivery Performance Cal culation
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
Met r i c Cal c ul at i on and Resul t s
DP (customer level): 50.0 % (1/2)
DP (order level): 66.7 % (2/3)
DP (quantity level): 85.0 % (8.5/10K)
DP (product level) : 96.7 % (29/30)
DP (line level): 97.5 % (39/40)
Ex ampl e: Del i ver y Per f or manc e
SAP AG 2007, SC Analytics, ASMSCM / 17
How do you Know i f you ar e Per f or mi ng w el l ?
Measur e
Capture details in your operational systems
Tr ac k agai nst Benc hmar k s
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 Chain
Council)
SAP AG 2007, SC Analytics, ASMSCM / 18
Suppl ier
Plan
Customer
Customers
Customer
Suppl iers
Suppl ier
Make
Deli ver Source Make
Deliver Make Source Deliver Source Deliver
Internal or External Internal or External
Your Company
Source
SCOR Model
Return Return Return
Return Return
Return
Return Return
Building Block Approach
Processes Metrics
Best Practi ce Technology
Suppl y Chai n Oper at i ons Ref er enc e (SCOR) Model
SAP AG 2007, SC Analytics, ASMSCM / 19
C
u
s
t
o
m
e
r
s
S
u
p
p
l
i
e
r
s
P1 Plan Supply Chain
Pl an
Sourc e
Mak e Del i ver
M1 Make-to-Stock
M2 Make-to-Order
M3 Engineer-to-Order
S1 Source Stocked Products
S2 Source MTO Products
S3 Source ETO Products
Return Source Return Del iver
Enable
D1 Deliver Stocked Products
D2 Deliver MTO Products
D3 Deli ver ETO Products
D4 Del iver Retail Products
SCOR 8.0: Pr oc esses
P2 Plan Source P3 Plan Make P4 Plan Deli ver P5 Plan Returns
SAP AG 2007, SC Analytics, ASMSCM / 20
SCOR Cont ai ns Thr ee Level s of Det ai l
#
Level
Schematic Comments
1
2
3
4
Conf i gur at i on
Level
(Process
Categories)
Pr oc ess
El ement Level
(Decompose
Processes)
Pl an
Deliver Make
Source
I mpl ement at i on
Level
(Decompose
Process 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
i n
Scope
Description
BalanceProductionResources with
ProductionRequirements
Establish Detailed
ProductionPlans
Identify, Prioritize, andAggregate
ProductionRequirements
Identify, Assess, andAggregate
ProductionResources
P3.1
P3.3 P3.4
P3.2
Return
A companys supply chain can be confi gured-to- order at
Level 2 from approximatel y 17 core process categori es.
Compani es i mpl ement t hei r oper at i ons st r at egy t hr ough
t hei r uni que suppl y c hai n c onf i gur at i on.
Level 3 defines a companys ability to compete successfull y in
its chosen markets and consists of:
Process element definitions
Process element informati on inputs and outputs
Process performance metrics
Best practi ces, where applicable
System capabilities required to support best practices
Systems/tools by vendor
Compani es f i ne t une t hei r Oper at i ons St r at egy at
Level 3
Companies implement specific supply-chai n management
practices at this level
Level 4 def i nes pr act i c es t o ac hi eve c ompet i t i ve
advant age and t o adapt t o c hangi ng busi ness
c ondi t i ons
Level 1 defines the scope and content for the Supply Chain
Operations Reference-model
Her e basi s of c ompet i t i on per f or manc e t ar get s are set
SAP AG 2007, SC Analytics, ASMSCM / 21
M
E
T
R
I
C
S
S
I
T
E
M
A
P
RETURN
SOURCE MAKE DELIVER
PLAN
M1: Mak e-t o-St oc k Best Pr ac t i c es
Re-synchroni zati on of MAKE acti viti es
Real-time feedback from Production and
Test (1.3) acti vi ties
Detail ed producti on scheduling model and
simulation capabiliti es
Schedule minimizes changeover costs
Interface between mai ntenance management
system and scheduli ng system
Schedule incl udes preventi ve
maintenance program
Detail ed producti on scheduling model and
simulation capabiliti es
Schedule optimizes use of shared
resources, such as production equi pment
and tooling
Detail ed producti on model that synchronizes
PLAN and MAKE acti vities
Maintain data and system integrity by
ensuri ng production data, i nventory
levels, and schedul e requirements are
99+% accurate
HR/Certi fication support Cross traini ng/Certi fication
Features Best Practices
Pr oc ess El ement : Sc hedul e Pr oduc t i on Ac t i vi t i es
Pr oc ess El ement Number : M1.1
SAP AG 2007, SC Analytics, ASMSCM / 22
M1: Mak e-t o-St oc k Per f or manc e At t r i but es and Met r i c s
Capacity utili zati on Assets
Schedule interval
Upside Production Flexi bilit y
Downside Production Flexibi lity
Flexi bilit y
Schedule achievement Reliability
WIP inventory days of suppl y Scheduled
resource cost
Cost
None Identified Responsiveness
Metric Performance Attri butes
Given plans for the production of specific parts, products, or formulations in specified quantities and planned
availability of required sourced products, the scheduling of the operations to be performed in accordance with
these plans. Scheduling includes sequencing, and, depending on the factory layout, any standards for setup
and run. In general, intermediate production activities are coordinated prior to the scheduli ng of the
operations to be performed in producing a finished product.
Process Element Definition
Pr oc ess El ement : Sc hedul e Pr oduc t i on Ac t i vi t i es
Pr oc ess El ement Number : M1.1
M
E
T
R
I
C
S
S
I
T
E
M
A
P
RETURN
SOURCE MAKE DELIVER
PLAN
SAP AG 2007, SC Analytics, ASMSCM / 23
SCOR-Car d: I mpor t ant I nf or mat i on on Cur r ent Per f or manc e
Supply Chain Scorecard
(SCOR-Card)
Performance Versus Compet iti ve Populat ion
Overview Metrics SCOR Level 1 Metrics Actual Parity Advantage Superior Gaps / value
Delivery Perf ormance to
Commit Dat e
Fill Rates
E
X
T
E
R
N
A
L
Perf ect Order Fulf il lment
Order Fulfil lment
Leadti mes
Flexibility
Responsiveness
Producti on Fl exibility
Total SCM Management
Cost
I
N
T
E
R
N
A
L
Cost Warranty Cost
Value Added Employee
Productivity
Inventory Days of Supply
Assets
Cash-to-Cash Cycl e Time
Net Asset Turns (Worki ng
Capit al
Supply Chai n
Response Ti me
Supply
Chain
Reliability
Sel ec t ed
KPI s
Measured val ues
of c ur rent suppl y
c hai n
Benc hmark s
Gaps
SAP AG 2007, SC Analytics, ASMSCM / 24
PRTM Benc hmar k i ng Repor t Sampl e
*Sample Data
SAP AG 2007, SC Analytics, ASMSCM / 25
Benc hmar k Ex ampl e: PRTM
Average St age of Syst ems Mat ur i t y by El ement
1,4
2 2 2 2
0
0,5
1
1,5
2
2,5
3
Demand
Planning
The bi ggest mat ur i t y gaps ar e i n Demand Pl anni ng and Demand
Suppl y Pl anni ng syst ems
Supply
Planning
Demand Supply
Balancing
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
SAP AG 2007, SC Analytics, ASMSCM / 26
Most Used SCOR KPI s i n Suppl y Chai n Per f or manc e Management
Del i ver y Per f or manc e
Delivery Performance to Scheduled Commit Date
Delivery Performance to Customer Request Date
Percentage of Orders Scheduled to Customer Request Date
Order Fulfillment Lead Time
Manuf ac t ur i ng
Capacity Utilization
Yield
Production Plan Adherence
Build Cycle Time
Make Cycle Time
I nvent or y Cont r ol
Inventory Obsolescence as a % of Total Inventory
Inventory Days of Suppl y
Raw Material or Product Days of Supply
Pr oduc t Cost i ng
Unit Cost
Overhead Costs
KPIs Deli vered as
Standard Business Content
More than 1000 SCM metrics avail able
Demo
Supply Chain Performance Management on
the Service Market Place
http://service.sap.com/scm
SAP AG 2007, SC Analytics, ASMSCM / 28
SAP Ser vi c e Mar k et pl ac e - SCPM
SAP AG 2007, SC Analytics, ASMSCM / 29
SAP Suppl y Chai n Per f or manc e Management
SC Ri sk
Management
....
SC
Economi cs
Portfolio of
Anal yti cal Applications
SCPM xSA CRM CPM
Fuel SC applications growth:
Leverage SCPM to develop Leverage SCPM to develop
innovative SC applications innovative SC applications SC SC
Risk Management, SC Economics Risk Management, SC Economics
etc etc
SAP
Anal ytics
Platform
EDW
DQM, MDM,
etc
Integrati on
Platform
Pre-Defined ETLs
Pre-Defi ned Analytical Content
Performance Management
Planning Consolidation
Metrics & SCOR
Supply Chain Visibility
SCM Analytics and Visibility Content
Suppl y Chain Anal ytics
Visibility Content
SAP AG 2007, SC Analytics, ASMSCM / 34
Producti on Planner
ERP CRM SCM Legac y APO SRM
Si t uat i on Today:
I nsi de I nf or mat i on Onl y f or Spec i al i st s
Tr ansac t i onal
User s
Har d-w i r ed
Busi ness
Pr oc ess
I nt egr at i on
Corporate Controlling
Dat a
Anal yst s
Information
Fl ow
Broken
SAP AG 2007, SC Analytics, ASMSCM / 35
Ex ampl e St ep 1: Por t al Based Quer y
The materials manager checks a delivery performance query in the
Enterprise Portal. Green, yellow and red highlighted KPIs indicate that
delivery performance has been slipping over the past several months.
SAP AG 2007, SC Analytics, ASMSCM / 36
Ex ampl e St ep 2: Dr i l l dow n t o Cust omer
Drilldowns reveal the problem is located with a single customer
SAP AG 2007, SC Analytics, ASMSCM / 37
Ex ampl e St ep 3: Dr i l l dow n t o Car r i er
One is performing well, but the second carriers performance decreased
SAP AG 2007, SC Analytics, ASMSCM / 38
Ex ampl e St ep 4: Chec k Amount of Busi ness
The amount of business done with both carriers is checked to get an
idea of their importance
SAP AG 2007, SC Analytics, ASMSCM / 39
Ex ampl e St ep 5: Shar e I nf or mat i on
An email is generated with a link to the URL for this report, alerting a
colleague to look at this in more detail
SAP AG 2007, SC Analytics, ASMSCM / 40
SAP Anal yt i c s Del i ver y Per f or manc e
I mmedi at e over vi ew on
Del i ver y Per f or manc e over
a spec i f i c t i me per i od
Anal yze Deli very Performance for
endangered customers.
Anal yze their ordered products.
Check Production Lead Time for
ordered quantity on plant level.
SAP AG 2007, SC Analytics, ASMSCM / 41
SAP Anal yt i c s i n SCM Cur r ent Por t f ol i o
Current Portfolio of Analytical xApps in SCM:
Order Anal ytics
Demand/Supply Match
Global Capacity Utilization
Global Inventory View
Supplier Rating
Warehouse Stock Analytics
Warehouse Workload History
Delivery Performance
Material Availability
Forwarding Agents Efficiency
Forwarding Agents Requirements
SAP AG 2007, SC Analytics, ASMSCM / 42
SAP Anal yt i c s Or der Anal yt i c s
Cr eat e i nsi ght s on t he
c ur r ent or der si t uat i on
Overview on the Invoiced Sales
Quantity, the Sales Target and the
currentl y existing orders.
The user can navigate by Key
Account, Product, and Country.
The direct compari son of Sales
Target versus Existing Orders by
Country or Key Account identifies
areas where the sales target may
not be reached.
The distribution of the Existing
orders by Country or Key Account
helps to understand, how
important that area is for the
overall company targets.
SAP AG 2007, SC Analytics, ASMSCM / 43
SAP Anal yt i c s Demand/Suppl y Mat c h
I mmedi at e over vi ew on t he
demand si t uat i on and
c or r espondi ng f ul f i l l ment
opt i ons
Anal yze sales quanti ties by
product groups
Match demand with inventory as
well as with production.
Anal yze historic production lead
times to fulfill demand
Anal yze current and histori c
inventory level s
SAP AG 2007, SC Analytics, ASMSCM / 44
SAP Anal yt i c s Gl obal Capac i t y Ut i l i zat i on
Get i nsi ght s on t he c ur r ent
c apac i t y ut i l i zat i on st at us
Anal yze gl obal capacity status for
a product group within the suppl y
chain.
Anal yze the global capacity
utilization and drill into more
details by time and location and
production line.
Compare the capacity utilization
for different plants and lines.
SAP AG 2007, SC Analytics, ASMSCM / 45
SAP Anal yt i c s Gl obal I nvent or y vi ew
I mmedi at e over vi ew on t he
i nvent or y w i t hi n t he suppl y
c hai n
Anal yze global inventory as total
quantities, as total $ value, and
terms of coverage range (days of
suppl y).
Anal yze detail ed inventory level s
by location and product group.
SAP AG 2007, SC Analytics, ASMSCM / 46
SAP Anal yt i c s Suppl i er Rat i ng
Rat e t he per f or manc e of
t he t op 10 suppl i er s
Rating is based on SAP ICH alerts,
e.g. PO confirmation of less
quantity than ordered , Out of
stock situation 10 days from now .
Anal yze rating by product
Anal yze t ype of alerts by products,
and the number of occurrences of
this alert type, e.g. analyze the
number of late deliveries for a
certain product number.
SAP AG 2007, SC Analytics, ASMSCM / 47
SAP Anal yt i c s Del i ver y Per f or manc e
I mmedi at e over vi ew on
Del i ver y Per f or manc e over
a spec i f i c t i me per i od
Anal yze Deli very Performance for
endangered customers.
Anal yze their ordered products.
Check Production Lead Time for
ordered quantity on plant level.
SAP AG 2007, SC Analytics, ASMSCM / 48
SAP Anal yt i c s Mat er i al Avai l abi l i t y
I mmedi at e over vi ew on
Mat er i al Avai l abi l i t y f or
Top and Bot t om 5
Cust omer s and Pr oduc t s
by Revenue
Anal yze Top 5 Customers by
revenue and wi th longest-running
backorders.
Anal yze Top 5 Products by
revenue.
Anal yze Bottom 5 Customers by
revenue.
Anal yze Bottom 5 Products by
revenue.
SAP AG 2007, SC Analytics, ASMSCM / 49
SAP Anal yt i c s War ehouse St oc k Anal yt i c s
I mmedi at e over vi ew on
goods movement s w i t hi n a
w ar ehouse
Anal yze the top 10 slow moving or
fast movi ng materi als for a chosen
warehouse.
Anal yze the top 10 Obsolete parts
by value in both graphical and
more detailed report format.
SAP AG 2007, SC Analytics, ASMSCM / 50
SAP Anal yt i c s War ehouse Wor k l oad Hi st or y
Get i nsi ght s on t he
w ar ehouse w or k l oad
Anal yze the history of incoming
sales orders vs. outbound delivery
quantiti es (sales versus
shipments) and line items.
Detailed anal ysis by shipping point
and warehouse.
Anal yze the goods receipts versus
goods issues by month and
receipt/i ssue variance by month
for space utilization review.
SAP AG 2007, SC Analytics, ASMSCM / 51
SAP Anal yt i c s For w ar di ng Agent s Ef f i c i enc y
I mmedi at e over vi ew on
f or w ar di ng agent s
ef f i c i enc y
Support the decision of picking the
Forwarding Agent, by analyzing
who can deliver goods most
effici entl y
Compares Forwarding Agents by
Planned and Actual Transportation
time, Transportation waiting time
and total Transportation time
SAP AG 2007, SC Analytics, ASMSCM / 52
SAP Anal yt i c s For w ar di ng Agent s Requi r ement s
I mmedi at e over vi ew on
f or w ar di ng agent s
r equi r ement s
Support the decision of picking the
Forwarding Agent, by analyzing
who satisfies the requirements of a
company best
Compare Forwarding Agents by
damage free goods, penalty costs,
acceptance rate, acceptance time
and freight costs
SAP AG 2007, SC Analytics, ASMSCM / 53
Nex t Gener at i on: Ac t i onabl e Anal yt i c s
1 Worklist from
operative system
3 Act on insight
2 Information
from various
sources
Implement SAP xApp Analytics 1.1
SAP AG 2007, SC Analytics, ASMSCM / 55
St ep 1: How t o Obt ai n SAP x Apps Anal yt i c s 1.1
I nst al l at i on Gui de
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 l ogin credential s to the SAP Service Marketplace
SAP AG 2007, SC Analytics, ASMSCM / 56
St ep 2: How t o Obt ai n SAP x Apps Anal yt i c s 1.1
I nst al l at i on Gui de
Download from SWDC: www.service.sap.com/swdc *
Installation and Upgrade Guides SAP xApps
SAP xApp Analytics SAP xApp Analytics 1.1
* Requires l ogin credential s to the SAP Service Marketplace
SAP AG 2007, SC Analytics, ASMSCM / 57
St ep 3: How t o Dow nl oad Vi sual Composer Model s and
Busi ness Pac k ages f or SAP x Apps Anal yt i c s 1.1
Download from SWDC: www.service.sap.com/swdc *
Details on installation: www.service.sap.com/swdc *
Download Installations and Upgrades
Entry by Application Group
* Requires l ogin credential s to the SAP Service Marketplace
SAP AG 2007, SC Analytics, ASMSCM / 58
St ep 4: How t o Dow nl oad Vi sual Composer Model s and
Busi ness Pac k ages f or SAP x Apps Anal yt i c s 1.1
Download from SWDC: www.service.sap.com/swdc *
SAP xApps SAP xApps Analytics
SAP xApps Analytics 1.1
* Requires l ogin credential s to the SAP Service Marketplace
Metrics & SCOR
Supply Chain Visibility
SCM Analytics and Visibility Content
Suppl y Chain Anal ytics
Visibility Content
SAP AG 2007, SC Analytics, ASMSCM / 60
Vi si bi l i t y Pr oc esses w i t h SAP Event Management
Procurement
Production Malfunction
Fulfillment
Transportation
Outbound/Inbound Deli very
RFID-Enabled Returnable Transport Item
SAP AG 2007, SC Analytics, ASMSCM / 61
Pr oc ur ement Pr oc ess - Ex ampl e
Suppl ier
ASN
ASN
Acknowledgement
Goods
Recei ved
Goods
Recei ved
An electronics manufacturer orders production materials from Asia
Purchase Order
Issued via online
R/3 trans. Exp.
Events created
Invoice
Recei ved
Invoice
Recei ved
Generate
Payment
Generate
Payment
SAP EM
Manufacturer
SAP AG 2007, SC Analytics, ASMSCM / 62
Anal yt i c s f or Pr oc ur ement Vi si bi l i t y
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 occurred
since purchase order origin
Percent of acknowledgement confirmations within 5 days
What percent of invoices are paid complete?
SAP AG 2007, SC Analytics, ASMSCM / 63
Pr oduc t i on Mal f unc t i on Pr oc ess - Ex ampl e
SAP AG 2007, SC Analytics, ASMSCM / 64
Ful f i l l ment Vi si bi l i t y
Describes the visibility within a fulfillment process, based on
deliveries 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
SAP AG 2007, SC Analytics, ASMSCM / 65
Pl anned Shi pment Rout e, Car r i er s, and Cust omer s
Arrival
Carrier
Picking
Packing
Depart.
Plant
Arrival
Hub
Depart.
Hub
Arrival
Customer I
Arrival
Customer II
POD
Customer II
POD
Customer I
Arrival
Customer III
POD
Customer III
Leg 1 Leg 4 Leg 3 Leg 2
Deliveries:
80005001
80005002
80005003
Deliveries:
80005001
80005002
80005003
Deliveries:
80005002
80005003
Delivery:
80005003
Carrier ABC Carrier XY
Loading
Delay:
Weather