SC Analytics Overview PDF

Drive your supply chain from
the bottom line with Supply

Chain Analytics
Application Solution Management SCM
SAP AG
Supply Chain Visibility

Metrics & SCOR
SCM Analytics and Visibility content
Business Principles of an Adaptive Supply Chain Network
Demand-driven
synchronization
of supply to demand
Sense and respond

with an adaptive
fulfillment network
Network-wide visibility, collaboration, and analytics
SubContractor
Outsourced
Manufacturer
Customer
Customers
Customer
Service
Provider
2nd Tier
Supplier
1st Tier
Supplier
SAP AG 2007, SC Analytics, ASM SCM / 3
Component
Supplier
Manufacturer
Manage Supply Chain Economics
Successful management of supply chain economics is dependent

upon seeing the next problem (event) coming down the road
Visibility
Each event has an operational, and a resultant financial impact

that affects both costs and revenue
Analytics
Getting visibility is more difficult because of fragmentation of

supply chain and manufacturing functions
Collaboration
Its all about Adaptability and managing the Network
Network-Wide Visibility, Collaboration and Analytics

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 Analytics to better adapt to Customer
demand
Providing more Network Visibility with Supply Chain Event Management
Role based Portal
Respond
mySAP
More seamless information

sharing and business intelligence
SAP
NetWeaver
Sense
Connectors
Mobile Computing
Real-World Awareness
Business Benefits:
Shorter cash-to-cash cycle times

through network-wide information
transparency
More synchronized and
responsive Supply Network
Supply Chain Visibility & Analytics Pain Points
Current Pain Points
Key Observations
Asset Utilization
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)
Inventory Levels
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
Deployment
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
Lost Sales
Out-of-stocks lead customer to substitute brands or make

purchases from competitor
Manual processes
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
Business Needs for Supply Chain Visibility & Analytics
Business Need
Aspect
Early warnings of
procedural problems
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
Evaluate supplier
strengths and
weaknesses
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
Accurate workforce
information
Show resource situation and enable operational planning

Provide detailed as well as aggregated information on capacity data
Up-to-the minute
financial reporting
Bring together transactional data with analytical data

Link planning, actual material flows and distribution activities with
financial impact to supply chain economics
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 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, empowering managers to continuously
plan and monitor strategic, operational, and tactical goals.
Three Aspects of Supply Chain Visibility

Process Visibility
Milestone monitoring and capture of actual events
Alerting 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 lifecycle 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 with key performance indicators
(selected metrics)
Provide easy access to analytical data
SAP Solution for Supply Chain Visibility

SAP Event Management (EM)
Monitor automatic collection and tracking
Notify proactively & exception-based
Adjust trigger planning and execution activities
Measure performance, status and alerts
Supply Chain Analytics

Pre-configured KPIs (1000+) leverage SCOR model
Benefits
Reduce need for
reactive expediting
activities
Pre-empt problems
before they occur
Benefits
Portal functionality
Global measures
Benchmarking
Global access
Reporting and analysis

Central repository of performance data
Personalized performance management
Transparent
Industry Standard
Tailored

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
SAP Analytics
Creating Analytic Applications
Comprehensive Analytic Portfolio

Function- and industry-specific
analytic applications
Deliver pre-packaged best business practices
Empower Business Users

Actionable business insights in the context
of the process
Covering the complete value chain
Embedded analytics within SAP solutions
Delivering value for all business users
Deliver on SAPs Enterprise SOA Vision

Sample Analytic Application
No code to write leveraging modular,

drag-and-drop, WYSIWYG approach
Easy-to-build and easy-to-modify by business
power users
Expose the business logic of analysis
not the technical connectivity
Intelligent, composite business processes
integrating analytics, transactions and
collaboration
Powered by SAP NetWeaver
Enterprise SOA: Key Building Block Analytics
PEOPLE
PRODUCTIVITY
EMBEDDED
ANALYTICS
Analytics
Composites
SERVICE
COMPOSITION
SAP NetWeaver
Business Process Platform
Enterprise
Enterprise
Services
Services
Repository
Repository
Enterprise Service
Implementations by SAP
SCM
internal
ERP
Supplier
CRM
Supplier
BUSINESS PROCESS
PLATFORM
SERVICE
ENABLEMENT
LIFE-CYCLE
MANAGEMENT
ERP
internal
3rd
Party
internal
SCM
Buyer
What Makes SAP Analytics for SCM Unique?

All users are enabled to draw upon data within the extended
supply chain to formulate decision and execute strategies.
Beyond
traditional
boundaries
Integrated
business
intelligence
Value of a
single analytical
platform
True strategic and

business insight requires
more than just silos of
data, SAP SCM plans and
monitors business
activities across
operational / functional/
geographical boundaries.
Analytics are designed to

be an integral part of all
business processes and
portal based dashboards
From the most simple

report to the most
complex data model, SAP
SCM powered by SAP
NetWeaver is a full BI
platform, including all
necessary analytical tools
and capabilities across all
business solutions

Metrics & SCOR
SCM Analytics and Visibility content
Metric Calculation and Results
Example: Delivery Performance

Order 1 (Customer A)
Order 2 (Customer A)
Order 3 (Customer B)
Line Prod. No. Qty.

1
1
250
.
.
.
.
.
.
10
10
250
Line Prod.-No. Qty.

1
1
250
.
.
.
.
.
.
10
10
250
Line
1
.
.
20
Total (cases) 2,500
Total (cases) 2,500
Delivery Performance Calculation
DP (customer level):
50.0 % (1/2)
DP (order level):
DP (quantity level):
DP (product level) :
DP (line level):
66.7 % (2/3)
85.0 % (8.5/10K)
96.7 % (29/30)
97.5 % (39/40)
Prod.-No. Qty.
11
1,500
.
.
.
.
30
Total (cases) 5,000
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 Chain
Council)
Supply Chain Operations Reference (SCOR) Model
Plan
Deliver
Return
Suppliers
Supplier
Source
Make
Return
Deliver
Return
Supplier
Source
Make
Return
Deliver
Return
Source
Return
Your Company
Deliver
Source
Return
Return
Customer
Internal or External
Internal or External
SCOR Model
Building Block Approach
Make
Processes
Metrics
Best Practice
Technology
Customers
Customer
SCOR 8.0: Processes
Plan
P1 Plan Supply Chain

P4 Plan Deliver
P3 Plan Make
Source
Make
P5 Plan Returns
Deliver
Suppliers
D1 Deliver Stocked Products

S1 Source Stocked Products
M1 Make-to-Stock
S2 Source MTO Products
M2 Make-to-Order
D2 Deliver MTO Products

D3 Deliver ETO Products
S3 Source ETO Products
M3 Engineer-to-Order
D4 Deliver Retail Products
Return Deliver
Return Source
Enable
Customers
P2 Plan Source
SCOR Contains Three Levels of Detail

Level
#
Schematic
Description
Comments
Plan
Source
Supply Chain Operations Reference model
Top Level
Make
(Process Types)
A companys supply chain can be configured-to- order at

Level 2 from approximately 17 core process categories.
Companies implement their operations strategy through
their unique supply chain configuration.
Configuration
Level
(Process
Categories)
Process
Element Level
(Decompose
Processes)
P3.1
Identify, Prioritize, and Aggregate
Production Requirements
P3.3
P3.2
Balance Production Resources with

Production Requirements
Identify, Assess, and Aggregate

Production Resources
Not
in
Scope
Implementation
Level
(Decompose
Process Elements)
Level 1 defines the scope and content for the Supply Chain
Operations Reference-model
Here basis of competition performance targets are set
Return
Deliver
P3.4
Establish Detailed
Production Plans
Level 3 defines a companys ability to compete successfully in

its 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 support best practices
Systems/tools by vendor
Companies fine tune their Operations Strategy at
Level 3
Companies implement specific supply-chain management

practices at this level
Level 4 defines practices to achieve competitive
advantage and to adapt to changing business
conditions
M1: Make-to-Stock Best Practices

Process Element: Schedule Production Activities
Process Element Number : M1.1
Best Practices
Features
Maintain data and system integrity by

ensuring production data, inventory
levels, and schedule requirements are
99+% accurate
Detailed production model that synchronizes

PLAN and MAKE activities
Schedule optimizes use of shared

resources, such as production equipment
and tooling
Detailed production scheduling model and

simulation capabilities
Schedule includes preventive

maintenance program
Interface between maintenance management

system and scheduling system
Schedule minimizes changeover costs
Detailed production scheduling model and

simulation capabilities
Real-time feedback from Production and

Test (1.3) activities
Re-synchronization of MAKE activities
METRICS
HR/Certification support
SITE MAP
Cross training/Certification
PLAN
SOURCE
MAKE
RETURN
DELIVER
M1: Make-to-Stock Performance Attributes and Metrics

Process Element: Schedule Production Activities
Process Element Number : M1.1
Process Element Definition
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 scheduling of the
operations to be performed in producing a finished product.
Responsiveness
None Identified
Cost
WIP inventory days of supply Scheduled

resource cost
Reliability
Schedule achievement
Assets
Capacity utilization
Flexibility
Schedule interval
Upside Production Flexibility
Downside Production Flexibility
METRICS
Metric
SITE MAP
Performance Attributes
PLAN
SOURCE
MAKE
RETURN
DELIVER
SCOR-Card: Important Information on Current Performance

Measured values
of current supply
chain
Supply Chain Scorecard
(SCOR-Card)
Overview Metrics SCOR Level 1 Metrics
EXTERNAL
Supply
Chain
Reliability
Delivery Performance to
Commit Date
Fill Rates
Perfect Order Fulfillment
Responsiveness
Flexibility
Order Fulfillment
Leadtimes
Supply Chain
Response Time
Production Flexibility
INTERNAL
Total SCM Management

Cost
Cost
Warranty Cost
Value Added Employee

Productivity
Inventory Days of Supply
Assets
Cash-to-Cash Cycle Time

Net Asset Turns (Working
Capital
Benchmarks
Gaps
Performance Versus Competitive Population
Actual
Parity
Advantage
Superior
Gaps / value
Selected
KPIs
PRTM Benchmarking Report Sample
*Sample Data
Benchmark Example: PRTM

The biggest maturity gaps are in Demand Planning and Demand
Supply Planning systems
Average Stage of Systems Maturity by Element
3
2,5
2,5
2
1,9
2
1,5
1,4
1,4
2,1
1,8
1,5
1,3
1
0,5
0
Demand
Planning
Supply
Planning
Demand Supply
Balancing
Plan Source
Immature Practices Companies

Mature Practices Companies
Plan Make
Plan Deliver
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 Utilization
Yield
Production Plan Adherence
Build Cycle Time
Make Cycle Time
Inventory Control
Inventory Obsolescence as a % of Total Inventory
Inventory Days of Supply
Raw Material or Product Days of Supply
Product Costing
Unit Cost
Overhead Costs
KPIs Delivered as
Standard Business Content
More than 1000 SCM metrics available
Demo
Supply Chain Performance Management on

the Service Market Place
http://service.sap.com/scm
SAP Service Marketplace - SCPM
SAP Supply Chain Performance Management
SCPM is an end-to-end Supply Chain Performance

Management Solution to enable organizations to
define and develop a strategy for their supply chain
and manage, monitor and measure its performance.
It will allow organizations to understand the
relationship between metrics and their impact on
each other.
A turn key analytical application consisting of out of
the box role based dashboards, scorecards and
reports will provide visibility across all the functions
of the supply chain and perform root-cause
analysis.
High Level Solution Overview
Alignment - Supply chain

strategy, Corporate strategy
and financial performance
Robust data integration

platform SAP and non SAP
data
End-to-end Supply chain

visibility
Flexible metrics model ,

metrics hierarchy
Intuitive UI Powerful adhoc capabilities
Pre-packaged application
role based scorecards,
dashboards, and reports.
SAP SCPM Key elements
Strategy Management
Link SC strategy to
Corporate\Financial Strategy
Metrics Modeling
Edge Strategies
Design, Define Metrics

SCOR, AMR, LMI models - OTB
Impact Analysis
Set and Cascade Metrics
Logical , Physical relationship

between metrics
Operational Analysis
End-to-end SC visibility
End user ease of use authoring,
collaboration, offline capabilities
Ad-hoc analysis environment
Embedded analytics, closed loop
SAP
SCPM
Perform impact analysis to

understand impact of changing
metrics on other metrics
What if \ Simulation capabilities
Predictive Analytics
SAPs Analytics Platform
SC Risk
Management
....
Fuel SC applications growth:

Leverage SCPM to develop
innovative SC applications SC
Risk Management, SC Economics
etc
SC
Economics
Portfolio of
Analytical Applications
SCPM
xSA
CRM
CPM
Innovate on top of analytics

platform :
Develop next generation of SRM,
SCM, CRM, etc. analytical
applications
Performance Management
SAP
Pre-Defined Analytical Content

DQM, MDM,
etc
Analytics
Integration
Platform
EDW
Planning
Consolidation
Platform
Pre-Defined ETLs
Build foundation for analytics:

Focus on packaged solutions with
customization, emphasizing ease of
use of application, together with
robustness of backend architecture
SAP NetWeaver
Process Platform
ISV
ERP
SCM
CRM
PLM
Partners
Non SAP
Leverage existing investments:

Enterprise Services Repository and
Interfaces
Service Enable Backends

Metrics & SCOR
SCM Analytics and Visibility Content
Visibility Content
Situation Today:
Inside Information Only for Specialists
Information
Flow
Broken
Production Planner
Corporate Controlling
Data
Analysts
Transactional
Users
ERP
CRM
SCM
Legacy
APO
SRM
Hard-wired
Business
Process
Integration
Example Step 1: Portal Based Query

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.
Example Step 2: Drilldown to Customer

Drilldowns reveal the problem is located with a single customer
Example Step 3: Drilldown to Carrier

One is performing well, but the second carriers performance decreased
Example Step 4: Check Amount of Business

The amount of business done with both carriers is checked to get an
idea of their importance
Example Step 5: Share Information

An email is generated with a link to the URL for this report, alerting a
colleague to look at this in more detail
SAP Analytics Delivery Performance

Immediate overview on
Delivery Performance over
a specific time period
Analyze Delivery Performance for
endangered customers.
Analyze their ordered products.
Check Production Lead Time for
ordered quantity on plant level.
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 Availability
Forwarding Agents Efficiency
Forwarding Agents Requirements
SAP Analytics Order Analytics

Create insights on the
current order situation
Overview on the Invoiced Sales
Quantity, the Sales Target and the
currently existing orders.
The user can navigate by Key
Account, Product, and Country.
The direct comparison 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 Analytics Demand/Supply Match

Immediate overview on the
demand situation and
corresponding fulfillment
options
Analyze sales quantities by
product groups
Match demand with inventory as
well as with production.
Analyze historic production lead
times to fulfill demand
Analyze current and historic
inventory levels
SAP Analytics Global Capacity Utilization

Get insights on the current
capacity utilization status
Analyze global capacity status for
a product group within the supply
chain.
Analyze 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 Analytics Global Inventory view

Immediate overview on the
inventory within the supply
chain
Analyze global inventory as total
quantities, as total $ value, and
terms of coverage range (days of
supply).
Analyze detailed inventory levels
by location and product group.
SAP Analytics Supplier Rating

Rate the performance of
the top 10 suppliers
Rating is based on SAP ICH alerts,
e.g. PO confirmation of less
quantity 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 the
number of late deliveries for a
certain product number.
SAP Analytics Delivery Performance

Delivery Performance over
a specific time period
Analyze Delivery Performance for
endangered customers.
Analyze their ordered products.
Check Production Lead Time for
ordered quantity on plant level.
SAP Analytics Material Availability

Material Availability for
Top and Bottom 5
Customers and Products
by Revenue
Analyze Top 5 Customers by
revenue and with longest-running
backorders.
Analyze Top 5 Products by
revenue.
Analyze Bottom 5 Customers by
revenue.
Analyze Bottom 5 Products by
revenue.
SAP Analytics Warehouse Stock Analytics

goods movements within a
warehouse
Analyze the top 10 slow moving or
fast moving materials for a chosen
warehouse.
Analyze the top 10 Obsolete parts
by value in both graphical and
more detailed report format.
SAP Analytics Warehouse Workload History

Get insights on the
warehouse workload
Analyze the history of incoming
sales orders vs. outbound delivery
quantities (sales versus
shipments) and line items.
Detailed analysis by shipping point
and warehouse.
Analyze the goods receipts versus
goods issues by month and
receipt/issue variance by month
for space utilization review.
SAP Analytics Forwarding Agents Efficiency

forwarding agents
efficiency
Support the decision of picking the
Forwarding Agent, by analyzing
who can deliver goods most
efficiently
Compares Forwarding Agents by
Planned and Actual Transportation
time, Transportation waiting time
and total Transportation time
SAP Analytics Forwarding Agents Requirements

forwarding agents
requirements
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
Next Generation: Actionable Analytics
1 Worklist from
operative system
Act on insight
Information
from various
sources
Implement SAP xApp Analytics 1.1
Step 1: How to Obtain SAP xApps Analytics 1.1

Installation 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 credentials to the SAP Service Marketplace

Step 2: How to Obtain SAP xApps Analytics 1.1

Installation Guide
Installation and Upgrade Guides
SAP xApps
SAP xApp Analytics
SAP xApp Analytics 1.1

Step 3: How to Download Visual Composer Models and

Business Packages for SAP xApps Analytics 1.1
Details on installation: www.service.sap.com/swdc *
Download
Installations and Upgrades
Entry by Application Group
Step 4: How to Download Visual Composer Models and

Business Packages for SAP xApps Analytics 1.1
SAP xApps
SAP xApps Analytics
SAP xApps Analytics 1.1


Metrics & SCOR
SCM Analytics and Visibility Content
Visibility Content
Visibility Processes with SAP Event Management
Procurement
Production Malfunction
Fulfillment
Transportation
Outbound/Inbound Delivery
RFID-Enabled Returnable Transport Item

Procurement Process - Example

An electronics manufacturer orders production materials from Asia
Supplier
Purchase Order
Issued via online
R/3 trans. Exp.
Events created
Acknowledgement
Manufacturer
ASN
ASN
Goods
Goods
Received
Received
SAP EM
Invoice
Invoice
Received
Received
Generate
Generate
Payment
Payment
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 occurred

since purchase order origin
Percent of acknowledgement confirmations within 5 days
What percent of invoices are paid complete?
Production Malfunction Process - Example
Fulfillment Visibility
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
Planned Shipment Route, Carriers, and Customers
Carrier ABC
Deliveries:
80005001
80005002
80005003
Leg 1
Arrival Picking
Carrier
Packing
Loading
Carrier XY
Deliveries:
80005001
80005002
80005003
Deliveries:
80005002
80005003
Leg 2
Delivery:
80005003
Leg 3
Leg 4
Depart.
Plant
Arrival
Hub
Delay:
Weather
Depart.
Hub
Arrival
Customer I
Arrival
Arrival
Customer II
Customer III
POD
POD
Customer I
Customer II
POD
Customer III
KPIs/CPIs for Fulfillment Visibility

Expected Event
(Date/Time)
Actual Event
(Date/Time)
Expected Message
(Date/Time)
Actual Message
(Date/Time)
Carrier
Arrival
Plant
Departure
Arrival at
Cust. Site
(Time)
Execution Compliance
Reporting
Compliance
On time performance
Average delay
Transportation Time
Number of delays per
(plan vs. actual)
category (time interval,
Average delay
reason code)
Number of delays per time
interval
Average delay
Number of delays per
time interval
Transportation Visibility
Describes visibility within the transportation execution process for

international inbound and outbound shipments
Covers events for international sea shipments including customs issues
and 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 planned durations as well as customs
processing
Transportation Process - Example

4
Departure Vessel
Port New York

Port Rotterdam
Arrival Carrier
Arrival at Destination
Loading Begin
Custom Docs received
Loading End
Departure
Unloading
Customs Cleared
Arrival Vessel
Discharge from Vessel
Intermediate
Location
Arrival and Departure
Arrival and Departure
Intermediate Location
Intermediate Location
8
Arrival at Destination
Unloading
Customer
Legend
Arrival Carrier
Prelimin. Leg
Loading Begin
Main Leg
Supplier
Empty Cont. returned
Subsequ. Leg
Intermediate
Location
Loading End
Departure
Analytics for Transportation Visibility
Adherence to the planned duration of the

entire shipment (transportation chain)
Duration of customs processing

How many customs transactions occurred.
How many delays occurred?
What was the average delay?
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,
Arrival of customs documents
subsequent)?
How many customs documents were received?
How many customs documents were delayed?
Adherence to the planned durations for
What was the average delay?
preliminary, main, and subsequent legs
Number of transports per leg (preliminary, main,

subsequent).
Number of delayed legs (preliminary, main, subsequent).
Average delay per leg (preliminary, main, subsequent).
RFID-Enabled Outbound Delivery Visibility Process
Provides visibility throughout outbound delivery processing, based on

deliveries and their handling units
Covers events from warehouse activities to POD by the customer
Role-based access for customer (sales executive) and warehouse
manager
Optionally, the packing and loading events can be posted with the help of
SAP Auto-ID Infrastructure (SAP AII)
Outbound Delivery Process - Example

Pick or
Produce
Vendor
Build HU
Issue Goods
(Loading)
Scan IDs
Associate
Items / Pallet /
Tags
POD
AII
Pack / Load
SAP EM
Post
Goods Issue
Event Handler for

Delivery
Handling Units
Pick / GI
Adv. Ship
Notification
SAP
Create HU
Delivery
WM
TRM
Cust.
Order
Purchase Order
Buyer
RFID-Enabled Returnable Transport Items Visibility Process
Return Receipt
and Inspection of
Empties
Return Of
Empties
6
If ok
If damaged
Unpacking
Of Returnable
Containers
In Transit
3
Inbound of Filled
Available
Empty
Container Pool
Restricted
Stock
2
Loading of Filled
Container
2
Filling/ packing of
Container
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 RTIs (internally and at business partners)
GRAI encoding supported
Content for SAP AII, SAP EM, and SAP NetWeaver Business Intelligence (SAP NW BI)
SAP Analytics for SAPs Solution for RFID

Business Monitoring &
Reporting
Stock Situation at Different Locations
Movements across Locations
Movements at Location by Action
Type
Cycle Time across Locations
Technical Monitoring &

Reporting
Read Rate quality reports
Write Rate quality reports
SAP BI extractors from SAP AII

BI relevant data is processed in SAP
AII and written to the BI delta queue
in SAP AII.
BI pools the data out of the BI delta
queue and writes it to the BI cubes.
Available with
SAP Auto-ID Infrastructure 4.0
Additional Resources
Supply Chain Event Management

Analytics
Management
Supply Chain Performance
SAP SCM Technology
http://service.sap.com/rkt
SAP SCM
SAP SCM 5.0
http://service.sap.com/smart
keyword search
http://help.sap.com
http://www.supply-chain.org
SAP Business Suite

SAP Supply
Chain Management
SAP SCM 2007
SAP Supply Chain Management
SAP Event Management
Strategies for Supply Chain Visibility

Key Takeaways
To manage Supply Chain Economics, its all about adaptability: Visibility,
collaboration and analytics are the key enablers to keep companies apprised of
the health and profitability of their supply chains
The current SAP Analytical xApps portfolio in SCM covers all areas of SCM such
as planning, manufacturing, and distribution providing immediate insights on
status and situations
Through All users are enabled to draw upon data within the extended supply
chain 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 within
and between all interested parties
Three fundamental aspects of visibility provide a full perspective on the supply
chain: Process visibility, product visibility and performance visibility
SCPM delivers Key Performance Indicators as standard Business Content: More
than 1000 SCM metrics are available to measure the activities in the extended
Supply Chain
SAP Event Management offers a comprehensive and extendable set of Visibility
Processes to ensure process visibility in all parts of the value chain
THANK YOU FOR YOUR

ATTENTION !
QUESTIONS
SUGGESTIONS
DISCUSSION
Copyright 2007 SAP AG

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Drive your supply chain from

the bottom line with Supply

Supply Chain Visibility

Business Principles of an Adaptive Supply Chain Network

Sense and respond

Network-wide visibility, collaboration, and analytics

SAP AG 2007, SC Analytics, ASM SCM / 3

Manage Supply Chain Economics

Successful management of supply chain economics is dependent

Each event has an operational, and a resultant financial impact

Getting visibility is more difficult because of fragmentation of

Its all about Adaptability and managing the Network

SAP AG 2007, SC Analytics, ASM SCM / 4

Network-Wide Visibility, Collaboration and Analytics

More seamless information

SAP AG 2007, SC Analytics, ASM SCM / 5

Shorter cash-to-cash cycle times

Supply Chain Visibility & Analytics Pain Points

Current Pain Points

Late notification of unplanned events drives reactive management

Uncertainty in demand leads to excess inventory

Determining where, and what quantity of inventory to deploy in the

Out-of-stocks lead customer to substitute brands or make

Decision process exposed to human error

SAP AG 2007, SC Analytics, ASM SCM / 6

Business Needs for Supply Chain Visibility & Analytics

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

Measure partners not only in output but also in collaboration

Show resource situation and enable operational planning

Bring together transactional data with analytical data

SAP AG 2007, SC Analytics, ASM SCM / 7

The Need for Visibility: It Starts With Simple Things

Three Aspects of Supply Chain Visibility

Product and Asset Visibility

SAP Solution for Supply Chain Visibility

Supply Chain Analytics

Reporting and analysis

SAP AG 2007, SC Analytics, ASM SCM / 10

Supply Chain Analytics

SAP AG 2007, SC Analytics, ASM SCM / 11

Comprehensive Analytic Portfolio

Empower Business Users

Deliver on SAPs Enterprise SOA Vision

SAP AG 2007, SC Analytics, ASM SCM / 12

No code to write leveraging modular,

Enterprise SOA: Key Building Block Analytics

SAP AG 2007, SC Analytics, ASM SCM / 13

What Makes SAP Analytics for SCM Unique?

True strategic and

Analytics are designed to

From the most simple

SAP AG 2007, SC Analytics, ASM SCM / 14

Supply Chain Visibility

Metric Calculation and Results

Example: Delivery Performance

Line Prod. No. Qty.

Line Prod.-No. Qty.

Total (cases) 2,500

Total (cases) 2,500

Delivery Performance Calculation

SAP AG 2007, SC Analytics, ASM SCM / 16

Total (cases) 5,000