**CGT 03-06 SCP Matrix 2/27/06 5:01 PM Page 2
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Industry experts weigh in on pressing issues, including bridging the gap between planning and execution,
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Must supply chain planning and execution be tightly coupled the market opportunity. Once in-season, planning strategic level and targeted towards enhancing brand when consumers step in a store, they are able to find Ìi° LÌÌ >` to meet the needs of a demand-driven supply chain? needs to be synchronized with execution to ensure equity. Thus, both sets of data are valuable and can the products that they want at the price that they want.
BALACHANDRAN - Supply Chain Execution usually refers product flow and operations can be tuned as real-time drive completely different sets of decisions. A box of cereal spends more than 60 days in the supply i Ì«V ÌiÌ« Ì i LÌ «>VÌ Ì >Ì `iVÃà to transportation and warehouse management demand signals are captured. As an example, if a chain. Retailers and brand owners need to work capabilities, which are responsible for carrying out the promotion begins to trend higher than planned, How are manufacturers utilizing SCP capabilities to col- together to reduce this total dwell time. Manugistics is
LiÌÌiÀvÀi` >i Ì ÞÕ >Ü >` plans and customer requests on an ongoing basis. This transportation, allocation, distribution and labor may laborate with their retail partners? helping manufacturers make better sense out of the
« iÜÀ]LÌ«ÀiÌÀ`iÀÃ «iÀviVÌ LÃÌ iÌÜÀ] Õ««Þ Ã functionality usually resides outside an ERP system. all need to react. The more tightly coupled, the better BYRNE - Manufacturer/retailer collaboration is in its POS information that they receive and ensure that their
Supply chain planning refers to the forecasting and the opportunity to quickly adapt and respond. infancy. Most collaboration tools are used for internal clients' stores are always stocked. Some of our retailers
ÌÛÌi]ëÌ>`i>``ÀÛi > ÃÕ««ÀÌ VÌÛÌiÃ] > inventory deployment functions, which again reside collaboration, with the idea that eventually they may be are collaborating with their transportation service
outside ERP. Given that the chances of meeting targets What type of demand insight best complements supply used for inter-company collaboration. The biggest providers to guarantee good service and ensure the «iiÛi v}> Õ«ÞV > ÃÕ««Þ }L> v ÛiÜ V«iÌi > improve with plan quality, it is critical that wherever chain planning functionality? problem is the lack of an automatically-generated, product gets to the shelf. Our clients leverage possible, execution level constraints such as BURSA - CG companies are clearly focused on accurate, short-term forecast that both sides can agree Manugistics solutions set to collaborate on promotions
>>iiÌV«LÌi Ì}Û ÞÕ }Ûi Ì >Ì V>«>LÌià >>}iiÌ transportation lane capacity, labor availability, etc., is becoming more demand-driven. Leaders are gaining to as a starting point. This is what stalled CPFR, too and other events so that the entire supply chain is
>Õi«ÜÀÕ «iÀvÀ>Vi «ÜiÀvÕ i>ÌÕÀi v taken into account when creating the plan. This additional demand insight to more effectively plan much time spent evaluating and reconciling predicted synchronized. Some customers are also collaborating
concept of constraint-based planning ensures that the promotional strategies and understand customer-level demand, too little on joint planning. with their suppliers on suppliers’ capacity and their
° }Ì >i -ÕÌÃÒ 6Þ>}iÀ }ÌÞ ÀvÌ° « plans created are indeed feasible and executable. A (and to some extent consumer-level) consumption CAMPBELL - The foundation for strong collaborative ability to deliver products as the demand changes.
closed loop between planning and execution is required patterns. Additional demand insight is gained through relationships is here today, and it's affordable. There is MATACUNAS - We’re seeing a resurgence of ÕiÃvÀÃLvÀ ÞLÀ «ÞÕÀ Õ« LÕÀ Ì iÞ LivÀi vÀià LÕÃiÃà to ensure that challenges and constraints that arise granularity in the demand planning and forecasting no barrier to entry for any enterprise that has manufacturers managing their respective inventory in during the execution of a plan are captured and process, including customer-level analysis of point-of-
>>iiÌÃÌ Ì Ã«ÀiÛiÌ i«Ã Ì >Ì ÃÕÌ >>}iiÌ factored, where possible and sensible, into the next sale (POS) and VMI data along with improved planning Àà LÀÌÛ Õ«ÞV > ÃÕ««Þ V>LÀ>ÌÛi Ì i /ÀÕÃÌ plan. Understanding the trade-offs between supply and and tracking of new product introductions. demand and the levers available to manage and fulfill Manufacturers should collaborate with key customers demand profitably can only be best understood when and suppliers to confirm demand patterns and fine planning and execution are closely linked. Finally, a tune promotional plans and inventory policies. To more loosely coupled interaction is recommended leverage these important trading partner relationships, between planning and execution to allow for flexibility you must understand customer-level demand. and business process changes over time. According to AMR Research, a 5 percent improvement BURSA - In the consumer goods (CG) industry, gaining in demand forecast accuracy drives a 10 percent demand visibility should be the highest priority. The improvement in perfect order performance. That’s a win second priority is creating a supply chain network that for every member in the supply chain network. can quickly and flexibly meet rapidly changing market BYRNE - The most complementary type of demand demand. We have new synchronization challenges with insight is the retailer's promotional plan. POS is Mohan Balachandran, Vice Karin Bursa, Vice President Robert Byrne, President President, Industry Marketing, of Marketing, Logility and CEO, Terra Technology globalization extending the CG supply chain and overrated as a "fix" for SCP forecast error, although it is i2 Consumer Industries customers demanding greater responsiveness, more extremely useful in new product situations when there frequent deliveries and higher compliance. are likely to be major discrepancies between orders Synchronizing the entire supply chain network — from from retailers and actual consumption. demand planning to order delivery — becomes critical CAMPBELL - Every industry is different. Soft goods are to maintaining margins, delivering on product ruled by finicky fashion trends, while hard goods can innovations and providing great customer service. As rely on sales histories more reliably — whether seasonal CG companies become more demand-driven, supply or promotion-driven. If your planning system cannot
chain planning data needs to be translated into an deal with these two types of very different behavior — Project10 2/21/06 4:36 PM Page 1 Page PM 4:36 2/21/06 Project10
Demand 2/17/06 11:05 AM Page 1 Page AM 11:05 2/17/06 Demand achievable execution plan for procurement, demand at the shelf and a solid demand history — then SPECIAL PULL OUT SECTION manufacturing and logistics. Although many companies you have not selected one of the best-of-breed improved their silos of automation, the real benefits applications for your forecasting and demand planning Project1 2/21/06 8:41 AM Page 1 SUPPLY CHAIN PLANNING 2006 come from bringing supply chain planning and functions and you will be saddled with two systems or execution closer together. This is what’s driving many just plain miss golden opportunities all together. The Ronald Kubera, Senior Vice Mike Matacunas, Vice President .BOVHJTUJDT SBOLFE CG leaders to invest in improving Sales & Operations most effective compliment to best practices in SCP have Mike Campbell, President, Demand Management Inc. President for Consumer Goods, of Product Strategy, JO $(5T 3FBEFST $IPJDF "XBSET Planning (S&OP) processes. When S&OP is done well, everything to do with flexibility and understanding the Manugistics Manhattan Associates t 0WFSBMM 5SBOTQPSUBUJPO .BOBHFNFOU 4PMVUJPOT demand matches supply in a profitable operational plan basics. We have seen cases where a demand algorithm t $VTUPNFS 4FSWJDF GPS 4VQQMZ $IBJO 1MBOOJOH and yields lower inventories, better customer service, was a programmer's dream, but costly to the company higher revenues and improved margins. attempting to implement it. You can't go wrong by something to offer the marketplace. The future gains in retailers. As a result, manufacturers are beginning to BYRNE - Being a demand-driven consumer products using only those algorithms that are known to work. SCP efficiencies will affect the two ends of the supply deploy more advance supply chain planning company requires you to compress the planning The improvements in this area represent tiny chain: more rapid innovation in product development, capabilities to optimize the amount of inventory and horizons, moving at least to forecasting the near-term increments, and no one wants to be the “test” case for and more rapid turnaround in taking action on current flow of product while satisfying their market every day as well as deploying and scheduling daily. those that claim theirs is “the next big innovation.” product sales. It is imperative that sales and marketing commitments. Coupled with the fact that the increase Focusing on the very near-term means that data should Master the fundamentals. That's where the bottom-line be involved with the customer in the same type of face in globalization has added variability to distribution, be as current and correct as possible, so having your improvements are going to come from. time I mentioned earlier. A recent survey by Capgemini manufacturers recognize the competitive advantages of systems synchronized is mandatory. KUBERA - The ultimate goals of supply chains are to US found that less than 10 percent of the companies multi-tiered demand plans and greater visibility. CAMPBELL - No matter how tightly coupled your meet customer expectations. To this end, demand surveyed are collaborating with partners. Without that BALACHANDRAN - A recent conversation with a sales planning and execution functions are, there is no more insight is always the key to a demand-driven supply collaboration, planning and execution will both suffer. strategist for one of the world’s largest consumer tighter coupling needed than “face time” between the chain. Manugistics helps Fortune 1,000 companies in The feedback loop has been collapsed by the retail product brands led to an interesting insight. In his sales and production groups. We have seen time and retail and consumer goods to get a better understanding systems that track every transaction at every point of company, sales management came to the realization time again where numbers are inflated, or repeating of their customer and stay one step ahead of demand. sale. Once they learn how to tame the amount of data that if the supply chain is managed effectively, they ,OPX XIBUT JO seasonal patterns ignored, because sales projections Some of our leading CG clients, including Campbell coming from the retailer, companies are learning to feed could sell more. This is indeed true, he argued, as by were based on instinct, not fact. There is no substitute Soup and Tyson Chicken, are now forecasting demand this information back to the product designers — who sharing planning data with his retailers and being for the S&OP process, and the greatest successes we've using POS information of their customers (the retailers) are today more closely aligned with the manufacturing forthright about capacities and inventories, his &WFO CFGPSF IF EPFT seen in the field are at companies that take S&OP and are planning every single one of their customer process — and those that can provide innovation back retailers tended to trust him a lot more. This resulted 'PSFDBTU BDDVSBDZ seriously — which means buy-in from the highest stores in an attempt to synchronize the supply chain. to the consumer first wins in the marketplace. in additional shelf space thereby boosting market levels of the executive suite. Sales should never be MATACUNAS - Demographic data and historical POS The other part is knowing your product curve. By share. An important “side” benefit that brand /FWFS HPFT PVU PG GBTIJPO allowed to dictate its needs without the history and information can be very important when planning better understanding the marketplace in your industry management quickly understood was that brand market numbers to back up its demand claims. product placement, distribution, commitments, etc. you simply make fewer mistakes. Even the return perception in terms of availability and pricing power Conversely, production needs a realistic picture of the More subtly, understanding product relationships, process has matured to the point where the consumer also improved. Progressive retailers have also begun "OBSDIZ JO UIF 6, JT 0, "OBSDIZ JO ZPVS TVQQMZ DIBJO true demand coming down the pike to do its job most seasonal profiles, event impact and the product lifecycle has expectations, such as “no hassle” returns. Industry initiating projects to look further up their own and JTOU :PVS TVQQMZ DIBJO JT BCTPMVUFMZ DSJUJDBM UP ZPVS TVDDFTT efficiently. In our experience, execution systems are are critical to supply chain planning. The objective is to has been able to absorb these kinds of customer- their manufacturers’ supply chains, so that last ɨBUT XIZ JUT DSJUJDBM UP mOE UIF SJHIU TVQQMZ DIBJO QBSUOFS 0OF UIBU `poor at aggregating information from the entire supply build a picture of future performance by combining the friendly policies by adopting strategies that turn minute shortages and expedites can be avoided. LFFQT ZPV JO DPOUSPM BOE POF TUFQ BIFBE PG DPOTUBOUMZ DIBOHJOH EFNBOE network to make critical decisions and avoid costly “science” of history with the “art” of influence. product returns into an advantage, watching trends Collaboration with retailers can indeed drive value, ɨBU QBSUOFS JT .BOVHJTUJDT 5SFOET DPNF BOE HP $VTUPNFS EFNBOE mistakes. The competing needs of sales and production BALACHANDRAN - Demand must indeed drive the early in the process and doing a better job in predicting but it is the output and quality of supply chain DIBOHFT GBTUFS UIBO ZPV DBO TBZ OPTF SJOH #VU POF UIJOH SFNBJOT DPOTUBOU must be tempered through a dialog that engenders trust enterprise but, first and foremost, it is critical to demand at the item level. planning that is core to delivering on that promise. .BOVHJTUJDT EFMJWFST UIF JOEVTUSZT CFTU GPSFDBTUJOH BOE JOWFOUPSZ BDDVSBDZ and identifies common goals: make what sells and sell recognize that demand can be and often needs to be KUBERA - Today's supply chains are marked with BURSA - Retailers want help from suppliers to reduce 4P ZPV DBO EFMJWFS XIBU DVTUPNFST XBOU CFGPSF UIFZ FWFO LOPX UIFZ XBOU JU what you make. No technology can provide that dialog shaped. If sales target shortfalls occur then decisions increasingly-growing complexity. As collaboration out-of-stocks and accelerate inventory flow. Most out- ÛiÀÞÌ } ÕÌÃ`i Ì i LÝ — it has to occur in the real world between real people. around push into channels and promotions need to be unfolds among trading partners, manufacturers face: of-stocks result from poor store ordering practices, :PVS DVTUPNFST XPOU XBJU TP XIZ TIPVME ZPV *O UIF UJNF JU UBLFT UP JNQMFNFOU KUBERA - Supply chain planning will only yield results made. Ideally, these decisions should be based upon 4Increased outsourced manufacturing; inaccurate forecasting and lack of visibility between PUIFS TVQQMZ DIBJO TPMVUJPOT PVST XJMM IBWF QBJE GPS JUTFMGXJUIJO NPOUIT OPU -Õ««ÞÊ >Ê*>}ÊÊÊÊ-Õ««ÞÊ >Ê ÝiVÕÌÊÊÊÊÊ ÕÃiÃÃÊÌi}iViÊÊÊÊ if plans are actually executed on. However you cannot trade-offs between cost of service and sales objectives. 4Longer lead times and variability; distribution center and store-level replenishment needs. ZFBST 8FMM TZODISPOJ[F ZPVS USBEJOH QBSUOFST NBYJNJ[F ZPVS QMBOOJOH JODSFBTF manage what you cannot measure. Manugistics has This requires a more execution-oriented set of data 4Stock keeping unit (SKU) proliferation to meet the As CG leaders become more demand-driven, they are WJTJCJMJUZ BOE BDDFMFSBUF CPPLJOH PG SFWFOVF "MM XIJMF MPXFSJOH ZPVS DPTUT 4P HFU advanced performance management solutions that help (such as POS), which allow decisions around plan individual needs of the customer, resulting in higher forecasting specific customer-level demand and are HPJOH BOE UBLF UIF mSTU TUFQ JO TUBZJOH BIFBE PG EFNBOE 7 iÌ iÀ ÞÕ >Ài VÀi>Ì} > «> Ì i« >ÌV«>Ìi >` iiÌ VÕÃÌiÀ `i>` Fortune 1,000 clients measure their plan and versus actual attainment to be measured and acted demand variability and shorter product lifecycles; gaining critical insight into the replenishment process À iÝiVÕÌ} > À`iÀp > >ÌÌ> ÃÃV>Ìiý -Õ««Þ > -ÕÌà i« adherence to it. Specifically, is the CG client selling upon. Secondly, it is important to understand that not 4Higher fuel costs and transportation capacity shortage; which is improving their in-stock positions. With a +PJO VT GPS UIF .BOVHJTUJDT 8FCJOBS 4FSJFT %POU NJTT UIF 5SBEF >>}i iÛiÀÞÌ } vÀ `i>` Ì VÃÕ«Ì° Ài>Ìi «>à ÜÌ vÀiV>ÃÌà what its forecast is? Are the plants making what was all demand is equally valuable. For instance, depending 4Demanding retailers and customers requiring higher better understanding of demand, suppliers have the 1SPNPUJPOT 1MBOOJOH BOE 0QUJNJ[BUJPO GPS $POTVNFS (PPET $PNQBOJFT L>Ãi` ÌÀÕi `i>` >à Üi >à ÃÌÀV> `>Ì>° vwViÌÞ >>}i Ü>Ài ÕÃi asked and when it was asked? Is the inventory at the upon the nature of the brand, regional objectives such levels of service and lower costs; foundation for successful collaboration through broader POEFNBOE XFCJOBS BWBJMBCMF OPX 'PS UIF TDIFEVMF PG MJWF XFCJOBST «iÀ>Ìð iÌiÀi Ì i «Ì> iÌ ` >` ÀÕÌi vÀ ÌÀ>ëÀÌ} }`ð places where it was planned? Are vendors delivering the as profitability and market share can be different. To 4Increased competition, including the ability of visibility and tighter supply synchronization. POEFNBOE FWFOUT BOE NPSF JOGPSNBUJPO PO UIF XFCJOBS TFSJFT *À>VÌÛiÞ Ài«ià ÃÌV° ÕV>Ìi ÜÌ ÌÀ>`} «>ÀÌiÀð >i LiÃÌ purchase orders that are asked of them? So we would consider these differing objectives, different plans with private label to threaten brand loyalty. Collaboration does not have to cover all nine-steps WJTJU IUUQXXXNBOVHJTUJDTDPNTVNNJUXFCJOBSTBTQY ÕÃi v ÞÕÀ >LÀ ÀiÃÕÀVið Ì > >ÌÌ> ÃÃV>ÌiÃ] Üi i« ÞÕ Ì>i V>Ài say that supply chain execution needs to be tightly different kinds of demand insights are required. These The means to conquer these supply chain challenges of the CPFR process to be successful. If retailers and v iÛiÀÞÌ } ÕÌÃ`i Ì i LÝ] à ÞÕÀ VÕÃÌiÀà V> iÞ Ü >̽à Ã`i° managed in the context of supply chain planning. decisions require more detailed level of information is by suppliers and retailers working together to CG suppliers focus on sharing demand plans, quickly MATACUNAS - Planning can stand-alone pre-season as such as demographics by region, choice models, etc., to synchronize their supply chains. Manugistics is helping identifying and resolving exceptions and achieving / ÀÕ} Ìi}À>Ìi` «>} >` iÝiVÕÌ] > >ÌÌ> ÃÃV>Ìiý companies consider strategic decisions, product ensure that the brand decisions (such as price, Fortune 1,000 clients work closely in an eco system on-time deliveries, the entire supply chain will win i>ÃÞÌÕÃi ÃÕÌà >i ÞÕÀ ÃÕ««Þ V > ÜÀ Ài ivwViÌÞ° assortments, pricing, allocation and how to best serve positioning, assortment and promotions) are made at a with a joint goal to reduce out-of-stocks at stores so that with consumers. 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SUPPLY CHAIN PLANNING SYSTEMS 2006
SUPPLY CHAIN PLANNING SUPPLY CHAIN KEY CONSUMER PREFERRED IT KEY HARDWARE KEY SYSTEM INTEGRATORS/ AVERAGE IMPLEMENTATION CYCLE/ ARCHITECTURE/ KEY SOFTWARE PARTNERS UNIQUE FEATURE TIME-TO-BENEFIT INDUSTRY STANDARDS COMPANY/WEB SITE PLANNING PRODUCT GOODS CUSTOMERS OPERATING SYSTEM TECHNOLOGY PARTNERS CONSULTING PARTNERS
Honda Trading America, Liberty 3rdwave Global Commerce Management’s integrated information and Blinco Systems Inc. 3rdwave Global Commerce Richter (Tree of Life Group), Client Server, Web IBM, Sun N/A The Context Group, synchronized workflow drive internal cross-functional and external Implementations range from nine to 18 months, with bottom line SOX Compliant; C-TPAT Compliant www.blinco.com Management Atalanta Global Commerce Consultants cross-enterprise collaboration. benefits within one month of live date. Demand Planning/Transportation CaseStack Management Software with Trans- Hain Celestial, Sunsweet, N/A N/A N/A N/A Online real-time inventory and transportation management system with Immediate ROI since asp hosted system. UCCNet, VICS, EDI, RFID SAP, JD Edwards, most major order www.casestack.com portation/Warehousing Service Glory Foods demand planning. management systems. Member of the American Apparel and Footwear Association, the Demand Management Inc. Demand Solutions One Avery-Dennison, Kimberly-Clark, Windows Operating System N/A Logility, SAP Business One, N/A Demand Solutions is scalable, flexible and affordable with Demand Solutions can be implemented in less than eight weeks, American Apparel Producer’s Network, International Mass Retail www.demandsolutions.com (DS One) Reckitt Benckiser PLC SAP Business One true global support. with a time to benefit average of six months. Association, Institute of Business Forecasting Demand-driven enterprise planning solutions, built on an analytical Demantra delivers value to more than 140 customers worldwide. Demantra Inc. Demantra Demand-Driven Sony, Vtech, Welch’s Windows 2000/NT/XP, UNIX (SUN Intel, IBM, PC Compatible, WebConcepts, IBM, ONE Networks Hand Promotion Management, Satyam, platform, that integrate marketing, sales and supply chain into a Time-to-benefit is averaged at 90 days. Documented ROI of 100 percent UCCnet, EPC, CPFR, VICS www.demantra.com Planning Suite and AIX), Linux J2EE Web servers Protiviti “one-number” plan, which enable and track enterprise revenue growth. to 500 percent within first year of operation.
i2 Technologies Next Generation Supply Chain Windows (Microsoft), AIX (IBM), Accenture, IBM Global services, Web services enabled agile supply chain planning business platform Implementation cycle varies between six weeks and 10 months www.i2.com Planning Pepsico, Anheuser-Busch, VF Corp. Solaris (Sun) Microsoft, Teradata, IBM Informatica, IBM, webMethods Tata Consultancy Services across all product offerings. depending on scale and scope. UCCnet, SCOR
Infor The industrialization and ease of use of highly advanced statistical Average implementation time three to six months per supply chain www.infor.com INFOR SCP Fibrecraft, Molson, Valvoline Windows 2003, Windows XP Oracle, SQL ILOG IBM and optimization techniques. area (e.g. forecasting or scheduling). N/A
iSeries translation software, syndication access to GDSN for the Inovis Inovis Catalogue Jarden, Sunbeam, Toshiba, Web, Windows OS, .NET IBM, HP BEA/Oracle N/A Catalogue’s 100+ million unique items lets 5,000+ marketers, Varies based on solution/service retail industry, AS1, AS2 and AS3, NRF size and color codes, www.inovis.com OshKosh B'Gosh manufacturers, suppliers and retailers share product information. UCCnet certified Independent Computer Consulting Group Intentia Americas Movex Gucci, Red Wing Shoes, Acushnet IBM iSeries, Linux, Windows IBM Cognos, Winterheller Software, IBM (ICCG), R.J. Thompson, Movex provides in-depth support for all processes typically found in With considerable “out-of-the-box” functionality, Movex provides fast J2EE, IBM WebSphere www.intentia.com Oakland Management Systems a mid-sized company. return on investment. Windows 98, 2000, 2000 Pro, JDA Portfolio solutions enable high-performance planning/promoting/ JDA Software Group Inc. JDA Portfolio Miller Brewing Company, 2003, NT, XP, IE5 or higher, HP Microsoft, Intel, IBM Microsoft, IBM JDA Software Group, Inc.’s Customer Solutions flowing/pricing/managing/selling of finished goods from suppliers’ Implementation cycles vary by JDA Portfolio solution employed. VICS, CPFR, UCC, EAN International, GCI, Efficient Item www.jda.com Procter & Gamble, VF Services Inc. UX, IBM AIX Group, Kurt Salmon Associates, Capgemini warehouses to consumers. Contact JDA for details. Assortment Model, XML, SOAP, UDDI, UML
Logility Brown Shoe Company, L’Oreal, Microsoft, SSA Global Technologies, Adjoined Consulting, Context Group, Kurt Logility pioneered collaborative supply chain technology and offers robust Logility Voyager Solutions typically implement in under six months www.logility.com Logility Voyager Solutions VF Corporation Windows, AS/400 (iSeries), Unix IBM, Intermec, Symbol New Generation Computing Salmon Associates S&OP and one-number demand planning. and deliver a rapid return on investment. VICS – CPFR and CTM, VMI, RFID
Provided at requests per ISO certification with SGS International Certification Services, Manhattan Associates Integrated Planning Solutions Manhattan Associates’ Unix (includes HP-UX, IBM AIX, Intel, IBM, HP IBM, Microsoft IBM, CSC, Kurt Salmon Associates Manhattan Associates offers both supply chain planning and execution Full functions implement in an average of three to six months; Council of Logistics Management, VICS, UCC, UCCnet, WERC, www.manh.com standard procedure. Sun Solaris), Windows, OS/400 solutions to manage demand to consumption. some implementations can be completed in six weeks. MHIA, NRF, EPCglobal Manugistics provides supply chain, transportation and pricing solutions for Manugistics Group Inc. Manugistics NetWORKS Suite Avon, Perdue, Unix, Windows, IBM IBM, Intel, HP IBM, Cognos, BEA IBM, Capgemini, Accenture consumer goods and retail industries. Customers have improved service Products can be implemented in as little as 12 weeks. VICS, UCC, EPC www.manugistics.com of products Campbell Soup Company levels while reducing inventory and improving margin. Microsoft www.microsoft.com/dynam- Microsoft Dynamics GP, Microsoft Windows 98/NT Microsoft Dynamics GP experience specific to role in organization. Microsoft ics/default. Microsoft Dynamics NAV, Jack Link’s Beef Jerky, KiMs, 4.0/2000/XP N/A Visit www.microsoft.com/ Visit www.microsoft.com/businesssolutions/ Dynamics NAV helps manage business easily and effectively. Microsoft Microsoft Dynamics GP - Average complete implementation cycle Microsoft Dynamics is involved in a number industry standard mspx Microsoft Dynamics AX Arthur Schuman operating system, etc. businesssolutions/industrysolutions.aspx industrysolutions.aspx Dynamics AX helps maximize operational effectiveness, reduce costs, etc. between two and six months. and guideline bodies, including SCOR, EPCGlobal and others. Optiant’s PowerChain suite helps companies optimize Optiant PowerChain Suite Gillette, HP, Black & Decker Microsoft SAP, Microsoft Insight Hitachi Consulting, Deloitte Consulting, SAP bottom-line performance through the creation of responsive Optiant’s industry-focused solutions generate quantifiable business N/A www.optiant.com and resilient supply chains. results within 90 days of implementation. Low-cost Linux Hardware/ Oracle’s fully integrated application suite allows consumer Implementation contigent on status of key process. Oracle consumer Oracle Corporation Oracle Supply Chain Planning Alcoa, Thermos, Atari Standardized Open Cisco, Compaq-HP Daz Consulting Capgemini, IBM BCS products companies gain greater efficiency across critical products pre-integrated applications and business flows speed implemen- UCCnet, VICS, Rosettanet www.oracle.com/industries.consumer Integration Platform business processes at lowest total cost of ownership. tation and ROI in typical six to 12 month time frame.
Planalytics Inc. Campbell Soup Company, Web-based Technology – Planalytics is a global source for business weather intelligence – Immediate – no implementation period. Optional customization depends www.planalytics.com Impact Nestle Waters USA any Internet browser None Khimetrics (SAP) N/A we put the weather to work. on customer requirements. N/A
Prescient's Consumer ZOOM Demand Network puts the shopper at center of Prescient Prescient 7.0 Russel Stover, Domino’s Pizza, Windows (XP PRO, NT, 2000), Dell, Compaq/HP Microsoft, Silvon, Oracle VIS.Align, Capgemini, Kurt Salmon Associates retail transaction, while providing retailers and suppliers the ability to see Average implementation cycle is 30 to 120 days. OneSync www.prescient.com Dreyer’s Ice Cream Unix (including Solaris, HP), Linux real-time demand and use that knowledge to drive supply chain efficiency. Average time to benefit is six months. FlexPLM implements in three to six month phases, PTC Flex PLM Nike, Liz Claiborne, Patagonia Sun/Solaris, HP/UX, IBM/AIX Sun, IBM, HP Oracle, Sun, Adobe Kurt Salmon Associates, FlexPLM provides a full-feature, web-centric, scalable solution addressing bringing immediate value per the unique needs of PTC is active in adopting standards from VICS, GS1, get other www.ptc.com (all Web-centric solutions) Walter Wilhelm Associates the needs of Retail, Footwear and Apparel companies. our customers. standards from proposals per internet like W3C, etc.
Ross Systems One Plan Wise Snacks, Carvel Ice Cream, N/A - hosted solution, users N/A - hosted solution, users The first hosted supply chain planning product on the market, deploys Five weeks in pahse I, a menu of additional features are www.rossinc.com (hosted planning and scheduling) See’s Candies need Internet Explorer on PC need Internet Explorer on PC N/A Plan4Demand in five weeks. about one week each. N/A
SAP Advanced Planning & The SAP NetWeaver platform allows you to deploy innovative business SAP SCM Solutions can be up and running in as little as three months SAP works with customer base to understand, align with, SAP Optimization, part of the General Mills, Kimberly-Clark, N/A N/A N/A Deloitte, Accenture, BearingPoint processes across your enterprise while making use of your existing depending on the complexity of the company’s business strategy and and influence existing and emerging business and www.sap.com SAP SCM suite Procter & Gamble software and systems. processes. technology standards. Thru data integration, predictive analytics and business intelligence, SAS SAS SAS Demand Intelligence Procter & Gamble, Gerber, Windows, Unix, Linux Intel, IBM, Sun Aprimo, Procuri, ESRI Kurt Salmon Associates, IBM, delivers accurate demand forecasting and optimal inventory replenishment Varies by scope and size of customer requirements and product fit, SAS is aligned with most of the major industry standards www.sas.com/solutions/demand Kimberly-Clark Deloitte Consulting planning for long and short lifecycle products (grocery, apparel, etc.). including scope of technical and analytical consulting requirements. boards, including EPCglobal, VICS, SCOR, UNSPSC, TL9000. A broad suite of process-centric applications that optimize a company’s Sterling Commerce Sterling Commerce Black & Decker, L’Oreal Paris USA, .J2EE Architecture, all UNIX/Linux HP, IBM, Dell N/A N/A fulfillment and supply networks and leverages Sterling Commerce B2B Six to nine months UCCnet, ECCnet, GDSN, VICS, RosettaNet, W3C www.sterlingcommerce.com Supply Chain Suite Thomson Electronics platforms, Microsoft Windows integration expertise.
SYSPRO Chocolate Potpourri, Two Chefs on SYSPRO enterprise software enables SMB manufacturers and distributors www.syspro.com SYSPRO Enterprise Software a Roll, Woodland Scenics Microsoft Windows, IBM Microsoft, IBM Microsoft, Business Objects, Micro Focus N/A to successfully compete in their respective markets. Two to three months N/A
Terra Technology Campbell Soup, Georgia-Pacific, Typically three to four months, accuracy is immediately www.terratechnology.com Real-Time Forecasting Ventura Foods Unix, Windows N/A QlikTech N/A Cuts forecast error in half by monitoring daily demand signals. improved upon going live. N/A
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