Use Prescriptive Analytics to Make Decisions that Will Help Your Company Make More Money

Efficiency Gains and Cost Savings Don’t Always Drop to the Bottom Line. Prescriptive Analytics Can Explain Why and What to Do About It.

How prescriptive analytics can help manufacturers set priorities and realize greater financial gains from capital investments and improvement efforts.

During employee team meetings, the CEO of one of our clients would always make a point of reviewing how the company made money. “We take a bunch of random raw materials,” he would say, “and convert them into something we can sell for more than what it costs to make. What’s left over is called profit. We’re in business to make more of that stuff called profit.”

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Syncing Financial And Non-Financial Data

A recent blog post by Ira Apfel on SAP's Digitalist Magazine discusses how the role of Financial Planning and Analysis (FP&A) roles are headed toward Integrated Planning (also referred to as Integrated Financial Planning or Integrated Business Planning).

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Integrated Business Planning in Pharmaceuticals: Solutions that Deliver Hard Value

This is post two from Ashutosh Bansal, Founder and CEO of GitaCloudIn this post, he will review Integrated Business Planning and related Decision Analytics as a strategic response to managing complexity and delivering best-in-class business performance in the Pharmaceutical industry.

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Five Questions Executives Should Ask Before Adopting the Next Big Tech Acronym

For most CEOs and executives, the massive investment they’ve made in technologies deployed to help them with complex operational and strategic decisions have been extremely frustrating. The adoption of an Enterprise Resource Planning (ERP) system was supposed to provide a single integrated view of your business to help drive decision-making across all functional areas.

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Beyond S&OP and IBP ... A Commentary on the Need for New Technology

In his article in the previous issue of Foresight, Dean Sorensen (2016) argued that while there is increasing complexity in business environments, there has not been enough focus on tying strategy to execution. I am in agreement with him: I think the biggest systems integration challenge facing CEOs is how to seamlessly tie strategic decision making to operational execution (Sales and Operations Planning). 

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What-if Analysis: 3 Applications in the S&OP Process

While embedding financials is the bedrock for expanding the value from S&OP, adding robust what-if analysis capabilities can unleash its maximum potential, thus delivering true Integrated Business Planning.

What-if analyses allows users to evaluate alternative strategies, policies, and tactics to maximize their revenue, profit, and working capital performance while delivering on service level commitments and properly considering risk and supply chain constraints. Over the past year, we’ve discussed this topic with current and potential customers and partners. We’ve found companies tend to be fairly clear in articulating their business needs. Surprisingly though, S&OP managers have more difficulty articulating the technology capabilities required to deliver on the business need.

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Moving Beyond a Business Intelligence Approach to Support Timely Decision-Making

More than ever, supply chain functional or line of business teams have been frustrated by their increasing needs for broader and more-timely business intelligence (BI). The reasons are many and in increasing cases, very valid. But more than ever, teams should now be turning their attention towards leveraging processes and technology anchored in prescriptive analytics.

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The 6 Ultimate Signs of S&OP Process Maturity

Sales & Operations Planning (S&OP) is a 30 year old horizontal business management process that provides executives with forward visibility on how their business is expected to perform against budget and strategy.

Many companies have implemented an S&OP process and continuously improved to aim for the highest level of S&OP maturity and create business value. Although there are plenty of S&OP maturity models around to assess how a business is performing, there is unfortunately no agreed world standard.

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“Ah ha” moments in the journey to IBP

Join us for an entertaining look at actual stories of companies that have chosen to view their financial performance from an enterprise perspective. These stories are taken from hundreds of projects, in dozens of industries and illustrate the surprising discoveries made when executives look past their silo based perspective to examine the dramatic impact of their decisions on the entire enterprise. Welcome to the world of “Integrated Business Planning”.

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­­­­Enterprise Optimizer Modeling Series: A Chemical Company Example

This is the first blog post in a series aimed at highlighting important Enterprise Optimizer® (EO) modeling features and uses. All information below is based on an EO model created for a real customer. High-level background description is provided, but no confidential information is disclosed.

Background

River Logic partnered with a Top 5 consulting company to design, build and implement a Sales & Operations Planning (S&OP) modeling platform for a large chemical company (“ChemCo”) with operations throughout the Americas and Europe. The impetus for this project was a definable gap in their S&OP planning process.

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Supply Chain Brief