Post on 17-Apr-2021
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Андрей Кузнецов, SAPMarch 16, 2021
Использование инструментов Next Generation Benchmarking и Spotlightдля поиска областей улучшения процессов
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Внедрение завершено
Что дальше?“Continuous improvement is an ongoing effort to improve all elements of an organization. It rests on the belief that a steady stream of improvements, diligently executed, will have transformational results. McKinsey, May 2019
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Human Resources
ERP
Operations Supply Chain
Manufacturing
Purchasing
Sales
Finance
Непрерывная оптимизация процессов направлена на повышение ихэффективности, гибкости и клиентоориентированности
PDSA – “Plan, Do, Study, Adjust” is the continuous improvement methodology made popular by W. Edwards Deming, considered the father of Quality Control.
Six Sigma – Continuous process improvement methodology introduced at Motorola in 1986 and central to General Electrics program for improvement.
Kaizen – Literally means “improvement’ and is the basis of many continuous improvement programs, and applies to business processes from the CEO to the shop floor, including procurement and logistics across all industries.
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BPI: концепция SAP управления бизнес-процессами
Services
Benchmarking & Recommendations
MonitorRollOut & GovernImprove
Design & Simulate
Analyze
Enterprise Process Hub
Мониторинг эффективности
Сформировать целевой дизайн,
включая автоматизацию
Определить области улучшений
Бенчмаркинг
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• Opportunity identification/prioritization
• Establish performance baseline to prove success
• Intra-company/ global benchmark
• 45 survey assessments
• 500+ KPI’s & 600+ Best practices
• Personalized insights for customer follow up
Why SAP Benchmarking?
SAP Next Generation Benchmarking
KPI• Marketing cost (% of revenue)
• Days in inventory
• Cost of goods/services sold (% revenue)
• Average space utilization rate (in %)
Best Practice• The organization has visibility into customer demand
coming from multiple channels and can provide the
same service across all channels
• The organization has an integrated sales, inventory
and operations planning process to align its strategic,
financial, sales and operational goals
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| Next Practice: The organization has visibility into customer demand coming from multiple channels and can provide the same service
across all channels
Real-time visibility into customer
demand only from traditional retail
channels
1
Real-time visibility into customer
demand from traditional retail
channels and emails/company
website, and supply networks are
not well connected
2
Omnichannel sales strategy with
real-time visibility into customer
demand across multiple
channels, with differing service
level across each channels
3
Omnichannel sales strategy with
real-time visibility into customer
demand across multiple channels
and a goal to provide same
service levels across all.
4
Complete alignment with
omnichannel sales strategy.
Real-time visibility into customer
demand across multiple channels
and ability to provide same
service levels across all. Direct to
Customer fulfillment capabilities
are well established
5
Анкеты содержат лучше практики
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Содержит показатели эффективности процессов
Cluster: Consumer, Industry: Retail, N = 25
Inventory carrying cost (% of revenue)
Cluster: Consumer, Industry: Retail, N = 13
Days in inventory
6.6
Bot 25% Average Top 25%
95.5 71.6 29.8
61.9
Cost of goods/services sold (% revenue)
Cluster: Consumer, Industry: Retail, SubIndustry: Fashion Retailers
Department Stores, N = 11
Revenue loss due to stock outs (%)
Cluster: Consumer, Industry: Retail, N = 15
Bot 25% Average Top 25%
64.1 49.1 39.7
78
On-time delivery performance (in %)
Cluster: Consumer, Industry: Retail, N = 9
Supply chain planning cost (% revenue)
Cluster: Consumer, N = 42
Bot 25% Average Top 25%
85 90 96
80
Bot 25% Average Top 25%
0.5 0.3 0.11
0.7
Bot 25% Average Top 25%
2.65 1.33 0.02
0.64
Bot 25% Average Top 25%
2.25 1.69 0.08
1.68
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Best Practice Company Internal Gap
Global
The organization has a fully digitized warehouse with connected devices and
goods to support all warehouse operations with ease
The organization has an integrated sales, inventory and operations planning
process to align its strategic, financial, sales and operational goals
The organization has visibility into customer demand coming from multiple
channels and can provide the same service across all channels
LegendLevel 1 Level 2 Level 3 Level 4 Level 5
Наблюдается корреляция между процессными показателями и лучшими практиками
Current Maturity
0% 20% 40% 60% 80% 100%
2
5Desired Maturity
Current Maturity
0% 20% 40% 60% 80% 100%
2
5Desired Maturity
2
3
3
Current Maturity
0% 20% 40% 60% 80% 100%
4Desired Maturity
2
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Process Performance Indicators (PPI) для функции Снабжение
KPI Higher the Better BenchmarksAccounts payable FTEs per billion spend No Top 25%: 5; Average: 10; Bottom 25%: 16
Addressable spend (% of total spend) Yes Top 25%: 85; Average: 64; Bottom 25%: 50
Addressable spend in contracts stored in a central repository (%) Yes Top 25%: 100; Average: 74.2; Bottom 25%: 50
Addressable spend managed under contracts (%) Yes Top 25%: 80; Average: 58.3; Bottom 25%: 40
Addressable spend sourced in time period (%) Yes Top 25%: 77; Average: 48.2; Bottom 25%: 25
Addressable spend sourced per sourcing FTE Yes Top 25%: 665256374; Average: 341110549; Bottom 25%: 28116100
Average AP FTE cost per year No Top 25%: 33000; Average: 48735; Bottom 25%: 65000
Average cost per supplier setup No Top 25%: 59; Average: 235; Bottom 25%: 589
Average invoices per AP FTE Yes Top 25%: 21667; Average: 12771; Bottom 25%: 5478
Average operational procurement FTE cost per year No Top 25%: 40000; Average: 64494; Bottom 25%: 87224
Average procurement FTE cost per year No Top 25%: 53042; Average: 78719; Bottom 25%: 104905
Average sourcing FTE cost per year No Top 25%: 70000; Average: 91640; Bottom 25%: 121764
Average supplier discount (%) Yes Top 25%: 2; Average: 1.3; Bottom 25%: 1
Catalog and contract PO count (% of total PO count) Yes Top 25%: 33.3; Average: 14.5; Bottom 25%:
Catalog and contract PO spend (% of total PO spend) Yes Top 25%: 28.2; Average: 12.6; Bottom 25%:
Days payable outstanding Yes Top 25%: 60; Average: 45; Bottom 25%: 30
Demand forecast accuracy (in %) Yes Top 25%: 90; Average: 77; Bottom 25%: 67
Demand planning and forecasting FTEs per billion in revenue No Unavailable
SpotLight
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Select your area of optimization
Использование данных системы SAP для поиска областей улучшенийBusiness Process Insights provides a lightweight and free of charge report
to identify improvement and automation potential based on your individual ERP context
Available
already now!
Drill-down into E2E processes
Identify performance impact on business goals
13
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Доступны 3 уровня детализации: From End-to-End Process to Activity
Transaction Flow*e.g. Sales Order Creation
VA01Create Sales
Order
VA03Display Sales
Orders
VA02Change Sales
Order
48h 45s
Activity Flowe.g. Change Sales Order in VA02
Change Customer
Ref.
Change Tax Code
Click Button: Save
7s …30s
E2E Process Flowe.g. Lead-to-Cash
I2CInvoice-to-Cash
O2IOrder-to-Invoice
Q2OQuote-to-Order
L2QLead-to-Quote
Fiori apps for SAP Fiori
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Manage your E2E automation in a data driven way
https://jam4.sapjam.com/groups/RYtr8B6ZBTMQb0QAgp2pdq/overview_page/IGhwBpL26D4BALN5cDOzvm
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Детализация показателей отчета BSR
1. ST13 1. Поиск показателя
3. Устанавливаем параметры
Экономическое обоснование
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Эффективность
Гибкость
&Клиентский опыт
&
Рост выручки
Рост акционерной стоимости
Сокращение затрат
Human Resources
ERP
Operations Supply Chain
Manufacturing
Purchasing
Sales
Finance
Экономический эффект определяется влиянием на статью затрат или выручки
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Для бизнес-кейса достаточно этой информации
Business Capability Value Driver Baseline
Обеспечивает конкурентное преимущество бизнеса
Пример: автоматическое формирование проекта договора на поставку услуги
Указывает на статью отчета о Прибылях и убытках, на которую повлияет проект
SAP
Пример:Общехозяйственные и
административные расходы.
Текущее значение управляемых
затрат/выручки, руб.
Пример: 20% от ФОТ кураторов договоров в
дирекциях
Юристы опять вернули договор с замечаниями. Чтобы купить услугу на 1000, нужно потратить неделю.
Проблема
NPV, ROI, PP
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Драйверы выгод для front сценариевValue Driver Quantifiable/Strategic KPI ImpactArea BenchmarksImprove customer satisfaction Strategic Customer satisfaction (in %) Revenue Top 25%: 85; Average: 80.3; Bottom 25%: 75Increase conversion of leads qualified Quantifiable Qualified sales leads closed annually (in %) Revenue Top 25%: 50; Average: 39; Bottom 25%: 20
Increase first time resolution rate by field service technicians Strategic Rework orders (in %) SG&A Unavailable
Increase sales force efficiency Quantifiable Sales FTEs per billion in revenue SG&A Top 25%: 41.54; Average: 193.06; Bottom 25%: 495.1Increase service contract renewals Quantifiable Average service contract renewal rate (in %) Revenue Top 25%: 90; Average: 59.7; Bottom 25%: 30
Increase service revenue Quantifiable Annual service and support revenue (% of rev) Revenue Unavailable
Reduce complaints and returns cost Quantifiable Complaints and returns cost (% of rev.) SG&A UnavailableReduce sales cost Quantifiable Sales cost (% of revenue) SG&A Top 25%: 1.67; Average: 4.67; Bottom 25%: 8.99Reduce sales force turnover Quantifiable Sales force turnover rate (in %) SG&A Top 25%: 5; Average: 11.97; Bottom 25%: 20Reduce service and support cost Quantifiable Service and support cost (% of revenue) Pre-tax margin Top 25%: 0.1; Average: 0.7; Bottom 25%: 1.5
Improve compliance to SLA Quantifiable Average service level agreement compliance (in %) Revenue Top 25%: 95; Average: 83.7; Bottom 25%: 70
Improve contact center FTE productivity Quantifiable Contact center FTEs per billion of revenue SG&A Unavailable
Improve customer satisfaction Strategic Customer satisfaction (in %) Revenue Top 25%: 85; Average: 80.3; Bottom 25%: 75Improve field service FTE productivity Quantifiable Field service FTEs per billion of revenue SG&A Unavailable
Increase revenue from new products/services Quantifiable Revenue from new products/services (in %) Revenue Top 25%: 50; Average: 38.2; Bottom 25%: 3
Increase service contract renewals Quantifiable Average service contract renewal rate (in %) Revenue Top 25%: 90; Average: 59.7; Bottom 25%: 30
Increase service revenue Quantifiable Annual service and support revenue (% of rev) Revenue Unavailable
Reduce days in inventory Quantifiable Days in inventory Working Capital Top 25%: 21.5; Average: 57.8; Bottom 25%: 88.3Reduce inventory carrying cost Quantifiable Inventory carrying cost (% of revenue) Pre-tax margin Top 25%: 0.75; Average: 1.3; Bottom 25%: 2Reduce revenue loss due to stock-outs Quantifiable Revenue loss due to stock outs (%) Revenue Top 25%: 0.06; Average: 0.49; Bottom 25%: 0.99Reduce service and support cost Quantifiable Service and support cost (% of revenue) Pre-tax margin Top 25%: 0.1; Average: 0.7; Bottom 25%: 1.5Reduce total logistics cost Quantifiable Total logistics cost (% of COGS) COGS Top 25%: 3.7; Average: 7.3; Bottom 25%: 10.9Reduce warehouse management cost Quantifiable Warehouse management cost (% of COGS) COGS Top 25%: 0.94; Average: 2.19; Bottom 25%: 3.53
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Где найти бенчмарки
Value Driver
KPI
Best Practices
Soundbites
Important value drivers present relevant forIndustry, Process and process, which areindicated at Business Area level
Important KPIs present relevant for Industry,Process and process, which are indicated atBusiness Area level
12+ Process, 4 Industry and ProductBenchmarking Surveys Best Practices present
Includes KPI-KPI, KPI-BP and Digital Insights are present
Click on https://valuemanagement.sap.com/ -> “Start a Value Content”
Жмем «Value content»
Ищем и выгружаем в Excel
1. Select Value Driver search criteria by “Search by Industry” or “Search by Products” or “ Search by Lob”
2. Select levels such Industry, Lob and Business Area combination for the required list of value driver
3. After selecting different levels, click on Search4. Keyword
Search
1. Either Select All or Select relevant insights
2. Click on Download
Contact information:
Andrey KuznetsovIndustry Value Advisor
Thank you.
+7 903 796 0492
Andrey.kuznetsov@sap.com
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