Kinaxis recently held its annual user conference, Kinexions, which focuses on helping the company’s customers improve their execution of supply chain and sales and operations planning (S&OP). This year’s event took place against a backdrop of what is beginning to look like a new and more challenging era of world trade. This will have a significant impact on most product companies with international operations. (I also reviewed last year’s event, which can be found here.)
A recent analysis of our sales and operations planning (S&OP) dynamic insight research provides perspective on the current state of this core business process. Using concise web-based surveys, Ventana Research’s Dynamic Insights provide research participants with an immediate assessment of their company’s efforts as well as research- and experience-based advice on potential next steps to improve. For those who wish to do a quick assessment of their own company’s sales and operations planning, the Dynamic Insight can be found here.
Topics: Operations & Supply Chain, Continuous Planning, Enterprise Resource Planning, Inventory Optimization, Product Information Management, Sales and Operations Planning, Work and Resource Management, Sales Planning and Analytics
Financial analysts typically classify real estate as a fixed cost. Strictly speaking, that’s correct, but looking at it this way leads many organizations to overlook opportunities to more carefully manage their real estate and other occupancy expenses. The changes in lease accounting that are going into effect have caused some organizations to reexamine their leasing policies and how they organize their lease accounting processes. They should take an even broader approach and consider ways to improve how they manage those leases.
Blockchains are attractive because their built-in security and trust factors make them useful for almost all business interactions involving organizations and individuals. Blockchains have two basic functions. One is as a method for handling transactions involving property such as land deeds, trademarks or other assets. The second involves exchanges of data such as identities of individuals or businesses, the location of an object at a point in time or weather conditions. All interactions involving property or assets include the transfer of data as well, of course, but some blockchain use cases are informational only.
Topics: Analytics, Business Intelligence, Cloud Computing, data science, Internet of Things, Mobile, Big Data, Data Integration, Data Governance, Data Preparation, digital technology, Digital Marketing, Digital Commerce, Marketing Performance Management, Office of Finance, Operations & Supply Chain
In 2016 Unit4 acquired Prevero, a financial performance management software company. The acquisition reflects a trend toward the convergence of transactional and analytical business applications. ERP and financial management software vendors increasingly are adding analytic capabilities – especially in financial performance management (FPM) – to the core functions of transaction processing and accounting in order to broaden the scope of their offerings. The integration of transaction processing and analytical software is especially valuable to Unit4’s core customer base of midsize organizations, which we define as those with 100 to 1,000 employees. Midsize entities have almost the same systems requirements as larger ones but lack the resources the latter enjoy.
Topics: Analytics, Business Intelligence, Cloud Computing, Collaboration, Workforce Management, Marketing, Office of Finance, Continuous Planning, Financial Performance Management, FPM, Operations & Supply Chain, Work and Resource Management, Sales Planning and Analytics
Anaplan recently held Anaplan Hub, its annual user group meeting. The company offers a cloud-based business planning platform that incorporates a modeling and calculation engine. The tool makes it relatively easy to add or expand the scope of plans that can be connected and monitored as a central source. Companies typically use Anaplan software for financial planning or budgeting, sales, workforce, marketing and IT planning. These are the types of plans in which companies often need to create models that incorporate their specific requirements, their strategy and their business systems.
Topics: Business Intelligence, Collaboration, Customer Analytics, HRMS, Workforce Management, Marketing, Marketing Performance Management, Office of Finance, Continuous Planning, ERP and Continuous Accounting, Financial Performance Management, Recurring Revenue, Price and Revenue Management, Operations & Supply Chain, Work and Resource Management, Sales Enablement and Execution, Sales Performance Management, Sales Planning and Analytics, Analytics, Human Capital Management, Cloud Computing
Oracle recently held its second ERP Cloud Summit with industry analysts. The all-day event wasn’t just about ERP. The company covered a range of its business applications, including financial performance management as well as its Adaptive Intelligent Applications. And it wasn’t just about the cloud. After more than a decade of steady developments, ERP systems have begun to change fundamentally, facilitated by the growing availability of new technologies including cloud computing, advanced database architecture, collaboration, user interface design, mobility, analytics and planning. Here are my key takeaways from the event:
Topics: Analytics, data science, Internet of Things, Mobile, Big Data, Data Integration, Machine Learning, Customer Experience, Cognitive Computing, Human Capital Management, HRMS, Digital Marketing, Digital Commerce, Office of Finance, ERP and Continuous Accounting, Financial Performance Management, Operations & Supply Chain, Enterprise Resource Planning, Mobile Marketing Digital Commerce
Business process reengineering was a consulting fashion in the early 1990s that spurred many companies to purchase their first ERP systems. BPR proposes a fundamental redesign of core business processes to achieve substantial improvements in market and customer responsiveness, productivity, cycle times and quality. ERP systems support business process reengineering by guiding the step-by-step execution of the redesigned process to ensure that it is performed consistently. They also automate the handoffs between individuals and departments to accelerate completion of that process.
Topics: Analytics, business intelligence, data science, Internet of Things, Mobile, Big Data, Data Integration, Machine Learning, Customer Experience, Customer Analytics, digital technology, Machine Learning and Cognitive Computing, Wearable Computing, Digital Marketing, Digital Commerce, Office of Finance, Continuous Planning, ERP and Continuous Accounting, Financial Performance Management, Operations & Supply Chain, Enterprise Resource Planning, Sales Planning and Analytics, Cloud Computing
Senior finance executives and finance organizations that want to improve their performance must recognize the value of technology as a key tool for doing high-quality work. Consider how poorly your organization would perform if it had to operate using 25-year-old software and hardware. Having the latest technology isn’t always necessary, but it’s important for executives to understand that technology shapes a finance organization’s ability to improve its overall effectiveness.
Topics: Business Intelligence, Collaboration, data science, Mobile, Big Data, Machine Learning and Cognitive Computing, Mobile Technology, Office of Finance, Continuous Planning, ERP and Continuous Accounting, Financial Performance Management, Price and Revenue Management, Operations & Supply Chain, Enterprise Resource Planning, Inventory Optimization, Sales and Operations Planning, Analytics, Human Capital Management, Cloud Computing