Robert Kugel's Analyst Perspectives

Kinaxis Kinexions Advances Supply Chain Value for Customers

Posted by Robert Kugel on Nov 23, 2017 8:52:34 AM

From my perspective, supply chain management (SCM) and sales and operations planning (S&OP) are two of the most underappreciated disciplines of modern corporate management. Properly applied, they can improve performance and competitiveness by increasing customer satisfaction and reducing costs. A combination of more capable information technology with advances in operations research and analytics has made managing supply and demand chains potentially more impactful by making them more flexible and adaptable to market conditions. Consequently, companies can enhance profitability, reduce working capital and improve customer satisfaction by providing more reliable service.

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Topics: Supply Chain Planning, supply chain management, SCM, Sales and Operations Planning, S&OP, Analytics, procurement, ERP, Kinaxis

Steelwedge Enables Actionable and Continuous Planning

Posted by Ventana Research on Dec 16, 2015 10:30:30 PM

Supply and demand chain planning and execution have grown in importance over the past decade as companies have recognized that software can meaningfully enhance their competitiveness and improve their financial performance. Sales and operations planning (S&OP) is an integrated business management process first developed in the 1980s aimed at achieving better alignment and synchronization between the supply chain, production and sales functions. A properly implemented S&OP process routinely reviews customer demand and supply resources and “replans” quantitatively across an agreed rolling horizon. The replanning process focuses on changes from the previously agreed sales and operations plan; while it helps the management team understand how the company achieved its current level of performance, its primary focus is on future actions and anticipated results. Adoption of S&OP has increased as software to support the process has become more powerful and affordable and as a growing list of companies demonstrated its value in producing meaningfully improved business results. Even without adopting a full-scale S&OP management approach, companies can benefit from better coordination and collaboration between their supply and demand functions. Software plays an important role here, too, in facilitating this coordination and collaboration.

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Topics: Analytics, Business Analytics, Business Collaboration, Business Performance Management (BPM), Cloud Computing, Demand Chain, Financial Performance Management (FPM), Forecast, Human Capital, Integrated Business Planning, Mobile Technology, Operational Performance Management (OPM), Planning, SaaS, Sales, Sales Performance Management (SPM), Sales Planning, SCM Demand Planning, S&OP, Supply Chain, Supply Chain Performance Management (SCPM), Supply Chain Planning

The Importance of Well-Managed Processes for Planning

Posted by Ventana Research on Mar 20, 2015 10:48:03 AM

It’s stating the obvious to say that how well executives manage planning processes has a big impact on how well a business unit or company plans. However, one significant source of the value of our benchmark research is that it establishes hard evidence – the numbers – that transforms mere assertions into proof points. This is particularly important when people within an organization want to improve a process. Change management is facilitated by providing senior executives with facts to back up assertions related to solving a business issue. Our recently completed next-generation business planning research provides insight into the importance of managing the planning process well and identifies some components of good management.

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Topics: Big Data, Business Analytics, Business Performance Management (BPM), Cloud Computing, Customer Performance Management (CPM), Financial Performance Management (FPM), Human Capital, Operational Performance Management (OPM), Sales Performance Management (SPM), S&OP, Supply Chain, Supply Chain Performance Management (SCPM), Predictive Analytics

Integrated Business Planning Is More Effective

Posted by Ventana Research on Feb 24, 2015 8:03:03 PM

Ventana Research recently released the results of our Next-Generation Business Planning benchmark research. Business planning encompasses all of the forward-looking activities in which companies routinely engage. The research examined 11 of the most common types of enterprise planning: capital, demand, marketing, project, sales and operations, strategic, supply chain and workforce planning, as well as sales forecasting and corporate and IT budgeting. We also aggregated the results to draw general conclusions.

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Topics: Big Data, Budgeting, Business Analytics, Business Performance Management (BPM), capital spending, CFO, Cloud Computing, Controller, Customer Performance Management (CPM), Financial Performance Management, Financial Performance Management (FPM), financial reporting, FPM, In-memory, Integrated Business Planning, Marketing, Operational Performance Management (OPM), Planning, Predictive Analytics, Reporting, Sales, Sales Performance Management (SPM), Social Media, S&OP, Supply Chain, Workforce Performance Management (WPM), Human Capital Management, Office of Finance, demand management

Making Business Planning More Accurate, Effective and Useful

Posted by Robert Kugel on Feb 5, 2015 8:36:27 PM

Business planning includes all of the forward-looking activities in which companies routinely engage. Companies do a great deal of planning. They plan sales and determine what and how they will produce products or deliver services. They plan the head count they’ll need and how to organize distribution and their supply chain. They also produce a budget, which is a financial plan. The purpose of planning is to be successful. Planning is defined as the process of creating a detailed formulation of a program of action to achieve some overall objective. But it’s more than that. The process of planning involves discussions about objectives and the resources and tactics that people need to achieve them. When it’s done right, planning is the best way to get everyone onto the same page to ensure that the company is well organized in executing strategy. Setting and to a greater degree changing the company’s course require coordination. Being well coordinated in this case means being able to understanding the impact of the policies and actions in your part of the company on the rest of the company.

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Topics: Analytics, Budgeting, Business Analytics, Business Collaboration, Business Performance Management (BPM), Business Planning, Customer Performance Management (CPM), Demand Planning, Financial Performance Management (FPM), Human Capital, Integrated Business Planning, Marketing, Operational Performance Management (OPM), Planning, Predictive Analytics, Project Planning, Reporting, Sales and Forecasting, Sales Performance Management (SPM), S&OP, Supply Chain, Supply Chain Performance Management (SCPM), Big Data, Office of Finance

SYSPRO Offers Supply Chain Visibility for Midsize Companies

Posted by Ventana Research on Dec 16, 2014 10:06:47 PM

SYSPRO is a 35-year-old ERP vendor that focuses on products for midsize companies, particularly those in manufacturing and distribution. In manufacturing, SYSPRO supports make, configure and assemble, engineer to order, make to stock and job shop environments. The company attempts to differentiate itself through vertical specialization and its years of ongoing development, which can reduce the need for customization and cut the cost of initial and ongoing configuration to suit the needs of companies in these industries, thereby cutting the total cost of ownership. Worldwide its targeted verticals include electronics, food, machinery and equipment and medical devices; in the United States, it adds automotive parts (original equipment and after-market) and energy.

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Topics: Analytics, Business Analytics, Business Performance Management (BPM), Cloud Computing, cloud ERP, Collaboration, container, Dashboards, ERP, Financial Performance Management (FPM), Operational Performance Management (OPM), Performance Management, Reporting, SCM, S&OP, Supply Chain, Supply Chain Performance Management (SCPM), Office of Finance, digital technology, Human Capital Management

Five Priorities for the Office of Finance in 2014

Posted by Robert Kugel on Feb 20, 2014 1:35:14 AM

A core objective of my research practice and agenda is to help the Office of Finance improve its performance by better utilizing information technology. As we kick off 2014, I see five initiatives that CFOs and controllers should adopt to improve their execution of core finance functions and free up time to concentrate on increasing their department’s strategic value. Finance organizations – especially those that need to improve performance – usually find it difficult to find the resources to invest in increasing their strategic value. However, any of the first three initiatives mentioned below will enable them to operate more efficiently as well as improve performance. These initiatives have been central to my focus for the past decade. The final two are relatively new and reflect the evolution of technology to enable finance departments to deliver better results. Every finance organization should adopt at least one of these five as a priority this year.

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Topics: Analytics, Big Data, Budgeting, Business Analytics, Business Collaboration, Business Performance Management (BPM), CEO, CFO, CIO, close, Customer Performance Management (CPM), dashboard, demand management, Financial Performance Management, Financial Performance Management (FPM), FPM, In-memory, Performance Management, Planning, Predictive Analytics, PRO, Sales Performance Management (SPM), S&OP, Supply Chain, Supply Chain Performance Management (SCPM), Tax, Office of Finance

Profitability Management vs. Managing Profitability

Posted by Robert Kugel on Aug 5, 2013 11:32:03 AM

Pricing and profit margins appear to be trending topics, which is normal at this stage of the business cycle. North American companies achieved high levels of profitability coming out of the last recession by staying lean, but this trend has run its course. Margins are being squeezed, and companies are looking for ways to add to the bottom line.

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Topics: Analytics, Business Performance Management (BPM), costing, Financial Performance Management (FPM), FPM, Operational Performance Management (OPM), Planning, Price Optimization, Profitability, Sales, Sales Performance Management (SPM), S&OP, Office of Finance

Pricing, Planning and Performance Management Software Creates Business Value

Posted by Robert Kugel on Jul 30, 2013 10:42:14 AM

People who don’t spend much time analyzing the software market may have trouble understanding the differences between products in a given software category or the difference between two categories. This happens because vendors and commentators use the same words to describe different depths of functionality and degrees of comprehensiveness in one type of application. As well, there can be multiple categories of software that address the same general business issues but are designed for different specific uses. Not only is it worth the effort to sort through the labels and understand what does what best, but different categories of software that are sold and deployed separately can provide even greater value when used together.

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Topics: Business Analytics, Business Performance Management (BPM), CEO, CFO, dashboard, demand management, Financial Performance Management (FPM), FPM, Operational Performance Management (OPM), Performance Management, PRO, Sales Performance Management (SPM), S&OP, Supply Chain, Supply Chain Performance Management (SCPM), Office of Finance

Profit Velocity’s New Dimension in Managing Profitability

Posted by Robert Kugel on Feb 20, 2013 10:15:58 AM

Profit Velocity Solutions’ PV Accelerator is an analytic application designed to enable capital-intensive companies to consistently achieve substantially wider margins and higher return on assets (ROA). Companies in industries such as specialty chemicals, building materials, integrated steel mills and silicon chip fabrication (to name just four) routinely fail to make the right decisions about pricing, production and sales management because they use analytic methods that, from an economic perspective, present a distorted measure of profitability. Profit Velocity’s approach is to use profit contribution per unit of time as the core principle for driving decisions about production, pricing and CRM-related issues, including compensation-, customer- and account management.

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Topics: Analytics, Business Analytics, Business Performance Management (BPM), Cloud Computing, Financial Performance Management (FPM), Operational Performance Management (OPM), Performance Management, Price Optimization, Profit Velocity, Profitability, PV Accelerator, Sales Performance Management (SPM), Software, S&OP, Supply Chain Performance Management (SCPM), Human Capital Management, Sales, Office of Finance