Robert Kugel's Analyst Perspectives

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

Adaptive Insights Highlights Importance of Strategic Finance

Posted by Ventana Research on Apr 30, 2015 10:24:45 AM

Adaptive Insights held its annual user group meeting recently. A theme sounded in several keynote sessions was the importance of finance departments playing a more strategic role in their companies. Some participating customers described how they have evolved their planning process from being designed mainly to meet the needs of the finance department into a useful tool for managing the entire business. Their path took them from doing basic financial budgeting to planning focused on improving the company’s performance. This is one of the more important ways in which finance organizations can play a more strategic role in corporate management, an objective that more finance organizations are pursuing. Half of the companies participating in our Office of Finance benchmark research said that their finance organization has undertaken initiatives to enhance its strategic value to the company within the last 18 months.

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Topics: Planning, Operational Performance Management (OPM), Reporting, Budgeting, Human Capital, Analytics, Business Analytics, Business Collaboration, Business Performance Management (BPM), Business Planning, Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Supply Chain, Supply Chain Performance Management (SCPM), Workforce Performance Management (WPM), Demand Planning, Integrated Business Planning, Project 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, Predictive Analytics, Operational Performance Management (OPM), Human Capital, Business Analytics, Cloud Computing, Business Performance Management (BPM), Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Supply Chain, Supply Chain Performance Management (SCPM), S&OP

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

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

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

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

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

Infor Presents Itself as a Large Software Startup

Posted by Robert Kugel on Apr 30, 2012 11:28:33 AM

Infor described this year’s Inforum user group meeting as a coming-out party for a large startup company. Such a debut was necessary because Infor had been operating in something of a stealth mode for the past three years: a limited marketing presence, no unified message and a weak, sometimes inconsistent brand identity. It also needed to formally introduce Infor to customers of Lawson, the ERP supplier it acquired last year. The “startup” designation is meant to signal that Infor has been able to render a decade-long consolidation of dozens of smaller companies into one cohesive entity.

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Topics: Performance Management, Salesforce.com, SAP, Social Media, Sustainability, ERP, Human Capital Management, Marketing, Operational Performance Management (OPM), Epiphany, expense management, Lawson, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Cloud Computing, Governance, Risk & Compliance (GRC), IBM, Operational Intelligence, Oracle, CRM, Customer Performance Management (CPM), finance, Financial Performance Management (FPM), Infor, Information Applications (IA), Information Management (IM), IT Performance Management (ITPM), Sales Performance Management (SPM), Supply Chain, Supply Chain Performance Management (SCPM), Workforce Performance Management (WPM), Financial Performance Management

Kinaxis Users Deal with Supply Chain Complexity

Posted by Robert Kugel on Oct 27, 2011 2:54:01 AM

I recently attended Kinaxis’ users’ group meeting and learned some interesting things. The company, which has been around since 1995, provides software for large corporations with complex supply chains. Over the past decade its product has evolved well past its roots as a material requirements planning (MRP) support tool. It is now an analytics suite that facilitates supply and demand planning, analysis and optimization with a focus on sales and operations planning (S&OP). This is a discipline that is much talked about but less well practiced, done effectively by only a handful of very large companies (Cisco, for example) and smaller ones that have defined their functional strategy around S&OP and logistics management. In our S&OP benchmark research, we assessed the degree to which companies have a broad cross-functional representation in the process (a critical aspect of an effective S&OP effort) by asking which parts of the business were involved. When it comes to five of the most important ones – executive management, manufacturing, operations, sales and finance – our research showed that only 21 percent of companies have four or five participating, while 45 percent of companies have none or just one.

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Topics: Planning, Sales, Office of Finance, Operational Performance Management (OPM), Budgeting, Kinaxis, Business Analytics, Business Collaboration, Cloud Computing, Business Performance Management (BPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Supply Chain, Supply Chain Performance Management (SCPM), demand management, Integrated Business Planning, S&OP